continuum of care board of directors meeting...board of directors minutes cv, pb 11/6/18 continuum...

Our Vision: Prevent and end homelessness in San Antonio / Bexar County.

Our Goal: Homelessness will be rare, brief, and nonrecurring.

4100 E. Piedras Drive, Suite 105 – San Antonio – Texas – 78228

Board of Directors Minutes CV, PB 11/6/18

Continuum of Care Board of Directors Meeting Martha Leiper, Treasurer

Chamber of Commerce NBC 1100 NW Loop 410, Suite 109 October 25, 2018 San Antonio, TX 78213 2:30 – 5:00 PM

The following agenda items may not necessarily be considered in the order they appear.

1. Call to Order Treasurer Martha Leiper called to order the October 25, 2018 Board Meeting of the South Alamo Regional Alliance for the Homeless at 2:35 PM.

2. Present: Craig Hopkins, Martha Leiper, Eddie Ortega, Robert Blanton (proxy for William McManus), Brenda Mascorro, Don Tijerina (proxy for Sheriff Salazar), Greg Matula, Meghan Oswald, Marie Lopez, Salena Santibáñez, Morjoriee White (proxy for Edward Gonzales), Leilah Powell, Leslie Komet Ausburn, Tiffany Walker, Katie Vela, Emily Miller, Kathy Lacy, Jayde Beebe, Penny Burgess, David Row, Chelsey Viger Guests: Katherine Dillard Gonzalez, Gary Chance, Kenny Wilson Absent: Lori Stinson, Estella Garza

3. Public Comment None

SARAH NONPROFIT BUSINESS 4. Consent Items

Martha presented the Minutes from the August 30, 2018 Board of Directors Meeting. There were no comments or changes. Motion by Leilah Powell, seconded by Meghan Oswald, motion passed.

Martha presented the August and September Financial Report . There were no comments or changes. Motion by Meghan Oswald, seconded by Greg Matula, motion passed.





5. Executive Director Report – Brenda Mascorro Brenda Mascorro announced that she has returned to the SARAH office following her maternity leave.

Next, Brenda reported that SARAH and DHS have partnered to create an event schedule for Hunger and Homelessness Awareness Week, which is November 10-18, 2018. She reported that the main goal this year is to gain traction as it is the first year we have mobilized during this week. She asked the group to pay attention to any volunteer opportunities that week and highlighted the Poverty Simulation on November 14, 2018 at the University of Incarnate Word. She reported that we need 75 participants if anyone is interested in volunteering. Don Tijerina, the proxy for Sherriff Salazar, committed to providing 10 police officers to participate.

Brenda then reported that SARAH was awarded the USAA Grant for the Point-in-Time (PIT) Count. The funds will help purchase the software and the venue utilized during the count.

The PIT Count will happen on January 24, 2019. The PIT Committee met this month and will continue to meet monthly with Emily Miller as the chair from SARAH. The registration for PIT team leaders and volunteers is forthcoming.

Feedback from the media regarding the 2019 PIT Count is centered around their incentive for covering this event and what is unique or new about it. Brenda mentioned that SARAH has been meeting with Dr. Bruntmyer at the University of Incarnate Word School of Osteopathic Medicine who is wanting to create a Street Medicine team. He explained that Street Medicine entails his students packing their medical bags and going directly to the streets to serve individuals experiencing homelessness who may otherwise not have access to health care. According to Brenda, Dr. Bruntmyer has 50 students who are interested in helping at the PIT Count. She believes this will be a great partnership.

SARAH supported the Local Initiatives Support Corporation (LISC) with their housing gap analysis by providing $8,000 for them to complete it. The analysis will help determine what services are still needed in the community to meet our goals with the homeless community.

Jayde Beebe reported that the Mayor’s Housing Summit Planning Committee met last week. 350 people attended the summit and SARAH hosted 9 sessions. Moreover, many from our Board participated on panels. She reported that youth homelessness was a very popular topic this year.

Brenda reported that SARAH will be expanding its staff and office space within the next few months. She explained that these positions will be forthcoming and that they are being developed. Brenda then introduced Chelsey Viger as the new CoC Coordinator.

The 2nd HMIS Visioning Session will be held on November 8th and 9th. Brenda reported that Katherine Dillard from Haven for Hope will be presenting on HMIS later in the meeting.





CONTINUUM OF CARE BUSINESS

6. Membership Council Report – Marie Lopez Marie reported on the Membership Council meeting held on October 4, 2018. There was a presentation by HMIS and an update on Coordinated Entry. She reported there was a discussion about recreating the Family Workgroup, how it would be structured, and if there is interest in the community. Furthermore, they are wanting to implement an application process for chairs of committees and are determining the format. This change will help the chairs know what to expect in their positions and give SARAH a formal process for the future. The Rapid Rehousing Institute was held in San Diego. Marie reported that the VA is promoting a new initiative called the Rapid Resolution. It is another form of diversion that works to solve issues of familial and friend ties through the remediation process. Last, Stand Down will be next Friday, November 2nd from 10AM-2PM at the American GI Forum. There are 60 organizational partners who participate at the event.

7. Review & Approve New Member(s) for Membership Council – Daughters of Charity Services Katie reported that whenever we receive a new Membership Council application, we must ask whether the organization aligns with the greater vision of SARAH. She explained how SARAH staff recommends approval of Daughters of Charity Services. Motion by Meghan Oswald, seconded by Greg Matula, motion passed.

8. PIT Committee Co-Chair Election

Brenda reported that Leslie Komet Ausburn was up for election for the PIT Committee Co-Chair position. The Co-chair positions were all voted on at once with the following results; Motion by Greg Matula, seconded by Eddie Ortega, motion passed.

9. Coordinated Entry Committee Co-Chair Election Brenda reported that Salena Santibanez was up for election as the CE Committee Co-Chair.

The Co-Chair positions were all voted on at once with the following results; Motion by Greg Matula, seconded by Eddie Ortega, motion passed.

10. HMIS Committee Co-Chair Election Brenda reported that Meghan Oswald was up for election as the CE Committee Co-Chair.





The Co-Chair positions were all voted on at once with the following results; Motion by Greg Matula, seconded by Eddie Ortega, motion was passed. 11. Coordinated Entry Update – Katie Vela

Katie presented on the current operations & program expansion with CE. A retooling of the Coordinated Entry process is still underway. A look at the three options defined by Katherine Dillard took place; keep the current software in baseline format, customize the current software, or develop an external tool outside of HMIS altogether. It was determined after the last Visioning Session that keeping the current software is not feasible. Currently looking at the costs of options 2 & 3. SARAH is finalizing 3 new job positions for the CE program: 2 Navigators and 1 Program Manager. These gaps in services were identified in several committees and workgroups. SARAH met with the City of San Antonio and Haven for Hope regarding outreach in the community. Prior to finalizing job descriptions, SARAH wants to make sure it is meeting the needs of those currently doing outreach and housing.

12. Review & Approve HMIS Governance Charter Meghan reported that a process is being developed of how to monitor and partner with the HMIS Lead on shared goals for the community. After meeting with the Independent Review Council a few months ago, the biggest takeaway was: What is our responsibility as the CoC Board? Which portion of this relationship are we responsible for? Two steps of the technical assistance report at the last Board meeting are to develop a Governance Charter and then create an MOU with the HMIS Lead. Furthermore, we need to monitor and evaluate the partnership and effectiveness of the system. Meghan spoke on the two different copies of the HMIS Governance Charter one “clean” version and another version with notes added by Haven for Hope. She explained that the Board to see the notes and know what the MOU may entail in the future. She emphasized that this Charter is to define the structural component of SARAH’s relationship with Haven for Hope. There are no metrics, no tactics or expectations set forth in the Charter. It is simply the strategy itself clearly defined. Meghan would like to see a draft by next quarter defining the roles of the Board, SARAH, and the HMIS Lead. Brenda mentioned that we would likely get more information regarding the timeline at the next HMIS Visioning Session. Motion to approve Governance Charter by Leslie Komet Ausburn, seconded by Meghan Oswald, motion passed.





13. Review HMIS Strategies & Action Plan - Katherine Dillard Katherine Dillard presented a chart showing the process of individuals who experience homelessness, mental illness, and addiction in our community are redirected out of an institutional setting and into housing. An understanding of the traffic flow for services needed is an important piece of designing a system used to coordinate these efforts. Next, Katherine presented on HMIS Vision: Scope of Homeless Services Data Integration in San Antonio and Bexar County. She explained how San Antonio’s data system is different than many others because the platform is supporting resources from federal, state, city and county funding streams. Katherine explained the current staff, department functions, types of data requested, and sources of report requests at Haven for Hope. In addition to serving as the HMIS Lead, Haven for Hope is also a service provider who uses HMIS for its own operations. There are currently 46 user organizations in HMIS. Every organization enrolls people in different programs and the program enrollments are what holds the information. There are 3 options for HMIS scope and scale: (1) Current HMIS Users; (2) CoC HUD-funded agencies, ESG-funded agencies, and non-HUD funded agencies; and (3) CoC HUD-funded agencies and ESG-funded agencies only. A breakout of the current agencies using HMIS was distributed. The question was raised to the Board that a decision needed to be made on which of these groupings of HMIS users we want to focus on as a CoC. Katherine reports: Prior to SARAH becoming the CoC Lead, the City monitored efforts to end homelessness with the county joining the efforts later. In 2012, Haven for Hope received the HUD grant to manage the HMIS Lead. Katherine reported that this demonstrates the investment that Haven for Hope has put into HMIS. San Antonio currently does not charge user fees for HMIS like other jurisdictions, an option to do so may be feasible in the future. Katherine then presented the HMIS Operations Budget from 2010-2018. She described that the Case Worthy contract costs $143,000, which is a static amount, plus the hosting through Rackspace. One of the reasons for the jump in budget in 2018 was the cost of data cleanup to bring HMIS back to code. Over the years, the HMIS staff started customizing the platform to run functions for various needs in the community. With all the customizations, the vendor was unable to perform upgrades because it would break the system. The question was raised; how we can hold non-HUD agencies accountable for the data they enter in HMIS? Also, has the staff of these organizations been trained to create uniform understanding of the definitions? Furthermore, what do we want HMIS to look like in San Antonio and how to leverage the system to better serve people in the community? Next, Katherine presented a handout entitled HMIS Visioning Session Key Takeaways.





The question was asked if there is another platform that would better serve the community? Katherine explained that Simtech can generate HUD reports, by-name lists, and conduct the PIT Count. The fee for these services is $7,000 per month. Meghan reported that she believes the HMIS Governance Committee needs diversity from various HMIS users in the community. The meetings should be run more formally and have HMIS as active participants. Katherine noted that with CoC organizational growth comes a new set of expectations. Katherine believes that what needs to happen is to determine if organizations that use HMIS will agree to the new set of expectations. Meghan asked; Does the CoC need to be the one to manage these relationships and work with non-compliant HMIS users? Katherine stated the question is, how do you compel non-compliant HMIS users to enter truthful and productive data? Morjoriee mentioned that for 2019, the City has added clarification that agencies must comply with HMIS procedures in order to use the system. Megan again clarified that the ideal situation would involve the HMIS Lead as solely responsible for the data and not managing the relationships. She noted that managing relationships is time-consuming and as a board of volunteers, this is an expectation that they need to know prior to committing. Katherine answered yes, this is the ideal scenario of HMIS Lead and CoC responsibilities. Katherine expanded that what is missing in San Antonio is a structural alignment between federal expectations and what is currently in place.

14. Approve HMIS Action Plan and Direction

Katherine dispersed the HMIS Action Plan. Marie had a concern with the HMIS Action Plan, notable that there was no mention of accountability for the HMIS vendor. Specifically, she noted there is no monitoring or benchmarks set forth for the vendor. Katherine answered that Haven for Hope is currently in the process of finalizing the contract with CaseWorthy. She stated that there are many structural issues that the independent review council brought forth which are the main area of focus. She reiterated that it was not the vendor’s fault they could not upgrade HMIS but it was the customizations that Haven staff had added to the system that are causing the disfunction. Katherine noted that the back page of her handout lists the outcomes associated with individual users and system integration. Brenda noted that she is interested in determining who is the lead on each strategy; it is difficult and timely to obtain accountability when we don’t know who is doing what. Katherine stated that after the next Visioning Session in November, she will have a follow up to





present at the December meeting. She explained there will be quarterly monitoring and progress reports at each Board meeting. Brenda brought up the consideration of putting out an RFP for the HMIS Lead as this was a recommendation from the Independent Review Team and decided by the Board as a topic of discussion in future meetings. As a best practice, new HMIS topics would be discussed and considered on a more regular basis. Martha expanded that it could give the CoC a comparison of what other potential Leads can offer. Megan reported that the Board would have to start the RFP process in the 1st quarter of 2019 to consider in 2020. Brenda mentioned that she did not expect an answer now, but to keep it on the agenda so that it was not forgotten. She wants to include discussion at the December Board meeting after the November Visioning Session.

Motion to approve HMIS Strategies and Action Plan by Leilah Powell, seconded by Greg Matula, Motion passed. 15. Upcoming SARAH Meetings and Events

Next SARAH Board Meeting Next SARAH Membership Council Meetings

December 13, 2:30 – 5:00 PM Chamber of Commerce, NBC 1100 NW Loop 410, Suite 109

November 29, 2018, 2:30 – 4:00 PM San Antonio Area Foundation

303 Pearl Parkway, 78215

Committee Meetings & Working Groups

Title Point of Contact Event Details Youth Homelessness

Workgroup *recurs monthly on the 1st Friday

Tyler Shoesmith, NEISD

[email protected]

November 2, 2018 9:30 – 10:30 Goliad Building -Suite 110 4203 Woodcock Dr. San Antonio, TX 78228

Veteran Workgroup Marc Wonder, COSA [email protected]

October 31, 2018 1:00 – 4:00 PM Veteran’s Outreach Transition Ctr. 202 Connelly St.

Chronic Homelessness Workgroup

Morjoriee White, COSA [email protected]

October 30, 2018 2:00 – 3:00 PM Goliad Building – Suite 110 4203 Woodcock Dr, 78228

Housing Strategies Workgroup

Ashley Adkins, Haven for Hope [email protected]

November 6, 2018 11:00 - 12:00 Haven for Hope - Board Room 1 Haven for Hope Way

mailto:[email protected]






*recurs monthly on the 1st Tuesday

HMIS Governance Committee Katie Vela [email protected]

HMIS Visioning Session Nov. 8 & 9th All Day TBD

Point-in-Time Count Committee

Emily Miller [email protected]

Nov. 8, 10:00 – 11:00 AM 4232 E. Piedras Suite 230A (Beaumont Building)

Coordinated Entry Committee

*recurs monthly on the 2nd Monday

David Row, SARAH [email protected]

Dec. 10, 1:00 – 4:00 PM American G.I. Forum

611 Flores, St.

16. Topics for December Board Meeting

• Approve Annual Budget • Update on strategy from HMIS Lead • Reaffirm HMIS Lead each year for best practice • HMIS Committee to be more equally represented like Membership Council • Update Bi-laws to develop structure for HMIS Committee, governance and monitoring

17. Adjournment – 4:38PM






Board of Directors Agenda

Continuum of Care Board of Directors Minutes Craig Hopkins, Board President

Chamber of Commerce NBC 1100 NW Loop 410, Suite 109 August 30th, 2018 San Antonio, TX 78213 2:00 – 5:00 PM

The following agenda items may not necessarily be considered in the order they appear.

1. Recognition of Bill Hubbard (2:00 pm)

-------------------------------------Dismiss Presenters-------------------------------------------------------------------------------

2. Call to OrderBoard President, Craig Hopkins called to order the August 30, 2018 Board Meeting of the South AlamoRegional Alliance for the Homeless at 3:04 PM.

3. Present: Craig Hopkins, Lori Stinson, Brenda Mascorro, Edward Gonzales, William McManus, DonTijerina (proxy for Sherriff Salazar), Leilah Powell, Leslie Komet Ausburn, Greg Matula, MeghanOswald, Marie Lopez, Tiffany Walker, Estella Garza, Katie Vela, Emily Miller, Kathy Lacy, Jayde Beebe,Penny Burgess, David RowGuests: Morjoriee White, Milby Hartwell, Sandra Whitley, Michele Durham, Selena SantibáñezAbsent: Eddie Ortega

4. Public Comment - none

SARAH NONPROFIT BUSINESS

5. Consent Items• Minutes from June 28, 2018 Board of Directors Meeting, Motion by Lori Stinson, Seconded by

Leslie Komet-Ausburn. Motion was passed.• July Financial Report, Motion by Greg Matula, Seconded by Meghan Oswald. Motion was passed.

- One charge of .81₵ entitled ‘International Fee’ by Broadway Bank is being investigated

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6. CoC Board Consumer Seat Election - Salena SantibáñezBrenda Mascorro, SARAH’s former Consumer Board member, spoke about the importance of having theConsumer Seat filled on SARAH’s board. Someone with lived experience is invaluable. Salena benefitedfrom the VITA program as a chronically homeless youth and was driven to develop The Boardroom Projectwhich is set to launch September 2018. Selena also serves as a Chairwoman of Martinez Street Women’sCenter and has goals to have a school in San Antonio for the city’s homeless youth. Motion to approveSalena’s Consumer seat by Lori Stinson, Seconded by Greg Matula. Salena Santibáñez elected to theConsumer Seat

7. CoC Board Secretary Election – Meghan OswaldMeghan is the Executive Director of Community Housing Resource Partners and has been a vital part ofSARAH’s board. This year, Meghan served on the Independent Review Team for the 2018 Notice ofFunding Availability and has been very engaged in the HMIS Committee. Motion to approve Meghan asBoard Secretary by Edward Gonzales, seconded by Lori Stinson, Meghan Oswald elected to BoardSecretary Seat

8. Executive Director Report – Brenda MascorroSARAH Executive Director gave a briefing to the board on several issues. Brenda is to begin her maternityleave the following day, August 31, 2018 as she is scheduled for labor. Bill’s availability will be sent alongvia e-mail in the following days to coordinate SARAH business in Brenda’s absence.

Hunger and Homeless Awareness Week is coming up from November 10 – 18, 2018. SARAH will be taking an active role in this event with planning taking place and a possible poverty simulation as part of the scheduled events.

The Annual Point-In-Time Count will take place January 24, 2019. Planning has already begun, SARAH has secured Tri-Point as the coordinating venue for the PIT Count. SARAH will work to build a committee to coordinate, plan and execute the count, volunteers and participants are needed. Some potential collaborators have already expressed interest in sharing their skills, such as the police department and medical treatment professionals. Marie Lopez expressed that a professional that would be available for diagnosis and documentation of disabilities would be a great service to provide if possible.

The Mayor’s Housing Summit is scheduled for September 17-18, 2018. SARAH is working to coordinate quality presenters for the Summit. During the Housing Summit, a community workshop will take place to discuss a piece within the Risk Mitigation fund to provide Anti-Displacement dollars available to landlords who would otherwise lose tenants due to gentrification caused by City investments.



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SARAH is also pleased to collaborate with some potential partnerships in the initiative to end homelessness in our area. Some colleagues that have reached out are The San Antonio Apartment Association, University of the Incarnate Word, and STRAC (Southwest Texas Regional Advisory Council).

The San Antonio Apartment Association and SARAH are planning the Housing Initiative Program to help give landlords peace of mind and security when leasing to formerly homeless individuals by providing money in the event of eviction and unexpected events such as damages to their property. The UIW’s contributions are in planning phases but they would like to provide some medical outreach to the homeless community and encourage them to seek services and receive medical care. STRAC is interested in working with SARAH to fund a SOAR position, everything thus far has been planning and discussion. No MOU’s have been worked up at present.

Initial Observations and Reflections from SARAH’s new Executive Director, Brenda Mascorro; The SARAH team and partnering organizations are phenomenal and all are truly working together to end homelessness. Ms. Mascorro has a growing concern with the current situation regarding the HMIS lead agency. The SARAH staff is currently spending many hours working on HMIS issues that need to be handled within the HMIS lead agency. SARAH is doing some research regarding how other CoC’s handle HMIS issues such as who is the lead in each community, what are some best practices and bringing that back to our CoC for planning. The HMIS lead budget was reviewed by SARAH and it was noted that the budget for management and data work was disproportionate. There is a large amount of the budget allocated to management, but not much money to help with the data side of the HMIS structure. The HUD TA provided SARAH with a template to create a Governance Charter for the Board to use as a tool to monitor HMIS operations and give guidance to the HMIS Lead Agency. There has been some back and forth discussion between the HMIS Lead and SARAH to produce a Charter that will work for its intended purpose. A goal SARAH would like to see with the HMIS system is the capacity for data analysis, the need for this is vital to enable SARAH to make meaningful strategies for our CoC.

CONTINUUM OF CARE BUSINESS

9. Coordinated Entry Presentation – Katie Vela, David Row

Katie Vela and David Row presented a Coordinated Entry slideshow for the Board

Current Coordinated Entry lists are for Permanent Supportive Housing, Rapid Re-Housing and Transitional Housing. Current statistics for each wait list are below: Permanent Supportive Housing; 837 total, 699 Chronically Homeless, 168 not Chronically Homeless Rapid Re-Housing; 257 total, 81 Chronically Homeless, 176 not Chronically Homeless Transitional Housing; 2796 total, 265 Chronically Homeless, 168 not Chronically Homeless



6



Coordinated Entry is undergoing a System Redesign to help streamline care. There are three main goals for the redesign; Community By-Name List- (BNL) One list of all those in wait in the entire community. Goal is for it to be dynamically updated-always current. The Coordinated Entry would be more concise and show the clients at most risk and would populate from this larger Community By-Name List. No “dead ends”- Clients would not end up on lists for services they are not qualified for, a shorter common assessment can be used Better Reporting- Ability to track clients through entire housing journey, more accurate data can lead to monitoring bed turnover rate, closed claims, etc. Improved reporting will help to match resources to community needs

SARAH has applied for the Coordinated Entry Expansion Grant which will add much needed assets to the community. There are three components to this addition to the SARAH team; Outreach and Navigation Team- Improve housing focused outreach efforts across multiple systems in the community. The outreach specialist can also improve the by-name lists through close contact of the homeless within the community. Prevention and Diversion Specialist- The Prevention and Diversion Specialist can connect with those who are at risk of homelessness and tailor their assistance to prevent an escalation in housing crisis. Coordinated Entry Data Analyst- The Analyst will provide data quality and technical support to the Coordinated Entry program and improve efficiency for both the homeless population and those who serve them.

SARAH has also applied for the Coordinated Entry Domestic Violence Bonus. San Antonio has the largest Battered Women and Children’s Shelter in the state of Texas. There are over 1,500 households at the shelter on any given day, their participants are required to go through the Coordinated Entry process to be enrolled at the shelter. The timeliness, data sensitivity, and accuracy of Coordinated Entry is vital to this demographic and requires extra support that current funding structures are not set up for. Our funding would allocate funds to an individual dedicated solely for those facing domestic violence issues.

Streamlining Coordinated Entry with the redesign also means better System Performance Scores for our CoC. Better scoring can lead to more funding for our CoC. Our current structure of System Performance Measures are as follows; Length of Time Homeless – a dedicated navigation staff will be able to reach the community, assess needs and expedite housing and wrap around services Returns to Homelessness – a dedicated Prevention and Diversion Specialist will be able to prevent the at- risk population from returning to homelessness by facilitating connections within the community to the proper resources for the individual



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Number of People Homeless and Newly Homeless- The Prevention and Diversion Specialist coupled with an improved By-Name List and a navigation team will be able to facilitate housing crisis assistance on multiple levels, improving a person’s chances of remaining housed or moving out of homelessness more quickly. A focus on youth can be administered, reunification of families and connections to wrap around services are key to breaking the cycle of homelessness.

10. Review Independent Review Team (IRT) Recommendations – Howard BurchmanThe Board looked over the Independent Review Team’s recommendations while Howard Burchman, anIndependent Consultant for SARAH goes over the scoring process and results via teleconference. It wasthe Independent Review Team’s assessment that the SARAH Board evaluates the role of the HMIS Lead.The ranking schedule was reviewed and a motion to approve took place. Motion to approve, EstellaGarza, seconded by Meghan Oswald, motion was passed.

11. Membership Council Report – Marie LopezMarie Lopez facilitated a review of the previous Membership Council meeting held on July 26, 2018. Someaction items that occurred at the Membership Council Meeting were; Voted in Chronic Workgroup ChairCliff Cantu, Youth Workgroup Chair Mandy Tyler and Housing Standards Chair Ashley Adkins12. Review & Approve New Member for Membership Council, George Patrin of Serendipity Alliance,Motion by Meghan Oswald, seconded by Leslie Komet-Ausburn, motion passed.

13. Review and Approve Update to CoC Policies and Procedures

Some of SARAH’s Policies and Procedures were adopted and or updated. The adoption of the DV Transfer Plan outlines how Domestic Violence is handled across the entire CoC, promoting security, stability and unification for providers and clients.

An addition to SARAH’s by-laws was also added stating that the President of the Board of Directors shall designate a member of the board to act as Co-Chair to each workgroup and Committee, better integrating the Board to current initiatives within our community. Motion by Tiffany Walker, seconded by Meghan Oswald, motion approved.

14. HMIS UpdateHMIS strategies were reviewed; Action Plan, Review of Draft Governance Charter, HMIS Visioning Session.Currently we are locked into current contract until the end of 2020. President of the Board of Directors,Craig Hopkins proposed three options regarding HMIS;

- Accept current workplan- Move HMIS lead to someone else- Follow IRT suggestion and put it all up to bid

No path has been chosen at this time, only discussion.

-----------------------------Dismiss Non-Voting Board Members----------------------------------------------------------------



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15. Approve 2018 NOFA Priority Listing & RankingMovement to approve NOFA Priority Listing and Ranking after information was reviewed. Motion by LeilahPowell, seconded by Meghan Oswald, motion passed.

16. Upcoming SARAH Meetings and Events

Next SARAH Board Meeting Next SARAH Membership Council Meetings

October 25, 2:30 – 5:00 PM Chamber of Commerce, NBC 1100 NW Loop 410, Suite 109

November 29, 2018, 2:30 – 4:00 PM San Antonio Area Foundation

303 Pearl Parkway, 78215

Committee Meetings & Working Groups Title Point of Contact Event Details

Youth Homelessness Workgroup

*recurs monthly on the 1st

Friday

Tyler Shoesmith, NEISD [email protected]

November 2, 2018 9:30 – 10:30 Goliad Building -Suite 110 4203 Woodcock Dr. San Antonio, TX 78228

Veteran Workgroup Marc Wonder, COSA [email protected]

October 31, 2018 1:00 – 4:00 PM Veteran’s Outreach Transition Ctr. 202 Connelly St.

Chronic Homelessness Workgroup

Morjoriee White, COSA [email protected]

October 30, 2018 2:00 – 3:00 PM Goliad Building – Suite 110 4203 Woodcock Dr, 78228

Housing Strategies Workgroup

*recurs monthly on the 1st

Tuesday

Ashley Adkins, Haven for Hope [email protected]

November 6, 2018 11:00 - 12:00 Haven for Hope - Board Room 1 Haven for Hope Way

HMIS Governance Committee Katie Vela [email protected]

TBD

9








Coordinated Entry Committee

*recurs monthly on the 2ndMonday

David Row, SARAH [email protected]

November 12, 1:00 – 4:00 PM American G.I. Forum

611 Flores St.

17. Topics for October Board Meeting• HMIS Strategies & Action Plan – Review and Approve• HMIS Governance Charter – Review and Approve

18. Adjournment

10

Total

ASSETS

Current Assets

Bank Accounts

Checking-Broadway 403,769.00

Total Bank Accounts $ 403,769.00

Accounts Receivable

11000 Accounts Receivable 61,292.67

A/R - City of San Antonio 12,010.20

A/R - Member Yearly Dues 100.00

A/R - Membership Dues 3,719.17

Total Accounts Receivable $ 77,122.04

Total Current Assets $ 480,891.04

Fixed Assets

Furniture and Fixtures 14,067.01

Accumulated Depreciation (924.00)

Total Furniture and Fixtures $ 13,143.01

Total Fixed Assets $ 13,143.01

TOTAL ASSETS $ 494,034.05

LIABILITIES AND EQUITY

Liabilities

Total Liabilities

Equity

31500 Temp. Restricted Net Assets 557,427.10

32000 Unrestricted Net Assets (342,631.74)

Change in Net Assets 279,238.69

Total Net Assets $ 494,034.05

TOTAL LIABILITIES AND NET ASSETS $ 494,034.05

South Alamo Regional Alliance For The HomelessStatement of Activities - For Internal Management Use Only

For the Eight Months Ended August 31, 2018

No Assurance Is Provided

11

RestrictedCoordinated Entry

Grant HUD Planning Grant USAA Total Restricted Unrestricted TOTAL

Income

Bowlathon Income 0.00 282,322.60 282,322.60

Bowlathon Reimbursement Income 65,292.91 65,292.91 65,292.91

City Of San Antonio Grant 17,292.95 17,292.95 17,292.95

Coordinated Entry Grant 64,155.47 64,155.47 18,559.50 82,714.97

COSA Contract 1,000.00 1,000.00 59,239.43 60,239.43

HUD Grant Recipients Dues 0.00 108,868.75 108,868.75

HUD Planning Grant 130,599.88 130,599.88 45,168.05 175,767.93

Other Contributions 1,000.00 80.00 1,080.00 15,048.42 16,128.42

PIT Refreshment Reimbursement 0.00 750.00 750.00

Total Income $ 19,292.95 $ 64,155.47 $ 130,599.88 $ 65,372.91 $ 279,421.21 $ 529,956.75 $ 809,377.96

Gross Profit $ 19,292.95 $ 64,155.47 $ 130,599.88 $ 65,372.91 $ 279,421.21 $ 529,956.75 $ 809,377.96

Expenses

Bank Fees 0.00 0.81 0.81

Bookkeeping Services 0.00 6,150.00 6,150.00

Bowlathon Expense 0.00 66,121.53 66,121.53

Cell Phone & Hotspot 0.00 1,113.10 1,113.10

Certified Audit Fees 0.00 8,650.00 8,650.00

Computers 0.00 1,625.65 1,625.65

Conferences 0.00 7,462.24 7,462.24

Consultants 0.00 17,375.00 17,375.00

Copy Paper 0.00 366.90 366.90

Director's Liability Insurance 0.00 2,846.00 2,846.00

Education/Training 0.00 1,635.00 1,635.00

Employee Health Insurance 0.00 14,818.04 14,818.04

Employment Taxes 0.00 25,839.59 25,839.59

General Liability Insurance 0.00 1,855.00 1,855.00

Identification Recovery Expense 5,183.61 5,183.61 25.00 5,208.61

Internet Services-Website/Email 0.00 1,292.00 1,292.00

South Alamo Regional Alliance For The HomelessStatement of Activities - Restricted and Unrestricted - For Internal Management Use Only

For the Eight Months Ended August 31, 2018

12

Meeting Refreshments 0.00 569.38 569.38

Memberships 0.00 275.00 275.00

Mileage 0.00 1,698.46 1,698.46

Office Supplies 0.00 8,049.53 8,049.53

Payroll Services 0.00 3,510.13 3,510.13

Personnel Costs 0.00 0.00 0.00

8001 Executive Director 0.00 64,942.43 64,942.43

8002 Administrative Assistant 0.00 9,462.00 9,462.00

CoC Programs Manager 0.00 51,474.59 51,474.59

CoC Programs Specialist 0.00 121,794.34 121,794.34

Community Outreach Specialist 0.00 30,103.81 30,103.81

Coordinated Entry Manager 0.00 24,127.82 24,127.82

Total Personnel Costs $ - $ - $ - $ - $ - $ 301,904.99 $ 301,904.99

PIT Count Facility Rent 0.00 2,300.00 2,300.00

PIT Count Software Fee 16,000.00 16,000.00 16,000.00

PIT Food / Youth Count Refresh 0.00 1,098.59 1,098.59

PIT Supplies 1,775.30 1,775.30 202.50 1,977.80

Postage 0.00 2.70 2.70

Printing 0.00 979.77 979.77

Rent 0.00 18,749.97 18,749.97

Software 0.00 3,836.48 3,836.48

Subscriptions 0.00 2,340.00 2,340.00

Telephone 0.00 2,794.00 2,794.00

Veteran Services 1,693.00 1,693.00 1,693.00

Total Expenses $ 6,958.91 $ - $ 16,000.00 $ 1,693.00 $ 24,651.91 $ 505,487.36 $ 530,139.27

Change in Net Assets $ 12,334.04 $ 64,155.47 $ 114,599.88 $ 63,679.91 $ 254,769.30 $ 24,469.39 $ 279,238.69

Change in Net Assets $ 12,334.04 $ 64,155.47 $ 114,599.88 $ 63,679.91 $ 254,769.30 $ 24,469.39 $ 279,238.69

Net Assets, Beginning of Year $ 302,657.80 $ (87,862.44) $ 214,795.36

Total Net Assets $ 557,427.10 $ (63,393.05) $ 494,034.05

No Assurance is Provided

13

Actual Budget% of

Budget

Income

Bowlathon Income 282,322.60 175,000.00 161.33%

Bowlathon Reimbursement Income 65,292.91 50,000.00 130.59%

City Of San Antonio Grant 77,532.38 125,000.00 62.03%

Coordinated Entry Grant 82,714.97 100,000.00 82.71%

HUD Grant Recipients Dues 108,868.75 144,475.00 75.35%

HUD Planning Grant 175,767.93 298,739.00 58.84%

Other Contributions 16,128.42 0.00

PIT Refreshment Reimbursement 750.00 750.00 100.00%

USAA Grant 0.00 16,000.00 0.00%

Total Income $ 809,377.96 $ 909,964.00 88.95%

Gross Profit $ 809,377.96 $ 909,964.00 88.95%

Expenses

Bank Fees 0.81 0.00

Bookkeeping Services 6,150.00 8,400.00 73.21%

Bowlathon Expense 66,121.53 50,000.00 132.24%

Cell Phone & Hotspot 1,113.10 1,800.00 61.84%

Certified Audit Fees 8,650.00 9,500.00 91.05%

Computers 1,625.65 5,000.00 32.51%

Conferences 7,462.24 20,000.00 37.31%

Consultants 17,375.00 0.00

Copy Paper 366.90 1,500.00 24.46%

Director's Liability Insurance 4,701.00 0.00

Education/Training 1,635.00 2,500.00 65.40%

Employee Health Insurance 14,818.04 22,668.00 65.37%

Employment Taxes 25,839.59 33,814.00 76.42%

Furniture 0.00 2,500.00 0.00%

Identification Recovery Expense 5,208.61 5,000.00 104.17%

Internet Services-Website/Email 1,292.00 1,200.00 107.67%

Meeting Refreshments 569.38 3,000.00 18.98%

Memberships 275.00 1,500.00 18.33%

Mileage 1,698.46 5,400.00 31.45%

NOFA Consultant 0.00 25,000.00 0.00%

Office Supplies 8,049.53 8,400.00 95.83%

Payroll Services 3,510.13 3,600.00 97.50%

Personnel Costs 0.00 437,210.00 0.00%

8001 Executive Director 64,942.43 0.00

8002 Administrative Assistant 9,462.00 0.00

CoC Programs Manager 51,474.59 0.00

South Alamo Regional Alliance For The HomelessStatement of Activities - Budget and Actual - For Internal

Management Use OnlyFor the Eight Months Ended August 31, 2018

Total

14

CoC Programs Specialist 121,794.34 0.00

Community Outreach Specialist 30,103.81 0.00

Coordinated Entry Manager 24,127.82 0.00

Total Personnel Costs $ 301,904.99 $ 437,210.00 69.05%

PIT Count Facility Rent 2,300.00 2,600.00 88.46%

PIT Count Software Fee 16,000.00 16,000.00 100.00%

PIT Food / Youth Count Refresh 1,098.59 750.00 146.48%

PIT Supplies 1,977.80 4,500.00 43.95%

Postage 2.70 250.00 1.08%

Printing 979.77 2,820.00 34.74%

Rent 18,749.97 25,000.00 75.00%

Software 3,836.48 2,000.00 191.82%

Subscriptions 2,340.00 0.00

Telephone 2,794.00 3,036.00 92.03%

Veteran Services 1,693.00 150,000.00 1.13%

Workman's Comp Insurance 0.00 8,000.00 0.00%

Total Expenses $ 530,139.27 $ 862,948.00 61.43%

Change in Net Assets $ 279,238.69 $ 47,016.00 593.92%


15

Total

ASSETS

Current Assets

Bank Accounts

Checking-Broadway 396,651.04

Total Bank Accounts $ 396,651.04

Accounts Receivable

11000 Accounts Receivable 11,652.64

A/R - City of San Antonio 12,010.20

A/R - Member Yearly Dues 100.00

A/R - Membership Dues 3,719.17

Total Accounts Receivable $ 27,482.01

Total Current Assets $ 424,133.05

Fixed Assets

Furniture and Fixtures 14,067.01

Accumulated Depreciation (924.00)

Total Furniture and Fixtures $ 13,143.01

Total Fixed Assets $ 13,143.01

TOTAL ASSETS $ 437,276.06

LIABILITIES AND EQUITY

Liabilities

Total Liabilities

Equity

31500 Temp. Restricted Net Assets 617,571.48

32000 Unrestricted Net Assets (402,776.12)

Change in Net Assets 222,480.70

Total Net Assets $ 437,276.06

TOTAL LIABILITIES AND NET ASSETS $ 437,276.06

South Alamo Regional Alliance For The HomelessStatement of Activities - For Internal Management Use Only

For the Nine Months Ended September 30, 2018


16

Restricted Coordinated Entry Grant HUD Planning Grant USAA Total Restricted Unrestricted TOTAL

Income

Bowlathon Income 0.00 284,753.35 284,753.35

Bowlathon Reimbursement Income 65,292.91 65,292.91 65,292.91

City Of San Antonio Grant 17,292.95 17,292.95 17,292.95

Coordinated Entry Grant 87,009.37 87,009.37 87,009.37

COSA Contract 1,000.00 1,000.00 59,239.43 60,239.43

HUD Grant Recipients Dues 0.00 108,868.75 108,868.75

HUD Planning Grant 180,836.68 180,836.68 180,836.68

Other Contributions 1,000.00 80.00 1,080.00 15,048.42 16,128.42

PIT Refreshment Reimbursement 0.00 750.00 750.00

Total Income $ 19,292.95 $ 87,009.37 $ 180,836.68 $ 65,372.91 $ 352,511.91 $ 468,659.95 $ 821,171.86

Gross Profit $ 19,292.95 $ 87,009.37 $ 180,836.68 $ 65,372.91 $ 352,511.91 $ 468,659.95 $ 821,171.86

Expenses

Bank Fees 0.00 0.81 0.81

Bookkeeping Services 0.00 6,850.00 6,850.00

Bowlathon Expense 0.00 66,121.53 66,121.53

Cell Phone & Hotspot 0.00 1,249.93 1,249.93

Certified Audit Fees 0.00 8,650.00 8,650.00

Computers 0.00 1,625.65 1,625.65

Conferences 0.00 12,602.48 12,602.48

Consultants 0.00 20,100.00 20,100.00

Copy Paper 0.00 366.90 366.90

Director's Liability Insurance 0.00 2,846.00 2,846.00

Education/Training 0.00 1,635.00 1,635.00

Employee Health Insurance 0.00 19,875.50 19,875.50

Employment Taxes 0.00 28,772.24 28,772.24

General Liability Insurance 0.00 1,855.00 1,855.00

Identification Recovery Expense 5,255.61 5,255.61 25.00 5,280.61

Internet Services-Website/Email 0.00 1,391.00 1,391.00

South Alamo Regional Alliance For The HomelessStatement of Activities - Restricted and Unrestricted - For Internal Management Use Only

For the Nine Months Ended September 30, 2018

17

Meeting Refreshments 0.00 569.38 569.38

Memberships 0.00 275.00 275.00

Mileage 0.00 2,134.91 2,134.91

Office Supplies 0.00 8,342.76 8,342.76

Payroll Services 0.00 3,778.27 3,778.27

Personnel Costs 0.00 0.00 0.00

8001 Executive Director 0.00 74,245.36 74,245.36

8002 Administrative Assistant 0.00 9,462.00 9,462.00

CoC Programs Manager 0.00 61,860.19 61,860.19

CoC Programs Specialist 0.00 135,910.38 135,910.38

Community Outreach Specialist 0.00 33,652.61 33,652.61

Coordinated Entry Manager 0.00 24,127.82 24,127.82

Total Personnel Costs $ - $ - $ - $ - $ - $ 339,258.36 $ 339,258.36

PIT Count Facility Rent 0.00 2,300.00 2,300.00

PIT Count Software Fee 16,000.00 16,000.00 16,000.00

PIT Food / Youth Count Refresh 0.00 1,098.59 1,098.59

PIT Supplies 1,775.30 1,775.30 202.50 1,977.80

Postage 0.00 2.70 2.70

Printing 0.00 979.77 979.77

Rent 0.00 18,749.97 18,749.97

Software 0.00 3,949.68 3,949.68

Subscriptions 0.00 2,690.00 2,690.00

Telephone 0.00 2,794.00 2,794.00

Veteran Services 14,567.32 14,567.32 14,567.32

Total Expenses $ 7,030.91 $ - $ 16,000.00 $ 14,567.32 $ 37,598.23 $ 561,092.93 $ 598,691.16

Change in Net Assets $ 12,262.04 $ 87,009.37 $ 164,836.68 $ 50,805.59 $ 314,913.68 $ (92,432.98) $ 222,480.70

Change in Net Assets $ 12,262.04 $ 87,009.37 $ 164,836.68 $ 50,805.59 $ 314,913.68 $ (92,432.98) $ 222,480.70

Net Assets, Beginning of Year $ 302,657.80 $ (87,862.44) $ 214,795.36

Total Net Assets $ 617,571.48 $ (180,295.42) $ 437,276.06

No Assurance is Provided

18

Actual Budget% of

Budget

Income

Bowlathon Income 284,753.35 175,000.00 162.72%

Bowlathon Reimbursement Income 65,292.91 50,000.00 130.59%

City Of San Antonio Grant 77,532.38 125,000.00 62.03%

Coordinated Entry Grant 87,009.37 100,000.00 87.01%

HUD Grant Recipients Dues 108,868.75 144,475.00 75.35%

HUD Planning Grant 180,836.68 298,739.00 60.53%

Other Contributions 16,128.42 0.00

PIT Refreshment Reimbursement 750.00 750.00 100.00%

USAA Grant 0.00 16,000.00 0.00%

Total Income $ 821,171.86 $ 909,964.00 90.24%

Gross Profit $ 821,171.86 $ 909,964.00 90.24%

Expenses

Bank Fees 0.81 0.00

Bookkeeping Services 6,850.00 8,400.00 81.55%

Bowlathon Expense 66,121.53 50,000.00 132.24%

Cell Phone & Hotspot 1,249.93 1,800.00 69.44%

Certified Audit Fees 8,650.00 9,500.00 91.05%

Computers 1,625.65 5,000.00 32.51%

Conferences 12,602.48 20,000.00 63.01%

Consultants 20,100.00 0.00

Copy Paper 366.90 1,500.00 24.46%

Director's Liability Insurance 4,701.00 0.00

Education/Training 1,635.00 2,500.00 65.40%

Employee Health Insurance 19,875.50 22,668.00 87.68%

Employment Taxes 28,772.24 33,814.00 85.09%

Furniture 0.00 2,500.00 0.00%

Identification Recovery Expense 5,280.61 5,000.00 105.61%

Internet Services-Website/Email 1,391.00 1,200.00 115.92%

Meeting Refreshments 569.38 3,000.00 18.98%

Memberships 275.00 1,500.00 18.33%

Mileage 2,134.91 5,400.00 39.54%

NOFA Consultant 0.00 25,000.00 0.00%

Office Supplies 8,342.76 8,400.00 99.32%

Payroll Services 3,778.27 3,600.00 104.95%

Personnel Costs 0.00 437,210.00 0.00%

8001 Executive Director 74,245.36 0.00

8002 Administrative Assistant 9,462.00 0.00

CoC Programs Manager 61,860.19 0.00

South Alamo Regional Alliance For The HomelessStatement of Activities - Budget and Actual - For Internal

Management Use OnlyFor the Nine Months Ended September 30, 2018

Total

19

CoC Programs Specialist 135,910.38 0.00

Community Outreach Specialist 33,652.61 0.00

Coordinated Entry Manager 24,127.82 0.00

Total Personnel Costs $ 339,258.36 $ 437,210.00 77.60%

PIT Count Facility Rent 2,300.00 2,600.00 88.46%

PIT Count Software Fee 16,000.00 16,000.00 100.00%

PIT Food / Youth Count Refresh 1,098.59 750.00 146.48%

PIT Supplies 1,977.80 4,500.00 43.95%

Postage 2.70 250.00 1.08%

Printing 979.77 2,820.00 34.74%

Rent 18,749.97 25,000.00 75.00%

Software 3,949.68 2,000.00 197.48%

Subscriptions 2,690.00 0.00

Telephone 2,794.00 3,036.00 92.03%

Veteran Services 14,567.32 150,000.00 9.71%

Workman's Comp Insurance 0.00 8,000.00 0.00%

Total Expenses $ 598,691.16 $ 862,948.00 69.38%

Change in Net Assets $ 222,480.70 $ 47,016.00 473.20%


20

4100 E. Piedras Drive, San Antonio, Texas 78228

Page 1 of 16

Homeless Management Information System

(HMIS) Governance Charter

To be Reviewed, Approved, & Adopted by the Continuum of Care Board of Directors

23


Page 2 of 16

October 11, 2018

CONTENTS

Continuum of Care Participation ........................................................................... 3

HMIS Terms and Concepts § 580.3 .......................................................................... 3

HMIS Description and Purpose ............................................................................. 5

Federal Programs Required to Use HMIS ............................................................ 7

HMIS Administration ............................................................................................. 9

Responsibilites for the TX-500 Continuum of Care Board § 580.7 ........................... 9

Responsibilites of the HMIS Lead Agency § 580.9 ................................................. 11

Responsibilites of the HMIS Governance Committee ........................................ 14

Responsibilities of the Contriuting HMIS Organizations (CHOs) ........................ 15

24


Page 3 of 16

CONTINUUM OF CARE PARTICIPATION

With enactment of the HEARTH Act in 2009, HMIS participation became a statutory requirement for recipients and subrecipients of Continuum of Care (CoC) Program and Emergency Solutions Grant (ESG) funds. The CoC Program interim rule clarifies the CoC’s responsibilities related to HMIS and specifies HMIS as an eligible cost at the community and project level.

HMIS TERMS AND CONCEPTS § 580.3

→ Continuum of Care (CoC) is used multiple ways: Continuum of Care and Continuum means the group organized to carry out the

responsibilities required under the CoC Program Interim Rule (24 CFR Part 578)and comprises representatives of organizations, including nonprofit homelessproviders, victim service providers, faith-based organizations, governments,businesses, advocates, public housing agencies, school districts, social serviceproviders, mental health agencies, hospitals, universities, affordable housingdevelopers, and law enforcement, and organizations that serve homeless andformerly homeless persons to the extent that these groups are representedwithin the geographic area and are available to participate.

CoC Program refers to the federal funding source which provides housing and/orservice grant dollars.

Continuum Project refers to a distinct unit of an organization, which may or maynot be funded by HUD or the federal partners, that provides services and/orlodging for the homeless and is identified by the Continuum as part of its servicesystem. [Note: a project funded by the HUD’s CoC Program may be referred tothen as a “CoC Program-funded continuum project”.]

→ Homeless Management Information System (HMIS):The information system designated by Continuums of Care to comply with therequirements of this part and used to record, analyze, and transmit client and activitydata in regard to the provision of shelter, housing, and services to individuals andfamilies who are homeless or at risk of homelessness.

25


Page 4 of 16

→ HMIS User:Individual who uses or enters data in an HMIS or a comparable database approved bythe CoC.

→ HMIS Lead:The entity designated by the Continuum of Care in accordance with the HMIS ProposedRule 2 (24 CFR Part 580) to operate the Continuum’s HMIS on the Continuum’s behalf.

→ HMIS System Administrator:The individual(s) whose job it is to manage the HMIS implementation at the local level:enrolling programs and managing appropriate use, supporting users through connectionto, or direct provision of, user training, and overseeing system setup.

→ HMIS Vendor:The contractor who provides materials or services for the operation of an HMIS. AnHMIS vendor includes an HMIS software provider, web server host, data warehouseprovider, as well as a provider of other information technology or support.

→ Project versus Program:Across the federal agencies the terms project and program are used differently. In thisdocument, and for the purposes of data collection in HMIS, a program refers to thefederal funding source (e.g., HUD CoC, HHS PATH, VA SSVF, etc.) whereas project refersto a distinct unit of an organization as set up in the HMIS.

→ Contributing HMIS Organizations (CHOs):A Contributing HMIS Organization (or CHO) is any organization, regardless of fundingtype, that operates a project that contributes data to an HMIS.

→ Participation feeA fee the HMIS Lead charges CHOs for participating in the HMIS to cover the HMISLead’s actual expenditures, without profit to the HMIS Lead, for software licenses,software annual support, training, data entry, data analysis, reporting, hardware,connectivity, and administering the HMIS.

→ Data RecipientA person who obtains personally identifying information from an HMIS Lead or froma CHO for research or other purposes not directly related to the operation of the HMIS,Continuum of Care, HMIS Lead, or CHO.

26


Page 5 of 16

HMIS DESCRIPTION AND PURPOSE

The term Homeless Management Information System (HMIS) refers to the information system designated by CoCs to comply with the requirements of 24 CFR part 578.7 and used to record, analyze, and transmit client and activity data in regard to the provision of shelter, housing, and services to individuals and families who are homeless or at risk of homelessness (24 CFR part 580.3).

The CoC Program interim rule specifies that the CoC Board is responsible for selecting an HMIS software vendor, designating an eligible applicant to serve as the HMIS lead and manage the system, providing oversight for key HMIS policies, working with the HMIS lead to ensure consistent provider participation, and ensure the quality of HMIS data. The CoC Board is also responsible, in consultation with the collaborative applicant and the HMIS Lead, to develop, follow, and update annually a governance charter. Once the CoC achieves high participation rates among projects that serve persons experiencing homelessness, then the CoC can use the data in HMIS to support its planning and operational responsibilities.

An HMIS can be used to:

Produce an unduplicated count of persons experiencing homelessness for each CoC Describe the extent and nature of homelessness locally, regionally, and nationally Identify patterns of service use Measure program effectiveness Support the coordination of homeless services through Coordinated Entry

With respect to scope, the CoC Program Interim Rule clarifies that all recipients of financial assistance under the Continuum of Care program, the Emergency Solutions Grant program, the Rural Housing Stability Assistance (RHS) program, as well as HUD programs previously funded under the McKinney-Vento Act (the Supportive Housing Program, the Shelter Plus Care program, and the Section 8 Single Room Occupancy Moderate Rehabilitation program) are required to use HMIS to collect client-level data on persons served. Homeless and non-homeless projects not funded under the McKinney-Vento Act may participate in the local HMIS, and must follow HMIS regulations, security, and data entry standards (§ 580.1).

HUD expects CoCs to use HMIS data to track their progress in meeting CoC and project-specific performance goals, to support community-wide planning, and to identify how best to direct

27


Page 6 of 16

resources to prevent and end homelessness (§ 578.39). CoCs need high- quality HMIS data and participation to complete the homelessness components of the Consolidated Plan and to meet HUD reporting requirements.

Required HUD Reports:

Annual Performance Report (APR) HUD System Performance Measures

(Sys PM)

Longitudinal System Analysis (LSA) Housing Inventory Count (HIC) Point in Time Count (PIT)

Finally, HMIS data is essential to for the CoC to meet the minimum standards necessary to receive a high-performing community (HPC) designation from HUD (§ 578.65).

28


Page 7 of 16

FEDERAL PROGRAMS REQUIRED TO USE HMIS

29


Page 8 of 16

Source: HMIS Data Standards Manual Version 1.3 – “HMIS Data Standard Documents” page 3.

30


Page 9 of 16

HMIS ADMINISTRATION

This section of the proposed rule identifies the responsibilities of the Continuum of Care, and the HMIS Lead (§ 580 subpart B).

RESPONSIBILITES FOR THE TX-500 CONTINUUM OF CARE BOARD § 580.7

This section provides that the Continuum of Care must:

Annually designate a single information system as the official HMIS software for thegeographic area as designated by the Continuum of Care Board. The software mustcomply with the requirements of this part. (§ 580.7).

Annually designate a HMIS Lead to operate HMIS for the geographic area and approvingthe HMIS grant application for submission through the Annual NOFA process(§ 578.7(9)(vi)(b)(2)) .

Develop a governance charter, which at a minimum includes: a requirement that theHMIS Lead enter into written HMIS Participation Agreements with each CHO requiringthe CHO to comply with this part and imposing sanctions for failure to comply;participation fee charged by the HMIS; and such additional requirements as may beissued by HUD notice from time to time (§ 580.7(3)) .

Annually approve an HMIS/CoC Memorandum of Understanding (MOU) that will serveas the implementation framework for this governance charter and includes a detailedmonitoring of HMIS operations and performance (§ 578.7(5)).

Review and approving a privacy plan, security plan, and data quality plan for the HMISand incorporate plans into the CoC's Governance Charter, and the policies andprocedures needed to implement these plans to ensure compliance with other HMIS-related requirements (§ 578.7(9)(vi)(b)(3)).

Ensuring consistent HMIS participation from recipients and subrecipients(§ 578.7(9)(vi)(b)(4)).

31


Page 10 of 16

Enforce measures of community data quality (§ 580.37).

Ensuring that the HMIS is administered and implemented in compliance with therequirements established by HUD ((§ 578.7(9)(vi)(b)(5)) .

Maintaining documentation evidencing compliance with this Governance Charter andfederal regulations governing HMIS through an annual monitoring plan (§ 578.103(1)(ii).

The Continuum must review, revise, and approve all policies and plans the HMIS Lead isrequired to develop as detailed in the HUD grant agreement and the CoC MOU(§ 580.7).

Establishing HMIS priorities to align with CoC strategic goals and initiatives (§ 578.7(6)),(§ 580.23.).

32


Page 11 of 16

RESPONSIBILITES OF THE HMIS LEAD AGENCY § 580.9

The HMIS Lead Agency is responsible for:

Ensuring the operation of and consistent participation by recipients of CoC program,Emergency Solutions Grant (ESG) funds, and any other federally funded programs thatstatutorily require recipients to enter data into the HMIS; including oversight of theHMIS and any necessary corrective action to ensure that the HMIS is compliant withfederal requirements (§ 580.31).

Annually reviewing and updating written HMIS policies and procedures that apply to theHMIS Lead Agency, the Contributing HMIS Organizations (CHOs), and the SanAntonio/Bexar County Continuum of Care in accordance with federal regulationsgoverning HMIS and implementing upon CoC Board Approval (§ 580.7).

Executing a written HMIS Participation Agreement with each Contributing HMISOrganization (CHO), which includes the obligations and authority of the HMIS LeadAgency and CHO, the sanctions for violating the HMIS Participation Agreement at theHMIS Lead and CoC level, and an agreement that the HMIS Lead Agency and the CHOwill process Protected Identifying Information (PII) consistent with the agreement(§ 580.31)*. CHOs between homeless and non-homeless projects that operate programsthat are not federally funded may also participate in the local HMIS and must follow allof the requirements set forth in this part (§ 580.1).

If an HMIS Lead also operates a project and contributes data to the HMIS, it will carryout these activities in addition to those listed under § 580.23(a).

Monitoring data quality and taking necessary actions to maintain input of high-qualitydata from CHOs including, but not limited to: timeliness, completeness, and accuracymeasures (§ 580.31(e)).

Serve as the applicant to HUD for CoC grant funds to be used for HMIS eligible activitiesfor the San Antonio/Bexar County Continuum of Care geographic area, as directed bythe San Antonio/Bexar County Continuum of Care and entering into agreements with

33


Page 12 of 16

HUD to carry out the HUD-approved HMIS activities. A detailed HMIS activities budget should be provided to the San Antonio/Bexar County Continuum of Care Board annually (§ 580.31).

Upon request from the Continuum of Care Board, provide recommendations relating toHMIS Participation (User) Fee schedules to CoC Board for approval.

The HMIS Lead must submit a security plan (§ 580.35), a data quality plan (§ 580.37),and a privacy policy (§ 580.31(g)) to the Continuum of Care for approval at leastannually. During this process, the HMIS Lead must seek and incorporate feedback fromthe Continuum of Care and CHOs (§ 580.9(f)).

The HMIS Lead that contracts with an HMIS vendor must, as part of its contract with anHMIS vendor, require the HMIS vendor and the software to comply with HMIS standardsissued by HUD and conduct a vendor monitoring and performance evaluation report tothe San Antonio / Bexar County Continuum of Care Board on a bimonthly basis andrecommendations for necessary actions (§ 580.31(g)(3)).

HMIS Leads and HMIS vendors are jointly responsible for ensuring compliance with thetechnical standards applicable to HMIS, as provided in this document and anysupplemental notices, and for addressing any identified system or operating deficienciespromptly. Grant funds must be used only for software that meets the requirementsspecified in 24 CFR § 580.33.

The HMIS Lead must, at least once annually, or upon request from HUD, submit to theSan Antonio / Bexar County Continuum of Care an unduplicated count of clients servedand an analysis of unduplicated counts, when requested by HUD (§ 580.31(C)).

Ensuring the timeliness, quality, and accuracy (based on the information available inHMIS) of the following reports to HUD or the San Antonio/Bexar County Continuum ofCare to meet HUD requirements include, but not limited to: (§ 580.9)

→ Sheltered Point-in-Time Count (PIT)→ Housing Inventory Count (HIC)→ Longitudinal System Analysis (LSA)

34


Page 13 of 16

→ Annual Performance Reports (APRs) for HMIS projects→ HUD System Performance Measures (Sys PM)→ Data requests generated by the San Antonio / Bexar County Continuum of Care

or Collaborative Applicant

Review and present data analysis, gaps analysis in relation to established CoC and HMISwork priorities and other data-related issues within the San Antonio/Bexar CountyContinuum of Care to CoC Board (§ 580.33).

Maintaining, updating, and ensuring compliance with local Coordinated Entry (CE)Requirements approved by the San Antonio/Bexar County Continuum of Care, inaccordance with HUD compliance and guidance. This is based on the strategy andprocess determined by the Collaborative Applicant.

Provide technical expertise and insight to the San Antonio / Bexar County Continuum ofCare Board on the effectiveness of, and areas for improvement of the local CoordinatedEntry (CE) and intake process.

In coordination with the San Antonio Continuum of Care Continuum of Care; collect andreview feedback from CHOs to identify training needs and areas for improvement asthey relate to data quality.

For all programs that are statutorily required to participate in the HMIS; ensure that allrequired data collection for the Project Descriptor Data Elements, Universal DataElements (UDEs), and the common Program Specific Data Elements are detailed in theirrespective program manuals are in the HMIS and are complying with HMIS DataStandards.

Provide regular reports on the data quality of all HMIS projects to the HMIS GovernanceCommittee and San Antonio/Bexar County Continuum of Care Board of Directors.

Implement recommendations from the HMIS Governance Committee and Continuum ofCare Board of Directors in a complete and timely manner for all projects participating inthe HMIS.

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RESPONSIBILITES OF THE HMIS GOVERNANCE COMMITTEE

The HMIS Committee is comprised of Participating Agencies from the San Antonio/Bexar County Continuum of Care Board, Collaborative Applicant, and the HMIS Lead Agency. Each entity represented shall have one vote*.

The Committee is responsible for:

Ensuring that activities related to HMIS growth and use are developed, reviewedregularly, and are in accordance with the San Antonio/Bexar County Continuum of Caregoals.

Identifying general milestones and priorities for the HMIS including training andexpanded system functionality.

Advising on and approving the privacy plan, security plan, and data quality plan for HMISas well as any other HMIS policies and procedures required by HUD, at least annually.

Recommending community level data quality benchmarks and standards.

Recommending policy and procedures for San Antonio/Bexar County HMIS relating tothe data, including software application, data elements to be collected, and intervals fordata gathering.

Reviewing CHO data quality reports for compliance with the data quality benchmarks.

Regularly reviewing data quality reports at community planning level for data entrycompletion, consistency with program model, and timeliness as compared to thecommunity data quality standards. Enforcing data quality policies when standards arenot met.

Managing and maintaining mechanisms for soliciting, collecting, and analyzing feedbackfrom end users (such as satisfaction surveys, questionnaires, or focus groups), programmanagers, agency executive directors, and homeless persons. Feedback includesimpressions of operational milestones and progress, system functionality, HMIS policies,and general HMIS operations.

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Ensuring that the HMIS is managed in accordance with San Antonio/Bexar CountyContinuum of Care policies, procedures, and goals through regular monitoring.

RESPONSIBILITIES OF THE CONTRIUTING HMIS ORGANIZATIONS (CHOS)

CHOs are responsible for:

Ensuring that HMIS data processing capabilities, including the collection, maintenance,use, disclosure, transmission, and destruction of data and the maintenance privacy,security, and confidentiality protections are in place for their individual programs andprojects. A CHO will include both an HMIS Agency Administrator and HMIS End Users.

Complying with federal and local regulations regarding HMIS as applicable.

Complying with San Antonio/Bexar County HMIS Policies and Procedures.

Ensuring end users are complying with the local data quality standards and benchmarks.

Complying with Federal, state, and local laws that require additional privacy orconfidentiality protections. When privacy or security standards conflict with otherfederal, state, and local laws to which the CHO must adhere, the CHO must contact theHMIS Lead and collaboratively update the applicable policies for the CHO to accuratelyreflect the additional protections.

Implementing procedures to ensure and monitor its compliance with applicableagreements and requirements, including enforcing sanctions for noncompliance.

Along with the HMIS Lead Agency, ensuring that HMIS processing capabilities remainconsistent with the privacy obligations of the CHO.

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IT IS MUTUALLY UNDERSTOOD AND AGREED BY AND BETWEEN THE PARTIES THAT:

All parties will demonstrate a commitment to work together and support each other to achieve stated project goals.

The San Antonio/Bexar County Continuum of Care agrees to provide representation to the HMIS Governance Committee, to ensure HMIS policy and practice that is both consistent with federal and state requirements, and with the local needs of the San Antonio/Bexar County Continuum of Care.

The HMIS Lead Agency and Participating Agencies agree to respond to recommendations by the San Antonio/Bexar County Continuum of Care as provided to them through the HMIS Governance Committee.

The Governance Charter will be renewed on an annual basis to confirm that the Governance Charter continues to be relevant and in compliance with HUD requirements*.

This Governance Charter shall be effective upon ratification by the South Alamo Regional Alliance for the Homeless (SARAH) Board of Directors.

This HMIS Governance Charter was ratified by the South Alamo Regional Alliance for the Homeless on _______________.

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HMIS Strategies

This document establishes the strategies for the direction of HMIS between August 2018-December 2019. The current strategies identified were developed as a result of the report developed by ICF through the Technical Assistance process. The document was created through joint input and review by the CoC Board Chair, Haven for Hope staff, SARAH staff, and ICF. The following reflects the collective feedback developed in July and August 2018.

Upon approval by the CoC Board of Directors, the HMIS Lead agency will work with the CoC board, HMIS governance committee, SARAH, and ICF to identify the intended outcomes and assign roles and responsibilities for each strategy. The roles will be designated to the following parties, as appropriate: CoC Board, HMIS Lead (Haven for Hope), Collaborative Applicant (SARAH), HMIS Vendor (Case Worthy), or Contributing HMIS Organization.

Strategy Purpose Timeline Outcome Lead Team Stabilize HMIS platform to reduce system inefficiency and reporting errors

• Continue efforts with data consultant toimprove data quality and improveplatform performance

• Develop processes to consistentlydocument system requirements andcustomizations

August- February

2019

Develop processes to prioritize data requests

• Evaluate current prioritization practicesand processes

• Implement project managementpractices to create prioritization andtimeline for communication andcompletion

• Develop timelines to anticipate datarequests according to contractualobligations from funding organizations

• Monitor and track completion towardsproject milestones and tasks

August-September

2018

39

• Develop communication practices withorganizational users

• Establish process for on-going HUDupdates

Streamline communication strategy and practices

• SARAH Board• SARAH Staff• Membership Council• HMIS Governance Committee• CoC Agency Grantees• HMIS Organization Users

August-September

2018

Hire a consulting firm specializing in HMIS and HUD regulatory requirements

• Coordinate with HMIS staff to developHUD reporting compliance plan

• Establish data quality standards andmonitoring practices

• Evaluate current staffing structure, staffcapacity, and skill gaps to ensuresufficient coverage for HMIS priorities

• Train staff on HUD compliance policies• Assess Vendor performance and

determine on-going monitoringpractices

• Identify technology solutions to facilitateexternal access to live data andreporting (ie. Simtech, Exago)

August-December

2018

Determine structure for Coordinated Entry implementation

• Identify stakeholders for CoordinatedEntry

• Determine processes forimplementation and key deadlines

• Define roles and responsibilities

August-September

2018

40

HUD Reporting Requirement: LSA Report (Replacing AHAR)

• Integrate system updates to supporttransition from AHAR Report to newLSA Report

• Determine planning process and nextsteps to ensure streamlined transition

• Anticipated Caseworthy update:October 2018

• Submission deadline: December 2018

August-December

2018

Evaluate data quality on organizational users

• Develop reports to monitor data quality• Identify inconsistencies in critical reports• Develop process to address data entry

errors and training process to correctcurrent data and reports

• Provide job aids to direct staffresponsible for data entry to maintainconsistent use of system

• Train organizations on reviewing dataquality internally

• Monitor data quality consistently toimprove reporting accuracy

• Determine processes for addressing lowperformance and data quality, includinga summary report

• Determine roles and responsibilities

August-December

2018

Create uniform vision for HMIS

• Facilitate a Strategic Planning Sessionwith key stakeholders from Haven forHope, the SARAH Board of Directors,and select community representatives todetermine future for HMIS

September-December

2018

41

• Establish roles and responsibilities forthe HMIS Lead with the CoC Board,HMIS Governance Committee, and theCollaborative Applicant

Research and identify high-performing HMIS Lead agencies

• Contact HMIS Lead agencies across thecountry to learn best practices, staffstructure, and data practices.

• Attend the NHSDC conference inPortland, OR on October 17-18

September-February

2019

PIT Count Data Updates

• Review updated system regulations• Update HMIS to properly track data

points with new information

October-January 2019

Conduct an assessment of the current HMIS data usage

• Identify function of HMIS within eachuser organization

• Determine purpose for data entry• Determine individual data priorities• Evaluate effectiveness of data usage for

organization and broader collectiveimpact

• Evaluate security practices and policieswithin each organization

• Determine improvements in data entrypractices

January-May 2019

Revise the existing HMIS Governance Committee

• Establish monitoring and oversight forthe HMIS Lead and participatingorganizations.

• Develop plan to monitor HMISparticipating agencies

• Clarify roles, responsibilities, andinteractions between the CoC Board,

January 2019

42

HMIS Lead, Collaborative Applicant, and Contributing HMIS Organizations

• Review the current membership anddetermine if additional representation isneeded

Evaluate design of current HMIS technical capacity and system architecture

• Align system functions to maximizeHUD requirements and create capacityfor continuous improvements andupgrades for changes in HUD reporting

• Expand system functions to enhanceuser experience and efficient data usagefor direct service staff

• Increase reporting and data analysiscapacity for program managers andorganizational leadership to make datainformed decisions to improve servicedelivery outcomes

• Improve service delivery and outcomesfor persons experiencing homelessnessacross organizations and industriesintersecting consumer needs

January-May 2019

Build a data warehouse

• Streamlines data access and retrieval• Enhances user functionality to access

data, as needed

May-December

2019 Develop research priorities and outline data needs

• Identify research opportunities anddetermine system priorities

• Develop research framework and datarequirements

May-December

2019

43

Conduct focus groups to determine priorities for system enhancements

• Facilitate focus groups and individualinterviews with key stakeholders toidentify areas to improve functionality ofcurrent system

• Determine priorities for HMIS expansionand associated costs

• Evaluate design based on userexperience

May-December

2019

Develop job aids to provide step-by-step guidance for data entry, monitoring, and accuracy

• Utilize to train staff• Circulated to all users to reduce data

entry errors• Ensure continuity in data practices,

despite agency turnover• Provide individualized technical

assistance to achieve maximum benefitof data

• Utilize date to improve agency’s abilityto effectively communicate their impacton people’s lives to increase revenue,thus increasing organizational capacityto either broaden service capacity orincrease depth of service

June-September

2019

Conduct 12-month evaluation of progress

• Review customer satisfaction• Assess accuracy of report submission

and planning• Determine process improvement steps

to accommodate user needs• Establish work plan for next 12 months

based on user feedback and systemneeds

June-July 2019

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Outcomes for Individual Organizations and Users Current Benchmarks (Pending Development)

Reduce data entry errors Improve staff competency in data entry Improve understanding on the importance of maintaining data quality and integrity Improve capacity to develop accurate and timely HUD reports Improve collective capacity to increase funding from HUD and local partners

• Community• Individual organizations

Increase capacity to make data informed decisions Improve service delivery outcomes and impact

Outcomes for System Coordination and Integration Current Benchmarks (Pending Development)

Improve service integration beyond collaboration to remove client barriers across industries and systems • Criminal Justice• Mental Health• Homeless Services• Housing Providers• Employer Partners• Legal Services• Other Service Barriers

Shared vision across the community oriented towards reducing the impact of homelessness on individuals and families Inform policy leaders on needed changes to further remove broader regulatory barriers: Local, State, Federal Use data to inform research to develop evidence-based practices in homeless services system capacity Further strengthen system built in San Antonio that developed capacity to shift persons out incarceration and long-term institutionalization in mental health facilities to homeless services to improve housing outcomes and quality of life

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Homeless Management Information System

(HMIS) Governance Charter

To be Reviewed, Approved, & Adopted by the Continuum of Care Board of Directors

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October 11, 2018

CONTENTS

Continuum of Care Participation ........................................................................... 3

HMIS Terms and Concepts § 580.3 .......................................................................... 3

HMIS Description and Purpose ............................................................................. 5

Federal Programs Required to Use HMIS ............................................................ 7

HMIS Administration ............................................................................................. 9

Responsibilites for the TX-500 Continuum of Care Board § 580.7 ........................... 9

Responsibilites of the HMIS Lead Agency § 580.9 ................................................. 11

Responsibilites of the HMIS Governance Committee ........................................ 15

Responsibilities of the Contriuting HMIS Organizations (CHOs) ........................ 16

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CONTINUUM OF CARE PARTICIPATION

With enactment of the HEARTH Act in 2009, HMIS participation became a statutory requirement for recipients and subrecipients of Continuum of Care (CoC) Program and Emergency Solutions Grant (ESG) funds. The CoC Program interim rule clarifies the CoC’s responsibilities related to HMIS and specifies HMIS as an eligible cost at the community and project level.

HMIS TERMS AND CONCEPTS § 580.3

→ Continuum of Care (CoC) is used multiple ways: Continuum of Care and Continuum means the group organized to carry out the

responsibilities required under the CoC Program Interim Rule (24 CFR Part 578)and comprises representatives of organizations, including nonprofit homelessproviders, victim service providers, faith-based organizations, governments,businesses, advocates, public housing agencies, school districts, social serviceproviders, mental health agencies, hospitals, universities, affordable housingdevelopers, and law enforcement, and organizations that serve homeless andformerly homeless persons to the extent that these groups are representedwithin the geographic area and are available to participate.

CoC Program refers to the federal funding source which provides housing and/orservice grant dollars.

Continuum Project refers to a distinct unit of an organization, which may or maynot be funded by HUD or the federal partners, that provides services and/orlodging for the homeless and is identified by the Continuum as part of its servicesystem. [Note: a project funded by the HUD’s CoC Program may be referred tothen as a “CoC Program-funded continuum project”.]

→ Homeless Management Information System (HMIS):The information system designated by Continuums of Care to comply with therequirements of this part and used to record, analyze, and transmit client and activitydata in regard to the provision of shelter, housing, and services to individuals andfamilies who are homeless or at risk of homelessness.

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→ HMIS User: Individual who uses or enters data in an HMIS or a comparable database approved by the CoC.

→ HMIS Lead: The entity designated by the Continuum of Care in accordance with the HMIS Proposed Rule 2 (24 CFR Part 580) to operate the Continuum’s HMIS on the Continuum’s behalf.

→ HMIS System Administrator: The individual(s) whose job it is to manage the HMIS implementation at the local level: enrolling programs and managing appropriate use, supporting users through connection to, or direct provision of, user training, and overseeing system setup.

→ HMIS Vendor: The contractor who provides materials or services for the operation of an HMIS. An HMIS vendor includes an HMIS software provider, web server host, data warehouse provider, as well as a provider of other information technology or support.

→ Project versus Program: Across the federal agencies the terms project and program are used differently. In this document, and for the purposes of data collection in HMIS, a program refers to the federal funding source (e.g., HUD CoC, HHS PATH, VA SSVF, etc.) whereas project refers to a distinct unit of an organization as set up in the HMIS.

→ Contributing HMIS Organizations (CHOs): A Contributing HMIS Organization (or CHO) is any organization, regardless of funding type, that operates a project that contributes data to an HMIS.

→ Participation fee A fee the HMIS Lead charges CHOs for participating in the HMIS to cover the HMIS Lead’s actual expenditures, without profit to the HMIS Lead, for software licenses, software annual support, training, data entry, data analysis, reporting, hardware, connectivity, and administering the HMIS.

→ Data Recipient A person who obtains personally identifying information from an HMIS Lead or from a CHO for research or other purposes not directly related to the operation of the HMIS, Continuum of Care, HMIS Lead, or CHO.

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HMIS DESCRIPTION AND PURPOSE

The term Homeless Management Information System (HMIS) refers to the information system designated by CoCs to comply with the requirements of 24 CFR part 578.7 and used to record, analyze, and transmit client and activity data in regard to the provision of shelter, housing, and services to individuals and families who are homeless or at risk of homelessness (24 CFR part 580.3).

The CoC Program interim rule specifies that the CoC Board is responsible for selecting an HMIS software vendor, designating an eligible applicant to serve as the HMIS lead and manage the system, providing oversight for key HMIS policies, working with the HMIS lead to ensure consistent provider participation, and ensure the quality of HMIS data. The CoC Board is also responsible, in consultation with the collaborative applicant and the HMIS Lead, to develop, follow, and update annually a governance charter. Once the CoC achieves high participation rates among projects that serve persons experiencing homelessness, then the CoC can use the data in HMIS to support its planning and operational responsibilities.

An HMIS can be used to:

Produce an unduplicated count of persons experiencing homelessness for each CoC Describe the extent and nature of homelessness locally, regionally, and nationally Identify patterns of service use Measure program effectiveness Support the coordination of homeless services through Coordinated Entry

With respect to scope, the CoC Program Interim Rule clarifies that all recipients of financial assistance under the Continuum of Care program, the Emergency Solutions Grant program, the Rural Housing Stability Assistance (RHS) program, as well as HUD programs previously funded under the McKinney-Vento Act (the Supportive Housing Program, the Shelter Plus Care program, and the Section 8 Single Room Occupancy Moderate Rehabilitation program) are required to use HMIS to collect client-level data on persons served. Homeless and non-homeless projects not funded under the McKinney-Vento Act may participate in the local HMIS, and must follow HMIS regulations, security, and data entry standards (§ 580.1).

HUD expects CoCs to use HMIS data to track their progress in meeting CoC and project-specific performance goals, to support community-wide planning, and to identify how best to direct

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resources to prevent and end homelessness (§ 578.39). CoCs need high- quality HMIS data and participation to complete the homelessness components of the Consolidated Plan and to meet HUD reporting requirements.

Required HUD Reports:

Annual Performance Report (APR) HUD System Performance Measures

(Sys PM)

Longitudinal System Analysis (LSA) Housing Inventory Count (HIC) Point in Time Count (PIT)

Finally, HMIS data is essential to for the CoC to meet the minimum standards necessary to receive a high-performing community (HPC) designation from HUD (§ 578.65).

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FEDERAL PROGRAMS REQUIRED TO USE HMIS

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Source: HMIS Data Standards Manual Version 1.3 – “HMIS Data Standard Documents” page 3.

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HMIS ADMINISTRATION

This section of the proposed rule identifies the responsibilities of the Continuum of Care, and the HMIS Lead (§ 580 subpart B).

RESPONSIBILITES FOR THE TX-500 CONTINUUM OF CARE BOARD § 580.7

This section provides that the Continuum of Care must:

Annually designate a single information system as the official HMIS software for the geographic area as designated by the Continuum of Care Board. The software must comply with the requirements of this part. (§ 580.7)*. *Vendor funding allocations, annual designation, transition process (in the event an alternate vendor is designated), Cost /

Benefit analysis and other evaluation tools, and RFP process will be determined at a later date.

Annually designate a HMIS Lead to operate HMIS for the geographic area and approving the HMIS grant application for submission through the Annual NOFA process (§ 578.7(9)(vi)(b)(2)) *. *A transition process in the event that there is a change in the HMIS Lead designation will be determined at a later date.

Develop a governance charter, which at a minimum includes: a requirement that the HMIS Lead enter into written HMIS Participation Agreements with each CHO requiring the CHO to comply with this part and imposing sanctions for failure to comply; participation fee charged by the HMIS; and such additional requirements as may be issued by HUD notice from time to time (§ 580.7(3)) .

Annually approve an HMIS/CoC Memorandum of Understanding (MOU) that will serve as the implementation framework for this governance charter and includes a detailed

monitoring of HMIS operations and performance (§ 578.7(5)).

Review and approving a privacy plan, security plan, and data quality plan for the HMIS and incorporate plans into the CoC's Governance Charter, and the policies and procedures needed to implement these plans to ensure compliance with other HMIS-related requirements (§ 578.7(9)(vi)(b)(3)).

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Ensuring consistent HMIS participation from recipients and subrecipients (§ 578.7(9)(vi)(b)(4))*. *Definitions for “consistent HMIS participation”, monitoring and enforcement plans will be determined at a later date.

Enforce measures of community data quality (§ 580.37) *. *Standards in current HMIS Data Quality Plan in effect but need to be reviewed and updated.

Ensuring that the HMIS is administered and implemented in compliance with the requirements established by HUD ((§ 578.7(9)(vi)(b)(5)) *. *A monitoring and evaluation plan of the HMIS will be determined at a later date.

Maintaining documentation evidencing compliance with this Governance Charter and federal regulations governing HMIS through an annual monitoring plan (§ 578.103(1)(ii)*. *A monitoring and evaluation plan of the HMIS will be determined at a later date.

The Continuum must review, revise, and approve all policies and plans the HMIS Lead is required to develop as detailed in the HUD grant agreement and the CoC MOU (§ 580.7).

Establishing HMIS priorities to align with CoC strategic goals and initiatives (§ 578.7(6)), (§ 580.23.) *. *A plan for how the CoC determines and communicates HMIS workload priorities will be determined at a later date.

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RESPONSIBILITES OF THE HMIS LEAD AGENCY § 580.9

The HMIS Lead Agency is responsible for:

Ensuring the operation of and consistent participation by recipients of CoC program, Emergency Solutions Grant (ESG) funds, and any other federally funded programs that statutorily require recipients to enter data into the HMIS; including oversight of the HMIS and any necessary corrective action to ensure that the HMIS is compliant with federal requirements (§ 580.31).

Annually reviewing and updating written HMIS policies and procedures that apply to the HMIS Lead Agency, the Contributing HMIS Organizations (CHOs), and the San Antonio/Bexar County Continuum of Care in accordance with federal regulations governing HMIS and implementing upon CoC Board Approval (§ 580.7) *. *A plan for how the CoC reviews / approves HMIS p&ps and implementation timelines will be determined at a later date.

Executing a written HMIS Participation Agreement with each Contributing HMIS Organization (CHO), which includes the obligations and authority of the HMIS Lead Agency and CHO, the sanctions for violating the HMIS Participation Agreement at the HMIS Lead and CoC level, and an agreement that the HMIS Lead Agency and the CHO will process Protected Identifying Information (PII) consistent with the agreement (§ 580.31)*. CHOs between homeless and non-homeless projects that operate programs that are not federally funded may also participate in the local HMIS and must follow all of the requirements set forth in this part (§ 580.1)*. *Basic monitoring and compliance specifications are currently included in the CoC Policies and Procedures, but a more detailed

enforcement plan and CHOs requirements scope will be determined at a later date.

If an HMIS Lead also operates a project and contributes data to the HMIS, it will carry

out these activities in addition to those listed under § 580.23(a).

Monitoring data quality and taking necessary actions to maintain input of high-quality data from CHOs including, but not limited to: timeliness, completeness, and accuracy measures (§ 580.31(e)) *.

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*A Data Quality Plan for how the HMIS monitors and enforces data quality requirements for CHOs, imposing sanctions for

violating HMIS Participation Agreements, and when / how the CoC Board support the HMIS in enforcement of a data quality plan

exists but needs to be updated.

Serve as the applicant to HUD for CoC grant funds to be used for HMIS eligible activities for the San Antonio/Bexar County Continuum of Care geographic area, as directed by the San Antonio/Bexar County Continuum of Care and entering into agreements with HUD to carry out the HUD-approved HMIS activities. A detailed HMIS activities budget should be provided to the San Antonio/Bexar County Continuum of Care Board annually (§ 580.31)*. *A CoC Board approved grant budget template and timelines will be determined at a later date.

Upon request from the Continuum of Care Board, provide recommendations relating to HMIS Participation (User) Fee schedules to CoC Board for approval*. *A recommendation process will be determined at a later date. In the event that an HMIS Participation (User) Fee is approved by

the CoC Board – the HMIS Lead is responsible for charging CHOs for participating in the HMIS that is established by the CoC Board

and documented in this governance charter.

The HMIS Lead must submit a security plan (§ 580.35), a data quality plan (§ 580.37), and a privacy policy (§ 580.31(g)) to the Continuum of Care for approval at least annually. During this process, the HMIS Lead must seek and incorporate feedback from the Continuum of Care and CHOs (§ 580.9(f)) *. *A plan for how the HMIS Lead solicits CHOs feedback, incorporates edits, and final submission / implementation timelines will be

determined at a later date. At a minimum, the privacy policy must include data collection limitations; purpose and use limitations;

allowable uses and disclosures; openness description; access and correction standards; accountability standards; protections for

victims of domestic violence, dating violence, sexual assault, and stalking; and such additional information and standards as may

be established by HUD in notice (§ 580.31).

The HMIS Lead that contracts with an HMIS vendor must, as part of its contract with an HMIS vendor, require the HMIS vendor and the software to comply with HMIS standards issued by HUD and conduct a vendor monitoring and performance evaluation report to the San Antonio / Bexar County Continuum of Care Board on a bimonthly basis and recommendations for necessary actions (§ 580.31(g)(3))*. *A plan for how the HMIS Lead monitors an evaluates the HMIS vendor and implementation timelines will be determined at a

later date.

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HMIS Leads and HMIS vendors are jointly responsible for ensuring compliance with the technical standards applicable to HMIS, as provided in this document and any supplemental notices, and for addressing any identified system or operating deficiencies promptly. Grant funds must be used only for software that meets the requirements specified in 24 CFR § 580.33.

The HMIS Lead must, at least once annually, or upon request from HUD, submit to the

San Antonio / Bexar County Continuum of Care an unduplicated count of clients served and an analysis of unduplicated counts, when requested by HUD (§ 580.31(C))*. *Formal timelines and analysis scope will be determined at a later date.

Ensuring the timeliness, quality, and accuracy (based on the information available in HMIS) of the following reports to HUD or the San Antonio/Bexar County Continuum of Care to meet HUD requirements include, but not limited to: (§ 580.9)

→ Sheltered Point-in-Time Count (PIT) → Housing Inventory Count (HIC) → Longitudinal System Analysis (LSA) → Annual Performance Reports (APRs) for HMIS projects → HUD System Performance Measures (Sys PM) → Data requests generated by the San Antonio / Bexar County Continuum of Care

or Collaborative Applicant

Review and present data analysis, gaps analysis in relation to established CoC and HMIS work priorities and other data-related issues within the San Antonio/Bexar County Continuum of Care to CoC Board (§ 580.33) *. *Formal timelines, analysis plans, and analysis scope will be determined at a later date.

Maintaining, updating, and ensuring compliance with local Coordinated Entry (CE) Requirements approved by the San Antonio/Bexar County Continuum of Care, in accordance with HUD compliance and guidance. This is based on the strategy and process determined by the Collaborative Applicant. *Additional information on timeframe to be determined at a later date or based on HUD implementation schedules.

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Provide technical expertise and insight to the San Antonio / Bexar County Continuum of Care Board on the effectiveness of, and areas for improvement of the local Coordinated Entry (CE) and intake process.

In coordination with the San Antonio Continuum of Care Continuum of Care; collect and review feedback from CHOs to identify training needs and areas for improvement as they relate to data quality.

For all programs that are statutorily required to participate in the HMIS; ensure that all required data collection for the Project Descriptor Data Elements, Universal Data Elements (UDEs), and the common Program Specific Data Elements are detailed in their respective program manuals are in the HMIS and are complying with HMIS Data Standards*. *See HMIS Data Standards Manual Version 1.3 – “HMIS Data Standard Documents” page 3.

Provide regular reports on the data quality of all HMIS projects to the HMIS Governance Committee and San Antonio/Bexar County Continuum of Care Board of Directors*. *Basic monitoring and compliance specifications are currently included in the CoC Policies and Procedures, but a more detailed

reporting scope and timelines will be determined at a later date.

Implement recommendations from the HMIS Governance Committee and Continuum of Care Board of Directors in a complete and timely manner for all projects participating in the HMIS*. *HMIS Governance Committee bylaws still pending approval

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RESPONSIBILITES OF THE HMIS GOVERNANCE COMMITTEE

The HMIS Committee is comprised of Participating Agencies from the San Antonio/Bexar County Continuum of Care Board, Collaborative Applicant, and the HMIS Lead Agency. Each entity represented shall have one vote*.

*Further details about voting, priority selection process and timelines will be determined at a later date.

The Committee is responsible for:

Ensuring that activities related to HMIS growth and use are developed, reviewed regularly, and are in accordance with the San Antonio/Bexar County Continuum of Care goals*.

*Additional clarity on how these goals are established, implemented, and relate to HMIS will be determined at a later date.

Identifying general milestones and priorities for the HMIS including training and expanded system functionality*. *The budget impact of such priorities needs to be included in the consideration of expanded functionality and provided to the CoC

board for review and approval. This includes a process for identifying funds and the strategies for obtaining additional funding.

Advising on and approving the privacy plan, security plan, and data quality plan for HMIS as well as any other HMIS policies and procedures required by HUD, at least annually*. *Formal timelines, analysis plans, and analysis scope will be determined at a later date.

Recommending community level data quality benchmarks and standards.

Recommending policy and procedures for San Antonio/Bexar County HMIS relating to the data, including software application, data elements to be collected, and intervals for data gathering*. *Additional considerations related to recommendations include prioritizing existing projects and the available staff capacity to

implement such recommendations. Also including a timeline for implementation on how to inform and train CHO’s on the new

policies or revisions to existing policies.

Reviewing CHO data quality reports for compliance with the data quality benchmarks.

Regularly reviewing data quality reports at community planning level for data entry completion, consistency with program model, and timeliness as compared to the

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community data quality standards. Enforcing data quality policies when standards are not met*.

* Current Data Quality Plan needs to be updated

Managing and maintaining mechanisms for soliciting, collecting, and analyzing feedback from end users (such as satisfaction surveys, questionnaires, or focus groups), program managers, agency executive directors, and homeless persons. Feedback includes impressions of operational milestones and progress, system functionality, HMIS policies, and general HMIS operations*.

Ensuring that the HMIS is managed in accordance with San Antonio/Bexar County Continuum of Care policies, procedures, and goals through regular monitoring.

RESPONSIBILITIES OF THE CONTRIUTING HMIS ORGANIZATIONS (CHOS)

CHOs are responsible for:

Ensuring that HMIS data processing capabilities, including the collection, maintenance, use, disclosure, transmission, and destruction of data and the maintenance privacy, security, and confidentiality protections are in place for their individual programs and projects. A CHO will include both an HMIS Agency Administrator and HMIS End Users.

Complying with federal and local regulations regarding HMIS as applicable.

Complying with San Antonio/Bexar County HMIS Policies and Procedures.

Ensuring end users are complying with the local data quality standards and benchmarks.

Complying with Federal, state, and local laws that require additional privacy or confidentiality protections. When privacy or security standards conflict with other federal, state, and local laws to which the CHO must adhere, the CHO must contact the HMIS Lead and collaboratively update the applicable policies for the CHO to accurately reflect the additional protections.

*Additional consideration and clarity needed to determine if a particular feature is available or if a customization is needed. In

addition, determining how the customization will be paid, prioritized, and the timeline for implementation.

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Implementing procedures to ensure and monitor its compliance with applicable agreements and requirements, including enforcing sanctions for noncompliance*. *Guidance on how sanctions for noncompliance can be implemented will be determined at a later date.

Along with the HMIS Lead Agency, ensuring that HMIS processing capabilities remain consistent with the privacy obligations of the CHO.

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IT IS MUTUALLY UNDERSTOOD AND AGREED BY AND BETWEEN THE PARTIES THAT:

All parties will demonstrate a commitment to work together and support each other to achieve stated project goals.

The San Antonio/Bexar County Continuum of Care agrees to provide representation to the HMIS Governance Committee, to ensure HMIS policy and practice that is both consistent with federal and state requirements, and with the local needs of the San Antonio/Bexar County Continuum of Care.

The HMIS Lead Agency and Participating Agencies agree* to respond to recommendations by the San Antonio/Bexar County Continuum of Care as provided to them through the HMIS Governance Committee.

*Need to clarify the term “agree to respond.” Based on the type of recommendation provided, some decisions will have budget impacts,

require changes to policy and/or strategy at an individual organization level that is outside the scope of the HMIS Lead Agency.

The Governance Charter will be renewed on an annual basis to confirm that the Governance Charter continues to be relevant and in compliance with HUD requirements*.

*Need to include a timeline for renewal and the process for incorporating feedback for various stakeholders.

This Governance Charter shall be effective upon ratification by the South Alamo Regional Alliance for the Homeless (SARAH) Board of Directors.

This HMIS Governance Charter was ratified by the South Alamo Regional Alliance for the Homeless on _______________.

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