1. 2016 Housing Virginia’s Most Vulnerable Conference
Coordinated Entry
2016 Housing Virginia’s Most Vulnerable Conference
Presenters:
Jillian Fox, CSH
Tom Barnett, Fairfax County Office to Prevent and End Homelessness
Kathy Sibert, A-SPAN

2. Agenda for today
Provide the context and basic framework for coordinated entry
Learn how Fairfax and Arlington are implementing coordinated entry
Discussion and questions
Jill go over agenda (1 minute)

3. Who has a coordinated entry system?
What is working well?
What is challenging?
What would you like to hear about today?
Jill facilitate – no more than 5 minutes

4. About CSH Advancing housing solutions that:
Improve lives of vulnerable people
Maximize public resources
Build strong, healthy communities
CSH is a national non-profit headquartered in New York with offices in 12 states and staff in 18 states.
At CSH, it is our mission to advance housing solutions that deliver three powerful outcomes:
improved lives for the most vulnerable people
maximized public resources
strong, healthy communities across the country.
CSH is working to solve some of the most complex and costly social problems our country faces--like those related to homelessness.

5. HEARTH Act and Systems Coordination
The McKinney-Vento Act, as amended by HEARTH Act provided a blueprint for how system components might come together at the local level, envisioning the following:
Each project functions as a part of a community’s effort to minimize the time that people experience a housing crisis
Homelessness interventions should move clients out of the homelessness system as quickly as possible
Systems-level outcomes require systems-level performance and planning
Resources are needed for projects to develop coordinated support services that use community networks of services

6. Clarifying the language
Coordinated Entry vs
Coordinated Assessment
Centralized Intake
Provisions in the CoC Program interim rule at 24 CFR 578.7(a)(8) require that CoCs establish a Centralized or Coordinated Assessment System. In this document, HUD uses the terms coordinated entry and coordinated entry process instead of centralized or coordinated assessment system to help avoid the implication that CoCs must centralize the assessment process, and to emphasize that the process is easy for people to access, that it identifies and assesses their needs, and makes prioritization decisions based upon needs. However, HUD considers these terms to mean the same thing. See 24 CFR 578.7(a)(8) for information on current requirements.

7. Definition
Coordinated entry is a process that ensures that all people experiencing a housing crisis in a defined geographic area have fair and equal access, and are quickly identified, assessed for, referred, and connected to housing and homeless assistance based on their needs and strengths, no matter where or when they present for services. It uses standardized tools and practices, incorporates a system-wide Housing First approach, participant choice, and coordinates housing and homeless assistance such that housing and homeless assistance is prioritized for those with the most severe service needs.

8. Coordinated Entry Policy Brief
Qualities of Effective Coordinated Entry
Prioritization
Outreach
Low Barrier
Ongoing planning and stakeholder consultation
Housing First Orientation
Informing local planning
Person-Centered
Leverage local attributes and capacity
Fair and Equal Access
Emergency Services
Safety Planning
Standardized Access and Assessment
Using HMIS and other systems for Coordinated Entry
Inclusive
Referral to projects
Full Coverage
Referral protocols

9. 4 A’s of Coordinated Entry
Covers the geographic area, easily accessed by individuals and families, well advertised.
Access
Uses comprehensive and standardized tools, performed only when needed and only assess for information necessary to help an individual or family at that moment (Phased Assessment).
Assess
Uses a referral/placement process that is accurate, informed, effective, standardized, comprehensive, mandatory participation of all providers.
Assign
Ensure consistency, fairness for clients, trust among providers, system efficiency, compliance with regulations, policies and procedures, monitoring process and outcomes, adjust and evolve over time.
Accountability

10. Homelessness in Arlington County
Ending
Homelessness in Arlington County

11. Access to Services Advertising: Street Guide 10 Year Plan Brochure
Website
All households directed to County DHS Clinical Coordination Unit (CCU)
The Centralized Access System(CAS) has a 24/7 response to addressing homelessness
One number:
Nonprofit Partners handle afterhours, weekends, and holidays

12. Access Coordination is necessary for effectiveness and efficiency:
406 Sq. Miles
140+ Projects in HMIS & DV Database
4 Human Service Regions
15+ Organizations
1 Information and Referral Hotline

13. Access

14. County Intake/Assessment Process
Every household completes an application for services at the County’s Customer Service Center.
ID must be presented at this time. Name on ID will be placed in the HMIS system.
Basic information is collected and is focused on their specific needs.
The household next meets with a County Intake Worker and completes the triage questionnaire that focuses on the following:
Residency
Family Composition
Details of Current Needs
Safety
Consent Forms

15. County Intake/Assessment Process
The household and County Intake Worker complete the Intake & Screening SPDAT
SPDAT identifies the household barriers to housing and the scoring determines the appropriate housing option:
Prevention
Diversion
RRH
PSH
Emergency Shelter (option of last resort)
The household and the CCU intake worker complete additional Intake Assessment forms that addresses the following:
Households strengths
Barriers
Income/Budget
Supporting Documentation (Identification, Proof of Income, Proof of Lease, At Risk of Homelessness Documentation, etc.)

16. Assess Standard, Consistent Tools VI-SPDAT – singles
Housing Service Triage Tool - families
Lethality Assessment – domestic violence survivors
Other Standardized Forms:
Referral for TH & PSH Homeless Certification
Income Verification Program Agreements
Uniform Authorization to Use & Exchange Information

17. Assess  Assign Written Standards Eligibility Prioritization
Recordkeeping
Policies & Procedures
List Management
Referral Process
Tenant Selection
Criteria for Rejection
Client Choice

18. Assign Phased Development, Continuous Improvement HPRP & TANF-EF
Eliminated Family Shelter Wait List
Homeless Preference for Housing Choice Vouchers
100,000 Homes
Mayors Challenge - Veterans
Permanent Supportive Housing
Singles Shelters, Hypothermia Prevention Program
Homelessness Prevention and Rapid Rehousing

19. Assign Piloted PSH Process w/ New 55-Bed CoC Project
Used HMIS for first time for prioritization pool
Challenges
Quality Control – Documentation – Communication
Training – Time Management – Client Engagement
Case staffing using a by-name list
Participants: referrers / receivers / coordinators
Complexity of client needs, PSH service levels

20. County Assignment
Where will households go? Prevention? Rapid Rehousing? Diversion? Shelter?
Prevention or Rapid Rehousing Referral:
Referred to Prevention or Rapid Rehousing Case Managers who contacts County Intake Worker within 24 business hours of referral with questions/concerns.
Case managers meet with household within 48 business hours of referral
Expectations of Prevention and Rapid Rehousing Case Managers:
Develop a housing plan and clearly define roles for client and case manager
Document program expectations for client and attach to electronic file
Focus on resolving most critical barriers (Progressive Engagement)
Identify resources
Three month recertification

21. County Assignment Diversion Referral
CCU Intake Worker makes referral to the Diversion Specialist.
Expectations of Diversion Specialist:
Clearly define roles for client and specialist,
When possible, develop a shelter diversion plan focusing on all available housing resources (temporary & permanent)
Document program expectations for client and in file
Focus on resolving most critical barriers (Progressive Engagement)
Identify resources
Three month recertification (possibly)

22. County Assignment Emergency Shelter Referral
The County Intake Worker will make a referral for shelter via the online HMIS referral system.
Shelter Program Managers will contact the CCU intake worker as soon as possible with questions/concerns
Household will immediately access shelter after consultation with Program Manager
If necessary, County will provide transportation to Shelter Location
Shelter Case Manager expectations:
Complete APR assessment with household upon shelter entry
Inform household that they have approx. eight (8) days to determine an exit strategy
On day eight (8), complete the full VI/F SPDAT to determine next step housing
Clearly define roles for client and case manager: develop a housing plan, Housing Locator Referral, etc
Documented program expectations for client and attach in file
Focus on resolving most critical barriers (Progressive Engagement)
ID resources

23. Accountability Drivers for Success
Community Partnership / 10-Year Plan
Alignment in public funding (local, state, federal)
Project Committees & Workgroups
Policies, Procedures and Written Standards
Homeless Management Information System
Training and Communication
Memorandum of Understanding?

24. Accountability Impact on System Performance Measures Homelessness
 42 %
Chronic
 61 %
 Length of
 Exits to PH

25. CoC Accountability
CoC needs to adjust Centralized Access System now with our learnings from Year 1
We’ve completed Phase 1 of Centralized Access System (CAS)
Prevention Services
Diversion Services
Rapid Re-Housing
Emergency Shelter (Option of Last Resort)
We’ve done a pilot of Phase 2:
As part of Phase II, the following program components will be apart of the process:
Transitional Housing Programs
Safe Haven Programs
Permanent Supportive Housing (PSH) Programs

26. Thank you!
Kathy Sibert, A-SPAN Tom Barnett, Fairfax OPEH Jillian Fox, CSH