Before Starting the Coc Application

Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

Before Starting the CoC Application

The CoC Consolidated Application consists of three parts, the CoC Application, the CoC Priority Listing, and all the CoC’s project applications that were either approved and ranked, or rejected. All three must be submitted for the CoC Consolidated Application to be considered complete. The Collaborative Applicant is responsible for reviewing the following: 1. The FY 2019 CoC Program Competition Notice of Funding Available (NOFA) for specific application and program requirements. 2. The FY 2019 CoC Application Detailed Instructions which provide additional information and guidance for completing the application. 3. All information provided to ensure it is correct and current. 4. Responses provided by project applicants in their Project Applications. 5. The application to ensure all documentation, including attachment are provided. 6. Questions marked with an asterisk (*), which are mandatory and require a response.

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1A. Continuum of Care (CoC) Identification

Instructions: Guidance for completing the application can be found in the FY 2019 CoC Program Competition Notice of Funding Availability and in the FY 2019 CoC Application Detailed Instructions. Please submit technical questions to the HUD Exchange Ask-A-Question at https://www.hudexchange.info/program-support/my-question/ Resources: The FY 2019 CoC Application Detailed Instruction can be found at: https://www.hudexchange.info/e-snaps/guides/coc-program-competition-resources The FY 2019 CoC Program Competition Notice of Funding Availability at: https://www.hudexchange.info/programs/e-snaps/fy-2019-coc-program-nofa-coc-program- competition/#nofa-and-notices

1A-1. CoC Name and Number: AK-501 - Alaska Balance of State CoC

1A-2. Collaborative Applicant Name: Alaska Housing Finance Corporation

1A-3. CoC Designation: CA

1A-4. HMIS Lead: WellSky

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1B. Continuum of Care (CoC) Engagement

Warning! The CoC Application score could be affected if information is incomplete on this formlet.

1B-1. CoC Meeting Participants. For the period of May 1, 2018 to April 30, 2019, applicants must indicate whether the Organization/Person listed: 1. participated in CoC meetings; 2. voted, including selecting CoC Board members; and 3. participated in the CoC’s coordinated entry system.

Participates Votes, Organization/Person in CoC including Participates in Meetings selecting CoC Coordinated Entry Board System Members

Local Government Staff/Officials Yes Yes Yes CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes Yes Law Enforcement No No Yes Local Jail(s) No No No Hospital(s) Yes Yes Yes EMS/Crisis Response Team(s) No No No Mental Health Service Organizations Yes Yes Yes Substance Abuse Service Organizations Yes Yes Yes Affordable Housing Developer(s) Yes Yes Yes Disability Service Organizations Yes Yes Yes Disability Advocates 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

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Youth Advocates Yes Yes Yes School Administrators/Homeless Liaisons Yes Yes Yes CoC Funded Victim Service Providers Yes Yes Yes Non-CoC Funded Victim Service Providers Yes No Yes Domestic Violence Advocates Yes Yes No Street Outreach Team(s) Yes Yes Yes Lesbian, Gay, Bisexual, Transgender (LGBT) Advocates Yes Yes Yes LGBT Service Organizations No No No 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 Mental Illness Advocates Yes Yes Yes Substance Abuse Advocates Yes Yes Yes Other:(limit 50 characters) Rural Housing Authorities Yes Yes No Tribal Entities Yes Yes No

1B-1a. CoC’s Strategy to Solicit/Consider Opinions on Preventing/Ending Homelessness. Applicants must describe how the CoC: 1. solicits and considers opinions from a broad array of organizations and individuals that have knowledge of homelessness, or an interest in preventing and ending homelessness; 2. communicates information during public meetings or other forums the CoC uses to solicit public information; 3. takes into consideration information gathered in public meetings or forums to address improvements or new approaches to preventing and ending homelessness; and 4. ensures effective communication with individuals with disabilities, including the availability of accessible electronic formats, e.g., PDF. (limit 2,000 characters) 1. CoC membership includes representation with varying knowledge, expertise, and experience. AKCH2 encourages feedback and discussion with any individual seeking to fulfill its mission to prevent and end homelessness. Policy making, planning processes, and meetings include space for public comment. The CoC participates in meetings across several forums to engage citizens/interested parties in planning efforts and to increase community participation; including youth, chronic, veteran, family, DV providers, and current/former beneficiaries. Regular meeting participation includes local govt, the CDBG/HOME/ESG entitlement jurisdiction, & the PHA. 2. To overcome its vast geography, the CoC uses its website, e-mail list, annual conference & bi-monthly teleconferences to exchange information and ideas, in addition to notification of meetings, training opportunities, and CoC/Coalition activities. The ED regularly travels to communities throughout the CoC to strengthen local partnerships and provide technical assistance when needed.

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The CoC also has a partnership with statewide public television to broadcast TA sessions and conference activities multiple times a year. The CoC website has space for the public posting of Board and committee meeting materials. Feedback can be submitted on the CoC website. 3. When engaging in policy work, system analysis, planning processes, or other CoC activities, all voices are held equal. CoC staff routinely disseminates information received from the public for the Board to take into consideration when making decisions. Major policy documents are subject to reviews which include public input. Comments are reviewed by the Board/cmte to ensure representation of our stakeholders and public. 4. All Board policies & meeting minutes are posted on the CoC website. Social media posts are made when new materials are uploaded electronically. All meetings have teleconference or webinar options for those who are not able to physically attend.

1B-2. Open Invitation for New Members. Applicants must describe: 1. the invitation process; 2. how the CoC communicates the invitation process to solicit new members; 3. how the CoC ensures effective communication with individuals with disabilities, including the availability of accessible electronic formats; 4. how often the CoC solicits new members; and 5. any special outreach the CoC conducted to ensure persons experiencing homelessness or formerly homeless persons are encouraged to join the CoC. (limit 2,000 characters) 1. The CoC uses a variety of methods to solicit new members. New members are welcome all year in an open registration process. Membership dues are offered at a sliding scale, including no-cost memberships to ensure there are no barriers to join coalition activities. The CoC holds 6 open meetings a year, all of which are accessible via teleconference & webinar. The CoC welcomes public communication at each of its board meetings. 2. The CoC ED does a significant amount of travel throughout the state every year to give presentations to communities regarding the CoC’s priority work areas are and what each community can do to end homelessness. The CoC also hosts an annual conference which is widely advertised and open for anyone to attend. The CoC provides travel scholarships via a partnership grant with the state’s sole public housing authority to ensure all Alaskans have the ability to attend. 3. The CoC ensures effective communication to all individuals, including those with disabilities, & makes every effort to communicate across multiple mediums. Social Media, the CoC website and regular communication via the e-mail distribution list are methods used to solicit new members. The CoC also hosts a General Membership call every 6 months open to everyone. Opportunities to get involved in CoC activities are communicated via email/social media/public postings every week & are prominently displayed on the coalition’s website. The CoC assists in the facilitation of a statewide youth action board consisting of current/former youth experiencing homelessness which advises the CoC during planning processes. 4. CoC staff and the CoC Board engages and solicits new members

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continuously. 5. The CoC hosts public comment opportunities & solicits feedback from homeless service beneficiaries in its planning activities. Current/former homeless persons are directly consulted during our panning processes and encouraged to join the CoC.

1B-3. Public Notification for Proposals from Organizations Not Previously Funded. Applicants must describe: 1. how the CoC notifies the public that it is accepting project application proposals, and that it is open to and will consider applications from organizations that have not previously received CoC Program funding, as well as the method in which proposals should be submitted; 2. the process the CoC uses to determine whether the project application will be included in the FY 2019 CoC Program Competition process; 3. the date(s) the CoC publicly announced it was open to proposal; 4. how the CoC ensures effective communication with individuals with disabilities, including the availability of accessible electronic formats; and 5. if the CoC does not accept proposals from organizations that have not previously received CoC Program funding or did not announce it was open to proposals from non-CoC Program funded organizations, the applicant must state this fact in the response and provide the reason the CoC does not accept proposals from organizations that have not previously received CoC Program funding. (limit 2,000 characters) 1. The CoC publicly posts, on its website and email listserv, the project application process and materials when they are made available each year. Communication goes out to all known agencies, the CoC membership, & the general public. The CoC geographic area covers all of Alaska, outside of the city of Anchorage, and is the largest in size in the country which makes communication difficult. The Coalition’s ED travels to multiple communities in the CoC to increase awareness of best practices and CoC funding availability. The CoC hosts two webinars at the beginning of the application process to describe the CoC program competition and answer questions. 2. All applications are reviewed by the CoC project ranking team based on objective criteria set by the CoC committee. Application scores are forwarded to the CoC board to vote on final funding recommendations. 3. The CoC publicly announced it was open to proposal by various means; website posting (7/15/19), Social Media (7/15/19), a MailChimp listserv with statewide membership (7/15/19), discussion at statewide membership meetings (7/9/19); annual conference sessions (11/2018), and by specific invitation. 4. The CoC ensures effective communication to all individuals, including those with disabilities, & makes every effort to communicate across multiple mediums. Social Media, the CoC website and regular communication via the e-mail distribution list are methods used to engage all individuals, including those with disabilities. 5. N/A

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1C. Continuum of Care (CoC) Coordination

Warning! The CoC Application score could be affected if information is incomplete on this formlet.

1C-1. CoCs Coordination, Planning, and Operation of Projects. Applicants must select the appropriate response for each federal, state, local, private, other organizations, or program source the CoC included in the planning and operation of projects that serve individuals experiencing homelessness, families experiencing homelessness, unaccompanied youth experiencing homelessness, persons who are fleeing domestic violence, or persons at risk of homelessness.

Coordinates with Planning Entities or Organizations the CoC coordinates planning and operation of projects and Operation of Projects

Housing Opportunities for Persons with AIDS (HOPWA) Yes Temporary Assistance for Needy Families (TANF) Yes Runaway and Homeless Youth (RHY) Yes Head Start Program Yes Funding Collaboratives Yes Private Foundations Yes Housing and services programs funded through U.S. Department of Justice (DOJ) Funded Housing and Yes Service Programs Housing and services programs funded through U.S. Health and Human Services (HHS) Funded Housing and Yes Service Programs Housing and service programs funded through other Federal resources Yes Housing and services programs funded through State Government Yes Housing and services programs funded through Local Government Yes Housing and service programs funded through private entities, including foundations Yes Other:(limit 50 characters) Tribal Housing and Service Programs Yes

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1C-2. CoC Consultation with ESG Program Recipients. Applicants must describe how the CoC: 1. consulted with ESG Program recipients in planning and allocating ESG funds; 2. participated in the evaluating and reporting performance of ESG Program recipients and subrecipients; and 3. ensured local homelessness information is communicated and addressed in the Consolidated Plan updates. (limit 2,000 characters) 1. The ESG recipient is also the Collaborative Applicant for the CoC. This arrangement has made the consultation on ESG allocation relatively straight forward and routine. A discussion about allocation of ESG & other homeless funding is discussed at CoC/Coalition meetings. This discussion occurs annually as part of the HCD Annual Action Plan preparation process. 2. Due to the small amount of ESG funds awarded by HUD to the jurisdiction each year, performance evaluation has been incorporated into the combined ESG/State Homeless Assistance program. Results of the use of funds for the fiscal year are reported both through the CAPER and at the spring meeting held jointly by the CoC/Coalition and state interagency council. Every effort is made to evaluate ESG performance in relation to HUD's CoC priorities. 3. The CoC also provides the ESG recipient with PIT Count and HMIS data for the development of the Con-Plan.

1C-2a. Providing PIT and HIC Data to Yes to both Consolidated Plan Jurisdictions. Applicants must indicate whether the CoC provided Point-in-Time (PIT) and Housing Inventory Count (HIC) data to the Consolidated Plan jurisdictions within its geographic area.

1C-2b. Providing Other Data to Consolidated Yes Plan Jurisdictions. Applicants must indicate whether the CoC ensured local homelessness information is communicated to Consolidated Plan Jurisdictions within its geographic area so it can be addressed in Consolidated Plan updates.

1C-3. Addressing the Safety Needs of Domestic Violence, Dating Violence, Sexual Assault, and Stalking Survivors.

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Applicants must describe: 1. the CoC’s protocols, including protocols for coordinated entry and the CoC’s emergency transfer plan, that prioritize safety and incorporate trauma-informed, victim-centered services; and 2. how the CoC, through its coordinated entry, maximizes client choice for housing and services while ensuring safety and confidentiality. (limit 2,000 characters) 1. The CoC is comprised of several domestic/sexual survivor services agencies, and these agencies provide direct services AND technical assistance when necessary. Each of these agencies understands the confidentiality requirements mandated by the Violence Against Woman Act (VAWA), and offer participants in their own programs, as well as others, the opportunity to access safe, confidential victim services. They provide model releases of information that are designed to elicit informed consent for any participant wishing to pursue services outside of VAWA-protected programs. Funding for victim service providers is made available through CoC and ESG funding with 30% of the CoC and ESG funding represented by those agencies. The CoC has established trauma-informed coordinated entry access points in multiple communities targeting individuals/families fleeing domestic violence to ensure they have victim-centered, fair, equal and safe access to available shelter and housing resources. 2. The CoC, through its coordinated entry policies, is driven by the premise of client choice for housing referrals. Clients can refuse CE referrals and our prioritization process allows for clients to indicate their preference of housing location and their preferred housing model. In partnership with the statewide Domestic Violence Council, the CoC has upgraded agencies to the Domestic Violence Information Management System (DVIMS) which is VAWA compliant and an effective tool for agencies to coordinate housing efforts for individuals fleeing DV, dating violence, sexual assault, and stalking survivors. The CE P&P’s has a specific victim centered process for DV which includes an anonymous non-HMIS community prioritization list. All clients accessing CE are screened for safety concerns in the first step of the assessment process and referred to DV services/shelter immediately if necessary.

1C-3a. Training–Best Practices in Serving DV Survivors. Applicants must describe how the CoC coordinates with victim services providers to provide training, at least on an annual basis, for: 1. CoC area project staff that addresses safety and best practices (e.g., trauma-informed, victim-centered) on safety and planning protocols in serving survivors of domestic violence; and 2. Coordinated Entry staff that addresses safety and best practices (e.g., Trauma Informed Care) on safety and planning protocols in serving survivors of domestic violence. (limit 2,000 characters) 1. The CoC coordinates on a regular basis with victim services providers on best practices in serving survivors of domestic violence, dating violence, sexual assault, and stalking. Our coordinated entry policies and procedures require annual trauma-informed care and assessment/referral training. The CoC provides these trainings at no cost utilizing online live webinars and teleconferencing. We also provide these trainings at our annual conference. FY2019 CoC Application Page 9 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

2. Several victim service provider agency staff throughout the state received travel scholarships for the annual conference and training opportunities from the CoC. Communities also received initial coordinated entry training from the CoC which included how to conduct the phased assessment process and best practices for serving vulnerable populations. DV agencies also receive training and technical assistance from the CoC on conducting the annual PIT/HIC count while maintaining compliance with VAWA. CoC CES policies require participating agency staff to complete annual trauma-informed care training specific to the populations they serve (DV survivors, people with disabilities, youth, etc).

1C-3b. Domestic Violence–Community Need Data. Applicants must describe how the CoC uses de-identified aggregate data from a comparable database to assess the special needs related to domestic violence, dating violence, sexual assault, and stalking. (limit 2,000 characters) The statewide domestic violence network participates in the CoC’s annual point in time and housing inventory counts. Aggregate level information is collected using the DVIMS system and reported to HUD. The CoC uses this information in its community needs assessment to identify service gaps and monitor system performance. The DV network also participates in the CoC’s statewide coordinated entry system. The CE policies and procedures outlines the process for assessment, access, prioritization and referrals specifically victims of domestic violence, dating violence, sexual assault and stalking. The DVIMS system is utilized to produce de-identified and anonymous prioritization lists which allows survivors to access not only DV-specific housing resources but also non-DV housing units. The CoC uses de-identified referral and aggregate PIT/HIC information to monitor system performance by using HUD’s system performance measurements on a quarterly basis. The CoC communicates SPM information with community coalitions to identify areas where service improvements can be made as well as areas where the localized CoC is performing well. DV agencies also participate in CES case conferencing. MOAs are established between the CoC, DV agencies, and non-DV agencies that participate in CES to ensure confidentiality of information shared. All client information for individuals fleeing DV or survivors of DV are de-identified during the case conference process.

*1C-4. PHAs within CoC. Attachments Required. Applicants must submit information for the two largest PHAs or the two PHAs with which the CoC has a working relationship within the CoC’s geographic area.

% New Admissions into Public Housing PHA has General or PHA has a Preference for Public Housing Agency Name and Housing Choice Voucher Program Limited Homeless current PSH program during FY 2018 who were experiencing Preference participants no longer homelessness at entry needing intensive supportive services, e.g., Moving On Alaska Housing Finance Corporation 38.00% Yes-HCV Yes-HCV

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1C-4a. PHAs’ Written Policies on Homeless Admission Preferences. Applicants must: 1. provide the steps the CoC has taken, with the two largest PHAs within the CoC’s geographic area or the two PHAs the CoC has working relationships with, to adopt a homeless admission preference–if the CoC only has one PHA within its geographic area, applicants may respond for one; or 2. state that the CoC does not work with the PHAs in its geographic area. (limit 2,000 characters) 1. Alaska’s designated Housing Finance Agency and designated Public Housing Agency, Alaska Housing Finance Corporation (AHFC) participates in the Anchorage and Alaska Balance of State CoC processes and prioritizes homeless populations through housing choice voucher set-asides and project- based rental assistance. In addition, AHFC uses state funds to support homeless assistance programs, including matching funding ($1.5 million) directly to CoC funded programs. Basic Homeless Assistance Program (BHAP) – State funds for operational support and rental assistance for emergency shelters, transitional and permanent supportive housing projects, rapid re-housing and prevention programs. In 2019 AHFC distributed $4.5 million to nonprofit organizations located in the Balance of State and Anchorage CoC areas. Scattered Site –(Anchorage and Balance of State CoC ECHP – Displaced to Domestic Violence - 210 MHP – Disabled at-risk or homeless - 147 811 Mainstream - non-elderly and disabled adults - 50 VASH – Homeless Veterans - 617 MAH – Youth Transitioning out of foster care – 20 RHV - Homeless exiting corrections – 94 Project-Based Rental Assistance – Specialty Population Dena’ina House – Homeless Youth (18-21) with supportive services – 25 beds Anchorage Karluk Manor – Homeless adults with Chronic Substance Abuse (Housing First PSH) – 46 beds Anchorage Forget – Me – Not Manor – Homeless or At-Risk of Homeless Adults with Chronic Substance Abuse (Housing First PSH) – 32 Beds Juneau 811 Project-Based Housing Assistance – 24 units under contract, 22 units in process of being constructed, 40 scattered-site matching vouchers. Contract units in Anchorage, PRAC units in Juneau and Wasilla. 811 Programs (Project-Based and Mainstream) Identify individuals exiting PSH (Move-On) as priority populations

1C-4b. Moving On Strategy with Affordable Housing Providers. Applicants must indicate whether the CoC has a Moving On Strategy with affordable housing providers in its jurisdiction. Yes If “Yes” is selected above, describe the type of provider, for example,

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multifamily assisted housing owners, PHAs, Low Income Tax Credit (LIHTC) developments, or local low-income housing programs. (limit 1,000 characters) Alaska Housing Finance Corporation provides Housing Choice Vouchers in multiple communities within the CoC. CoC-funded organizations and other partners assist clients in applying for public housing vouchers, or public housing units if available as part of applying for mainstream vouchers. As the Mainstream Vouchers do not have a homeless status requirement, individuals who are stably housed in chronic homeless set-aside properties or utilizing a homeless preference voucher are moved onto a Housing Choice Voucher and remain in their current unit, if the unit is scattered-site, or assisted in moving out of a project-based unit. The State of Alaska Department of Health and Human Services provides assistance with security deposits and other related costs as does the United Way, The Alaska Mental Health Trust Beneficiary and several faith-based organizations. Alaska Housing Finance Corporation homeless services grantees are required to report quarterly on the number of individuals who are connected to mainstream benefits, including stable housing.

1C-5. Protecting Against Discrimination. Applicants must describe the actions the CoC has taken to address all forms of discrimination, such as discrimination based on any protected classes under the Fair Housing Act and 24 CFR 5.105(a)(2) – Equal Access to HUD-Assisted or -Insured Housing. (limit 2,000 characters) The CoC utilized HUD TA to provide telephonic training opportunities for all providers on how to effectively implement the Equal Access to Housing requirements related to Sexual Orientation, including Gender Identity Equal Access (Final Rule). We also include our Fair Housing organization, Alaska Legal Services, at our conferences to provide guidance on anti-discrimination policy. The CoC also has a CoC-wide anti-discrimination policy written into its bylaws prohibiting discrimination against any individual based on race, ethnicity, gender, age, religion, or sexual orientation. The Collaborate Applicant requires all grantees (ESG, CoC, State-funded programs) to follow Fair Housing Rules and provide effective communication opportunities for persons with disabilities and those with limited English proficiency through document and language interpretation services and reasonable accommodations. The CoC also has an anti-discrimination policy in its policies and procedures which protects individuals from being discriminated against based on race, ethnicity, gender, age, religion, or sexual orientation during the referral process. The CoC’S Coordinated Entry P&P’s require access points to provide accommodations for ESL clients as well as annual training related to trauma- informed care, working with clients with disabilities/behavioral health conditions, and effective assessment procedures.

*1C-5a. Anti-Discrimination Policy and Training. Applicants must indicate whether the CoC implemented an anti-

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discrimination policy and conduct training:

1. Did the CoC implement a CoC-wide anti-discrimination policy that applies to all projects regardless of funding source? Yes 2. Did the CoC conduct annual CoC-wide training with providers on how to effectively address discrimination based on any Yes protected class under the Fair Housing Act? 3. Did the CoC conduct annual training on how to effectively address discrimination based on any protected class under 24 Yes CFR 5.105(a)(2) – Equal Access to HUD-Assisted or -Insured Housing?

*1C-6. Criminalization of Homelessness. Applicants must select all that apply that describe the strategies the CoC implemented to prevent the criminalization of homelessness in the CoC’s geographic area.

1. Engaged/educated local policymakers: X

2. Engaged/educated law enforcement: X

3. Engaged/educated local business leaders: X

4. Implemented communitywide plans: X

5. No strategies have been implemented:

6. Other:(limit 50 characters)

1C-7. Centralized or Coordinated Assessment System. Attachment Required. Applicants must: 1. demonstrate the coordinated entry system covers the entire CoC geographic area; 2. demonstrate the coordinated entry system reaches people who are least likely to apply for homelessness assistance in the absence of special outreach; and 3. demonstrate the assessment process prioritizes people most in need of assistance and ensures they receive assistance in a timely manner. (limit 2,000 characters) 1. The CoC adopted its CES Policies and Procedures in January 2018. The P&P’s (attached) identify the entire CoC geographic area (Alaska BoS) as a singular Coordinated Entry System. Our Coordinated Entry System not only

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operates within the Balance of State but also works in collaboration with the Anchorage CoC region allowing for referrals to be made seamlessly across CoC borders. 2. In order to reach individuals who are least likely to apply for homelessness assistance, the balance of state implemented a telephonic assessment protocol which allows for any individual to call an access point and be assessed using the common assessment tool (VI-SPDAT). United Way’s 2-1-1 phone line also makes referrals to the BoS CES. Clients are also given the option to indicate what community they would prefer to be housed which is important due to many Alaskans residing in communities with little to no homeless intervention agencies. All year-round and seasonal shelters participate in the BoS CES and assess individuals using the common assessment tool and make referrals to the CES. The CoC also advertises the CES via the internet (webpage/emails/social media), radio, television, and with flyers posted in known locations where vulnerable individuals gather. 3. The BoS CES prioritizes housing referrals for the most vulnerable individuals based on VI-SPDAT, chronic homeless status, and length of time homeless for all housing intervention types. The referral process is designed for local designated lead agencies to quickly access the community prioritization list and make a referral for the most vulnerable individuals when beds become available. If a client refuses a referral, case conferencing is utilized to plan a successful housing path for the individual. The CoC CES Committee monitors successful referral rates and the length of time individuals remain on the list to identify where additional resources are needed and where system improvements can be made.

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1D. Continuum of Care (CoC) Discharge Planning

Warning! The CoC Application score could be affected if information is incomplete on this formlet.

1D-1. Discharge Planning Coordination. Applicants must indicate whether the CoC actively coordinates with the systems of care listed to ensure persons who have resided in them longer than 90 days are not discharged directly to the streets, emergency shelters, or other homeless assistance programs. Check all that apply (note that when "None:" is selected no other system of care should be selected).

Foster Care: X

Health Care: X

Mental Health Care: X

Correctional Facilities: X

None:

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1E. Local CoC Competition

Instructions Guidance for completing the application can be found in the FY 2019 CoC Program Competition Notice of Funding Availability and in the FY 2019 CoC Application Detailed Instructions. Please submit technical questions to the HUD Exchange Ask-A-Question at https://www.hudexchange.info/program-support/my-question/ Resources: The FY 2019 CoC Application Detailed Instruction can be found at: https://www.hudexchange.info/e-snaps/guides/coc-program-competition-resources The FY 2019 CoC Program Competition Notice of Funding Availability at: https://www.hudexchange.info/programs/e-snaps/fy-2019-coc-program-nofa-coc-program- competition/#nofa-and-notices

Warning! The CoC Application score could be affected if information is incomplete on this formlet.

*1E-1. Local CoC Competition–Announcement, Established Deadline, Applicant Notifications. Attachments Required. Applicants must indicate whether the CoC:

1. informed project applicants in its local competition announcement about point values or other ranking criteria the CoC would Yes use to rank projects on the CoC Project Listings for submission to HUD for the FY 2019 CoC Program Competition; 2. established a local competition deadline, and posted publicly, for project applications that was no later than 30 days before the Yes FY 2019 CoC Program Competition Application submission deadline; 3. notified applicants that their project application(s) were being rejected or reduced, in writing along with the reason for the Yes decision, outside of e-snaps, at least 15 days before the FY 2019 CoC Program Competition Application submission deadline; and 4. notified applicants that their project applications were accepted and ranked on the CoC Priority Listing in writing, outside of e- Yes snaps, at least 15 days before the FY 2019 CoC Program Competition Application submission deadline.

1E-2. Project Review and Ranking–Objective Criteria. Applicants must indicate whether the CoC used the following to rank and select project applications for the FY 2019 CoC Program Competition:

1. Used objective criteria to review and rank projects for funding (e.g., cost effectiveness of the project, performance data, type of Yes population served); 2. Included one factor related to improving system performance (e.g., exits to permanent housing (PH) destinations, retention of PH, Yes length of time homeless, returns to homelessness, job/income growth, etc.); and 3. Included a specific method for evaluating projects submitted by victim services providers that utilized data generated from a Yes comparable database and evaluated these projects on the degree they improve safety for the population served.

1E-3. Project Review and Ranking–Severity of Needs and Vulnerabilities. FY2019 CoC Application Page 16 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

Applicants must describe: 1. the specific severity of needs and vulnerabilities the CoC considered when reviewing and ranking projects; and 2. how the CoC takes severity of needs and vulnerabilities into account when reviewing and ranking projects. (limit 2,000 characters) 1. The CoC considered numerous needs and vulnerabilities of target populations during the review, ranking and rating process including: chronic homeless status, length of time homeless, vulnerability status (as determined using the VI-SPDAT which scores on mental health, behavioral health, physical health, history of housing & homelessness, emergency services utilization, fleeing DV/sexual assault/dating violence/stalking, incarceration history, trafficking, legal issues, and other socialization/daily functioning risks). The CoC prioritized housing first program models that take every measure to reduce barriers to housing for individuals (e.g. no sobriety, treatment, income or other requirements for referrals). The CoC anti-discrimination policy also protects individuals from being discriminated against based on race, ethnicity, gender, age, religion, or sexual orientation during the referral process. 2. This year the COC used the HUD project rating and ranking tool to determine severe priority focus for grantees and included as part of the rank and review process. The attached score sheet for the CoC competition demonstrates that extra points are awarded for projects that prioritize individuals who are experiencing the above vulnerability indicators. In addition, projects that increased the number of beds allocated specifically for chronic homeless or vulnerable populations in a community, and proportionately to the program’s total bed count, received additional points in their application score. In addition, the scoring mechanism considered whether or not each applicant participated in community planning efforts to end homelessness, data sharing, and a coordinated entry system. New project proposals are also asked supplemental questions specific to the needs of vulnerable populations in their community, how their program will address those needs, accessibility of services (ADA, public transportation, multi-lingual documentation), and agency capacity.

1E-4. Public Postings–CoC Consolidated Application. Attachment Required. Applicants must: 1. indicate how the CoC made public the review and ranking process the CoC used for all project applications; or 2. check 6 if the CoC did not make public the review and ranking process; and 3. indicate how the CoC made public the CoC Consolidated Application–including the CoC Application and CoC Priority Listing that includes all project applications accepted and ranked or rejected–which HUD required CoCs to post to their websites, or partners websites, at least 2 days before the FY 2019 CoC Program Competition application submission deadline; or 4. check 6 if the CoC did not make public the CoC Consolidated Application.

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Public Posting of Objective Review and Ranking Public Posting of CoC Consolidated Application Process including: CoC Application, CoC Priority Listing, Project Listings 1. Email 1. Email X X

2. Mail 2. Mail

3. Advertising in Local Newspaper(s) 3. Advertising in Local Newspaper(s)

4. Advertising on Radio or Television 4. Advertising on Radio or Television

5. Social Media (Twitter, Facebook, etc.) 5. Social Media (Twitter, Facebook, etc.) X X

6. Did Not Publicly Post Review and Ranking Process 6. Did Not Publicly Post CoC Consolidated Application

1E-5. Reallocation between FY 2015 and FY 2018. Applicants must report the percentage of the CoC’s ARD that was reallocated between the FY 2015 and FY 2018 CoC Program Competitions.

Reallocation: 23%

1E-5a. Reallocation–CoC Review of Performance of Existing Projects. Applicants must: 1. describe the CoC written process for reallocation; 2. indicate whether the CoC approved the reallocation process; 3. describe how the CoC communicated to all applicants the reallocation process; 4. describe how the CoC identified projects that were low performing or for which there is less need; and 5. describe how the CoC determined whether projects that were deemed low performing would be reallocated. (limit 2,000 characters) 1. HUD NOFA and the Ak Balance of State COC policies include information on the reallocation of under-performing projects and are posted to the website. The new, renewal, and bonus project applications also provide notice of the potential for re-allocation resources. The CoC Board makes final determination if reallocation is necessary based on objective funding competition project ranking results. 2. the CoC approves re-allocation as part of the annual rank and review process; the ranking committee provides recommendations on re-allocation that are approved by the full AKCH2 Board of directors each year. 3. Along with HUD NoFA and CoC written policies, AKCH2 hosted webinar/information meeting that covers re-allocation process. The competition timeline is posted online with details on re-allocation to come through committee

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team review and eventual full Board approval. Results are posted publicly on the CoC website, emailed to the listserv, and communicated directly, via email, to all project applicants. 4. The coc identifies low-performing project through telephonic check-ins throughout the year, conformance to the annual application process, and through data pulled from HMIS. As part of rank and review process, ranking committee analyzes performance data through the HUD project ranking tool. 5. Coc ranking committee analyzes all narrative application and performance date for CoC projects, and if necessary, determines a re-allocation strategy for the annual competition. The CoC ranking committee forwards this re-allocation strategy to the full Board of Directors for confirmation.

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DV Bonus

Warning! The CoC Application score could be affected if information is incomplete on this formlet.

1F-1 DV Bonus Projects.

Applicants must indicate whether the CoC is Yes requesting DV Bonus projects which are included on the CoC Priority Listing:

1F-1a. Applicants must indicate the type(s) of project(s) included in the CoC Priority Listing.

1. PH-RRH X

2. Joint TH/RRH

3. SSO Coordinated Entry

Applicants must click “Save” after checking SSO Coordinated Entry to view questions 1F-3 and 1F-3a.

*1F-2. Number of Domestic Violence Survivors in CoC’s Geographic Area. Applicants must report the number of DV survivors in the CoC’s geographic area that:

Need Housing or Services 1,190.00

FY2019 CoC Application Page 20 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764 the CoC is Currently Serving 132.00

1F-2a. Local Need for DV Projects. Applicants must describe: 1. how the CoC calculated the number of DV survivors needing housing or service in question 1F-2; and 2. the data source (e.g., HMIS, comparable database, other administrative data, external data source). (limit 500 characters) 1. Clients are assessed with a standardized HMIS-DVIMS intake forms and appropriate VI-SPDAT. The intake form and VI-SPDAT both have questions asking the client about whether or not they are currently fleeing or are a victim of domestic violence, sexual assault, dating violence, human trafficking, or stalking. The PIT count also captures clients’ history of DV victim status. 2. The CoC uses HMIS & DVIMS Database. Data is also supplemented by ANDVSA surveys of clients.

1F-4. PH-RRH and Joint TH and PH-RRH Project Applicant Capacity. Applicants must provide information for each unique project applicant applying for PH-RRH and Joint TH and PH-RRH DV Bonus projects which the CoC is including in its CoC Priority Listing–using the list feature below. Applicant Name DUNS Number AWARE 037997772

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1F-4. PH-RRH and Joint TH and PH-RRH Project

Applicant Capacity DUNS Number: 037997772 Applicant Name: AWARE Rate of Housing Placement of DV Survivors–Percentage: 30.00% Rate of Housing Retention of DV Survivors–Percentage: 18.00%

1F-4a. Rate of Housing Placement and Housing Retention. Applicants must describe: 1. how the project applicant calculated the rate of housing placement and rate of housing retention reported in the chart above; and 2. the data source (e.g., HMIS, comparable database, other administrative data, external data source). (limit 500 characters) 1. Housing Placement Rate: From total clients housed during the reporting period. We then looked at how many clients self-reported as victims/survivors of DV to calculate the rate of housing placement. The data is across the entire Balance of State CoC and includes HMIS data only. 2. Housing retention Rate: The number of clients who were served in RRH or PSH and of those, who were still actively served or had exited to a permanent housing destinations in the period.

1F-4b. DV Survivor Housing. Applicants must describe how project applicant ensured DV survivors experiencing homelessness were assisted to quickly move into permanent housing. (limit 2,000 characters) Domestic violence survivors reach out for assistance depending on their current needs. Some prioritize safety from an abuser (ie. fleeing), other prioritize a stable environment from which to address prior victimization, and others prioritize independent housing. AWARE advocates are skilled at assessing needs at intake, and co-create a plan to move quickly from homelessness to stable housing if that is the participant's goal. In a tight housing market, this generally means considering housing options beyond traditional subsidies or supports, because those things generally come with long wait times. Advocates offer program applications, assistance with applications, affordable housing search, housing navigator services and financial programs in the hopes of putting together a package to move a survivor quickly from shelter to housing.

1F-4c. DV Survivor Safety. Applicants must describe how project applicant: 1. ensured the safety of DV survivors experiencing homelessness by:

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(a) training staff on safety planning; (b) adjusting intake space to better ensure a private conversation; (c) conducting separate interviews/intake with each member of a couple; (d) working with survivors to have them identify what is safe for them as it relates to scattered site units and/or rental assistance; (e) maintaining bars on windows, fixing lights in the hallways, etc. for congregate living spaces operated by the applicant; (f) keeping the location confidential for dedicated units and/or congregate living spaces set-aside solely for use by survivors; and 2. measured its ability to ensure the safety of DV survivors the project served. (limit 2,000 characters) 1. AWARE ensures the safety of DV survivors experiencing homelessness by a. Provide 40 hours of survivor centered training to all employees and volunteers that includes: assessing risk/lethality, confidentiality, trauma- informed care, and safety planning in urban and rural settings. b. All intake spaces at AWARE are confidential c. AWARE has VAWA mandated policies prohibiting “couples counseling” and works to ensure survivors have confidential services. d. All housing placement discussions include the survivor’s perspective on risks associated with housing, including: security, proximity to abuser(s), accessibility to childcare and other supports, and proximity to law enforcement centers. e. AWARE’s emergency shelter and meet spaces are locked and covered by 24hr security monitoring. f. AWARE’s confidentiality protocols prohibit information sharing with any person or agency unless specifically allowed by the participant via a written, informed, time-limited release of information. 2. 2. AWARE establishes a safety plan with DV survivors. All clients complete surveys identifying risk factors and short term safety goals are established. Case management checks in regularly to ensure safety goals are being met. If goals are not being met, staff adjusts case management strategy to achieve goals.

1F-4d. Trauma-Informed, Victim-Centered Approaches. Applicants must describe: 1. project applicant’s experience in utilizing trauma-informed, victim- centered approaches to meet needs of DV survivors; and 2. how, if funded, the project will utilize trauma-informed, victim-centered approaches to meet needs of DV survivors by: (a) prioritizing participant choice and rapid placement and stabilization in permanent housing consistent with participants’ preferences; (b) establishing and maintaining an environment of agency and mutual respect, e.g., the project does not use punitive interventions, ensures program participant staff interactions are based on equality and minimize power differentials; (c) providing program participants access to information on trauma, e.g., training staff on providing program participant with information on trauma; (d) placing emphasis on the participant’s strengths, strength-based coaching, questionnaires and assessment tools include strength-based measures, case plans include assessments of program participants

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strengths and works towards goals and aspirations; (e) centering on cultural responsiveness and inclusivity, e.g., training on equal access, cultural competence, nondiscrimination; (f) delivering opportunities for connection for program participants, e.g., groups, mentorships, peer-to-peer, spiritual needs; and (g) offering support for parenting, e.g., parenting classes, childcare. (limit 4,000 characters) 1. AWARE has been providing services for survivors of domestic and sexual violence in Juneau for over 40 years. We receive funding to provide trauma- informed services that include 24 hour emergency shelter, safety planning, crisis-line support, and risk assessment. All of our services are voluntary, and survivors determine the level of intervention that is appropriate for them, as well as create their own safety plan to meet their needs. 2.a AWARE has a good sense of the overall needs of survivors, and tailors our offerings to meet those needs. However, we understand that each person/family is unique, and staff do not seek to set a participant’s priorities, rather, we hope to create a relationship with the survivor that is safe enough for them to determine their own priorities. With regard to housing, some families prioritize location, other prioritize security, and other prioritize co-location with family or supports. These and a wide variety of other priorities are individual and fully within the survivor’s power to determine. b. AWARE seeks to actively minimize power differentials between staff and participants, recognizing many of us who work at AWARE have also survived violence. We follow a philosophy of relationship-based practice which minimizes “othering” of participants and emphasizes equity. There are no “rules” in shelter, including stay limits; staff coach and mentor participants as needed in safe community behaviors, particularly when substance misuse and mental illness are at issue, while operating on a “screen in vs screen out” basis. c. AWARE evaluates our program in part by participant’s answer to the question “I understand more about the effects of trauma on me (or my family).” Staff provide information at intake and in an ongoing, gentle way on trauma, as well as take opportunities when unsafe behaviors arise to talk about the effects of trauma on our decisions and sense of safety. d. AWARE operates from a place of “assumed strength”, ie. that everyone who accesses our services has been working in their own unique ways toward safety for themselves and their families. And like all of us, some of those strategies have worked and some have not, and survivors have adapted to seek additional supports to prioritize safety and wellness. Each visit to AWARE is an opportunity to celebrate the strength and courage of the participant in gaining more support/information. e. AWARE recognizes cultural and societal disparity, including racism, sexism and ableism, is at the root of much of the violence experienced by our survivors. We have adopted Improving Access and Equity as a goal of our programming, and collaborate with tribal partners, the LBGTQIA community, and independent living organizations to increase access for all survivors. AWARE recently launched our "gender inclusive" shelter initiative, which opened the doors of our emergency shelter to all survivors, including those who identify as male, or transgender, or gender non-conforming. f. Because AWARE has a breadth of partnerships within southeast alaska, we are able to offer opportunities for survivors to engage in cultural activities with indigenous leaders, faith communities of their choosing, and connect with helpful volunteers to learn about gardening, healthy meal prep, and other

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practical skills. These opportunities provide connection within the community, and sometimes result in survivors gaining needed support from other people and agencies to increase their sense of belonging. g. AWARE offers in house parenting classes (Circles of Security and Parenting with Love and Logic) and partners with other providers to ensure parenting needs are met. Our robust children's program includes advocates who understand systems of care for children, from childcare for children with developmental disabilities to supports for incarcerated parents.

1F-4e. Meeting Service Needs of DV Survivors. Applicants must describe how the project applicant met services needs and ensured DV survivors experiencing homelessness were assisted to quickly move into permanent housing while addressing their safety needs, including: - Child Custody - Legal Services - Criminal History - Bad Credit History - Education - Job Training - Employment - Physical/Mental Healthcare - Drug and Alcohol Treatment - Childcare (limit 2,000 characters) AWARE completes a thorough intake according to the survivor’s comfort, which includes screening for legal issues (custody, divorce/separation, victim witness needs), safety issues including lethality/abuser risk, substance use issues, behavioral/physical health concerns and childcare challenges. Survivors have the option to request additional supports in the area of criminal legal support, financial planning, employment services, and job/vocational support. We ask survivors to prioritize their requested supports and we work to line up resources (eg. community mental health support, case managers, etc) to ensure supports are in place even as they transition into permanent housing. AWARE also participates in the CoC coordinated entry process which includes administering a common assessment tool, prioritizing referrals based on CoC P&P’s, and participates in case conferencing. All federally required confidentiality standards are followed during case conference meetings. Case conferencing connects system navigators and case managers to ensure that the client’s wrap around supports are in place and addressing the needs unique to the individual.

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2A. Homeless Management Information System (HMIS) Implementation

Intructions: Guidance for completing the application can be found in the FY 2019 CoC Program Competition Notice of Funding Availability and in the FY 2019 CoC Application Detailed Instructions. Please submit technical questions to the HUD Exchange Ask-A-Question at https://www.hudexchange.info/program-support/my-question/ Resources: The FY 2019 CoC Application Detailed Instruction can be found at: https://www.hudexchange.info/e-snaps/guides/coc-program-competition-resources The FY 2019 CoC Program Competition Notice of Funding Availability at: https://www.hudexchange.info/programs/e-snaps/fy-2019-coc-program-nofa-coc-program- competition/#nofa-and-notices

Warning! The CoC Application score could be affected if information is incomplete on this formlet.

2A-1. HMIS Vendor Identification. Mediware Information Systems, Inc. Applicants must review the HMIS software vendor name brought forward from FY 2018 CoC Application and update the information if there was a change.

2A-2. Bed Coverage Rate Using HIC and HMIS Data. Using 2019 HIC and HMIS data, applicants must report by project type: Total Number of Beds Total Beds Dedicated Total Number of 2019 HMIS Bed Project Type in 2019 HIC for DV in 2019 HIC HIC Beds in HMIS Coverage Rate Emergency Shelter (ES) beds 575 257 286 89.94% Safe Haven (SH) beds 0 0 0 Transitional Housing (TH) beds 270 63 192 92.75% Rapid Re-Housing (RRH) beds 67 1 66 100.00% Permanent Supportive Housing (PSH) beds 386 0 164 42.49% Other Permanent Housing (OPH) beds 0 0 0

2A-2a. Partial Credit for Bed Coverage Rates at or Below 84.99 for Any Project Type in Question 2A-2. For each project type with a bed coverage rate that is at or below 84.99 percent in question 2A-2., applicants must describe:

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1. steps the CoC will take over the next 12 months to increase the bed coverage rate to at least 85 percent for that project type; and 2. how the CoC will implement the steps described to increase bed coverage to at least 85 percent. (limit 2,000 characters) 1. Permanent Supportive Housing Beds were the only project type where our coverage rate fell below 84.99% of HMIS Bed Coverage. All of the PSH beds that are not in the HMIS system are VASH units. The CoC has identified that the reason for VASH beds not being linked to HMIS is due to the VA not being incentivized to participate in HMIS. The CoC is currently working with VASH programs to obtain minimum data for clients accessing VASH units. Our CoC has recently been appointed by the Governor to represent a seat on the Governor’s Council on Homelessness which also contains VA representation. We will be bringing this issue to the Governor’s Council at their November Council meeting. The CoC will work with the VA to identify what resources are necessary for VASH programs to have the capacity to participate in HMIS, thus leading to an increase in our PSH coverage rate. Given the high percentage of veterans we have in our more rural areas, we have also prepared a rural expert brief and needs assessment for the United States Interagency Council on Homelessness. Our recommendations to USICH included asks relating to the expansive of HUD Tribal VASH and including HMIS participation language in grant requirements. 2. The CoC’s goal is to increase VASH HMIS participation by 50% in the next 12 months. The CoC’s HMIS Lead is prepared to train end-users on how to enter VASH into the HMIS.

*2A-3. Longitudinal System Analysis (LSA) Submission.

Applicants must indicate whether the CoC Yes submitted its LSA data to HUD in HDX 2.0.

*2A-4. HIC HDX Submission Date. Applicants must enter the date the CoC 04/30/2019 submitted the 2019 Housing Inventory Count (HIC) data into the Homelessness Data Exchange (HDX). (mm/dd/yyyy)

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2B. Continuum of Care (CoC) Point-in-Time Count

Warning! The CoC Application score could be affected if information is incomplete on this formlet.

2B-1. PIT Count Date. 01/22/2019 Applicants must enter the date the CoC conducted its 2019 PIT count (mm/dd/yyyy).

2B-2. PIT Count Data–HDX Submission Date. 04/30/2019 Applicants must enter the date the CoC submitted its PIT count data in HDX (mm/dd/yyyy).

2B-3. Sheltered PIT Count–Change in Implementation. Applicants must describe: 1. any changes in the sheltered count implementation, including methodology or data quality methodology changes from 2018 to 2019, if applicable; and 2. how the changes affected the CoC’s sheltered PIT count results; or 3. state “Not Applicable” if there were no changes. (limit 2,000 characters) 1. The methodology for the PIT count did not change from 2018 to 2019. However, CoC leadership invested significant time engaging communities that either traditionally has not participated in the count or only provided HIC data. The increase in the number of persons in Emergency Shelter in the 2018 PIT count is caused by the increased participation in this year’s PIT count compared to previous years. This year’s count is a more accurate and comprehensive representation of the number of clients experiencing homelessness on a single point in time across the AK BoS in January. This year there were 10 ES projects that participated in the PIT count that did not participate in 2017. Of those, five

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are Victim Services Providers. Working with the 20 Victim Services Providers across the entire AK BoS CoC continues to be an ongoing process and the increase in that subpopulation’s participation in the PIT count this year alone increased the count by 77 clients, and the accuracy of the PIT count by a significant amount. Of the remaining 5 new ES projects participating in this year’s PIT count, 3 were brand new projects that started in the 2017 calendar year after the 2017 PIT count. That increase in capacity in ES projects accounted for 30 of the clients reported in this year’s PIT count. This means that just by encouraging and working with the Victim Services Providers to participate in the PIT count and the new capacity in ES projects across the CoC, the PIT count increased by 107 persons, the majority of whom were persons in households with at least one adult and one child, as only one of the new ES projects participating in the PIT count this year is dedicated to single individuals.

*2B-4. Sheltered PIT Count–Changes Due to Presidentially-declared Disaster.

Applicants must select whether the CoC No added or removed emergency shelter, transitional housing, or Safe-Haven inventory because of funding specific to a Presidentially-declared disaster, resulting in a change to the CoC’s 2019 sheltered PIT count.

2B-5. Unsheltered PIT Count–Changes in Implementation. Applicants must describe: 1. any changes in the unsheltered count implementation, including methodology or data quality methodology changes from 2018 to 2019, if applicable; and 2. how the changes affected the CoC’s unsheltered PIT count results; or 3. state “Not Applicable” if there were no changes. (limit 2,000 characters) Not Applicable.

*2B-6. PIT Count–Identifying Youth Experiencing Homelessness. Applicants must: Indicate whether the CoC implemented Yes specific measures to identify youth experiencing homelessness in their 2019 PIT count.

2B-6a. PIT Count–Involving Youth in Implementation. Applicants must describe how the CoC engaged stakeholders serving FY2019 CoC Application Page 29 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

youth experiencing homelessness to: 1. plan the 2019 PIT count; 2. select locations where youth experiencing homelessness are most likely to be identified; and 3. involve youth in counting during the 2019 PIT count. (limit 2,000 characters) 1. CoC leadership has been engaging with youth-serving organizations over the past year centered around identifying and serving homeless youth with an emphasis on identifying the number of youth who are migrating between communities. Several communities had increased participation with youth- serving organizations in an effort to collect a more accurate count of homeless youth. New stakeholders participating in the 2019 PIT count included youth day centers, alternative schools, and youth outreach teams. This work was completed in partnership with the Statewide Youth Action Board which contains membership from youth under the age of 25 with current or former lived experience in 7 different Balance of State communities. 2. Youth were involved in localized outreach planning and were vital in identifying locations where youth were more likely to congregate at different times during the day. Surveying at Project Homeless Connect (PHC) events supplemented our PIT count. Agencies solicited youth feedback on how to tailor PHC events to make them more attractive for a younger audience. Several communities held youth-specific counts and homeless connect events at their facilities. 3. In addition, youth participated in the youth outreach teams as we have found that youth outreach workers have increased the level of successful contacts with homeless youth compared to adult outreach teams.

2B-7. PIT Count–Improvements to Implementation. Applicants must describe the CoC’s actions implemented in its 2019 PIT count to better count: 1. individuals and families experiencing chronic homelessness; 2. families with children experiencing homelessness; and 3. Veterans experiencing homelessness. (limit 2,000 characters) 1. All street outreach teams participate in the annual unsheltered count to ensure the CoC is accurately and thoroughly counting individuals who may not normally access services. This outreach includes visiting camps, known locations, and food pantries. Multiple communities also organize Project Homeless Connect events where individuals are counted but also have access to services in a single location during the Point in Time count. The CoC receives input several months in advance of the count from service agencies, outreach teams, and the youth action board on how we can improve PIT methodology to ensure all individuals are counted. 2. Project Homeless Connect events have specific services available that cater to families and children experiencing homelessness. In addition, the CoC organizes Youth-specific homeless connect events with activities and prizes tailored toward younger audiences including live music, crafts, video games, and other fun activities. The CoC improved its outreach to families with children by including education homeless liaisons in PHC and PIT planning in multiple communities. This connection allowed the CoC to advertise and tailor events and efforts more appropriately for families with children experiencing FY2019 CoC Application Page 30 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

homelessness. 3. The CoC coordinates with SSVF, the VA, and VASH agencies during its annual point in time count. Prior to the count, the CoC coordinates with agencies who provide services for veterans to ensure that PIT methodology is capturing veterans across the state, including focused outreach for individuals who do not normally present at CES physical access points.

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3A. Continuum of Care (CoC) System Performance

Warning! The CoC Application score could be affected if information is incomplete on this formlet.

*3A-1. First Time Homeless as Reported in HDX. Applicants must:

Report the Number of First Time Homeless as Reported in HDX. 2,135

3A-1a. First Time Homeless Risk Factors. Applicants must: 1. describe the process the CoC developed to identify risk factors the CoC uses to identify persons becoming homeless for the first time; 2. describe the CoC’s strategy to address individuals and families at risk of becoming homeless; and 3. provide the name of the organization or position title that is responsible for overseeing the CoC’s strategy to reduce the number of individuals and families experiencing homelessness for the first time. (limit 2,000 characters) 1. The CoC uses the Coordinated Entry System phased assessment process to determine which risk factors the CoC uses to identify persons becoming homeless for the first time. The assessment process provides the CoC with information related to numerous vulnerabilities including chronic status, disabilities, income, and other barriers to housing specific to the individual. Case conferencing also produces anecdotal information which is communicated on a regular basis to the CoC’s Coordinated Entry Committee. HMIS data has shown that financial hardships, untreated mental illness, and behavioral health conditions are the primary causes of first-time homelessness. 2. Funding for homeless prevention services in many communities throughout

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the CoC is coordinated among service agencies through one state grant with a streamlined process for accessing services and support. These agencies work together to identify families who could benefit from prevention services and direct them to the most appropriate services to receive continued support in order to reduce barriers to achieving housing stability. Recognizing the importance of prevention and early intervention, the state-funded program that provides the majority of these prevention supports has increased availability of prevention dollars over the last few years. In addition, the ESG jurisdiction has made more funding available for prevention activities throughout the CoC. The CoC has developed a formal diversion and prevention assessment in the coordinated entry process which informs on community need, system performance, and creates a more objective way to allocate resources. 3. Alaska Coalition on Housing and Homelessness Board and Executive Director

*3A-2. Length of Time Homeless as Reported in HDX. Applicants must:

Report Average Length of Time Individuals and Persons in Families Remained Homeless 64 as Reported in HDX.

3A-2a. Strategy to Reduce Length of Time Homeless. Applicants must: 1. describe the CoC’s strategy to reduce the length of time individuals and persons in families remain homeless; 2. describe how the CoC identifies and houses individuals and persons in families with the longest lengths of time homeless; and 3. provide the name of the organization or position title that is responsible for overseeing the CoC’s strategy to reduce the length of time individuals and families remain homeless. (limit 2,000 characters) 1. Between FY17 and FY18, the average LOT homeless for persons in ES & SH decreased by 6 bed nights (FY17: 45, FY18: 39); for persons in ES, SH, & TH it decreased by 3 bed nights (FY17: 67, FY18: 64). The CoC, with stakeholder partnership, encourages new RRH program development and funder support of RRH activities through the state funded Homeless Assistance Program and ESG. The CoC has been working with local coalitions to encourage collaboration and provide education on the importance of RRH to reduce the LOT homeless. The CoC's HMIS is used as a tool to track LOT individuals and families are homeless on a statewide, community, and project basis. Aggregate data is presented on a community data dashboard to help inform localized planning. The CoC is also developing policies to incorporate Dynamic Prioritization into its CES which will increase our ability to make referrals to individuals who have high vulnerability scores waiting for a limited number of PSH beds to become available. 2. The CoC uses its Coordinated Entry System to identify, assess, refer, and house individuals and persons in families with the longest lengths of time homeless, along with other vulnerability factors. The CoC also regularly FY2019 CoC Application Page 33 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

monitors the length of time individuals and families remain on prioritization lists and focuses localized case conference teams to identify the specific reasons why individuals are receiving timely referrals. In some cases, it may be client refusal of referrals, while others it might be a lack of appropriate resources within the community. For the latter, the CoC engages with local/state/federal stakeholders to identify potential funding sources for building capacity in its service array. 3. Alaska Coalition on Housing and Homelessness Board and Executive Director

*3A-3. Successful Permanent Housing Placement and Retention as Reported in HDX. Applicants must:

Percentage 1. Report the percentage of individuals and persons in families in emergency shelter, safe havens, transitional housing, 31% and rapid rehousing that exit to permanent housing destinations as reported in HDX. 2. Report the percentage of individuals and persons in families in permanent housing projects, other than rapid 94% rehousing, that retain their permanent housing or exit to permanent housing destinations as reported in HDX.

3A-3a. Exits to Permanent Housing Destinations/Retention of Permanent Housing. Applicants must: 1. describe the CoC’s strategy to increase the rate at which individuals and persons in families in emergency shelter, safe havens, transitional housing and rapid rehousing exit to permanent housing destinations; 2. provide the organization name or position title responsible for overseeing the CoC’s strategy to increase the rate at which individuals and persons in families in emergency shelter, safe havens, transitional housing and rapid rehousing exit to permanent housing destinations; 3. describe the CoC’s strategy to increase the rate at which individuals and persons in families in permanent housing projects, other than rapid rehousing, retain their permanent housing or exit to permanent housing destinations; and 4. provide the organization name or position title responsible for overseeing the CoC’s strategy to increase the rate at which individuals and persons in families in permanent housing projects, other than rapid rehousing, retain their permanent housing or exit to permanent housing destinations. (limit 2,000 characters) 1. The CoC adopted its CES P&P’s in January 2018 which established an objective and streamlined referral system for individuals/families accessing services in ES-SH-TH-RRH for permanent housing destinations. The BoS CE Committee is responsible for monitoring CES system performance and does so on a regular basis using HUDs System Performance Measures, as well as annual surveys of both agencies and clients accessing the CES system. This information informs the CoC where CE is working and what areas need to be improved. By weighing feedback from both HMIS and individuals’ experiences,

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the CoC will consider CES policy changes on an annual basis during their Spring Board meeting. The CoC’s hub communities have invested in creating system navigator teams which provide clients with an increased amount of case management services to assist them in completing paperwork, assessments, transportation, which helps in obtaining a permanent housing destination. Communities are also engaging landlords to education, negotiate, and mediate to continue to increase permanent housing beds in the CoC. 2. Alaska Coalition on Housing and Homelessness (AKCH2) Board and ED 3. The CoC’s Coordinated Entry System phased assessment strategy includes follow up case management after the successful placement into permanent housing. The CoC understands that simply getting an individual housed in a permanent location does not address the full spectrum of factors that caused that individual’s homelessness. The CoC engages with agencies that provide work skill development, mental/behavioral health support, and other mainstream resources to ensure each client meets goals and objectives set by the client. Programs with onsite mental and behavioral health supports have been established in select hub communities with more planned in the future. Reducing barriers, whenever possible, to wrap around supports has been effective in retaining individuals in permanent housing. 4. AKCH2 Board and ED

*3A-4. Returns to Homelessness as Reported in HDX. Applicants must:

Percentage 1. Report the percentage of individuals and persons in families returning to homelessness over a 6-month period as 13% reported in HDX. 2. Report the percentage of individuals and persons in families returning to homelessness over a 12-month period as 7% reported in HDX.

3A-4a. Returns to Homelessness–CoC Strategy to Reduce Rate. Applicants must: 1. describe the strategy the CoC has implemented to identify individuals and persons in families who return to homelessness; 2. describe the CoC’s strategy to reduce the rate of additional returns to homelessness; and 3. provide the name of the organization or position title that is responsible for overseeing the CoC’s strategy to reduce the rate individuals and persons in families return to homelessness. (limit 2,000 characters) 1. The CoC uses its Coordinated Entry System Common Assessment Tool and HMIS to identify common factors of individuals and persons in families who return to homelessness. In addition, returns to homelessness are tracked via system mapping fed by HMIS entry/exit data. Regular analysis has informed the CoC that loss of income and untreated mental illness are the two most common factors for individuals/families who return to homelessness within two years of entering permanent housing. 2. The CoC engages with its local/state/federal partners to ensure that clients

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are receiving supportive services that match their individual need including work skill development, mainstream benefits, and mental/behavioral/physical health supports. The CES P&P’s also outline a multi-phased assessment/placement process for individuals which includes check-ins with individuals/families after successful placement in permanent housing. These check-ins provide case management staff the opportunity to ensure that client needs are being met and assist them in accessing available programs or services in their area. When individuals return to homelessness in a community, the localized CES case conference team develops a strategy specific to the needs of that individual or family to assist them in retaining safe and stable housing. Service gaps are communicated to the CoC on a regular basis during CoC CES Committee meetings. The Board uses this information to seek additional resources for clients. 3. Alaska Coalition on Housing and Homelessness Board and Executive Director

*3A-5. Cash Income Changes as Reported in HDX. Applicants must:

Percentage 1. Report the percentage of individuals and persons in families in CoC Program-funded Safe Haven, transitional housing, 9% rapid rehousing, and permanent supportive housing projects that increased their employment income from entry to exit as reported in HDX. 2. Report the percentage of individuals and persons in families in CoC Program-funded Safe Haven, transitional housing, 23% rapid rehousing, and permanent supportive housing projects that increased their non-employment cash income from entry to exit as reported in HDX.

3A-5a. Increasing Employment Income. Applicants must: 1. describe the CoC's strategy to increase employment income; 2. describe the CoC's strategy to increase access to employment; 3. describe how the CoC works with mainstream employment organizations to help individuals and families increase their cash income; and 4. provide the organization name or position title that is responsible for overseeing the CoC’s strategy to increase jobs and income from employment. (limit 2,000 characters) 1. With the increased emphasis on employment income, the CoC has looked to strengthen relationships on the state and local level with available employment programs including the Alaska Jobs Network, Alaska State Vocational Rehabilitation Program, and the Client Assistance Program for individuals with disabilities. The CoC includes members of the Aging and Disability Resource Centers from around the state and are consistent referral option and connected with Alaska 2-1-1. 2. CoC provides education and networking opportunities to connect with employment agencies through the annual conference, information resource, and highlight the importance of employment income as a system performance measure.

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3. The CoC has looked to strengthen relationships on the state and local level with available employment programs including the Alaska Jobs Network, Alaska State Vocational Rehabilitation Program, and Client Assistance Program for individuals with disabilities. The CoC includes members of the Aging and Disability Resource Centers from around the state and are consistent referral option and connected with Alaska 2-1-1. 4. Alaska Coalition on Housing and Homelessness Board and Executive Director

3A-5b. Increasing Non-employment Cash Income. Applicants must: 1. describe the CoC's strategy to increase non-employment cash income; 2. describe the CoC's strategy to increase access to non-employment cash sources; 3. provide the organization name or position title that is responsible for overseeing the CoC’s strategy to increase non-employment cash income. 1. CoC continues to support SOAR efforts in the State and provides educational resources by hosting quarterly SSI taskforce calls. CoC is working with the State’s Federal delegation to improve SSI/SSDI approval rates. CoC has participated in the Alaska Mental Health Trust Authority Beneficiary Employment Initiative making sure housing and service providers are part of the discussion. Outcomes include; data framework across departments to measure employment outcomes; benefits counseling strategy & online benefits calculator; development of an instate certification training program that includes housing, behavioral health providers; Economic Justice Project that assists homeless individuals to develop a budget based on personal values. The criminal justice commission is working with CoC organizations around barriers to reentry which includes barriers to housing and employment. These efforts will increase the infrastructure to assist CoC grantees to develop or partner with organizations to increase employment outcomes. 2. The CoC, in cooperation with localized housing and homeless coalitions, engage with major employers encouraging them to hire clients being served by local service agencies. System navigators assist with job searching and placement as well as on-going support after employment. The CoC also invites major employers to its annual housing and homelessness conference to build partnerships and educate private businesses about housing interventions and break down myths pertaining to individuals who access services. 3. Alaska Coalition on Housing and Homelessness Board and Executive Director

3A-5c. Increasing Employment. Attachment Required. Applicants must describe how the CoC: 1. promoted partnerships and access to employment opportunities with private employers and private employment organizations, such as holding job fairs, outreach to employers, and partnering with staffing agencies; and 2. is working with public and private organizations to provide meaningful, education and training, on-the-job training, internship, and employment

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opportunities for residents of permanent supportive housing that further their recovery and well-being. (limit 2,000 characters) 1. The CoC and providers throughout the Balance of State connect with local Workforce Development organizations to link housed clients to employment training and opportunities. Recently, the CoC was awarded the Youth Homelessness Demonstration Program Phase 3 grant which was matched with $250,000 of matching Workforce Innovation and Opportunity Act (WIOA) dollars to ensure that youth experiencing homelessness are connected with workforce training and life skills supports necessary for establishing permanent employment opportunities. WIOA also promotes work-based training and has on-the-job training reimbursement rates up to 75%. Many WIOA agencies across the BoS have both transition-age youth and adult departments. This funding opportunity will foster additional relationships with our ES, RRH, and TH organizations throughout the statewide coordinated community planning process. A key factor to the success of our relationship with WIOA will be linking organizations that coordinate job fairs, employer outreach, and staffing agencies with homeless assistance and case management efforts. 2. The CoC coordinates with public and private organizations to provide meaningful volunteer and employment opportunities for residents of permanent supportive housing. The CoC has an MOA with Ninestar which links clients with volunteer internships, job training, and other wrap-around supports with the goal of increasing job skills and income for clients in PSH. Ninestar will connect with the CoC’s coordinated entry system to identify youth and adults in need of these resources and coordinate with localized navigator teams to ensure that services accessible to clients with varied needs according to vulnerability status.

3A-5d. Promoting Employment, Volunteerism, and Community Service. Applicants must select all the steps the CoC has taken to promote employment, volunteerism and community service among people experiencing homelessness in the CoC’s geographic area:

1. The CoC trains provider organization staff on connecting program participants and people experiencing homelessness with education and job training opportunities. 2. The CoC trains provider organization staff on facilitating informal employment opportunities for program participants and people experiencing homelessness (e.g., babysitting, housekeeping, food delivery). 3. The CoC trains provider organization staff on connecting program participants with formal employment opportunities. 4. The CoC trains provider organization staff on volunteer opportunities for program participants and people experiencing homelessness. 5. The CoC works with organizations to create volunteer opportunities for program participants. 6. The CoC works with community organizations to create opportunities for civic participation for people experiencing homelessness (e.g., townhall forums, meeting with public officials). 7. Provider organizations within the CoC have incentives for employment. 8. The CoC trains provider organization staff on helping program participants budget and maximize their income to maintain stability in permanent housing.

3A-6. System Performance Measures 05/31/2019 Data–HDX Submission Date

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Applicants must enter the date the CoCs submitted its FY 2018 System Performance Measures data in HDX. (mm/dd/yyyy)

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3B. Continuum of Care (CoC) Performance and Strategic Planning Objectives

Warning! The CoC Application score could be affected if information is incomplete on this formlet.

3B-1. Prioritizing Households with Children. Applicants must check each factor the CoC currently uses to prioritize households with children for assistance during FY 2019.

1. History of or Vulnerability to Victimization (e.g. domestic violence, sexual assault, childhood abuse) X

2. Number of previous homeless episodes X

3. Unsheltered homelessness X

4. Criminal History X

5. Bad credit or rental history X

6. Head of Household with Mental/Physical Disability X

3B-1a. Rapid Rehousing of Families with Children. Applicants must: 1. describe how the CoC currently rehouses every household of families with children within 30 days of becoming homeless that addresses both housing and service needs; 2. describe how the CoC addresses both housing and service needs to ensure families with children successfully maintain their housing once

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assistance ends; and 3. provide the organization name or position title responsible for overseeing the CoC’s strategy to rapidly rehouse families with children within 30 days of them becoming homeless. (limit 2,000 characters) 1. The CoC has established a streamlined assessment and referral system in its CES policies and priorities. Households with children at risk of homelessness or literally homeless can, either in person or telephonically, receive an assessment, be placed on the local prioritization list, and receive a referral for Rapid Rehousing. The CoC has worked diligently to increase the number of RRH beds in the Balance of State. Recently, the CoC secured a $330,000 grant from the Alaska Mental Health Trust Authority to fund 32 new rapid rehousing units in Fairbanks – nearly doubling the current capacity – along with case management services. The CoC also monitors the length of time families have to wait until RRH placement using our HMIS and public-facing aggregate quarterly data dashboards posted on the coalition’s website. To open up additional resources for communities with little to no localized RRH beds, our rural HUB communities have begun coordinating referrals and engaging landlords in surrounding rural communities in an attempt to better serve families where they are currently located. 2. Understanding the households with children have unique needs, families are assessed in the Coordinated Entry System using the Family-specific Vi-SPDAT. This assessment tool helps inform service providers of the specific needs of each family and their children. The CoC works to ensure all new RRH programs have a case management component which allows for continued support for the clients as needed. Case managers provide, or work with agencies to provide, on-going mental/behavioral health supports, connection with mainstream benefits, and professional/work skill development. 3. Alaska Coalition on Housing and Homelessness Board and Executive Director

3B-1b. Antidiscrimination Policies. Applicants must check all that apply that describe actions the CoC is taking to ensure providers (including emergency shelter, transitional housing, and permanent housing (PSH and RRH)) within the CoC adhere to antidiscrimination policies by not denying admission to or separating any family members from other members of their family or caregivers based on any protected classes under the Fair Housing Act, and consistent with 24 CFR 5.105(a)(2) – Equal Access to HUD-Assisted or - Insured Housing.

1. CoC conducts mandatory training for all CoC- and ESG-funded housing and services providers on these topics. X

2. CoC conducts optional training for all CoC- and ESG-funded housing and service providers on these topics. X

3. CoC has worked with ESG recipient(s) to adopt uniform anti-discrimination policies for all subrecipients. X

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4. CoC has worked with ESG recipient(s) to identify both CoC- and ESG-funded facilities within the CoC geographic area that might be out of compliance and has taken steps to work directly with those facilities to come into compliance. X

3B-1c. Unaccompanied Youth Experiencing Homelessness–Addressing Needs. Applicants must indicate whether the CoC’s strategy to address the unique needs of unaccompanied youth experiencing homelessness who are 24 years of age and younger includes the following:

1. Unsheltered homelessness Yes 2. Human trafficking and other forms of exploitation Yes 3. LGBT youth homelessness Yes 4. Exits from foster care into homelessness Yes 5. Family reunification and community engagement Yes 6. Positive Youth Development, Trauma Informed Care, and the use of Risk and Protective Factors in assessing youth Yes housing and service needs

3B-1c.1. Unaccompanied Youth Experiencing Homelessness–Prioritization Based on Needs. Applicants must check all that apply that describes the CoC’s current strategy to prioritize unaccompanied youth based on their needs.

1. History of, or Vulnerability to, Victimization (e.g., domestic violence, sexual assault, childhood abuse)

2. Number of Previous Homeless Episodes X

3. Unsheltered Homelessness

4. Criminal History X

5. Bad Credit or Rental History

3B-1d. Youth Experiencing Homelessness–Housing and Services Strategies. Applicants must describe how the CoC increased availability of housing and services for: 1. all youth experiencing homelessness, including creating new youth- focused projects or modifying current projects to be more youth-specific or youth-inclusive; and 2. youth experiencing unsheltered homelessness including creating new youth-focused projects or modifying current projects to be more youth- specific or youth-inclusive. (limit 3,000 characters) FY2019 CoC Application Page 42 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

1. The CoC has partnered with Neighborworks Alaska to form a Community Leadership Initiative (CLI) team consisting of all youth providers in the state. The CLI team meets monthly to discuss localized needs of youth experiencing homelessness and care coordination. The CLI team also has attended conferences and held an in-person retreat to learn best practices in housing and service delivery for youth. The CoC also has established a Statewide Youth Action Board (YAB) consisting of current or formerly homeless youth. The YAB participates in all CoC planning activities and also facilitates panels & sessions at our annual housing and homelessness conference. The feedback received by the CLI, YAB and data from youth-specific Point in Time count efforts inform current CoC efforts to better tailor existing youth services to specific needs of this subpopulation as well as identifies what service gaps exist. The CoC has entered into MOU/MOAs with school homelessness liaisons, the Alaska Office of Children’s Services (PCWA), and youth agencies to commit to CoC efforts of coordinating services for youth. Our hub communities also have youth-specific outreach teams trained to work with youth experiencing homelessness in an effort to reach youth who traditionally would not access services. The CoC Board also includes the Executive Director of the largest youth-serving agency in Alaska (Covenant House Alaska). 2. The CoC CES prioritizes funding for programs targeting unaccompanied youth based on need and vulnerability. CES utilizes the TAY-VI-SPDAT which contains measures more applicable to the needs of youth. The CoC was awarded the Round 3 Youth Homelessness Demonstration Program grant funding. The YHDP collaborative community planning process will involve input from the Youth Action Board, youth agencies, Alaska’s PCWA, education liaisons, and other stakeholders to create new and innovative programs targeting youth homelessness, including programs specific to unsheltered youth. The CoC’s CES already prioritizes services for youth experiencing unsheltered homelessness and will continue to do so with YHDP programs.

3B-1d.1. Youth Experiencing Homelessness–Measuring Effectiveness of Housing and Services Strategies. Applicants must: 1. provide evidence the CoC uses to measure each of the strategies in question 3B-1d. to increase the availability of housing and services for youth experiencing homelessness; 2. describe the measure(s) the CoC uses to calculate the effectiveness of both strategies in question 3B-1d.; and 3. describe why the CoC believes the measure it uses is an appropriate way to determine the effectiveness of both strategies in question 3B-1d. (limit 3,000 characters) 1. The CoC’s Coordinated Entry Policies and Procedures require the use of the TAY-VI-SPDAT and HMIS to monitor client vulnerability, history of homelessness, and other client details. The CoC reviews this information on a quarterly basis to monitor system performance. The CoC also established a CE Committee which meets regularly to discuss community prioritization lists and how the effectiveness of our system in serving multiple target populations, including youth experiencing homelessness. The CoC is in the middle of its coordinated community planning process which includes feedback from the statewide youth action board, youth agencies, Office of Children Services, and the CoC board. A key component of this plan includes data analysis to identify

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the needs of youth in each community (via HMIS data). Point In Time data combines the shelter & unsheltered count conducted across the entire Balance of State with deduplication measures to ensure accuracy. The PIT effectively demonstrates who is homeless on a given night. Given that PIT data only represents a single night’s worth of information, its results under-represent the total number of youth experiencing homelessness in the Balance of State. 2. The CoC measures client entries (e.g. place not meant for human habitation, staying with friends, youth shelter, etc), client vulnerability (TAY-VI-SPDAT; physical/mental/behavioral health, income, history of homelessness, legal barriers, socialization factors, etc), length of time on prioritization list, exit destination (permanent housing, rapid rehousing, place not meant for human habitation, etc), successful referrals, and client refused referrals. For the hardest to house clients, localized case conference teams work with multiple service agencies to find a way to place the client in a permanent and safe housing intervention that best suits the needs of the individual. 3. The CoC has worked with Federal Technical Assistance organizations and national youth organizations to help develop our strategy to serve and increase housing opportunities for youth experiencing homelessness. We also included current and former youth experiencing homelessness (statewide youth action board) in the CoC planning process to ensure the system created was appropriate to the specific needs of this subpopulation. The CES is constantly evolving and improving through annual P&P reviews by the CoC CE Committee which includes system performance monitoring as well as agency & beneficiary interviews. System transparency and inclusiveness has been important in establishing our youth network and will continue to be the best way to ensure we continue goal to end youth homelessness in Alaska in the most effective and efficient way possible.

3B-1e. Collaboration–Education Services. Applicants must describe: 1. the formal partnerships with: a. youth education providers; b. McKinney-Vento LEA or SEA; and c. school districts; and 2. how the CoC collaborates with: a. youth education providers; b. McKinney-Vento Local LEA or SEA; and c. school districts. (limit 2,000 characters) 1. HUD-funded projects within the CoC have signed Memorandums of Agreement with the Alaska McKinney-Vento State Education Agency (Alaska Department of Education & Early Development), programs that service 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; Association of Alaska School Boards. The CoC is also has established youth-specific access points for their localized Coordinated Entry System to ensure that youth experiencing homelessness have a safe space to be assessed for housing options. The above stakeholders have also signed Memorandums of Understanding with the CoC to formally participate in the

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Youth Homelessness Demonstration Program community planning process, Request for Proposals, and ongoing system evaluation. 2. Multiple youth housing and service providers participate in CoC meetings throughout the year. In addition, the Alaska Department of Education Homeless Program Manager/State Educational Coordinator is a key partner in coordinating with the CoC to conduct the annual PIT Count among the local education liaisons that represent more than 50 school districts throughout the CoC. Local education liaisons also participate in local homeless committees throughout the year. All of the stakeholders in 3B-1e1 participate in Youth Homelessness Demonstration activities, assist in the coordination of training and learning exercises at the CoC’s annual conference, and assist/host events associated with the annual Project Homeless Connect Events.

3B-1e.1. Informing Individuals and Families Experiencing Homeless about Education Services Eligibility. Applicants must describe policies and procedures the CoC adopted to inform individuals and families who become homeless of their eligibility for education services. (limit 2,000 characters) The CoC’s Coordinated Entry Policies and Procedures, adopted in January 2018, describe the phased assessment and service process. When a client presents at an access point, whether it be an agency, outreach team, or telephonic CES partner, they are immediately triaged or referred to services stabilizing health and safety concerns, and assessed for prevention/diversion services as well as vulnerability. This assessment process informs caseworkers on the service needs of the client and referrals to eligible programs are immediately made. To ensure that education services are tied into the CoC’s referral process, the CoC has engaged in MOU’s with the Alaska Department of Education & Early Development, education homeless liaisons, the Association of Alaska School Boards, and agencies that provide education services for adults. The Youth Homelessness Demonstration Program Coordinated Community Plan also identifies SEA and LEA agencies as key partners in existing programs and those that will be created using YHDP dollars.

3B-1e.2. Written/Formal Agreements or Partnerships with Early Childhood Services Providers. Applicant must indicate whether the CoC has an MOU/MOA or other types of agreements with listed providers of early childhood services and supports and may add other providers not listed.

MOU/MOA Other Formal Agreement Early Childhood Providers No Yes Head Start Yes No Early Head Start Yes No Child Care and Development Fund No Yes Federal Home Visiting Program No No Healthy Start No Yes

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Public Pre-K Yes No Birth to 3 years No Yes Tribal Home Visting Program No Yes Other: (limit 50 characters)

3B-2. Active List of Veterans Experiencing Homelessness. Applicant must indicate whether the CoC Yes uses an active list or by-name list to identify all veterans experiencing homelessness in the CoC. 3B-2a. VA Coordination–Ending Veterans Homelessness. Applicants must indicate whether the CoC is Yes actively working with the U.S. Department of Veterans Affairs (VA) and VA-funded programs to achieve the benchmarks and criteria for ending veteran homelessness. 3B-2b. Housing First for Veterans. Applicants must indicate whether the CoC No has sufficient resources to ensure each veteran experiencing homelessness is assisted to quickly move into permanent housing using a Housing First approach.

3B-3. Racial Disparity Assessment. Attachment Required. Applicants must: 1. select all that apply to indicate the findings from the CoC’s Racial Disparity Assessment; or 2. select 7 if the CoC did not conduct a Racial Disparity Assessment.

1. People of different races or ethnicities are more likely to receive homeless assistance.

2. People of different races or ethnicities are less likely to receive homeless assistance. X

3. People of different races or ethnicities are more likely to receive a positive outcome from homeless assistance.

4. People of different races or ethnicities are less likely to receive a positive outcome from homeless assistance. X

5. There are no racial or ethnic disparities in the provision or outcome of homeless assistance.

6. The results are inconclusive for racial or ethnic disparities in the provision or outcome of homeless assistance.

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7. The CoC did not conduct a racial disparity assessment.

3B-3a. Addressing Racial Disparities. Applicants must select all that apply to indicate the CoC’s strategy to address any racial disparities identified in its Racial Disparities Assessment:

1. The CoC is ensuring that staff at the project level are representative of the persons accessing homeless services in the CoC.

2. The CoC has identified the cause(s) of racial disparities in their homeless system. X

3. The CoC has identified strategies to reduce disparities in their homeless system. X

4. The CoC has implemented strategies to reduce disparities in their homeless system.

5. The CoC has identified resources available to reduce disparities in their homeless system. X

6: The CoC did not conduct a racial disparity assessment.

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4A. Continuum of Care (CoC) Accessing Mainstream Benefits and Additional Policies

Warning! The CoC Application score could be affected if information is incomplete on this formlet.

4A-1. Healthcare–Enrollment/Effective Utilization Applicants must indicate, for each type of healthcare listed below, whether the CoC assists persons experiencing homelessness with enrolling in health insurance and effectively utilizing Medicaid and other benefits.

Type of Health Care Assist with Assist with Enrollment Utilization of Benefits? Public Health Care Benefits Yes Yes (State or Federal benefits, Medicaid, Indian Health Services) Private Insurers: Yes Yes Non-Profit, Philanthropic: Yes Yes Other: (limit 50 characters) No No

4A-1a. Mainstream Benefits. Applicants must: 1. describe how the CoC systematically keeps program staff up to date regarding mainstream resources available for program participants (e.g., Food Stamps, SSI, TANF, substance abuse programs) within the geographic area; 2. describe how the CoC disseminates the availability of mainstream resources and other assistance information to projects and how often; 3. describe how the CoC works with projects to collaborate with healthcare organizations to assist program participants with enrolling in

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health insurance; 4. describe how the CoC provides assistance with the effective utilization of Medicaid and other benefits; and 5. provide the name of the organization or position title that is responsible for overseeing the CoC’s strategy for mainstream benefits. (limit 2,000 characters) 1. CoC Program funded projects work with the department of vocational training to connect clients with job training opportunities through temporary work placement. Some programs also conduct job training programs within their specific housing program where clients can work for the program to learn job skills and build references for future employment opportunities. CoC Program funded projects also assist clients with filling out applications for the annual permanent fund dividend and unemployment benefits in addition to ATAP, ASAP, and other public benefits. 2. Understanding that connection to mainstream benefits is essential for a successful recovery and sustainable housing, the CoC has engaged with mainstream benefit providers in its Coordinated Entry System and provides annual training to front line staff workers at its annual conference on best practices for establishing case work plans suited to an individual’s needs. 3. Organizations are SOAR trained on an annual basis and make sure to work through the application process with each client who could qualify for disability. All of the CoC funded projects are regularly connecting program participants with employment services. 4. The CoC systematically keeps program staff up-to-date regarding mainstream resources for homeless by annually hosting state government partners DHSS & SSI with dedicated time to present at Balance of State quarterly meetings as needed. Meetings are open to all members. 5. Alaska Coalition on Housing and Homelessness Board and Executive Director

4A-2. Lowering Barriers to Entry Data: Applicants must report:

1. Total number of new and renewal CoC Program-funded PSH, RRH, SSO non-coordinated entry, Safe-Haven, and 14 Transitional Housing projects the CoC has ranked in its CoC Priority Listing in FY 2019 CoC Program Competition. 2. Total number of new and renewal CoC Program-funded PSH, RRH, SSO non-coordinated entry, Safe-Haven, and 14 Transitional Housing projects the CoC has ranked in its CoC Priority Listing in FY 2019 CoC Program Competition that reported that they are lowering barriers to entry and prioritizing rapid placement and stabilization to permanent housing. Percentage of new and renewal PSH, RRH, Safe-Haven, SSO non-Coordinated Entry projects the CoC has ranked in its CoC 100% Priority Listing in the FY 2019 CoC Program Competition that reported that they are lowering barriers to entry and prioritizing rapid placement and stabilization to permanent housing.

4A-3. Street Outreach. Applicants must: 1. describe the CoC’s street outreach efforts, including the methods it uses to ensure all persons experiencing unsheltered homelessness are identified and engaged; 2. state whether the CoC’s Street Outreach covers 100 percent of the CoC’s geographic area;

FY2019 CoC Application Page 49 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

3. describe how often the CoC conducts street outreach; and 4. describe how the CoC tailored its street outreach to persons experiencing homelessness who are least likely to request assistance. (limit 2,000 characters) 1. Annually, the CoC conducts an unsheltered Point in Time count which consists of significant street outreach. Year-round street outreach varies based on geography, population & funding. Hub communities in the CoC have established system navigator teams which conduct street outreach to the most vulnerable adult and youth populations. In smaller communities, individual agencies conduct outreach and coordinate with emergency service providers to ensure the most vulnerable individuals are accessing the Coordinated Entry System. Rural communities also target outreach efforts around events (Project Homeless Connect, free lunches and dinners, etc) as well as through advertising efforts at known locations and emergency service providers. The CoC also coordinates outreach with Runaway and Homeless Youth (RHY) grantees to ensure youth experiencing homelessness are served. 2. The CoC’s Street Outreach covers 100 percent of the CoC’s geographic area. 3. Street outreach occurs continually throughout the year via navigator teams, youth outreach, and PATH funded programs. Increased street outreach efforts occur during the annual PIT count and other regularly planned events. 4. Communities tailor their outreach strategy based on their knowledge of individuals experiencing literal homelessness in their area. This includes coordination with local law enforcement, libraries, hospitals, emergency shelters, and local food pantries. This includes expanding coverage area beyond established physical access points and meeting clients where they are at during a housing crisis. Street outreach teams also are connected with translating services for non-English-speaking individuals.

4A-4. RRH Beds as Reported in HIC. Applicants must report the total number of rapid rehousing beds available to serve all household types as reported in the Housing Inventory Count (HIC) for 2018 and 2019.

2018 2019 Difference RRH beds available to serve all populations in the HIC 90 67 -23

4A-5. Rehabilitation/Construction Costs–New No Projects. Applicants must indicate whether any new project application the CoC ranked and submitted in its CoC Priority Listing in the FY 2019 CoC Program Competition is requesting $200,000 or more in funding for housing rehabilitation or new construction.

4A-6. Projects Serving Homeless under Other No

FY2019 CoC Application Page 50 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

Federal Statutes. Applicants must indicate whether the CoC is requesting to designate one or more of its SSO or TH projects to serve families with children or youth defined as homeless under other federal statutes.

FY2019 CoC Application Page 51 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

4B. 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: https://www.hudexchange.info/resource/3118/creating-a-zip-file-and-capturing-a-screenshot- resource Document Type Required? Document Description Date Attached _FY 2019 CoC Competition Yes FY19 CoC Competit... 09/27/2019 Report (HDX Report) 1C-4.PHA Administration No Moving On Multifa... 09/27/2019 Plan–Moving On Multifamily Assisted Housing Owners’ Preference. 1C-4. PHA Administrative Plan No PHA Administrativ... 09/27/2019 Homeless Preference. 1C-7. Centralized or Yes CE Assessment Tool 09/27/2019 Coordinated Assessment System. 1E-1.Public Posting–15-Day Yes Projects Accepted... 09/27/2019 Notification Outside e- snaps–Projects Accepted. 1E-1. Public Posting–15-Day Yes Projects Rejected... 09/27/2019 Notification Outside e- snaps–Projects Rejected or Reduced. 1E-1.Public Posting–30-Day Yes Local Competition... 09/27/2019 Local Competition Deadline. 1E-1. Public Posting–Local Yes Local Competition... 09/27/2019 Competition Announcement. 1E-4.Public Posting–CoC- Yes Approved Consolidated Application 3A. Written Agreement with No State or Local Wo... 09/27/2019 Local Education or Training Organization. 3A. Written Agreement with No Local Education o... 09/27/2019 State or Local Workforce Development Board. 3B-3. Summary of Racial Yes Racial Disparity ... 09/27/2019 Disparity Assessment. 4A-7a. Project List-Homeless No under Other Federal Statutes. Other No Other No

FY2019 CoC Application Page 52 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

Other No

FY2019 CoC Application Page 53 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

Attachment Details

Document Description: FY19 CoC Competition Report

Attachment Details

Document Description: Moving On Multifamily Preference

Attachment Details

Document Description: PHA Administrative Plan Preference

Attachment Details

Document Description: CE Assessment Tool

Attachment Details

Document Description: Projects Accepted Notification

Attachment Details

Document Description: Projects Rejected/Reduced Notification

FY2019 CoC Application Page 54 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

Attachment Details

Document Description: Local Competition Deadline

Attachment Details

Document Description: Local Competition Public Announcement

Attachment Details

Document Description:

Attachment Details

Document Description: State or Local Workforce Agreement

Attachment Details

Document Description: Local Education or Training Organization Agreement

Attachment Details

FY2019 CoC Application Page 55 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

Document Description: Racial Disparity Assessment Summary

Attachment Details

Document Description:

Attachment Details

Document Description:

Attachment Details

Document Description:

Attachment Details

Document Description:

FY2019 CoC Application Page 56 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

Submission Summary

Ensure that the Project Priority List is complete prior to submitting.

Page Last Updated

1A. Identification 09/26/2019 1B. Engagement 09/26/2019 1C. Coordination 09/25/2019 1D. Discharge Planning No Input Required 1E. Local CoC Competition 09/26/2019 1F. DV Bonus 09/26/2019 2A. HMIS Implementation 09/26/2019 2B. PIT Count 09/26/2019 3A. System Performance 09/27/2019 3B. Performance and Strategic Planning 09/25/2019 4A. Mainstream Benefits and Additional 09/25/2019 Policies 4B. Attachments Please Complete

FY2019 CoC Application Page 57 09/27/2019 Applicant: Alaska Balance of State AK-501 Project: AK-501 CoC Registration FY 2019 COC_REG_2019_170764

Submission Summary No Input Required

FY2019 CoC Application Page 58 09/27/2019 2019 HDX Competition Report PIT Count Data for AK-501 - Alaska Balance of State CoC

Total Population PIT Count Data 2016 PIT 2017 PIT 2018 PIT 2019 PIT

Total Sheltered and Unsheltered Count 835 717 922 796 Emergency Shelter Total 434 363 497 416 Safe Haven Total 0 0 0 0 Transitional Housing Total 199 215 210 204 Total Sheltered Count 633 578 707 620 Total Unsheltered Count 202 139 215 176

Chronically Homeless PIT Counts 2016 PIT 2017 PIT 2018 PIT 2019 PIT

Total Sheltered and Unsheltered Count of 72 141 180 178 Chronically Homeless Persons Sheltered Count of Chronically Homeless 46 86 125 97 Persons Unsheltered Count of Chronically Homeless 26 55 55 81 Persons

9/24/2019 1:52:28 AM 1 2019 HDX Competition Report PIT Count Data for AK-501 - Alaska Balance of State CoC

Homeless Households with Children PIT Counts 2016 PIT 2017 PIT 2018 PIT 2019 PIT Total Sheltered and Unsheltered Count of the Number of Homeless Households with 66 78 106 72 Children Sheltered Count of Homeless Households with 65 78 88 69 Children Unsheltered Count of Homeless Households 1 0 18 3 with Children

Homeless Veteran PIT Counts 2011 2016 2017 2018 2019

Total Sheltered and Unsheltered Count of 89 79 55 70 64 the Number of Homeless Veterans Sheltered Count of Homeless Veterans 68 52 38 52 48 Unsheltered Count of Homeless Veterans 21 27 17 18 16

9/24/2019 1:52:28 AM 2 2019 HDX Competition Report HIC Data for AK-501 - Alaska Balance of State CoC

HMIS Bed Coverage Rate

Total Beds in HMIS Bed Total Beds in 2019 HIC Total Beds Project Type Coverage 2019 HIC Dedicated in HMIS for DV Rate

Emergency Shelter (ES) Beds 575 257 286 89.94%

Safe Haven (SH) Beds 0 0 0 NA

Transitional Housing (TH) Beds 270 63 192 92.75%

Rapid Re-Housing (RRH) Beds 67 1 66 100.00%

Permanent Supportive Housing (PSH) 386 0 164 42.49% Beds

Other Permanent Housing (OPH) Beds 0 0 0 NA

Total Beds 1,298 321 708 72.47%

9/24/2019 1:52:28 AM 3 2019 HDX Competition Report HIC Data for AK-501 - Alaska Balance of State CoC

PSH Beds Dedicated to Persons Experiencing Chronic Homelessness Chronically Homeless Bed Counts 2016 HIC 2017 HIC 2018 HIC 2019 HIC

Number of CoC Program and non-CoC Program funded PSH beds dedicated for use by chronically 59 77 287 135 homeless persons identified on the HIC

Rapid Rehousing (RRH) Units Dedicated to Persons in Household with Children Households with Children 2016 HIC 2017 HIC 2018 HIC 2019 HIC

RRH units available to serve families on the HIC 3 4 21 12

Rapid Rehousing Beds Dedicated to All Persons All Household Types 2016 HIC 2017 HIC 2018 HIC 2019 HIC

RRH beds available to serve all populations on 17 23 90 67 the HIC

9/24/2019 1:52:28 AM 4 2019 HDX Competition Report FY2018 - Performance Measurement Module (Sys PM) Summary Report for AK-501 - Alaska Balance of State 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, 2012.

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 Average LOT Homeless Median LOT Homeless (Persons) (bed nights) (bed nights)

Submitted Submitted Submitted FY 2018 FY 2018 Difference FY 2018 Difference FY 2017 FY 2017 FY 2017

1.1 Persons in ES and SH 1926 2032 45 39 -6 14 12 -2

1.2 Persons in ES, SH, and TH 2400 2384 67 64 -3 21 18 -3 b. This measure is based on data element 3.17.

This measure includes data from each client’s Living Situation (Data Standards element 3.917) response as well as time spent in permanent housing projects between Project Start and Housing Move-In. This information is added 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.

The construction of this measure changed, per HUD’s specifications, between FY 2016 and FY 2017. HUD is aware that this may impact the change between these two years.

9/24/2019 1:52:29 AM 5 2019 HDX Competition Report FY2018 - Performance Measurement Module (Sys PM)

Universe Average LOT Homeless Median LOT Homeless (Persons) (bed nights) (bed nights)

Submitted Submitted Submitted FY 2018 FY 2018 Difference FY 2018 Difference FY 2017 FY 2017 FY 2017

1.1 Persons in ES, SH, and PH 1692 1810 162 268 106 30 34 4 (prior to “housing move in”) 1.2 Persons in ES, SH, TH, and PH (prior to “housing move 2195 2151 171 263 92 49 47 -2 in”)

9/24/2019 1:52:29 AM 6 2019 HDX Competition Report FY2018 - 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.

After entering data, please review and confirm your entries and totals. Some HMIS reports may not list the project types in exactly the same order as they are displayed below.

Total # of Persons Returns to Returns to Returns to who Exited Number of Returns Homelessness in Less Homelessness from 6 Homelessness from to a in 2 Years than 6 Months to 12 Months 13 to 24 Months Permanent Housing Destination (2 Years FY 2018 % of Returns FY 2018 % of Returns FY 2018 % of Returns FY 2018 % of Returns Prior) Exit was from SO 3 0 0% 0 0% 0 0% 0 0%

Exit was from ES 365 69 19% 40 11% 39 11% 148 41%

Exit was from TH 109 6 6% 2 2% 4 4% 12 11%

Exit was from SH 0 0 0 0 0

Exit was from PH 116 3 3% 1 1% 6 5% 10 9%

TOTAL Returns to 593 78 13% 43 7% 49 8% 170 29% Homelessness

Measure 3: Number of Homeless Persons

Metric 3.1 – Change in PIT Counts

9/24/2019 1:52:29 AM 7 2019 HDX Competition Report FY2018 - Performance Measurement Module (Sys PM)

This measures the change in PIT counts of sheltered and unsheltered homeless person as reported on the PIT (not from HMIS).

January 2017 January 2018 Difference PIT Count PIT Count

Universe: Total PIT Count of sheltered and unsheltered persons 717 922 205

Emergency Shelter Total 363 497 134

Safe Haven Total 0 0 0

Transitional Housing Total 215 210 -5

Total Sheltered Count 578 707 129

Unsheltered Count 139 215 76

Metric 3.2 – Change in Annual Counts

This measures the change in annual counts of sheltered homeless persons in HMIS.

Submitted FY 2018 Difference FY 2017

Universe: Unduplicated Total sheltered homeless persons 2453 2463 10

Emergency Shelter Total 1961 2094 133

Safe Haven Total 0 0 0

Transitional Housing Total 597 462 -135

9/24/2019 1:52:29 AM 8 2019 HDX Competition Report FY2018 - Performance Measurement Module (Sys PM)

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

Submitted FY 2018 Difference FY 2017

Universe: Number of adults (system stayers) 70 75 5

Number of adults with increased earned income 1 7 6

Percentage of adults who increased earned income 1% 9% 8%

Metric 4.2 – Change in non-employment cash income for adult system stayers during the reporting period Submitted FY 2018 Difference FY 2017

Universe: Number of adults (system stayers) 70 75 5

Number of adults with increased non-employment cash income 9 17 8

Percentage of adults who increased non-employment cash income 13% 23% 10%

Metric 4.3 – Change in total income for adult system stayers during the reporting period

Submitted FY 2018 Difference FY 2017

Universe: Number of adults (system stayers) 70 75 5

Number of adults with increased total income 9 21 12

Percentage of adults who increased total income 13% 28% 15%

9/24/2019 1:52:29 AM 9 2019 HDX Competition Report FY2018 - Performance Measurement Module (Sys PM)

Metric 4.4 – Change in earned income for adult system leavers

Submitted FY 2018 Difference FY 2017

Universe: Number of adults who exited (system leavers) 38 44 6

Number of adults who exited with increased earned income 5 3 -2

Percentage of adults who increased earned income 13% 7% -6%

Metric 4.5 – Change in non-employment cash income for adult system leavers

Submitted FY 2018 Difference FY 2017

Universe: Number of adults who exited (system leavers) 38 44 6 Number of adults who exited with increased non-employment cash 17 6 -11 income Percentage of adults who increased non-employment cash income 45% 14% -31%

Metric 4.6 – Change in total income for adult system leavers

Submitted FY 2018 Difference FY 2017

Universe: Number of adults who exited (system leavers) 38 44 6

Number of adults who exited with increased total income 20 8 -12

Percentage of adults who increased total income 53% 18% -35%

9/24/2019 1:52:29 AM 10 2019 HDX Competition Report FY2018 - 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

Submitted FY 2018 Difference FY 2017

Universe: Person with entries into ES, SH or TH during the reporting 2283 2335 52 period.

Of persons above, count those who were in ES, SH, TH or any PH 656 764 108 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 1627 1571 -56 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

Submitted FY 2018 Difference FY 2017

Universe: Person with entries into ES, SH, TH or PH during the 2763 2957 194 reporting period.

Of persons above, count those who were in ES, SH, TH or any PH 696 822 126 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 2067 2135 68 experiencing homelessness for the first time.)

9/24/2019 1:52:29 AM 11 2019 HDX Competition Report FY2018 - Performance Measurement Module (Sys PM)

Measure 6: Homeless Prevention and Housing Placement of Persons deined by category 3 of HUD’s Homeless Deinition in CoC Program-funded Projects

This Measure is not applicable to CoCs in FY2018 (Oct 1, 2017 - Sept 30, 2018) reporting period.

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

Submitted FY 2018 Difference FY 2017

Universe: Persons who exit Street Outreach 208 320 112 Of persons above, those who exited to temporary & some institutional 1 2 1 destinations Of the persons above, those who exited to permanent housing 9 4 -5 destinations

% Successful exits 5% 2% -3%

Metric 7b.1 – Change in exits to permanent housing destinations

9/24/2019 1:52:29 AM 12 2019 HDX Competition Report FY2018 - Performance Measurement Module (Sys PM)

Submitted FY 2018 Difference FY 2017 Universe: Persons in ES, SH, TH and PH-RRH who exited, plus 2483 2667 184 persons in other PH projects who exited without moving into housing Of the persons above, those who exited to permanent housing 941 836 -105 destinations

% Successful exits 38% 31% -7%

Metric 7b.2 – Change in exit to or retention of permanent housing

Submitted FY 2018 Difference FY 2017

Universe: Persons in all PH projects except PH-RRH 224 202 -22 Of persons above, those who remained in applicable PH projects and 181 190 9 those who exited to permanent housing destinations

% Successful exits/retention 81% 94% 13%

9/24/2019 1:52:29 AM 13 2019 HDX Competition Report FY2018 - SysPM Data Quality AK-501 - Alaska Balance of State CoC

This is a new tab for FY 2016 submissions only. Submission must be performed manually (data cannot be uploaded). Data coverage and quality will allow HUD to better interpret your Sys PM submissions.

Your bed coverage data has been imported from the HIC module. The remainder of the data quality points should be pulled from data quality reports made available by your vendor according to the specifications provided in the HMIS Standard Reporting Terminology Glossary. You may need to run multiple reports into order to get data for each combination of year and project type.

You may enter a note about any field if you wish to provide an explanation about your data quality results. This is not required.

9/24/2019 1:52:29 AM 14 2019 HDX Competition Report FY2018 - SysPM Data Quality

All ES, SH All TH All PSH, OPH All RRH All Street Outreach

2014- 2015- 2016- 2017- 2014- 2015- 2016- 2017- 2014- 2015- 2016- 2017- 2014- 2015- 2016- 2017- 2014- 2015- 2016- 2017- 2015 2016 2017 2018 2015 2016 2017 2018 2015 2016 2017 2018 2015 2016 2017 2018 2015 2016 2017 2018

1. Number of non- 275 308 324 339 207 227 210 189 274 234 398 344 7 17 23 79 DV Beds on HIC

2. Number of HMIS 204 270 283 307 154 152 195 180 145 129 252 177 7 17 23 79 Beds

3. HMIS Participation Rate 74.18 87.66 87.35 90.56 74.40 66.96 92.86 95.24 52.92 55.13 63.32 51.45 100.00 100.00 100.00 100.00 from HIC ( % )

4. Unduplicated Persons Served 426 1063 1484 2011 267 392 597 462 182 210 249 234 65 194 518 717 77 126 128 187 (HMIS)

5. Total Leavers 320 943 1334 1879 173 246 449 319 50 54 77 51 49 138 421 631 7 50 78 181 (HMIS)

6. Destination of Don’t Know, 144 365 663 1174 17 18 91 65 3 7 4 4 1 13 14 85 7 49 68 176 Refused, or Missing (HMIS)

7. Destination Error 45.00 38.71 49.70 62.48 9.83 7.32 20.27 20.38 6.00 12.96 5.19 7.84 2.04 9.42 3.33 13.47 100.00 98.00 87.18 97.24 Rate (%)

9/24/2019 1:52:29 AM 15 2019 HDX Competition Report Submission and Count Dates for AK-501 - Alaska Balance of State CoC

Date of PIT Count Date Received HUD Waiver

Date CoC Conducted 2019 PIT Count 1/22/2019

Report Submission Date in HDX Submitted On Met Deadline

2019 PIT Count Submittal Date 4/30/2019 Yes

2019 HIC Count Submittal Date 4/30/2019 Yes

2018 System PM Submittal Date 5/31/2019 Yes

9/24/2019 1:52:29 AM 16

Vulnerability Index - Service Prioritization Decision Assistance Tool (VI-SPDAT)

Prescreen Triage Tool for Families

AMERICAN VERSION 2.0

©2015 OrgCode Consulting Inc. and Community Solutions. All rights reserved. 1 (800) 355-0420 [email protected] www.orgcode.com VULNERABILITY INDEX - SERVICE PRIORITIZATION DECISION ASSISTANCE TOOL (VI-SPDAT)

FAMILIES AMERICAN VERSION 2.0

Welcome to the SPDAT Line of Products

The Service Prioritization Decision Assistance Tool (SPDAT) has been around in various incarnations for over a decade, before being released to the public in 2010. Since its initial release, the use of the SPDAT has been expanding exponentially and is now used in over one thousand communities across the United States, Canada, and Australia.

More communities using the tool means there is an unprecedented demand for versions of the SPDAT, customized for specific client groups or types of users. With the release of SPDAT V4, there have been more current versions of SPDAT products than ever before. VI-SPDAT Series The Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT) was developed as a pre-screening tool for communities that are very busy and do not have the resources to conduct a full SPDAT assessment for every client. It was made in collaboration with Community Solutions, creators of the Vulnerability Index, as a brief survey that can be conducted to quickly determine whether a client has high, moderate, or low acuity. The use of this survey can help prioritize which clients should be given a full SPDAT assessment first. Because it is a self-reported survey, no special training is required to use the VI-SPDAT. Current versions available: • VI-SPDAT V 2.0 for Individuals • VI-SPDAT V 2.0 for Families • VI-SPDAT V 2.0 for Youth All versions are available online at

www.orgcode.com/products/vi-spdat/ SPDAT Series The Service Prioritization Decision Assistance Tool (SPDAT) was developed as an assessment tool for frontline workers at agencies that work with homeless clients to prioritize which of those clients should receive assistance first. The SPDAT tools are also designed to help guide case management and improve housing stability outcomes. They provide an in-depth assessment that relies on the assessor’s ability to interpret responses and corroborate those with evidence. As a result, this tool may only be used by those who have received proper, up-to-date training provided by OrgCode Consulting, Inc. or an OrgCode certified trainer. Current versions available: • SPDAT V 4.0 for Individuals • SPDAT V 4.0 for Families • SPDAT V 4.0 for Youth Information about all versions is available online at

www.orgcode.com/products/spdat/

©2015 OrgCode Consulting Inc. and Community Solutions. All rights reserved. 2 1 (800) 355-0420 [email protected] www.orgcode.com VULNERABILITY INDEX - SERVICE PRIORITIZATION DECISION ASSISTANCE TOOL (VI-SPDAT)

FAMILIES AMERICAN VERSION 2.0

SPDAT Training Series To use the SPDAT, training by OrgCode or an OrgCode certified trainer is required. We provide training on a wide variety of topics over a variety of mediums.

The full-day in-person SPDAT Level 1 training provides you the opportunity to bring together as many people as you want to be trained for one low fee. The webinar training allows for a maximum of 15 different computers to be logged into the training at one time. We also offer online courses for individuals that you can do at your own speed.

The training gives you the manual, case studies, application to current practice, a review of each component of the tool, conversation guidance with prospective clients – and more! Current SPDAT training available: • Level 0 SPDAT Training: VI-SPDAT for Frontline Workers • Level 1 SPDAT Training: SPDAT for Frontline Workers • Level 2 SPDAT Training: SPDAT for Supervisors • Level 3 SPDAT Training: SPDAT for Trainers Other related training available: • Excellence in Housing-Based Case Management • Coordinated Access & Common Assessment • Motivational Interviewing • Objective-Based Interactions More information about SPDAT training, including pricing, is available online at

http://www.orgcode.com/product-category/training/spdat/

©2015 OrgCode Consulting Inc. and Community Solutions. All rights reserved. 3 1 (800) 355-0420 [email protected] www.orgcode.com VULNERABILITY INDEX - SERVICE PRIORITIZATION DECISION ASSISTANCE TOOL (VI-SPDAT)

FAMILIES AMERICAN VERSION 2.0

Administration Interviewer’s Name Agency ¨¨Team ¨¨Staff

¨¨Volunteer

Survey Date Survey Time Survey Location DD/MM/YYYY / / :

Opening Script Every assessor in your community regardless of organization completing the VI-SPDAT should use the same introductory script. In that script you should highlight the following information: • the name of the assessor and their affiliation (organization that employs them, olunteerv as part of a Point in Time Count, etc.) • the purpose of the VI-SPDAT being completed • that it usually takes less than 7 minutes to complete • that only “Yes,” “No,” or one-word answers are being sought • that any question can be skipped or refused • where the information is going to be stored • that if the participant does not understand a question that clarification can be provided • the importance of relaying accurate information to the assessor and not feeling that there is a correct or preferred answer that they need to provide, nor information they need to conceal Basic Information First Name Nickname Last Name

In what language do you feel best able to express yourself?

PARENT 1 PARENT Date of Birth Age Social Security Number Consent to participate DD/MM/YYYY / / ¨¨Yes ¨¨No ¨¨No second parent currently part of the household First Name Nickname Last Name

In what language do you feel best able to express yourself? PARENT 2 2 PARENT Date of Birth Age Social Security Number Consent to participate DD/MM/YYYY / / ¨¨Yes ¨¨No

SCORE: IF EITHER HEAD OF HOUSEHOLD IS 60 YEARS OF AGE OR OLDER, THEN SCORE 1.

©2015 OrgCode Consulting Inc. and Community Solutions. All rights reserved. 4 1 (800) 355-0420 [email protected] www.orgcode.com VULNERABILITY INDEX - SERVICE PRIORITIZATION DECISION ASSISTANCE TOOL (VI-SPDAT)

FAMILIES AMERICAN VERSION 2.0

Children 1. How many children under the age of 18 are currently with you? ¨¨Refused 2. How many children under the age of 18 are not currently with your family, but you have reason to believe they will be joining ¨¨Refused you when you get housed? 3. IF HOUSEHOLD INCLUDES A FEMALE: Is any member of the ¨¨Y ¨¨N ¨¨Refused family currently pregnant? 4. Please provide a list of children’s names and ages: First Name Last Name Age Date of Birth

IF THERE IS A SINGLE PARENT WITH 2+ CHILDREN, AND/OR A CHILD AGED 11 OR YOUNGER, SCORE: AND/OR A CURRENT PREGNANCY, THEN SCORE 1 FOR FAMILY SIZE. IF THERE ARE TWO PARENTS WITH 3+ CHILDREN, AND/OR A CHILD AGED 6 OR YOUNGER, AND/OR A CURRENT PREGNANCY, THEN SCORE 1 FOR FAMILY SIZE.

A. History of Housing and Homelessness 5. Where do you and your family sleep most frequently? (check ¨¨Shelters one) ¨¨Transitional Housing ¨¨Safe Haven ¨¨Outdoors ¨¨Other (specify):

¨¨Refused

IF THE PERSON ANSWERS ANYTHING OTHER THAN “SHELTER”, “TRANSITIONAL HOUSING”, SCORE: OR “SAFE HAVEN”, THEN SCORE 1.

6. How long has it been since you and your family lived in ¨¨Refused permanent stable housing? 7. In the last three years, how many times have you and your ¨¨Refused family been homeless?

IF THE FAMILY HAS EXPERIENCED 1 OR MORE CONSECUTIVE YEARS OF HOMELESSNESS, SCORE: AND/OR 4+ EPISODES OF HOMELESSNESS, THEN SCORE 1.

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B. Risks 8. In the past six months, how many times have you or anyone in your family... a) Received health care at an emergency department/room? ¨¨Refused b) Taken an ambulance to the hospital? ¨¨Refused c) Been hospitalized as an inpatient? ¨¨Refused d) Used a crisis service, including sexual assault crisis, mental ¨¨Refused health crisis, family/intimate violence, distress centers and suicide prevention hotlines? e) Talked to police because they witnessed a crime, were the victim ¨¨Refused of a crime, or the alleged perpetrator of a crime or because the police told them that they must move along? f) Stayed one or more nights in a holding cell, jail or prison, whether ¨¨Refused that was a short-term stay like the drunk tank, a longer stay for a more serious offence, or anything in between?

IF THE TOTAL NUMBER OF INTERACTIONS EQUALS 4 OR MORE, THEN SCORE 1 FOR SCORE: EMERGENCY SERVICE USE.

9. Have you or anyone in your family been attacked or beaten up ¨¨Y ¨¨N ¨¨Refused since they’ve become homeless? 10. Have you or anyone in your family threatened to or tried to ¨¨Y ¨¨N ¨¨Refused harm themself or anyone else in the last year? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR RISK OF HARM.

11. Do you or anyone in your family have any legal stuff going on ¨¨Y ¨¨N ¨¨Refused right now that may result in them being locked up, having to pay fines, or that make it more difficult to rent a place to live? SCORE: IF “YES,” THEN SCORE 1 FOR LEGAL ISSUES.

12. Does anybody force or trick you or anyone in your family to do ¨¨Y ¨¨N ¨¨Refused things that you do not want to do? 13. Do you or anyone in your family ever do things that may be ¨¨Y ¨¨N ¨¨Refused considered to be risky like exchange sex for money, run drugs for someone, have unprotected sex with someone they don’t know, share a needle, or anything like that? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR RISK OF EXPLOITATION.

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FAMILIES AMERICAN VERSION 2.0

C. Socialization & Daily Functioning 14. Is there any person, past landlord, business, bookie, dealer, ¨¨Y ¨¨N ¨¨Refused or government group like the IRS that thinks you or anyone in your family owe them money? 15. Do you or anyone in your family get any money from the ¨¨Y ¨¨N ¨¨Refused government, a pension, an inheritance, working under the table, a regular job, or anything like that?

IF “YES” TO QUESTION 14 OR “NO” TO QUESTION 15, THEN SCORE 1 FOR MONEY SCORE: MANAGEMENT.

16. Does everyone in your family have planned activities, other ¨¨Y ¨¨N ¨¨Refused than just surviving, that make them feel happy and fulfilled? SCORE: IF “NO,” THEN SCORE 1 FOR MEANINGFUL DAILY ACTIVITY.

17. Is everyone in your family currently able to take care of ¨¨Y ¨¨N ¨¨Refused basic needs like bathing, changing clothes, using a restroom, getting food and clean water and other things like that? SCORE: IF “NO,” THEN SCORE 1 FOR SELF-CARE.

18. Is your family’s current homelessness in any way caused ¨¨Y ¨¨N ¨¨Refused by a relationship that broke down, an unhealthy or abusive relationship, or because other family or friends caused your family to become evicted? SCORE: IF “YES,” THEN SCORE 1 FOR SOCIAL RELATIONSHIPS.

D. Wellness 19. Has your family ever had to leave an apartment, shelter ¨Ÿ ¨¨N ¨¨Refused program, or other place you were staying because of the physical health of you or anyone in your family? 20. Do you or anyone in your family have any chronic health ¨Ÿ ¨¨N ¨¨Refused issues with your liver, kidneys, stomach, lungs or heart? 21. If there was space available in a program that specifically ¨Ÿ ¨¨N ¨¨Refused assists people that live with HIV or AIDS, would that be of interest to you or anyone in your family? 22. Does anyone in your family have any physical disabilities that ¨Ÿ ¨¨N ¨¨Refused would limit the type of housing you could access, or would make it hard to live independently because you’d need help? 23. When someone in your family is sick or not feeling well, does ¨Ÿ ¨¨N ¨¨Refused your family avoid getting medical help? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR PHYSICAL HEALTH.

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FAMILIES AMERICAN VERSION 2.0

24. Has drinking or drug use by you or anyone in your family led ¨¨Y ¨¨N ¨¨Refused your family to being kicked out of an apartment or program where you were staying in the past? 25. Will drinking or drug use make it difficult for your family to ¨¨Y ¨¨N ¨¨Refused stay housed or afford your housing? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR SUBSTANCE USE.

26. Has your family ever had trouble maintaining your housing, or been kicked out of an apartment, shelter program or other place you were staying, because of: a) A mental health issue or concern? ¨Ÿ ¨¨N ¨¨Refused b) A past head injury? ¨Ÿ ¨¨N ¨¨Refused c) A learning disability, developmental disability, or other ¨Ÿ ¨¨N ¨¨Refused impairment? 27. Do you or anyone in your family have any mental health or ¨Ÿ ¨¨N ¨¨Refused brain issues that would make it hard for your family to live independently because help would be needed? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR MENTAL HEALTH.

28. IF THE FAMILY SCORED 1 EACH FOR PHYSICAL HEALTH, ¨¨Y ¨¨N ¨¨N/A or SUBSTANCE USE, AND MENTAL HEALTH: Does any single Refused member of your household have a medical condition, mental health concerns, and experience with problematic substance use? SCORE: IF “YES”, SCORE 1 FOR TRI-MORBIDITY.

29. Are there any medications that a doctor said you or anyone in ¨¨Y ¨¨N ¨¨Refused your family should be taking that, for whatever reason, they are not taking? 30. Are there any medications like painkillers that you or anyone ¨¨Y ¨¨N ¨¨Refused in your family don’t take the way the doctor prescribed or where they sell the medication? SCORE: IF “YES” TO ANY OF THE ABOVE, SCORE 1 FOR MEDICATIONS.

31. YES OR NO: Has your family’s current period of homelessness ¨¨Y ¨¨N ¨¨Refused been caused by an experience of emotional, physical, psychological, sexual, or other type of abuse, or by any other trauma you or anyone in your family have experienced? SCORE: IF “YES”, SCORE 1 FOR ABUSE AND TRAUMA.

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FAMILIES AMERICAN VERSION 2.0

E. Family Unit 32. Are there any children that have been removed from the ¨¨Y ¨¨N ¨¨Refused family by a child protection service within the last 180 days? 33. Do you have any family legal issues that are being resolved in ¨¨Y ¨¨N ¨¨Refused court or need to be resolved in court that would impact your housing or who may live within your housing? SCORE: IF “YES” TO ANY OF THE ABOVE, SCORE 1 FOR FAMILY LEGAL ISSUES.

34. In the last 180 days have any children lived with family or ¨Ÿ ¨¨N ¨¨Refused friends because of your homelessness or housing situation? 35. Has any child in the family experienced abuse or trauma in ¨Ÿ ¨¨N ¨¨Refused the last 180 days? 36. IF THERE ARE SCHOOL-AGED CHILDREN: Do your children ¨Ÿ ¨¨N ¨¨N/A or attend school more often than not each week? Refused

IF “YES” TO ANY OF QUESTIONS 34 OR 35, OR “NO” TO QUESTION 36, SCORE 1 FOR NEEDS SCORE: OF CHILDREN.

37. Have the members of your family changed in the last 180 days, ¨¨Y ¨¨N ¨¨Refused due to things like divorce, your kids coming back to live with you, someone leaving for military service or incarceration, a relative moving in, or anything like that? 38. Do you anticipate any other adults or children coming to live ¨¨Y ¨¨N ¨¨Refused with you within the first 180 days of being housed? SCORE: IF “YES” TO ANY OF THE ABOVE, SCORE 1 FOR FAMILY STABILITY.

39. Do you have two or more planned activities each week as a ¨Ÿ ¨¨N ¨¨Refused family such as outings to the park, going to the library, visiting other family, watching a family movie, or anything like that? 40. After school, or on weekends or days when there isn’t school, is the total time children spend each day where there is no interaction with you or another responsible adult... a) 3 or more hours per day for children aged 13 or older? ¨Ÿ ¨¨N ¨¨Refused b) 2 or more hours per day for children aged 12 or younger? ¨Ÿ ¨¨N ¨¨Refused 41. IF THERE ARE CHILDREN BOTH 12 AND UNDER & 13 AND OVER: ¨Ÿ ¨¨N ¨¨N/A or Do your older kids spend 2 or more hours on a typical day Refused helping their younger sibling(s) with things like getting ready for school, helping with homework, making them dinner, bathing them, or anything like that?

IF “NO” TO QUESTION 39, OR “YES” TO ANY OF QUESTIONS 40 OR 41, SCORE 1 FOR SCORE: PARENTAL ENGAGEMENT.

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FAMILIES AMERICAN VERSION 2.0

Scoring Summary DOMAIN SUBTOTAL RESULTS PRE-SURVEY /2 A. HISTORY OF HOUSING & HOMELESSNESS /2 Score: Recommendation: B. RISKS /4 0-3 no housing intervention C. SOCIALIZATION & DAILY FUNCTIONS /4 4-8 an assessment for Rapid Re-Housing D. WELLNESS /6 9+ an assessment for Permanent E. FAMILY UNIT /4 Supportive Housing/Housing First GRAND TOTAL: /22

Follow-Up Questions On a regular day, where is it easiest to find place: you and what time of day is easiest to do so? time: : or Is there a phone number and/or email phone: ( ) - where someone can safely get in touch with you or leave you a message? email: Ok, now I’d like to take your picture so that ¨¨Yes ¨¨No ¨¨Refused it is easier to find you and confirm your identity in the future. May I do so?

Communities are encouraged to think of additional questions that may be relevant to the programs being operated or your specific local context. This may include questions related to: • military service and nature of discharge • ageing out of care • mobility issues • legal status in country • income and source of it • current restrictions on where a person can legally reside • children that may reside with the adult at some point in the future • safety planning

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FAMILIES AMERICAN VERSION 2.0

Appendix A: About the VI-SPDAT

The HEARTH Act and federal regulations require communities to have an assessment tool for coordinated entry - and the VI-SPDAT and SPDAT meet these requirements. Many communities have struggled to comply with this requirement, which demands an investment of considerable time, resources and expertise. Others are making it up as they go along, using “gut instincts” in lieu of solid evidence. Communities need a practical, evidence-informed way to satisfy federal regulations while quickly implementing an effective approach to access and assessment. The VI-SPDAT is a first-of-its-kind tool designed to fill this need, helping communities end homelessness in a quick, strategic fashion. The VI-SPDAT The VI-SPDAT was initially created by combining the elements of the Vulnerability Index which was created and implemented by Community Solutions broadly in the 100,000 Homes Campaign, and the SPDAT Prescreen Instrument that was part of the Service Prioritization Decision Assistance Tool. The combination of these two instruments was performed through extensive research and development, and testing. The development process included the direct voice of hundreds of persons with lived experience.

The VI-SPDAT examines factors of current vulnerability and future housing stability. It follows the structure of the SPDAT assessment tool, and is informed by the same research backbone that supports the SPDAT - almost 300 peer reviewed published journal articles, government reports, clinical and quasi-clinical assessment tools, and large data sets. The SPDAT has been independently tested, as well as internally reviewed. The data overwhelmingly shows that when the SPDAT is used properly, housing outcomes are better than when no assessment tool is used.

The VI-SPDAT is a triage tool. It highlights areas of higher acuity, thereby helping to inform the type of support and housing intervention that may be most beneficial to improve long term housing outcomes. It also helps inform the order - or priority - in which people should be served. The VI-SPDAT does not make decisions; it informs decisions. The VI-SPDAT provides data that communities, service providers, and people experiencing homelessness can use to help determine the best course of action next. Version 2 Version 2 builds upon the success of Version 1 of the VI-SPDAT with some refinements. Starting in August 2014, a survey was launched of existing VI-SPDAT users to get their input on what should be amended, improved, or maintained in the tool. Analysis was completed across all of these responses. Further research was conducted. Questions were tested and refined over several months, again including the direct voice of persons with lived experience and frontline practitioners. Input was also gathered from senior government officials that create policy and programs to help ensure alignment with guidelines and funding requirements.

You will notice some differences in Version 2 compared to Version 1. Namely: • it is shorter, usually taking less than 7 minutes to complete; • subjective elements through observation are now gone, which means the exact same instrument can be used over the phone or in-person; • medical, substance use, and mental health questions are all refined; • you can now explicitly see which component of the full SPDAT each VI-SPDAT question links to; and, • the scoring range is slightly different (Don’t worry, we can provide instructions on how these relate to results from Version 1).

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FAMILIES AMERICAN VERSION 2.0

Appendix B: Where the VI-SPDAT is being used in the United States

Since the VI-SPDAT is provided completely free of charge, and no training is required, any community is able to use the VI-SPDAT without the explicit permission of Community Solutions or OrgCode Consulting, Inc. As a result, the VI-SPDAT is being used in more communities than we know of. It is also being used in Canada and Australia.

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FAMILIES AMERICAN VERSION 2.0

A partial list of continua of District of Columbia Louisiana North Dakota Texas care (CoCs) in the US where • District of Columbia • Lafayette/Acadiana • Statewide • San Antonio/Bexar County Florida • Shreveport/Bossier/ Nebraska • Austin/Travis County we know the VI-SPDAT is • Sarasota/Bradenton/ Northwest • Statewide • Dallas City & County/Irving being used includes: Manatee, Sarasota Counties • New Orleans/Jefferson Parish New Mexico • Fort Worth/Arlington/Tarrant Alabama • Tampa/Hillsborough County • Baton Rouge • Statewide County • Parts of Alabama Balance of • St. Petersburg/Clearwater/ • Alexandria/Central Louisiana Nevada • El Paso City and County State Largo/Pinellas County CoC • Las Vegas/Clark County • Waco/McLennan County Arizona • Tallahassee/Leon County Massachusetts New York • Texas Balance of State • Statewide • Orlando/Orange, Osceola, • Cape Cod Islands • New York City • Amarillo California Seminole Counties • Springfield/Holyoke/ • Yonkers/Mount Vernon/New • Wichita Falls/Wise, Palo Pinto, • San Jose/Santa Clara City & • Gainesville/Alachua, Putnam Chicopee/Westfield/Hampden Rochelle/Westchester County Wichita, Archer Counties County Counties County Ohio • Bryan/College Station/Brazos • San Francisco • Jacksonville-Duval, Clay Maryland • Toledo/Lucas County Valley • Oakland/Alameda County Counties • Baltimore City • Canton/Massillon/Alliance/ • Beaumont/Port Arthur/South • Sacramento City & County • Palm Bay/Melbourne/Brevard • Montgomery County Stark County East Texas • Richmond/Contra Costa County Maine Oklahoma Utah County • Ocala/Marion County • Statewide • Tulsa City & County/Broken • Statewide • Watsonville/Santa Cruz City & • Miami/Dade County Michigan Arrow Virginia County • West Palm Beach/Palm Beach • Statewide • Oklahoma City • Richmond/Henrico, • Fresno/Madera County County Minnesota • Norman/Cleveland County Chesterfield, Hanover • Napa City & County Georgia • Minneapolis/Hennepin County Pennsylvania Counties • Los Angeles City & County • Atlanta County • Northwest Minnesota • Philadelphia • Roanoke City & County/Salem • San Diego • Fulton County • Moorhead/West Central • Lower Marion/Norristown/ • Virginia Beach • Santa Maria/Santa Barbara • Columbus-Muscogee/Russell Minnesota Abington/Montgomery County • Portsmouth County County • Southwest Minnesota • Allentown/Northeast • Virginia Balance of State • Bakersfield/Kern County • Marietta/Cobb County Missouri Pennsylvania • Arlington County • Pasadena • DeKalb County • St. Louis County • Lancaster City & County Washington • Riverside City & County Hawaii • St. Louis City • Bristol/Bensalem/Bucks • Seattle/King County • Glendale • Honolulu • Joplin/Jasper, Newton County • Spokane City & County • San Luis Obispo County Illinois Counties • Pittsburgh/McKeesport/Penn Wisconsin Colorado • Rockford/Winnebago, Boone • Kansas City/Independence/ Hills/Allegheny County • Statewide • Metropolitan Denver Counties Lee’s Summit/Jackson County Rhode Island West Virginia Homeless Initiative • Waukegan/North Chicago/ • Parts of Missouri Balance of • Statewide • Statewide • Parts of Colorado Balance of Lake County State South Carolina Wyoming State • Chicago Mississippi • Charleston/Low Country • Wyoming Statewide is in the Connecticut • Cook County • Jackson/Rankin, Madison • Columbia/Midlands process of implementing • Hartford Iowa Counties Tennessee • Bridgeport/Stratford/Fairfield • Parts of Iowa Balance of State • Gulf Port/Gulf Coast Regional • Chattanooga/Southeast • Connecticut Balance of State Kansas North Carolina Tennessee • Norwalk/Fairfield County • Kansas City/Wyandotte • Winston Salem/Forsyth • Memphis/Shelby County • Stamford/Greenwich County County • Nashville/Davidson County • City of Waterbury Kentucky • Asheville/Buncombe County • Louisville/Jefferson County • Greensboro/High Point

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Prescreen Triage Tool for Single Adults

AMERICAN VERSION 2.01

SINGLE ADULTS AMERICAN VERSION 2.01

Welcome to the SPDAT Line of Products

www.orgcode.com/products/vi-spdat/ SPDAT Series The Service Prioritization Decision Assistance Tool (SPDAT) was developed as an assessment tool for frontline workers at agencies that work with homeless clients to prioritize which of those clients should receive assistance first. The SPDAT tools are also designed to help guide case management and improve housing stability outcomes. They provide an in-depth assessment that relies on the assessor’s ability to interpret responses and corroborate those with evidence. As a result, this tool may only be used by those who have received proper, up-to-date training provided by OrgCode Consulting, Inc. or an OrgCode certified trainer. Current versions available: • SPDAT V 4.0 for Individuals • SPDAT V 2.0 for Families • SPDAT V 1.0 for Youth Information about all versions is available online at

www.orgcode.com/products/spdat/

SINGLE ADULTS AMERICAN VERSION 2.01

SPDAT Training Series To use the SPDAT, training by OrgCode or an OrgCode certified trainer is required. We provide training on a wide variety of topics over a variety of mediums.

http://www.orgcode.com/product-category/training/spdat/

SINGLE ADULTS AMERICAN VERSION 2.01

Administration Interviewer’s Name Agency ¨¨Team ¨¨Staff

¨¨Volunteer

Survey Date Survey Time Survey Location DD/MM/YYYY / /

Opening Script Every assessor in your community regardless of organization completing the VI-SPDAT should use the same introductory script. In that script you should highlight the following information: • the name of the assessor and their affiliation (organization that employs them, volunteer as part of a Point in Time Count, etc.) • the purpose of the VI-SPDAT being completed • that it usually takes less than 7 minutes to complete • that only “Yes,” “No,” or one-word answers are being sought • that any question can be skipped or refused • where the information is going to be stored • that if the participant does not understand a question or the assessor does not understand the question that clarification can be provided • the importance of relaying accurate information to the assessor and not feeling that there is a correct or preferred answer that they need to provide, nor information they need to conceal Basic Information First Name Nickname Last Name

In what language do you feel best able to express yourself?

Date of Birth Age Social Security Number Consent to participate DD/MM/YYYY / / ¨¨Yes ¨¨No

SCORE: IF THE PERSON IS 60 YEARS OF AGE OR OLDER, THEN SCORE 1.

SINGLE ADULTS AMERICAN VERSION 2.01

A. History of Housing and Homelessness 1. Where do you sleep most frequently? (check one) ¨¨Shelters ¨¨Transitional Housing ¨¨Safe Haven ¨¨Outdoors ¨¨Other (specify):

¨¨Refused

IF THE PERSON ANSWERS ANYTHING OTHER THAN “SHELTER”, “TRANSITIONAL HOUSING”, SCORE: OR “SAFE HAVEN”, THEN SCORE 1.

2. How long has it been since you lived in permanent stable ¨¨Refused housing? 3. In the last three years, how many times have you been ¨¨Refused homeless?

IF THE PERSON HAS EXPERIENCED 1 OR MORE CONSECUTIVE YEARS OF HOMELESSNESS, SCORE: AND/OR 4+ EPISODES OF HOMELESSNESS, THEN SCORE 1.

B. Risks 4. In the past six months, how many times have you... a) Received health care at an emergency department/room? ¨¨Refused b) Taken an ambulance to the hospital? ¨¨Refused c) Been hospitalized as an inpatient? ¨¨Refused d) Used a crisis service, including sexual assault crisis, mental ¨¨Refused health crisis, family/intimate violence, distress centers and suicide prevention hotlines? e) Talked to police because you witnessed a crime, were the victim ¨¨Refused of a crime, or the alleged perpetrator of a crime or because the police told you that you must move along? f) Stayed one or more nights in a holding cell, jail or prison, whether ¨¨Refused that was a short-term stay like the drunk tank, a longer stay for a more serious offence, or anything in between?

IF THE TOTAL NUMBER OF INTERACTIONS EQUALS 4 OR MORE, THEN SCORE 1 FOR SCORE: EMERGENCY SERVICE USE.

5. Have you been attacked or beaten up since you’ve become ¨¨Y ¨¨N ¨¨Refused homeless? 6. Have you threatened to or tried to harm yourself or anyone ¨¨Y ¨¨N ¨¨Refused else in the last year? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR RISK OF HARM.

SINGLE ADULTS AMERICAN VERSION 2.01

7. Do you have any legal stuff going on right now that may result ¨¨Y ¨¨N ¨¨Refused in you being locked up, having to pay fines, or that make it more difficult to rent a place to live? SCORE: IF “YES,” THEN SCORE 1 FOR LEGAL ISSUES.

8. Does anybody force or trick you to do things that you do not ¨¨Y ¨¨N ¨¨Refused want to do? 9. Do you ever do things that may be considered to be risky ¨¨Y ¨¨N ¨¨Refused like exchange sex for money, run drugs for someone, have unprotected sex with someone you don’t know, share a needle, or anything like that? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR RISK OF EXPLOITATION.

C. Socialization & Daily Functioning 10. Is there any person, past landlord, business, bookie, dealer, ¨¨Y ¨¨N ¨¨Refused or government group like the IRS that thinks you owe them money? 11. Do you get any money from the government, a pension, ¨¨Y ¨¨N ¨¨Refused an inheritance, working under the table, a regular job, or anything like that?

IF “YES” TO QUESTION 10 OR “NO” TO QUESTION 11, THEN SCORE 1 FOR MONEY SCORE: MANAGEMENT.

12. Do you have planned activities, other than just surviving, that ¨¨Y ¨¨N ¨¨Refused make you feel happy and fulfilled? SCORE: IF “NO,” THEN SCORE 1 FOR MEANINGFUL DAILY ACTIVITY.

13. Are you currently able to take care of basic needs like bathing, ¨¨Y ¨¨N ¨¨Refused changing clothes, using a restroom, getting food and clean water and other things like that? SCORE: IF “NO,” THEN SCORE 1 FOR SELF-CARE.

14. Is your current homelessness in any way caused by a ¨¨Y ¨¨N ¨¨Refused relationship that broke down, an unhealthy or abusive relationship, or because family or friends caused you to become evicted? SCORE: IF “YES,” THEN SCORE 1 FOR SOCIAL RELATIONSHIPS.

SINGLE ADULTS AMERICAN VERSION 2.01

D. Wellness 15. Have you ever had to leave an apartment, shelter program, or ¨Ÿ ¨¨N ¨¨Refused other place you were staying because of your physical health? 16. Do you have any chronic health issues with your liver, kidneys, ¨Ÿ ¨¨N ¨¨Refused stomach, lungs or heart? 17. If there was space available in a program that specifically ¨Ÿ ¨¨N ¨¨Refused assists people that live with HIV or AIDS, would that be of interest to you? 18. Do you have any physical disabilities that would limit the type ¨Ÿ ¨¨N ¨¨Refused of housing you could access, or would make it hard to live independently because you’d need help? 19. When you are sick or not feeling well, do you avoid getting ¨Ÿ ¨¨N ¨¨Refused help? 20. FOR FEMALE RESPONDENTS ONLY: Are you currently pregnant? ¨Ÿ ¨¨N ¨¨N/A or Refused SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR PHYSICAL HEALTH.

21. Has your drinking or drug use led you to being kicked out of ¨¨Y ¨¨N ¨¨Refused an apartment or program where you were staying in the past? 22. Will drinking or drug use make it difficult for you to stay ¨¨Y ¨¨N ¨¨Refused housed or afford your housing? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR SUBSTANCE USE.

23. Have you ever had trouble maintaining your housing, or been kicked out of an apartment, shelter program or other place you were staying, because of: a) A mental health issue or concern? ¨Ÿ ¨¨N ¨¨Refused b) A past head injury? ¨Ÿ ¨¨N ¨¨Refused c) A learning disability, developmental disability, or other ¨Ÿ ¨¨N ¨¨Refused impairment? 24. Do you have any mental health or brain issues that would ¨Ÿ ¨¨N ¨¨Refused make it hard for you to live independently because you’d need help? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR MENTAL HEALTH.

IF THE RESPONENT SCORED 1 FOR PHYSICAL HEALTH AND 1 FOR SUBSTANCE USE AND 1 SCORE: FOR MENTAL HEALTH, SCORE 1 FOR TRI-MORBIDITY.

SINGLE ADULTS AMERICAN VERSION 2.01

25. Are there any medications that a doctor said you should be ¨¨Y ¨¨N ¨¨Refused taking that, for whatever reason, you are not taking? 26. Are there any medications like painkillers that you don’t ¨¨Y ¨¨N ¨¨Refused take the way the doctor prescribed or where you sell the medication? SCORE: IF “YES” TO ANY OF THE ABOVE, SCORE 1 FOR MEDICATIONS.

27. YES OR NO: Has your current period of homelessness ¨¨Y ¨¨N ¨¨Refused been caused by an experience of emotional, physical, psychological, sexual, or other type of abuse, or by any other trauma you have experienced? SCORE: IF “YES”, SCORE 1 FOR ABUSE AND TRAUMA.

Scoring Summary DOMAIN SUBTOTAL RESULTS PRE-SURVEY /1 Score: Recommendation: A. HISTORY OF HOUSING & HOMELESSNESS /2 0-3: no housing intervention B. RISKS /4 4-7: an assessment for Rapid C. SOCIALIZATION & DAILY FUNCTIONS /4 Re-Housing D. WELLNESS /6 8+: an assessment for Permanent Supportive Housing/Housing First GRAND TOTAL: /17

Communities are encouraged to think of additional questions that may be relevant to the programs being operated or your specific local context. This may include questions related to:

• military service and nature of • legal status in country • children that may reside with discharge • income and source of it the adult at some point in the future • ageing out of care • current restrictions on where a • mobility issues person can legally reside • safety planning

SINGLE ADULTS AMERICAN VERSION 2.01

Appendix A: About the VI-SPDAT

The HEARTH Act and federal regulations require communities to have an assessment tool for coordinated entry - and the VI-SPDAT and SPDAT meet these requirements. Many communities have struggled to comply with this requirement, which demands an investment of considerable time, resources and expertise. Others are making it up as they go along, using “gut instincts” in lieu of solid evidence. Communities need practical, evidence-informed tools that enhance their ability to to satisfy federal regulations and quickly implement an effective approach to access and assessment. The VI-SPDAT is a first-of-its-kind tool designed to fill this need, helping communities end homelessness in a quick, strategic fashion. The VI-SPDAT The VI-SPDAT was initially created by combining the elements of the Vulnerability Index which was created and implemented by Community Solutions broadly in the 100,000 Homes Campaign, and the SPDAT Prescreen Instrument that was part of the Service Prioritization Decision Assistance Tool. The combination of these two instruments was performed through extensive research and development, and testing. The development process included the direct voice of hundreds of persons with lived experience.

SINGLE ADULTS AMERICAN VERSION 2.01

Appendix B: Where the VI-SPDAT is being used in the United States

SINGLE ADULTS AMERICAN VERSION 2.01

©2015 OrgCode Consulting Inc. and Community Solutions. All rights reserved. 11 1 (800) 355-0420 [email protected] www.orgcode.com Transition Age Youth - Vulnerability Index - Service Prioritization Decision Assistance Tool (TAY-VI-SPDAT)

“Next Step Tool for Homeless Youth”

AMERICAN VERSION 1.0

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 1 (800) 355-0420 [email protected] www.orgcode.com

Eric Rice, PhD NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

Welcome to the SPDAT Line of Products

More communities using the tool means there is an unprecedented demand for versions of the SPDAT, customized for specifi c client groups or types of users. With the release of SPDAT V4, there have been more current versions of SPDAT products than ever before. VI-SPDAT Series The Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT) was developed as a pre-screening tool for communities that are very busy and do not have the resources to conduct a full SPDAT assessment for every client. It was made in collaboration with Community Solutions, creators of the Vulnerability Index, as a brief survey that can be conducted to quickly determine whether a client has high, moderate, or low acuity. The use of this survey can help prioritize which clients should be given a full SPDAT assessment fi rst. Because it is a self-reported survey, no special training is required to use the VI-SPDAT. Current versions available: • VI-SPDAT V 2.0 • Family VI-SPDAT V 2.0 • Next Step Tool for Homeless Youth V 1.0 All versions are available online at

www.orgcode.com/products/vi-spdat/ SPDAT Series The Service Prioritization Decision Assistance Tool (SPDAT) was developed as an assessment tool for frontline workers at agencies that work with homeless clients to prioritize which of those clients should receive assistance fi rst. The SPDAT tools are also designed to help guide case management and improve housing stability outcomes. They provide an in-depth assessment that relies on the assessor’s ability to interpret responses and corroborate those with evidence. As a result, this tool may only be used by those who have received proper, up-to-date training provided by OrgCode Consulting, Inc. or an OrgCode certifi ed trainer. Current versions available: • SPDAT V 4.0 for Individuals • F-SPDAT V 2.0 for Families • Y-SPDAT V 1.0 for Youth Information about all versions is available online at

www.orgcode.com/products/spdat/

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 2 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

SPDAT Training Series To use the SPDAT assessment product, training by OrgCode or an OrgCode certifi ed trainer is required. We provide training on a wide variety of topics over a variety of mediums.

http://www.orgcode.com/product-category/training/spdat/

The TAY-VI-SPDAT – The Next Step Tool for Homeless Youth OrgCode Consulting, Inc. and Community Solutions joined forces with the Corporation for Supportive Housing (CSH) to combine the best parts of products and expertise to create one streamlined triage tool designed specifically for youth aged 24 or younger.

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 3 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

Administration Interviewer’s Name Agency ¨¨Team ¨¨Staff

¨¨Volunteer

Survey Date Survey Time Survey Location DD/MM/YYYY / / :

In what language do you feel best able to express yourself?

Date of Birth Age Social Security Number Consent to participate DD/MM/YYYY / / ¨¨Yes ¨¨No

SCORE: IF THE PERSON IS 17 YEARS OF AGE OR LESS, THEN SCORE 1.

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 4 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

A. History of Housing and Homelessness 1. Where do you sleep most frequently? (check one) ¨¨Shelters ¨¨Couch surfing ¨¨Other (specify): ¨ ¨ ¨Transitional Housing ¨Outdoors ¨¨Safe Haven ¨¨Refused

IF THE PERSON ANSWERS ANYTHING OTHER THAN “SHELTER”, “TRANSITIONAL HOUSING”, SCORE: OR “SAFE HAVEN”, THEN SCORE 1.

2. How long has it been since you lived in permanent stable ¨¨Refused housing? 3. In the last three years, how many times have you been ¨¨Refused homeless?

IF THE PERSON HAS EXPERIENCED 1 OR MORE CONSECUTIVE YEARS OF HOMELESSNESS, SCORE: AND/OR 4+ EPISODES OF HOMELESSNESS, THEN SCORE 1.

B. Risks 4. In the past six months, how many times have you... a) Received health care at an emergency department/room? ¨¨Refused b) Taken an ambulance to the hospital? ¨¨Refused c) Been hospitalized as an inpatient? ¨¨Refused d) Used a crisis service, including sexual assault crisis, mental ¨¨Refused health crisis, family/intimate violence, distress centers and suicide prevention hotlines? e) Talked to police because you witnessed a crime, were the victim ¨¨Refused of a crime, or the alleged perpetrator of a crime or because the police told you that you must move along? f) Stayed one or more nights in a holding cell, jail, prison or juvenile ¨¨Refused detention, whether it was a short-term stay like the drunk tank, a longer stay for a more serious offence, or anything in between?

IF THE TOTAL NUMBER OF INTERACTIONS EQUALS 4 OR MORE, THEN SCORE 1 FOR SCORE: EMERGENCY SERVICE USE.

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 5 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

7. Do you have any legal stuff going on right now that may result ¨¨Y ¨¨N ¨¨Refused in you being locked up, having to pay fines, or that make it more difficult to rent a place to live? 8. Were you ever incarcerated when younger than age 18? ¨¨Y ¨¨N ¨¨Refused SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR LEGAL ISSUES.

9. Does anybody force or trick you to do things that you do not ¨¨Y ¨¨N ¨¨Refused want to do? 10. Do you ever do things that may be considered to be risky like ¨¨Y ¨¨N ¨¨Refused exchange sex for money, food, drugs, or a place to stay, run drugs for someone, have unprotected sex with someone you don’t know, share a needle, or anything like that? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR RISK OF EXPLOITATION.

C. Socialization & Daily Functioning 11. Is there any person, past landlord, business, bookie, dealer, ¨¨Y ¨¨N ¨¨Refused or government group like the IRS that thinks you owe them money? 12. Do you get any money from the government, an inheritance, ¨¨Y ¨¨N ¨¨Refused an allowance, working under the table, a regular job, or anything like that?

IF “YES” TO QUESTION 11 OR “NO” TO QUESTION 12, THEN SCORE 1 FOR MONEY SCORE: MANAGEMENT.

13. Do you have planned activities, other than just surviving, that ¨¨Y ¨¨N ¨¨Refused make you feel happy and fulfilled? SCORE: IF “NO,” THEN SCORE 1 FOR MEANINGFUL DAILY ACTIVITY.

14. Are you currently able to take care of basic needs like bathing, ¨¨Y ¨¨N ¨¨Refused changing clothes, using a restroom, getting food and clean water and other things like that? SCORE: IF “NO,” THEN SCORE 1 FOR SELF-CARE.

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 6 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

15. Is your current lack of stable housing... a) Because you ran away from your family home, a group ¨Ÿ ¨¨N ¨¨Refused home or a foster home? b) Because of a difference in religious or cultural beliefs from ¨Ÿ ¨¨N ¨¨Refused your parents, guardians or caregivers? c) Because your family or friends caused you to become ¨Ÿ ¨¨N ¨¨Refused homeless? d) Because of conflicts around gender identity or sexual ¨Ÿ ¨¨N ¨¨Refused orientation? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR SOCIAL RELATIONSHIPS.

e) Because of violence at home between family members? ¨¨Y ¨¨N ¨¨Refused f) Because of an unhealthy or abusive relationship, either at ¨¨Y ¨¨N ¨¨Refused home or elsewhere? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR ABUSE/TRAUMA.

D. Wellness 16. Have you ever had to leave an apartment, shelter program, or ¨Ÿ ¨¨N ¨¨Refused other place you were staying because of your physical health? 17. Do you have any chronic health issues with your liver, kidneys, ¨Ÿ ¨¨N ¨¨Refused stomach, lungs or heart? 18. If there was space available in a program that specifically ¨Ÿ ¨¨N ¨¨Refused assists people that live with HIV or AIDS, would that be of interest to you? 19. Do you have any physical disabilities that would limit the type ¨Ÿ ¨¨N ¨¨Refused of housing you could access, or would make it hard to live independently because you’d need help? 20. When you are sick or not feeling well, do you avoid getting ¨Ÿ ¨¨N ¨¨Refused medical help? 21. Are you currently pregnant, have you ever been pregnant, or ¨Ÿ ¨¨N ¨¨Refused have you ever gotten someone pregnant? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR PHYSICAL HEALTH.

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 7 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

22. Has your drinking or drug use led you to being kicked out of ¨Ÿ ¨¨N ¨¨Refused an apartment or program where you were staying in the past? 23. Will drinking or drug use make it difficult for you to stay ¨Ÿ ¨¨N ¨¨Refused housed or afford your housing? 24. If you’ve ever used marijuana, did you ever try it at age 12 or ¨Ÿ ¨¨N ¨¨Refused younger? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR SUBSTANCE USE.

25. Have you ever had trouble maintaining your housing, or been kicked out of an apartment, shelter program or other place you were staying, because of: a) A mental health issue or concern? ¨Ÿ ¨¨N ¨¨Refused b) A past head injury? ¨Ÿ ¨¨N ¨¨Refused c) A learning disability, developmental disability, or other ¨Ÿ ¨¨N ¨¨Refused impairment? 26. Do you have any mental health or brain issues that would ¨Ÿ ¨¨N ¨¨Refused make it hard for you to live independently because you’d need help? SCORE: IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR MENTAL HEALTH.

IF THE RESPONENT SCORED 1 FOR PHYSICAL HEALTH AND 1 FOR SUBSTANCE USE AND 1 SCORE: FOR MENTAL HEALTH, SCORE 1 FOR TRI-MORBIDITY.

27. Are there any medications that a doctor said you should be ¨¨Y ¨¨N ¨¨Refused taking that, for whatever reason, you are not taking? 28. Are there any medications like painkillers that you don’t ¨¨Y ¨¨N ¨¨Refused take the way the doctor prescribed or where you sell the medication? SCORE: IF “YES” TO ANY OF THE ABOVE, SCORE 1 FOR MEDICATIONS.

Scoring Summary DOMAIN SUBTOTAL RESULTS

PRE-SURVEY /1 Score: Recommendation: A. HISTORY OF HOUSING & HOMELESSNESS /2 0-3: no moderate or high intensity B. RISKS /4 services be provided at this time C. SOCIALIZATION & DAILY FUNCTIONS /5 4-7: assessment for time-limited supports with moderate intensity D. WELLNESS /5 8+: assessment for long-term hous- GRAND TOTAL: /17 ing with high service intensity

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 8 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

Follow-Up Questions On a regular day, where is it easiest to find place: you and what time of day is easiest to do so? time: : or Is there a phone number and/or email phone: ( ) - where someone can get in touch with you or leave you a message? email: Ok, now I’d like to take your picture so that ¨¨Yes ¨¨No ¨¨Refused it is easier to find you and confirm your identity in the future. May I do so?

Communities are encouraged to think of additional questions that may be relevant to the programs being operated or your specific local context. This may include questions related to: • military service and nature of discharge • ageing out of care • mobility issues • legal status in country • income and source of it • current restrictions on where a person can legally reside • children that may reside with the youth at some point in the future • safety planning

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 9 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

Appendix A: About the TAY-VI-SPDAT

The HEARTH Act and federal regulations require communities to have an assessment tool for coordinated entry - and the VI-SPDAT and SPDAT meet these requirements. Many communities have struggled to comply with this requirement, which demands an investment of considerable time, resources and expertise. Others are making it up as they go along, using “gut instincts” in lieu of solid evidence. Communities need practical, evidence-informed tools that enhance their ability to to satisfy federal regulations and quickly implement an effective approach to access and assessment. The VI-SPDAT is a first-of-its-kind tool designed to fill this need, helping communities end homelessness in a quick, strategic fashion. The VI-SPDAT The VI-SPDAT was initially created by combining the elements of the Vulnerability Index which was created and implemented by Community Solutions broadly in the 100,000 Homes Campaign, and the SPDAT Prescreen Instrument that was part of the Service Prioritization Decision Assistance Tool. The combination of these two instruments was performed through extensive research and development, and testing. The development process included the direct voice of hundreds of persons with lived experience.

The VI-SPDAT is a triage tool. It highlights areas of higher acuity, thereby helping to inform the type of support and housing intervention that may be most beneficial to improve long term housing outcomes. It also helps inform the order - or priority - in which people should be served. The VI-SPDAT does not make decisions; it informs decisions. The VI-SPDAT provides data that communities, service providers, and people experiencing homelessness can use to help determine the best course of action next. The Youth – Transition Age Youth Tool from CSH Released in May 2013, the Corporation for Supportive Housing (CSH) partnered with Dr. Eric Rice, Assistant Professor at the University of Southern California (USC) School of Social Work, to develop a triage tool that targets homeless Transition Age Youth (TAY) for permanent supportive housing. It consists of six items associated with long-term homelessness (five or more years) among transition-aged youth (age 18-24). Version 2 of the VI-SPDAT Version 2 builds upon the success of Version 1 of the VI-SPDAT with some refinements. Starting in August 2014, a survey was launched of existing VI-SPDAT users to get their input on what should be amended, improved, or maintained in the tool.

Analysis was completed across all of these responses. Further research was conducted. Questions were tested and refined over several months, again including the direct voice of persons with lived experience and frontline practitioners. Input was also gathered from senior government officials that create policy and programs to help ensure alignment with guidelines and funding requirements.

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 10 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

The TAY-VI-SPDAT – The Next Step Tool for Homeless Youth One piece of feedback was the growing concern that youth tended to score lower on the VI-SPDAT, since the Vulnerability Index assesses risk of mortality which is less prevalent among younger populations. So, in version 2 of the VI-SPDAT, OrgCode Consulting, Inc. and Community Solutions joined forces with CSH to combine the best parts of the TAY, the VI, and the SPDAT to create one streamlined triage tool designed specifically for youth aged 24 or younger.

If you are familiar with the VI-SPDAT, you will notice some differences in the TAY-VI-SPDAT compared to VI-SPDAT version 1. Namely: • it is shorter, usually taking less than 7 minutes to complete; • subjective elements through observation are now gone, which means the exact same instrument can be used over the phone or in-person; • medical, substance use, and mental health questions are all refined; • you can now explicitly see which component of the full SPDAT each VI-SPDAT question links to; and, • the scoring range is slightly different (Don’t worry, we can provide instructions on how these relate to results from Version 1).

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, Community Solutions, and Eric Rice, USC School of Social Work. All rights reserved. 11 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

Appendix B: Where the VI-SPDAT is being used in the United States

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, and Community Solutions and Eric Rice, USC School of Social Work. All rights reserved. 12 1 (800) 355-0420 [email protected] www.orgcode.com NEXT STEP TOOL FOR HOMELESS YOUTH

SINGLE YOUTH AMERICAN VERSION 1.0

A partial list of continua of District of Columbia Louisiana North Dakota Texas care (CoCs) in the US where • District of Columbia • Lafayette/Acadiana • Statewide • San Antonio/Bexar County Florida • Shreveport/Bossier/ Nebraska • Austin/Travis County we know the VI-SPDAT is • Sarasota/Bradenton/ Northwest • Statewide • Dallas City & County/Irving being used includes: Manatee, Sarasota Counties • New Orleans/Jefferson Parish New Mexico • Fort Worth/Arlington/Tarrant Alabama • Tampa/Hillsborough County • Baton Rouge • Statewide County • Parts of Alabama Balance of • St. Petersburg/Clearwater/ • Alexandria/Central Louisiana Nevada • El Paso City and County State Largo/Pinellas County CoC • Las Vegas/Clark County • Waco/McLennan County Arizona • Tallahassee/Leon County Massachusetts New York • Texas Balance of State • Statewide • Orlando/Orange, Osceola, • Cape Cod Islands • New York City • Amarillo California Seminole Counties • Springfi eld/Holyoke/ • Yonkers/Mount Vernon/New • Wichita Falls/Wise, Palo Pinto, • San Jose/Santa Clara City & • Gainesville/Alachua, Putnam Chicopee/Westfi eld/Hampden Rochelle/Westchester County Wichita, Archer Counties County Counties County Ohio • Bryan/College Station/Brazos • San Francisco • Jacksonville-Duval, Clay Maryland • Toledo/Lucas County Valley • Oakland/Alameda County Counties • Baltimore City • Canton/Massillon/Alliance/ • Beaumont/Port Arthur/South • Sacramento City & County • Palm Bay/Melbourne/Brevard • Montgomery County Stark County East Texas • Richmond/Contra Costa County Maine Oklahoma Utah County • Ocala/Marion County • Statewide • Tulsa City & County/Broken • Statewide • Watsonville/Santa Cruz City & • Miami/Dade County Michigan Arrow Virginia County • West Palm Beach/Palm Beach • Statewide • Oklahoma City • Richmond/Henrico, • Fresno/Madera County County Minnesota • Norman/Cleveland County Chesterfi eld, Hanover • Napa City & County Georgia • Minneapolis/Hennepin County Pennsylvania Counties • Los Angeles City & County • Atlanta County • Northwest Minnesota • Philadelphia • Roanoke City & County/Salem • San Diego • Fulton County • Moorhead/West Central • Lower Marion/Norristown/ • Virginia Beach • Santa Maria/Santa Barbara • Columbus-Muscogee/Russell Minnesota Abington/Montgomery County • Portsmouth County County • Southwest Minnesota • Allentown/Northeast • Virginia Balance of State • Bakersfi eld/Kern County • Marietta/Cobb County Missouri Pennsylvania • Arlington County • Pasadena • DeKalb County • St. Louis County • Lancaster City & County Washington • Riverside City & County Hawaii • St. Louis City • Bristol/Bensalem/Bucks • Seattle/King County • Glendale • Honolulu • Joplin/Jasper, Newton County • Spokane City & County • San Luis Obispo County Illinois Counties • Pittsburgh/McKeesport/Penn Wisconsin Colorado • Rockford/Winnebago, Boone • Kansas City/Independence/ Hills/Allegheny County • Statewide • Metropolitan Denver Counties Lee’s Summit/Jackson County Rhode Island West Virginia Homeless Initiative • Waukegan/North Chicago/ • Parts of Missouri Balance of • Statewide • Statewide • Parts of Colorado Balance of Lake County State South Carolina Wyoming State • Chicago Mississippi • Charleston/Low Country • Wyoming Statewide is in the Connecticut • Cook County • Jackson/Rankin, Madison • Columbia/Midlands process of implementing • Hartford Iowa Counties Tennessee • Bridgeport/Stratford/Fairfi eld • Parts of Iowa Balance of State • Gulf Port/Gulf Coast Regional • Chattanooga/Southeast • Connecticut Balance of State Kansas North Carolina Tennessee • Norwalk/Fairfi eld County • Kansas City/Wyandotte • Winston Salem/Forsyth • Memphis/Shelby County • Stamford/Greenwich County County • Nashville/Davidson County • City of Waterbury Kentucky • Asheville/Buncombe County • Louisville/Jefferson County • Greensboro/High Point

©2015 OrgCode Consulting Inc., Corporation for Supportive Housing, and Community Solutions and Eric Rice, USC School of Social Work. All rights reserved. 13 1 (800) 355-0420 [email protected] www.orgcode.com 9/26/2019 FY19 Continuum of Care Project Rankings Announced

AKCH2 Board Announces Balance of State Continuum of Care Funding Recommendations The AKCH2 Board voted on the FY19 Continuum of Care funding recommendations at their Board Meeting earlier today. As many of you know, funding opportunities for Housing First projects in Alaska are extremely limited yet the demand for this type of housing intervention continues to increase. This year, we received 16 total submissions; 11 renewal and 5 new project applications.

The applicant ranking sheet and Board funding recommendations can be found in the following PDF:

Alaska Balance of State FY19 CoC Funding Recommendations

For agencies that were recommended funding, please submit your applications in e-snaps by September 20, 2019. If you have questions about how to enter your information into e-snaps, please contact Jennifer Smerud at [email protected] or 907-330-8276. AHFC will be hosting a webinar to assist agencies with their application submission on September 12, 1:30 - 2:30 PM. Grantees will receive a calendar invitation shortly.

The AKCH2 Board would like to thank all of the organizations that submitted applications for this funding cycle. Additionally, the Board would like to thank all of those around the state who helped out with the application scoring process. This is a long and arduous process and we wouldn't be able to do it every year without the coordination of multiple communities. If you have any questions regarding the funding recommendations, please contact Brian Wilson at [email protected] or 907-523-0660. https://mailchi.mp/6cd17655ada2/fy19-continuum-of-care-project-rankings-announced 1/2 9/26/2019 FY19 Continuum of Care Project Rankings Announced

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https://us2.admin.mailchimp.com/reports/summary?id=3031249 3/3 FY19 Continuum of Care Ranking Results Weighted Renewal, New, Project Funding Rating Expansion, DV Organization Name Project Name Type Requested Score (out Bonus of 100) Tier 1 - 749,696 (94% ARD) Alaska Coalition on Housing and Renewal HMIS HMIS $30,206 100 Homelessness Renewal IACNVL Our House PSH $68,551 82 Renewal Tanana Chiefs Conference Housing First PSH $98,545 79 Renewal IACNVL Burch House PSH $91,918 74 Renewal Valley Residential Services CoC SRA PSH $73,279 73 Renewal KPHI SRA PSH $23,272 69 Renewal The Leeshore Center TLC Program TH $67,313 60 Renewal Valley Charities, Inc. CoC-Funded RRH RRH $67,364 60 Renewal St. Vincent de Paul Society Paul's Place PSH PSH $34,714 55 Renewal Nome Emergency Shelter Team Permanent Supportive Housing PSH $55,732 55 Renewal Juneau Housing First Collaborative Juneau Housing First Collaborative PSH/RRH $67,956 28 Renewal No Limits Incorporated Home Free PSH $49,086 27 New My House Better Client Service Program RRH $21,760 92 Tier 2 - $40,340 (6% ARD) New My House Better Client Service Program RRH $40,340 92

CoC Bonus New Fairbanks Rescue Mission MyPlace RRH RRH $39,617 90

DV Bonus DV Bonus AWARE Home Safe RRH Program RRH $79,234 68

Not Recommended for Funding New Valley Residential Services Bev's Place PSH $65,000 83 New Love INC Fairbanks Loving Families TH+RRH $21,518 82 9/26/2019 FY19 Continuum of Care Project Rankings Announced

The applicant ranking sheet and Board funding recommendations can be found in the following PDF:

Alaska Balance of State FY19 CoC Funding Recommendations

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Tanzania 1 0.3%

CoC Bonus New Fairbanks Rescue Mission MyPlace RRH RRH $39,617 90

DV Bonus DV Bonus AWARE Home Safe RRH Program RRH $79,234 68

Not Recommended for Funding New Valley Residential Services Bev's Place PSH $65,000 83 New Love INC Fairbanks Loving Families TH+RRH $21,518 82 9/26/2019 FY19 AK Balance of State Continuum of Care Competition

FY19 Continuum of Care NOFA Released! The US Department of Housing and Urban Development (HUD) has released the Notice of Funding Availability (NOFA) for the FY19 Continuum of Care (CoC) Grant Program. To download the NOFA, visit HUD's CoC Program website.

The Alaska Coalition on Housing and Homelessness (AKCH2) CoC Committee is working on updating the Balance of State CoC competition application materials and scoring sheet. All grant competition materials will be available on the AKCH2 website this week.

AKCH2 will host a teleconference on Thursday, July 18 at 10:00 AM (1-877- 644-5260 Code: 257227, Screen Share link: http://join.me/AlaskaHomeless) for all current grantees and prospective applicants. We will present information on the CoC Grant Program, changes in this year's NOFA, the application and review process, and the competition timeline. Participants will also have an opportunity to ask questions of the CoC committee regarding the grant program.

Please submit any questions regarding the FY19 CoC Grant competition to [email protected].

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Subject: FY19 AK Balance of State Continuum of Care Competition

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9/26/2019 FY19 AK Balance of State Continuum of Care Competition

Please submit any questions regarding the FY19 CoC Grant competition to [email protected].

Want to change how you receive these emails? You can update your preferences or unsubscribe from this list https://mailchi.mp/65895dc6879e/fy19-ak-balance-of-state-continuum-of-care-competition 1/2 9/26/2019 Summary Report for FY19 CoC Launch | Mailchimp FY19 CoC Launch Switch report  570 Recipients

Audience: Standard member Delivered: Mon, Jul 15, 2019 3:43 pm

Subject: FY19 AK Balance of State Continuum of Care Competition

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Audience average 23.1% Audience average 5.4%

Industry average (Non-Proit) 21.8% Industry average (Non-Proit) 2.5%

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Total opens 348 Total clicks 61

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[email protected] 10 [email protected] 11 [email protected] 8

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Alaska Balance of State (AK-501) FY2019 HUD Continuum of Care Program New/Expansion Project Application

On July 3, 2019 HUD released the Notice of Funding Availability (NOFA) for the Continuum of Care Program. The NOFA, forms and documents, and other supporting resources such as webinars and broadcast links are found on the HUD Exchange (www.hudexchange.info) site and the CoC page for the Alaska Coalition on Housing and Homelessness. (www.alaskahousing- homeless.org)

In 2015, the Alaska Coalition on Housing and Homelessness put together policies for the AK-501 CoC competition that will be used as a guide. These policies can be found on the CoC page. (www.alaskahousing-homeless.org)

If you are thinking of participating in the AK-501 Balance of State competition, potential applicants are encouraged to utilize these resources.

Eligible Applicants: Eligible project applicants for the CoC Program Competition are nonprofit organizations, States, local governments, and instrumentalities of State and local government, and public housing agencies, as such term is defined in 24 CFR 5.1000.

Additional HUD requirements: HUD will deny applications in which there are: ● Outstanding obligations to HUD that are in arrears or for which a payment schedule has not been agreed upon; ● Audit finding(s) for which a response is overdue or unsatisfactory; ● History of inadequate financial management accounting practices; ● Evidence of untimely expenditures on prior award; ● History of other major capacity issues that have significantly affected the operation of the project and its performance; or ● History of serving ineligible program participants or expending funds on ineligible costs.

Funding The CoC NOFA contains language for three different funding opportunities for applicants:

1. Renewal Awards: Current grantees are eligible for renewal funding in different categories Tier 1 (94% of Annual Renewal Demand) and Tier 2 (6% of Annual Renewal Demand);

2. Re-allocation Funds: If current grantees request less funding new projects can be created with these funds in the following categories; 1) new permanent supportive housing (PSH) for chronically homeless individuals and families, 2) rapid re-housing (RRH)projects for homeless individuals and families coming directly from the streets or emergency shelters, 3) new supportive services only projects for centralized or

coordinated assessment, and 4) new dedicated Homeless Management Information System projects. o Reallocation funds may be available for this funding cycle.

3. CoC Bonus Projects: New projects may be created through the CoC bonus by developing new housing projects dedicated to serving 100% chronically homeless families and individuals or rapid re-housing projects that will serve homeless individuals and families coming directly from the streets or emergency shelter.

Alaska Balance of State (AK-501) – Funding Available

Tier 1 Amount (94% of Annual Renewal Demand) $749,696

Tier 2 Amount (6% of Annual Renewal Demand) $40,340

Max Renewal/Reallocation Funds Available for 2019 $790,036

Bonus Projects $39,617

DV Bonus $79,234

Planning Funds $23,770

Total Eligible CoC Application Request $932,657

Deadline The New/Expansion Program Application and Leveraging Chart are due via email to Brian Wilson, Coalition Executive Director, at [email protected] by August 23, 2019 at 3:00 p.m. No late submissions will be accepted.

● Reminder: If an agency is applying for more than one project, each project requires a Program Application and Leveraging Chart.

All completed applications must be sent as a Word or PDF document with a leveraging chart in Excel. Questions should be directed to Brian Wilson.

Ranking Project scoring and ranking will incorporate HUD’s priorities as outlined in the CoC NOFA, federal priorities outlined in Home, Together, and state priorities outlined in Alaska’s Plan to End Long Term Homelessness. A copy of the ranking committee’s scoring tool can be found on the AKCH2 FY19 CoC competition website. ● All agencies interested in renewing or applying for new CoC funding must complete a program application and leverage chart. ● If a new PSH or RRH project is being proposed through reallocation of existing funds, it will be ranked based on HUD priorities. ● The HMIS grant will be placed in Tier 1.

Projects will be ranked in HUD priority order by project type (e.g. PH, TH, SSO, etc.) applying the methodology described above. Any remaining projects not fitting in the amount allocated for Tier 1 are placed in Tier 2.

Notification of Ranking Each applicant will be notified by September 3, 2019 of the final ranking.

Solo Applicants Project applicants that believe they were denied the opportunity to participate in the local CoC planning process in a reasonable manner and were rejected or reallocated by the CoC may appeal the rejection directly to HUD by submitting a Solo Applicant project application in e- snaps prior to the application deadline of September 30, 2019 by 8:00 PM Eastern time. Any project applicant that intends to submit as a Solo Applicant must adhere to the Solo Applicant submission information outlined in Section X.C of the HUD CoC NOFA to be considered.

New/Expansion Project Application Instructions:

Please include: 1. Cover sheet with signature. Electronic signatures are acceptable. 2. Project Application 3. Leveraging Chart (Excel Spreadsheet)

For questions on the application, please email Brian Wilson at director@alaskahousing- homeless.org.

Definitions for the Continuum of Care Program

The Continuum of Care (CoC) Program is designed to promote community wide commitment to the goal of ending homelessness; provide funding for efforts by nonprofit providers, and State and local governments to quickly rehouse homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness; promote access to and effective utilization of mainstream programs by homeless individuals and families; and optimize self-sufficiency among individuals and families experiencing homelessness.

Chronically Homeless (from 24 CFR 578.3) An individual who: ● Lives in a place not meant for human habitation, a safe haven, or in an emergency shelter; and ● Has been homeless and living as described in paragraph (1)(i) of this definition continuously for at least 12 months [one year] or on at least 4 separate occasions in the last 3 years,[where each homeless occasion was at least 15 days] as long as the combined occasions equal at least 12 months and each break in homelessness separating the occasions included at least 7 consecutive nights of not living as described in paragraph (1)(i). Stays in institutional care facilities for fewer than 90 days will not constitute a break in homelessness, but rather such stays are included in the 12-month total, as long as the individual was living or residing in a place not meant for human habitation, a safe haven, or an emergency shelter immediately before entering the institutional care facility; ● An individual who has been residing in an institutional care facility, including a jail, substance abuse or mental health treatment facility, hospital, or other similar facility, for fewer than 90 days and met all of the criteria in paragraph (1) of this definition, before entering that facility; or ● A family with an adult head of household (or if there is no adult in the family, a minor head of household) who meets all of the criteria in paragraph (1) or (2) of this definition, including a family whose composition has fluctuated while the head of household has been homeless

Coordinated Entry: Please reference AKCH2’s Coordinated Entry page: https://www.alaskahousing-homeless.org/coordinated-entry/

Emergency Shelter: Any facility whose primary purpose is to provide temporary shelter for the homeless for a period of 90 days or less.

Rapid Re-Housing: Rapid re-housing (RRH) emphasizes housing search and relocation services and short- and medium-term rental assistance to move homeless persons and families (with or without a disability) as rapidly as possible into permanent housing.

Transitional Housing: Transitional housing (TH) programs typically provide interim housing for up to 24 months in order to support a person's successful move to permanent housing.

Joint Transitional Housing and Permanent Housing- Rapid Re-Housing Component Project (TH & PH-RRH) The Joint TH and PH-RRH component project includes two existing program components–transitional housing and permanent housing-rapid rehousing–in a single project to serve individuals and families experiencing homelessness.

Permanent Supportive Housing: Permanent housing (PH) is community-based housing without a designated length of stay in which formerly homeless individuals and families live independently.

Housing First: A model of housing assistance that prioritizes rapid placement and stabilization in permanent housing that does not have service participation requirements or preconditions (such as sobriety or a minimum income threshold). Transitional housing and supportive service only projects can be considered to be using a Housing First model for the purposes of this NOFA if they operate with low-barriers, work to quickly move people into permanent housing, do not require participation in supportive services, and, for transitional housing projects, do not require any preconditions for moving into the transitional housing (e.g., sobriety or minimum income threshold).

To determine if your program follows Housing First principles, please read the US Interagency Council on Homelessness Housing First Checklist.

Alaska Homeless Management Information System (AKHMIS): 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. Each Continuum of Care is responsible for selecting an HMIS software solution that complies with HUD's data collection, management, and reporting standards. The Institute for Community Alliances is the HMIS system administrator for the Balance of State CoC.

For additional definitions and concepts, reference 24 CFR 578.3

FY2019 HUD Continuum of Care Program New/Expansion Project Application Cover Sheet

Organization Information Organization Name:

Organization Mailing Address:

City: State: Zip Code:

DUNS Number: Tax ID Number:

Contact Name: Position/Title: Contact Phone: Contact Email:

Name of Person with Signature Authority:

Position/Title:

Phone: Email:

Name of AKHMIS Contact:

Position/Title:

Phone: Email:

Name of E-SNAPS Contact:

Position/Title:

Phone: Email:

Application Details Project Name:

Geographic Area(s)/City(s) to be Served:

HUD CoC Funding Amount Requested:

CoC Program Component: Permanent Supportive Housing Rapid Re-Housing Homeless Management Information System (HMIS) Transitional Housing Joint Transtitonal Housing - Permanent Housing Rapid Re-Housing Supported Services Only - Coordinated Entry

Target Population Select each of the homeless populations to be served through CoC funding: Unaccompanied Youth (under 18) Prisoner Re-Entry Transitional Age Youth (18-24) Families Veterans Single Adults Only (age 18+) Chronically Homeless Victims of Domestic Violence

Type of Housing and Services That Utilize CoC Funds: Permanent Housing

Permanent Supportive Housing Rapid Rehousing

Homeless Management Information System (HMIS) Transitional Housing Transitional Housing – Rapid Re-Housing Model Supported Services Only – Coordinated Entry

1. Can the agency provide a clean, independent financial audit completed within 6 months of the end of its most recently completed fiscal year and provide a current IRS Form 990? Yes No

2. Between July 1, 2016 and June 30, 2018 has the project received any correspondence from HUD regarding concerns about timely (quarterly) drawdowns? Yes No

Applicant Statement: To the best of my knowledge and belief, all of the information contained in this application and attachments is true and correct, and the activities in this proposal have been duly authorized by the governing body of the applicant. I understand the Continuum of Care Committee may verify the accuracy of the details within this application which may affect project ranking.

Typed Name of Authorized Representative:

Title of Authorized Representative:

Signature of Authorized Representative:

Date Signed:

Section One: Project Narrative

Narrative (Two-Page Limit)

Section Two: System Performance Measures (SPM) A critical aspect of the McKinney-Vento Homeless Assistance Act, as amended, is a focus on viewing the local homeless response as a coordinated system of homeless assistance options as opposed to homeless assistance programs and funding sources that operate independently in a community. To learn more about Alaska’s System Performance Measures, visit our data dashboards: o https://www.icalliances.org/alaska-dashboard o https://www.icalliances.org/system-performance-dash

These system performance measures include:

Measure #1: Length of Time Persons Remain Homeless Measure #2: The Extent to which Persons who Exit Homelessness to Permanent Housing Destinations Return to Homelessness Measure #3: Number of Homeless Persons Measure #4: Employment and Income growth for Homeless Persons in CoC Program-funded Projects Measure #5: Number of Persons who Become Homeless for the First Time Measure#6: Homeless Prevention and Housing Placement of Persons Measure #7: Successful Placement from Street Outreach and Successful Placement in or Retention of Permanent Housing

The CoC will be using HUD’s Program Project Rating and Ranking tool to calculate and score SPMs for renewal applications. The ranking tool can be found on the CoC’s website.

SPM Narrative Question:

1. This year, there is a strong emphasis on employment strategies. This is a newer policy emphasis for HUD, and it focuses on establishing connections to help households increase income so that they can afford stable housing. Explain how your program is working to increase income and gain employment for the clients it serves.

Section Three: Coordinated Entry Participation Indicate your level of Coordinated Entry participation by checking all boxes that apply. Include additional details in the narrative box below. Points will be awarded to programs that currently accept CES referrals off a community prioritization list.

Use common assessment tool during assessment Case conferencing Follow prioritization guidelines Have designated hours to administer telephonic assessments Make referrals to the coordinated entry process Receive referrals from the coordinated entry process Operate as access point for coordinated entry process Include outreach component

1. Describe your organization’s involvement with local/statewide Coordinated Entry Planning.

2. Describe your agency’s involvement in each of the Coordinated Entry Components listed above (e.g. Data Sharing, Common Assessment Tool, etc).

3. Where in the process is your community in creating local Coordinated Entry System protocols? Has the CoC Board approved your community’s protocols?

Section Four: Matching Funds and Expenditures

1. Local matching funds are integral to program sustainability. Please explain the applicant’s project leverage compared to the HUD request. Include the total amount leveraged.

Section Five: Housing First Fidelity and Low Barrier Implementation

In recent years, the HUD CoC program has incentivized permanent supportive housing, rapid rehousing, and an overall Housing First, low barrier approach for local CoC’s. Please answer the following questions related to the utilization of the Housing First approach.

Narrative

1. Please explain how your CoC-funded program provides permanent supportive housing or rapid re-housing opportunities in your community:

a. Does your project prioritize the chronically homeless in existing units that are not dedicated to serving the chronically homeless in the CoC, and that are made available through turnover?

b. Does your CoC funded project use Housing First Principles, including with participants that are:

i. Allowed to enter the program without income? Yes No

ii. Allowed to enter the program even if they aren’t “clean or sober” or “treatment compliant”? Yes No

iii. Allowed to enter the program even if they have criminal justice system involvement? Yes No

iv. Are service and treatment plans voluntary, such that tenants cannot be evicted for not following through? Yes No

Section Six: Application Completeness CoC Application scorers will judge the completeness of the application. (2 points if no errors.)

New Project – Additional Questions

1. How many units do you propose operating? Number of Units Funding Source(s) Leased with CoC Funds (partially or in full) Additional Units (include owned units here) Total Number of Units Review committee may ask applicant for lease or ownership documentation of identified units.

2. Filling the Gap in Services: a. Are there any other permanent supportive housing providers in your area? Yes No b. If so, do they serve anyone other than chronically homeless clients? Yes No (if yes, please explain) c. Over all, how many beds do they have available? ______d. If you currently receive HUD funding, what are the most recent utilization rates for those programs? i. January rate: ii. April rate: iii. July rate: iv. October rate: e. If there are other similar programs in your area (particularly if they are not full), please explain why you believe there is still a local need for more of this type of resource in your community.

3. Selecting Eligible Clients: All new permanent housing or rapid re-housing projects are required to ensure that 100% of the persons served have come from the street, place not meant for human habitation, or emergency shelter/motel voucher program. a. Explain how you intend to fulfill this requirement. If your agency has not worked with chronically homeless individuals, describe how you are preparing to target this population.

c. Does your organization have an MOA with another agency in your community to provide supportive services for your clients?

5. What is your plan for ensuring that clients are connected to mainstream benefits and employment opportunities?

6. Do you currently have a lease or targetted location for your project? If so, identify the location. If not, explain how you will locate and secure an appropriate location.

7. How close is your proposed location to access public transportation, local amenities, and service providers? If there are any accessibility issues, explain how you propose to overcome them.

8. How do you plan to ensure that clients remain in permanent housing? a. For clients exiting your program, what is your plan for helping them to obtain and remain in other permanent housing?

Agency Capacity and Characteristics: Program applicants must meet the eligibility requirements of the COC program as described in the COC interim rule and provide evidence of eligibility required in the application (e.g. nonprofit documentation). Program applicants must demonstrate the financial and management capacity and experience to carry out the project as detailed in the project application and to administer federal funds. Demonstrated capacity may include a description of the applicant’s experience with similar projects and with successful administration of other federal funds.

9. In order to administer the program, does your agency currently have staff in place to run the program, or will you have to hire staff? If you must hire staff, how long will it take to hire/train them and what is the needed timeframe to complete this?

10. Is your agency currently a participant in HMIS? Yes No If not, please explain why. (Note that all projects, except those serving domestic violence survivors, will be required to enter their data into HMIS.)

Proposed Budget Please note that Non-Housing Activities (Item B) can only comprise 20% of costs, before accounting for the 7% eligible for administrative costs.

Total Project Request for Housing Activities: ……………………………………..……. A. $ Project Total (A + B): ………………………………………………………………………….……. B. $ Admin funds (up to 7%) …………………………………………………………………………… C. $ TOTAL PROJECT REQUEST: ……………………………………………………………………….. D. $ Total Cash Match**: ………………………………..……………………………………………. E. $ Total In-Kind Match: ………………………………………………………………………………… F. $ Total Projected Budget (E+F)………………………….………………………………………... G.$

**Please list the sources and amounts of match below:

Alaska Balance of State (AK-501) FY2019 HUD Continuum of Care Program Renewal Project Application

If you are thinking of participating in the AK-501 Balance of State competition, potential applicants are encouraged to utilize these resources.

Funding The CoC NOFA contains language for three different funding opportunities for applicants:

1. Renewal Awards: Current grantees are eligible for renewal funding in different categories Tier 1 (94% of Annual Renewal Demand) and Tier 2 (6% of Annual Renewal Demand);

coordinated assessment, and 4) new dedicated Homeless Management Information System projects. o Reallocation funds may be available for this funding cycle.

Alaska Balance of State (AK-501) – Funding Available

Tier 1 Amount (94% of Annual Renewal Demand) $749,696

Tier 2 Amount (6% of Annual Renewal Demand) $40,340

Max Renewal/Reallocation Funds Available for 2018 $790,036

Bonus Projects $39,617

DV Bonus $79,234

Planning Funds $23,770

Total Eligible CoC Application Request $932,657

● Reminder: If an agency is applying for more than one project, each project requires a Program Application and Leveraging Chart.

All completed applications must be sent as a Word or PDF document with a leveraging chart in Excel. Questions should be directed to Brian Wilson.

Notification of Ranking Each applicant will be notified by September 3, 2019 of the final ranking.

New/Expansion Project Application Instructions:

Please include: 1. Cover sheet with signature. Electronic signatures are acceptable. 2. Project Application 3. Leveraging Chart (Excel Spreadsheet)

For questions on the application, please email Brian Wilson at director@alaskahousing- homeless.org.

Definitions for the Continuum of Care Program

Coordinated Entry: Please reference AKCH2’s Coordinated Entry page: https://www.alaskahousing-homeless.org/coordinated-entry/

Emergency Shelter: Any facility whose primary purpose is to provide temporary shelter for the homeless for a period of 90 days or less.

Transitional Housing: Transitional housing (TH) programs typically provide interim housing for up to 24 months in order to support a person's successful move to permanent housing.

Permanent Supportive Housing: Permanent housing (PH) is community-based housing without a designated length of stay in which formerly homeless individuals and families live independently.

To determine if your program follows Housing First principles, please read the US Interagency Council on Homelessness Housing First Checklist.

For additional definitions and concepts, reference 24 CFR 578.3

FY2018 HUD Continuum of Care Program Renewal Project Application Cover Sheet

Organization Information Organization Name:

Organization Mailing Address:

City: State: Zip Code:

DUNS Number: Tax ID Number:

Contact Name: Position/Title: Contact Phone: Contact Email:

Name of Person with Signature Authority:

Position/Title:

Phone: Email:

Name of AKHMIS Contact:

Position/Title:

Phone: Email:

Name of E-SNAPS Contact:

Position/Title:

Phone: Email:

Application Details Project Name:

Geographic Area(s)/City(s) to be Served:

HUD CoC Funding Amount Requested:

Type of Housing and Services That Utilize CoC Funds: Permanent Housing

Permanent Supportive Housing Rapid Rehousing

Homeless Management Information System (HMIS) Transitional Housing Transitional Housing – Rapid Re-Housing Model Supported Services Only – Coordinated Entry

1. Can the agency provide a clean, independent financial audit completed within 6 months of the end of its most recently completed fiscal year and provide a current IRS Form 990? Yes No

2. Between July 1, 2016 and June 30, 2018 has the project received any correspondence from HUD regarding concerns about timely (quarterly) drawdowns? Yes No

Typed Name of Authorized Representative:

Title of Authorized Representative:

Signature of Authorized Representative:

Date Signed:

Section One: Project Narrative

Narrative (Two-Page Limit)

These system performance measures include:

The CoC will be using HUD’s Program Project Rating and Ranking tool to calculate and score SPMs for renewal applications. The ranking tool can be found on the CoC’s website.

SPM Narrative Question:

Section Three: Coordinated Entry Participation indicate your level of Coordinated Entry participation by checking all boxes that apply. Include additional details in the narrative box below. Points will be awarded to programs that currently accept CES referrals off a community prioritization list.

1. Describe your organization’s involvement with local/statewide Coordinated Entry Planning.

2. Describe your agency’s involvement in each of the Coordinated Entry Components listed above (e.g. Data Sharing, Common Assessment Tool, etc).

3. Where in the process is your community in creating local Coordinated Entry System protocols? Has the CoC Board approved your community’s protocols?

Section Four: Matching Funds and Expenditures

1. Local matching funds are integral to program sustainability. Please explain the applicant’s project leverage compared to the HUD request. Include the total amount leveraged.

Section Five: Housing First Fidelity and Low Barrier Implementation

Narrative

1. Please explain how your CoC-funded program provides permanent supportive housing or rapid re-housing opportunities in your community:

a. Does your project prioritize the chronically homeless in existing units that are not dedicated to serving the chronically homeless in the CoC, and that are made available through turnover?

b. Does your CoC funded project use Housing First Principles, including with participants that are:

i. Allowed to enter the program without income? Yes No

ii. Allowed to enter the program even if they aren’t “clean or sober” or “treatment compliant”? Yes No

iii. Allowed to enter the program even if they have criminal justice system involvement? Yes No

iv. Are service and treatment plans voluntary, such that tenants cannot be evicted for not following through? Yes No

Section Six: Application Completeness CoC Application scorers will judge the completeness of the application. (2 points if no errors.)

Alaska Balance of State (AK-501) FY2019 HUD Continuum of Care Program Domestic Violence Bonus Application

If you are thinking of participating in the AK-501 Balance of State competition, potential applicants are encouraged to utilize these resources.

Funding The CoC NOFA contains language for four different funding opportunities for applicants:

1. Renewal Awards: Current grantees are eligible for renewal funding in different categories Tier 1 (94% of Annual Renewal Demand) and Tier 2 (6% of Annual Renewal Demand);

coordinated assessment, and 4) new dedicated Homeless Management Information System projects. o Reallocation funds may be available for this funding cycle.

4. Domestic Violence (DV) Bonus Projects: Congress appropriated $50 million for new “rapid re-housing projects and supportive service projects providing coordinated entry, and for eligible activities that the Secretary determines are critical in order to assist survivors of domestic violence, dating violence, and stalking.” The FY19 NOFA lists the following types of eligible DV Bonus projects: o Rapid Re-housing (PH-RRH) projects that demonstrate trauma-informed, victim- centered approaches. o Joint TH and PH-RRH component projects as defined in Section III.C.2.n of this NOFA that demonstrate trauma-informed, victim-centered approaches. o SSO Projects for Coordinated Entry (SSO-CE) to implement policies, procedures, and practices that equip the CoC’s coordinated entry to better meet the needs of people experience homelessness who are survivors of domestic violence, dating violence, or stalking (e.g., to implement policies and procedures that are trauma- informed, client-centered or to better coordinate referrals between the CoC’s coordinated entry and the victim service providers coordinated entry system where they are different).

Regardless of the type of project, the grant term must be 1-year. DV Bonus funding may be used to expand an existing renewal project that is not dedicated to serving survivors of domestic violence, dating violence, or stalking who meet the definition of homeless in paragraph (4) of 24 CFR 578.3 so long as the DV Bonus funds for expansion are solely for additional units, beds, or services dedicated to persons eligible to be served with DV Bonus funding.

Alaska Balance of State (AK-501) – Funding Available

Tier 1 Amount (94% of Annual Renewal Demand) $749,696

Tier 2 Amount (6% of Annual Renewal Demand) $40,340

Max Renewal/Reallocation Funds Available for 2018 $790,036

Bonus Projects $39,617

DV Bonus $79,234

Planning Funds $23,770

Total Eligible CoC Application Request $932,657

● Reminder: If an agency is applying for more than one project, each project requires a Program Application and Leveraging Chart.

All completed applications must be sent as a Word or PDF document with a leveraging chart in Excel. Questions should be directed to Brian Wilson.

Notification of Ranking Each applicant will be notified by September 3, 2019 of the final ranking.

Solo Applicants

Project applicants that believe they were denied the opportunity to participate in the local CoC planning process in a reasonable manner and were rejected or reallocated by the CoC may appeal the rejection directly to HUD by submitting a Solo Applicant project application in e- snaps prior to the application deadline of September 30, 2019 by 8:00 PM Eastern time. Any project applicant that intends to submit as a Solo Applicant must adhere to the Solo Applicant submission information outlined in Section X.C of the HUD CoC NOFA to be considered.

DV Bonus Project Application Instructions:

Please include: 1. Cover sheet with signature. Electronic signatures are acceptable. 2. Project Application 3. Leveraging Chart (Excel Spreadsheet)

For questions on the application, please email Brian Wilson at director@alaskahousing- homeless.org.

Definitions for the Continuum of Care Program

Coordinated Entry: Please reference AKCH2’s Coordinated Entry page: https://www.alaskahousing-homeless.org/coordinated-entry/

Emergency Shelter: Any facility whose primary purpose is to provide temporary shelter for the homeless for a period of 90 days or less.

Transitional Housing: Transitional housing (TH) programs typically provide interim housing for up to 24 months in order to support a person's successful move to permanent housing.

Permanent Supportive Housing: Permanent housing (PH) is community-based housing without a designated length of stay in which formerly homeless individuals and families live independently.

To determine if your program follows Housing First principles, please read the US Interagency Council on Homelessness Housing First Checklist.

For additional definitions and concepts, reference 24 CFR 578.3

FY2018 HUD Continuum of Care Program DV Bonus Project Application Cover Sheet

Organization Information Organization Name:

Organization Mailing Address:

City: State: Zip Code:

DUNS Number: Tax ID Number:

Contact Name: Position/Title: Contact Phone: Contact Email:

Name of Person with Signature Authority:

Position/Title:

Phone: Email:

Name of AKHMIS Contact:

Position/Title:

Phone: Email:

Name of E-SNAPS Contact:

Position/Title:

Phone: Email:

Application Details Project Name:

Geographic Area(s)/City(s) to be Served:

HUD CoC Funding Amount Requested:

Type of Housing and Services That Utilize CoC Funds: Permanent Housing

Permanent Supportive Housing Rapid Rehousing

Homeless Management Information System (HMIS) Transitional Housing Transitional Housing – Rapid Re-Housing Model Supported Services Only – Coordinated Entry

1. Can the agency provide a clean, independent financial audit completed within 6 months of the end of its most recently completed fiscal year and provide a current IRS Form 990? Yes No

2. Between July 1, 2016 and June 30, 2018 has the project received any correspondence from HUD regarding concerns about timely (quarterly) drawdowns? Yes No

Typed Name of Authorized Representative:

Title of Authorized Representative:

Signature of Authorized Representative:

Date Signed:

Section One: Project Narrative

Narrative (Two-Page Limit)

Briefly explain your CoC funded program. Please include how CoC funds are utilized for the targeted population. If your program has multiple target populations and funding sources, please explain how CoC funds are used. Section Two: System Performance Measures (SPM) A critical aspect of the McKinney-Vento Homeless Assistance Act, as amended, is a focus on viewing the local homeless response as a coordinated system of homeless assistance options as opposed to homeless assistance programs and funding sources that operate independently in a community. To learn more about Alaska’s System Performance Measures, visit our data dashboards: o https://www.icalliances.org/alaska-dashboard o https://www.icalliances.org/system-performance-dash

These system performance measures include:

The CoC will be using HUD’s Program Project Rating and Ranking tool to calculate and score SPMs for renewal applications. The ranking tool can be found on the CoC’s website.

SPM Narrative Question:

Section Two: Coordinated Entry Participation

Indicate your level of Coordinated Entry participation by checking all boxes that apply. Include additional details in the narrative box below. Points will be awarded to programs that currently accept CES referrals off a community prioritization list.

1. Describe your organization’s involvement with local/statewide Coordinated Entry Planning.

2. Describe your agency’s involvement in each of the Coordinated Entry Components listed above (e.g. Data Sharing, Common Assessment Tool, etc).

3. Where in the process is your community in creating local Coordinated Entry System protocols? Has the CoC Board approved your community’s protocols?

Section Three: Matching Funds and Expenditures

1. Local matching funds are integral to program sustainability. Please explain the applicant’s project leverage compared to the HUD request. Include the total amount leveraged.

Section Four: Housing First Fidelity and Low Barrier Implementation

Narrative

1. Please explain how your CoC-funded program provides permanent supportive housing or rapid re-housing opportunities in your community:

a. Does your project prioritize the chronically homeless in existing units that are not dedicated to serving the chronically homeless in the CoC, and that are made available through turnover?

b. Does your CoC funded project use Housing First Principles, including with participants that are:

i. Allowed to enter the program without income? Yes No

ii. Allowed to enter the program even if they aren’t “clean or sober” or “treatment compliant”? Yes No

iii. Allowed to enter the program even if they have criminal justice system involvement? Yes No

iv. Are service and treatment plans voluntary, such that tenants cannot be evicted for not following through? Yes No

Section Six: Application Completeness CoC Application scorers will judge the completeness of the application. (2 points if no errors.)

New Project – Additional Questions

1. How many units do you propose operating? Number of Units Funding Source(s) Leased with CoC Funds (partially or in full) Additional Units (include owned units here)

Total Number of Units Review committee may ask applicant for lease or ownership documentation of identified units.

4. What types of supportive services do you propose offering to your clients? a. Where will they be offered? b. How will the type, scale and location of the supportive services best meet the needs of your proposed clients? c. Does your organization have an MOA with another agency in your community to provide supportive services for your clients?

5. What is your plan for ensuring that clients are connected to mainstream benefits and employment opportunities?

6. Do you currently have a lease or targetted location for your project? If so, identify the location. If not, explain how you will locate and secure an appropriate location.

7. How close is your proposed location to access public transportation, local amenities, and service providers? If there are any accessibility issues, explain how you propose to overcome them.

8. How do you plan to ensure that clients remain in permanent housing? a. For clients exiting your program, what is your plan for helping them to obtain and remain in other permanent housing?

Proposed Budget Please note that Non-Housing Activities (Item B) can only comprise 20% of costs, before accounting for the 7% eligible for administrative costs.

**Please list the sources and amounts of match below:

CUSTOMIZE RATING CRITERIA

NAVIGATION GO Customize Threshold Requirements GO Customize Renewal/Expansion Project Rating Tool GO Customize New Project Rating Tool CUSTOMIZE NEW AND RENEWAL/EXPANSION PROJECT THRESHOLD REQUIREMENTS CoC Threshold Requirements (Delete the X in the box next to any requirements you do not wish to include.) X Coordinated Entry Participation X Housing First and/or Low Barrier Implementation X Documented, secured minimum match X Project has reasonable costs per permanent housing exit, as defined locally (The first five requirements are recommended to be included in the rating process X Project is financially feasible either as Threshold Requirements or as Rating Factors) X Applicant is active CoC participant X Application is complete and data are consistent X Data quality at or above 90% X Bed/unit utilization rate at or above 90% X Acceptable organizational audit/financial review X Documented organizational financial stability

CUSTOMIZE RENEWAL/EXPANSION PROJECT RATING TOOL Using the drop-down menu on the left customize rating factors for each project type or delete the type to view all factors at once. Delete the X in the box besides any rating factor you do not wish to include. If desired, adjust the factor/goal and point value for each measure. You can add additional locally-defined criteria below. See the Data Source Chart for information about where to obtain data to use in scoring. Performance Measures Factor/Goal Max Point Value Length of Stay X RRH - On average, participants spend XX days from project entry to residential move-in 15 days 20 points X PSH - On average, participants spend XX days from project entry to residential move-in 15 days 20 points X TH - On average, participants stay in project XX days 180 days 20 points TH+RRH - TH Component - On average, participants stay in project XX days days 10 points TH+RRH - RRH Component - On average, participants spend XX days from project entry to residential move-in days 10 points

Exits to Permanent Housing X RRH - Minimum percent move to permanent housing 90 % 25 points X PSH - Minimum percent remain in or move to permanent housing 90 % 25 points X TH - Minimum percent move to permanent housing 90 % 25 points TH+RRH - RRH Component - Minimum percent move to permanent housing 90 % 25 points

Returns to Homelessness (if data is available for project) X RRH - Maximum percent of participants return to homelessness within 12 months of exit to permanent housing 15 % 15 points X PSH - Maximum percent of participants return to homelessness within 12 months of exit to permanent housing 15 % 15 points X TH - Maximum percent of participants return to homelessness within 12 months of exit to permanent housing 15 % 15 points TH+RRH - RRH Component - Maximum percent of participants return to homelessness within 12 months of exit to permanent housing 15 % 15 points

New or Increased Income and Earned Income X RRH - Minimum percent of participants with new or increased earned income for project stayers 8 % 2.5 points X PSH - Minimum percent of participants with new or increased earned income for project stayers 8 % 2.5 points X TH - Minimum percent of participants with new or increased earned income for project stayers 8 % 2.5 points TH+RRH - RRH Component - Minimum percent of participants with new or increased earned income for project stayers 8 % 2.5 points X RRH - Minimum percent of participants with new or increased non-employment income for project stayers 10 % 2.5 points X PSH - Minimum percent of participants with new or increased non-employment income for project stayers 10 % 2.5 points X TH - Minimum percent of participants with new or increased non-employment income for project stayers 10 % 2.5 points TH+RRH - RRH Component - Minimum percent of participants with new or increased non-employment income for project stayers 10 % 2.5 points X RRH - Minimum percent of participants with new or increased earned income for project leavers 8 % 2.5 points X PSH - Minimum percent of participants with new or increased earned income for project leavers 8 % 2.5 points X TH - Minimum percent of participants with new or increased earned income for project leavers 8 % 2.5 points TH+RRH - RRH Component - Minimum percent of participants with new or increased earned income for project leavers 8 % 2.5 points X RRH - Minimum percent of participants with new or increased non-employment income for project leavers 10 % 2.5 points X PSH - Minimum percent of participants with new or increased non-employment income for project leavers 10 % 2.5 points X TH - Minimum percent of participants with new or increased non-employment income for project leavers 10 % 2.5 points TH+RRH - RRH Component - Minimum percent of participants with new or increased non-employment income for project leavers 10 % 2.5 points

Serve High Need Populations (select from drop-down menu) APR data on≥ 50% disability/zero income/unsheltered X RRH - Minimum percent of participants with zero income at entry 50 % 10 points X RRH - Minimum percent of participants with more than one disability 50 % 10 points

Page 1 of 3 CUSTOMIZE RATING CRITERIA

X RRH - Minimum percent of participants entering project from place not meant for human habitation 50 % 10 points X PSH - Minimum percent of participants with zero income at entry 80 % 10 points X PSH - Minimum percent of participants with more than one disability 75 % 10 points X PSH - Minimum percent of participants entering project from place not meant for human habitation 75 % 10 points X TH - Minimum percent of participants with zero income at entry 50 % 10 points X TH - Minimum percent of participants with more than one disability 50 % 10 points X TH - Minimum percent of participants entering project from place not meant for human habitation 50 % 10 points TH+RRH - RRH Component - Minimum percent of participants with zero income at entry 50 % 10 points TH+RRH - RRH Component - Minimum percent of participants with more than one disability 50 % 10 points TH+RRH - RRH Component - Minimum percent of participants entering project from place not meant for human habitation 50 % 10 points

Project Effectiveness RRH - Costs are within local average cost per positive housing exit for project type Yes 20 points PSH - Costs are within local average cost per positive housing exit for project type Yes 20 points TH - Costs are within local average cost per positive housing exit for project type Yes 20 points TH+RRH - RRH Component - Costs are within local average cost per positive housing exit for project type Yes 20 points RRH - Coordinated Entry Participation- Minimum percent of entries to project from CE referral (or alternative system for DV projects) 95 % 10 points PSH - Coordinated Entry Participation- Minimum percent of entries to project from CE referral (or alternative system for DV projects) 95 % 10 points TH - Coordinated Entry Participation- Minimum percent of entries to project from CE referral (or alternative system for DV projects) 95 % 10 points TH+RRH - RRH Component - Coordinated Entry Participation- Minimum percent of entries to project from CE referral (or alternative system for DV projects) 95 % 10 points RRH - Housing First and/or Low Barrier Implementation - CoC assessment of fidelity to Housing First from CoC monitoring or review of project policies and procedures Yes 10 points PSH - Housing First and/or Low Barrier Implementation - CoC assessment of fidelity to Housing First from CoC monitoring or review of project policies and procedures Yes 10 points TH - Housing First and/or Low Barrier Implementation - CoC assessment of fidelity to Housing First from CoC monitoring or review of project policies and procedures Yes 10 points TH+RRH - RRH Component - Housing First and/or Low Barrier Implementation - CoC assessment of fidelity to Housing First from CoC monitoring or review of project policies and procedures Yes 10 points

Other and Local Criteria (select from drop-down menu) X Applicant Narrative that CoC Scores Project is operating in conformance with CoC Standards Yes 10 points X RRH - System Performance Measures 5 points X PSH - System Performance Measures 5 points X TH - System Performance Measures 5 points X RRH - Coordinated Entry 15 points X PSH - Coordinated Entry 15 points X TH - Coordinated Entry 15 points X RRH - Housing First Fidelity 12 points X PSH - Housing First Fidelity 12 points X TH - Housing First Fidelity 12 points RRH - Allowed to enter the program even if they have criminal justice involvement? Yes 2 points PSH - Allowed to enter the program even if they have criminal justice involvement? Yes 2 points TH - Allowed to enter the program even if they have criminal justice involvement? Yes 2 points RRH - Are services and treatment plans voluntary, such that a tenant cannot be evicted for not following through? Yes 2 points PSH - Are services and treatment plans voluntary, such that a tenant cannot be evicted for not following through? Yes 2 points TH - Are services and treatment plans voluntary, such that a tenant cannot be evicted for not following through? Yes 2 points RRH - Housing First 1bi. Allowed to enter the program without income? 2 points

Total Maximum Score RRH projects: 142 points PSH projects: 142 points TH projects: 142 points TH+RRH projects: 10 points

CUSTOMIZE NEW PROJECT RATING TOOL

Experience Factor/Goal Max Point Value

X A. Describe the experience of the applicant and sub-recipients (if any) in working with the proposed population and in providing housing similar to that proposed in the application. 15 points

B. Describe experience with utilizing a Housing First approach. Include 1) eligibility criteria; 2) process for accepting new clients; 3) process and criteria for exiting clients. Must demonstrate there are no preconditions to entry, allowing entry regardless of current or past substance abuse, income, criminal records (with exceptions of restrictions imposed by X federal, state, or local law or ordinance), marital status, familial status, self-disclosed or perceived sexual orientation, gender identity or gender expression. Must demonstrate the 10 points project has a process to address situations that may jeopardize housing or project assistance to ensure that project participation is terminated in only the most severe cases.

C. Describe experience in effectively utilizing federal funds including HUD grants and other public funding, including satisfactory drawdowns and performance for existing grants as X evidenced by timely reimbursement of subrecipients (if applicable), regular drawdowns, timely resolution of monitoring findings, and timely submission of required reporting on 5 points existing grants.

Page 2 of 3 CUSTOMIZE RATING CRITERIA

Design of Housing & Supportive Services A. Extent to which the applicant 1) Demonstrates understanding of the needs of the clients to be served. 2) Demonstrates that type, scale, and location of the housing fit the needs of the clients to be served. 3) Demonstrates that type and scale of the all supportive services, regardless of funding source, meets the needs of clients to be served. 4) Demonstrates X how clients will be assisted in obtaining mainstream benefits. 5) Establishes performances measures for housing and income that are objective, measurable, trackable and meet or 15 points exceed any established HUD or CoC benchmarks.

X B. Describe the plan to assist clients to rapidly secure and maintain permanent housing that is safe, affordable, accessible, and acceptable to their needs. 5 points

X C. Describe how clients will be assisted to increase employment and/or income and to maximize their ability to live independently. 5 points

Timeliness

A. Describe plan for rapid implementation of the program, documenting how the project will be ready to begin housing the first program participant. Provide a detailed schedule of X 10 points proposed activities for 60 days, 120 days, and 180 days after grant award. Financial X A. Project is cost-effective when projected cost per person served is compared to CoC average within project type. 5 points B. Organization's most recent audit: X 1. Found no exceptions to standard practicess 5 points X 2. Identified agency as 'low risk' 5 points X 3. Indicates no findings 5 points

X C. Documented match amount meets HUD requirements. 5 points X D. Budgeted costs are reasonable, allocable, and allowable. 20 points

Project Effectiveness X Coordinated Entry Participation- Minimum percent of entries projected to come from CE referrals 95 % 5 points

Other and Local Criteria X 10. Is your agency currently a participant in HMIS? 5 points

Total Maximum Score All projects: 120 points

Page 3 of 3

MEMORANDUM OF UNDERSTANDING BETWEEN Nine Star Education & Employment Services AND Alaska Coalition on Housing and Homelessness for the Balance of State Continuum of Care

The Alaska Coalition on Housing and Homelessness (AKCH2) is the Continuum of Care for the Balance of State. AKCH2 leads a coordinated, statewide, community effort to make homelessness rare, brief and one- time in Alaska. AKCH2 collaborates with agencies across Alaska who provide homelessness prevention, shelter, outreach, rapid re-housing, and permanent supportive housing for people experiencing homelessness in our community. AKCH2 agrees to support Nine Star’s efforts to expand its Homeless Prevention services in the Mat-Su and in its newest site in Homer.

To support these efforts, Nine Star Education and Employment Services (Nine Star) desires to work with AKCH2 to embed prevention and diversion services within the statewide homeless crisis response system and better align the homeless response system (HRS) with the education and employment sector. To support these efforts Nine Star will make education services at minimal costs for testing, etc. where appropriate and employment activities (at no cost) to qualifying participants within the youth HRS. In order to continue support of prevention and diversion, Nine Star desires to continue its partnership with AKCH2 on both the expansion of the HRS and goals identified by the AKCH2 board. They further agree to back coalition activities through participation in strategy/community meetings; partner with AKCH2 entities to share resources and work activities; provide development support for individuals who have experienced homelessness and are working to have their voice heard; and promote the work of AKCH2 throughout the communities where they serve. Digitally signed by Ruth Schoenleben DN: cn=Ruth Schoenleben, o=Nine AGREED TO AND SIGNED THIS 26TH DAY OF SEPTEMBER, 2019 Star Education & Employment Services, ou=President & CEO, [email protected], c=US Date: 2019.09.26 13:20:05 -08'00'

Signature Signature Brian Wilson Ruth Schoenleben Executive Director President & CEO Alaska Coalition on Housing and Homelessness Nine Star Education & Employment Services for the Balance of State Continuum of Care

2018 ALASKA ASSESSMENT OF HOMELESS RESPONSE SYSTEM RACIAL DISPARITIES

Overview

This assessment examines racial representation within the homeless population compared to the general population and length of stays and exit outcomes by program type and race.

Alaska HMIS data for six program types (emergency shelter, homeless prevention, transitional housing, rapid rehousing (RRH) and permanent supportive housing (PSH)) is reviewed for racial disparity for calendar year 2018. In particular, exit outcomes of homelessness, permanent housing or institutionalization are assessed. Lack of exit data collection is also examined for racial disparity. “Exiting into homelessness” means that someone left the program for a place not meant for human habitation or emergency shelter (including motel with a voucher). “Exiting into permanent housing” includes housing without subsidy, rapid rehousing or housing with subsidy. For ease of analysis, the Institute for Community Alliances developed a racial disparity data dashboard which is available to the public online (https://public.tableau.com/profile/alissa.parrish#!/vizhome/2018AKRacialDisparity/2018Calend arYear).

Key findings:

• Persons of color are extraordinarily overrepresented as a proportion of the homeless population when compared to the general population. While Native Alaskans represent 15.4% of Alaska’s general population, they comprise 30.24% of the population accessing homeless services. Residents who identify as African American represent 3.8% of Alaska’s general population but comprise of 7.72% of the population accessing homeless services. In contrast, White Alaskans represent 65.3% of Alaska’s general population but only represent 38.8% of clients seeking homeless services.

• The racial disparities in our homeless response system hold true for young adults aged 25 years or younger. Sixty-three percent (63.52%) of young adults accessing homeless resources are people of color while only representing 34.7% of the state’s population for that same age range.

• Housing first beds are extremely limited in Alaska compared to the need that exists statewide. White Alaskans are nearly twice as likely to be referred to a permanent supportive housing or rapid rehousing bed compared to Alaska Natives. In 2018, 13.3% of white clients accessed RRH or PSH services versus only 7.1% of Alaska Native clients. When comparing VI-SPDAT scores for both races, there was little difference (48.3% high acuity for whites; 45.45% for Alaska Natives).

• When looking at program exit destinations, Alaska Native clients were far less likely to exit into a permanent housing destination than whites. In 2018, over half of white clients (52.26%) exited into permanent housing compared to only 33.99% of Alaska Native Clients.

• There is racial disparity in the collection of exit destination data with a greater percentage of Alaska Native persons leaving without exit destination (64.97%) compared to white clients (45.26%).

• There is a racial disparity in percentage of clients accessing homeless prevention resources. Of the Alaska Native clients, only 16.7% accessed homeless prevention resources compared to 30.4% of white clients.

CY18 Alaska Homeless Response System Racial Disparities Dashboard

CY2018 Total Where were clients served (click to filter results)? What project types served clients (click to filter results)? Clients 12,842 Clients Day Shelter 3 6,662 Other Permanent Housing 11

Permanent Supportive Housing 194 Race (click to filter) Street Outreach 430

Transitional Housing 668 30.24% Other 751 38.80% American Indian or Alaska Native 1,478 1,424

White 1,365 Rapid Rehousing 1,147 761 598 287 185

117 129 Supportive Services 1,253 103 18 30 6 12

Coordinated Entry 1,815 3.36% BoS Asian Homelessness Prevention 3,255 BoS - Kake - BoS BoS - Sitka - BoS Anchorage BoS - Kenai - BoS BoS - Nome - BoS BoS - Homer - BoS BoS - Kodiak - BoS

3.94% Juneau - BoS BoS - Hoonah - BoS BoS - Wrangell - BoS BoS - Fairbanks - BoS Native Hawaiian or Other Pacific Islander Ketchikan - BoS Emergency Shelter 6,500 BoS - Petersburg - BoS BoS - Mat-Su Valley Mat-Su - BoS

Ethnicity (click to filter) # of persons in households (click to filter) Health insurance coverage (click to filter)

7.62% 1 7,497 households CDKR 0.94% 5.97% Hispanic/Latino DNC 2.63% 2 750 households No 19.08%

3 471 households Null 26.80%

4 320 households Yes 64.84%

86.06% 5 162 households Disabling condition (click to filter) Non-Hispanic/Non-Latino 6 71 households CDKR 2.80% Gender (click to filter) DNC 3.00% 7 48 households 0.20% 0.29% Transgender DNC Null 17.31% 8 14 households Yes 31.72%

41.62% 9 6 households No 60.43% Female 10 3 households Income from any source (click to filter) 54.98% Male 11 7 households CDKR 0.56%

DNC 2.43% 0.05% Grand Total 9,349 households Gender Non-Conforming (i.e. not exclusively male or female) Yes 31.56% Chronic status (click to filter) Veteran status (click to filter) Null 39.60%

11.07% No 40.04% Chronic 85.15%

24.71% Non-cash benefits (click to filter) Missing CDKR 0.49%

DNC 2.97%

Yes 26.66% 77.08% Not Chronic Null 39.83% 10.14% 6.47% 3.54%

1.12% No 44.72% CDKR DNC Yes Null No

Reason for seeking assistance (click to filter) DV victim / survivor (click to filter results)

Missing Health/Safety Relationships CDKR 2.13% Age range (click to filter) 46.48% 13.49% 13.25% DNC 3.76% 0-17 21.84% Yes 17.12% 18-24 9.89% Missing 38.64% 25-34 17.94%

35-44 16.52% No 54.30%

45-54 14.71% Legal Other 55-61 9.60% Of DV victims / survivors, currently fleeing? Employment and Income 9.24% 8.36% 27.15% 62+ 6.63% DNC

Missing 7.02% CDKR

Missing

Yes

Residence prior (click to filter or hover to SPDAT acuity (click to filter) Destination (click to filter or hover to see Reason for leaving (click to filter) see details) details)

Average LoS per enrollment

Primary AK Native Regional Corp. (click to Secondary AK Native Regional Corp. (click filter) to filter)

Goldbelt Corp. Ahtna Corp. Average days between project start & Average days between project start & move-in Descendant BIA Card Only engagement date Chugach Alaska Corp. Other Aleut Corp. 13th Regional Corp. Chugach Alaska Corp. Arctic Slope Regional Corp. Client refused 13th Regional Corp. Ahtna Corp. Koniag Incorp. Aleut Corp. NANA Regional Corp. Client doesn't know Arctic Slope Regional Corp. Bering Straits Native Corp. Koniag Incorp. Descendant BIA Card Only Cook Inlet Regional Corp. Sealaska Data not collected Bristol Bay Native Corp. Bristol Bay Native Corp. NANA Regional Corp. Calista Corp. Doyon Limited Corp. Cook Inlet Regional Corp.

Bering Straits Native Corp. Goldbelt Corp. Sealaska Doyon Limited Corp. Calista Corp. Other Null Not Affiliated Null CY2018 Total Where were clients served (click to filter results)? What project types served clients (click to filter results)? Clients Day Shelter

Other Permanent Housing

Permanent Supportive Housing Race (click to filter) Street Outreach

Transitional Housing

Other

Rapid Rehousing

Supportive Services

Coordinated Entry

Homelessness Prevention

Emergency Shelter

Ethnicity (click to filter) # of persons in households (click to filter) Health insurance coverage (click to filter)

1 CDKR DNC 2 No

3 Null

4 Yes

5 Disabling condition (click to filter)

6 CDKR Gender (click to filter) DNC 7 Null 8 Yes

9 No

10 Income from any source (click to filter)

11 CDKR

DNC Grand Total Yes Chronic status (click to filter) Veteran status (click to filter) Null

Non-cash benefits (click to filter)

CDKR

DNC

Yes

Null

Reason for seeking assistance (click to filter) DV victim / survivor (click to filter results)

Missing Health/Safety Relationships CDKR Age range (click to filter) 46.48% 13.49% 13.25% DNC 0-17 21.84% Yes 18-24 9.89% Missing 25-34 17.94%

35-44 16.52% No

45-54 14.71% Legal Other 55-61 9.60% Of DV victims / survivors, currently fleeing? Employment and Income 9.24% 8.36% 27.15% 62+ 6.63% DNC

Missing 7.02% CDKR

Missing

Yes

Residence prior (click to filter or hover to SPDAT acuity (click to filter) Destination (click to filter or hover to see Reason for leaving (click to filter) see details) details) 42.23% 11.89% 10.34% Unknown/Disappeared Housed Other

32.38%

45.45% 45.85% 10.09% 33.91% Voluntary exit Advanced to new program, completed program

11.59%

5.83% Non-compliance,

5.22%

8.55% 48.02% Average LoS per enrollment

55.20% 17.79 days

4.55% 52.56% 4.87%

23.58%

9.99%

Primary AK Native Regional Corp. (click to Secondary AK Native Regional Corp. (click filter) to filter)

Goldbelt Corp. 1 Ahtna Corp. 2 Average days between project start & Average days between project start & move-in Descendant BIA Card Only 6 engagement date Chugach Alaska Corp. 3 Other 6 Aleut Corp. 5 13th Regional Corp. 11 Chugach Alaska Corp. 24 Arctic Slope Regional Corp. 6 9.51 days Client refused 29 13th Regional Corp. 8 9.44 days Ahtna Corp. 35 Koniag Incorp. 10 Aleut Corp. 88 NANA Regional Corp. 10 Client doesn't know 94 Arctic Slope Regional Corp. 159 Bering Straits Native Corp. 15 Koniag Incorp. 188 Descendant BIA Card Only 15 Cook Inlet Regional Corp. 191 Sealaska 16 Data not collected 205 Bristol Bay Native Corp. 18 Bristol Bay Native Corp. 209 Calista Corp. 21 NANA Regional Corp. 277 Doyon Limited Corp. 308 Cook Inlet Regional Corp. 22

Bering Straits Native Corp. 324 Goldbelt Corp. 25 Sealaska 334 Doyon Limited Corp. 29 Calista Corp. 546 Other 82 Null 5,520 Not Affiliated 6,125 Null 12,705