The completed proposal that I drafted and submitted to MSHDA. COTS was awarded $1 million to provide Tenant Based Rental Assistance (TBRA) to approximately 50 homeless families. The size of this particular TBRA award was the only one awarded in the state of Michigan.

3. B. Inventory Chart
Please see Attachment 1 for an inventory of shelter beds, transitional, and supportive housing
units available for families with children in the cities of Detroit, Hamtramck, and Highland Park.
V. Alignment with and support of the local 10-Year Plan to End Homelessness
Briefly describe how these initiatives will support the implementation of your community’s
10-Year Plan to End Homelessness.
“Moving Forward Together: A 10 Year Plan to End Homeless in Detroit, Hamtramck, and
Highland Park, Michigan” identifies five key goals, each with corresponding objectives and
strategies, to end homelessness in our community. Several of these goals and objectives will be
addressed by homeless families with children initiative. These include:
Goal 1: Housing
Provide safe, affordable, supportive, and long-term housing solutions for people who are
homeless or at-risk of becoming homeless.
Objectives:
• Adopt and integrate the Housing First model of service delivery throughout the Continuum
of Care.
• Increase supply of and access to permanent supportive housing and transitional housing for
those who…have other special needs.
• Increase supply of and access to quality affordable housing targeted to families who are
homeless or at risk of becoming homeless.
• Expand the integration of supportive services with affordable housing.
• Increase availability and use of targeted Housing Choice Vouchers or other rental subsidies
for homeless individuals and/or families.
The homeless families initiative will increase access to permanent, affordable housing through
the use of TBRA for homeless families with children. This initiative relies on a model of
Housing First, and integrates supportive services throughout the program. These supportive
services will be an important factor in assisting families in their move from homelessness to
residential stability.
Goal 2: Prevention
Prevent homelessness by strengthening and expanding resources and services that allow people
to remain in their own homes or to quickly access housing then faced with a housing crisis.
Objective:
• Expand job readiness and training, transportation to jobs, and job placement programs
targeted to those who are homeless or at-risk of becoming homeless – especially people with
a felony background or other situation that limits their ability to secure and maintain
employment.
3

4. Education, job training, and job placement services will be key components of the supportive
services that will be integrated throughout the homeless families with children initiative. It is
anticipated that many of the adults served by this program will need educational services, such as
attaining a GED or other job training. Families will receive assistance in finding and maintaining
employment. The initiative will also work to ensure that the children in the families are enrolled
in school and receiving supports necessary for that child to do well in school.
Goal 3: Supportive Services
Strengthen the infrastructure of supportive services and community resources for people who are
homeless to assist them with accessing housing and maintaining residential stability.
Objectives:
• Improve access to health, mental health, and substance abuse treatment options for those who
are homeless.
• Improve access to and use of mainstream resources and other community resources.
The homeless families served through this program will be provided with supportive services,
which will include health, mental health, and substance abuse services. The people served
through these initiatives will also work with staff members who will assist them with applying
for mainstream resources, as needed, to ensure these families are receiving all the resources
available to them.
Goal 4: Collaboration
Create and sustain effective collaborations at all levels to generate greater impact on ending
homelessness.
Objectives:
• Ensure local planning efforts are coordinated among local service providers and at the
county, state, and federal levels.
• Enhance quality and availability of data for planning and responding to the needs of the
homeless by maximizing the implementation of the local Homeless Management Information
Systems (HMIS).
This initiative program will increase collaboration with various service providers within the city
of Detroit to increase the availability of housing and supportive services for homeless families
with children, as outlined in the MOU included with Addendum D.
The project lead agency –COTS – will enter client data into HMIS, and produce reports as
needed.
VI. Interagency Service Team (IST)
See Attachment 2
VII. Community Outcomes
A. Briefly describe the rationale for selecting the initiatives you have identified.
4

5. Recognizing that a need exists in the community for services to homeless families with children,
HAND invited its member organizations to apply to be considered as a lead agency for this
initiative through a competitive process. After announcing this opportunity at the October
monthly membership meeting and through an email to all member organizations, organizations
submitted a concept paper outlining how it would serve the targeted population. Several
organizations applied to be considered as the lead agency for the homeless families initiative.
The HAND Project Review committee reviewed and scored these concept papers, and made a
decision based upon which organization demonstrated a clear understanding of the population to
be served, eligible uses of the funding available, and demonstration of an ability to implement
and manage the proposed project.
B. Data collection requirement
The Homeless Action Network of Detroit will participate in all of the required data gathering and
reporting. The project lead agency for the homeless families initiative, COTS, will submit
required reports to MSHDA.
5

6. Michigan's Campaign to End Homelessness Housing Initiatives
General Community Application
Addendum D: Families with Children
Attachment 1
Description of Local Need
Shelter Number of Target Population
Beds/Units
Cass Community Social Services (Ryan White Shelter) 8 Mixed Populations with HIV
Cass Community Social Services (Rotating Shelter) 75 Mixed Populations
(seasonal beds)
Cass Community Social Services (Warming Center) 75 Mixed Populations
(seasonal beds)
COTS (Shelter) 280 Mixed Populations
Councilwoman Sharon McPhail "One Night" Initiative 135 Mixed Populations
(overflow or hotel
vouchers)
Detroit Rescue Mission Ministries (Genesis House III) 45 Mixed Populations
Family Tree 7 Mixed Populations
Freedom House (New American) 14 Mixed Populations
Metro Emergency Services (Doorstep West) 320 Families with Children
New Life Home 30 Single Females (18 and older)
Operation Get Down (Operation Get Down) 130 Mixed Populations
Simon House (Burgess) 16 Mixed Populations with HIV
TC Simmons Ministry 50 Families with Children
The Salvation Army Booth (Shelter) 116 Mixed Populations
Woman's Justice Center (My Sister's Place) 20 Single Women (18 and older) and Domestic
Violence
Attachment 1: Local Need Form, Families with Children Addendum

7. YWCA (Interim House) 67 Young Females (may be under 18) and Domestic
Violence
Transitional Housing Number of Target Population
Beds/Units
Cass Community Social Services (Mom's Place) 18 Families with Children
Cass Community Social Services (Mom's Place II) 24 Single Females (18 and older)
COTS (WGB) 21 Families with Children
COTS (Peggy's Place) 53 Mixed Populations
Detroit Rescue Mission Ministries (Genesis House I) 16 Families with Children
Detroit Rescue Mission Ministries (Genesis House II) 62 Mixed Populations
Detroit Rescue Mission Ministries (Samaritan Project) 25 Mixed Populations
Federation of Youth Services 25 Young Females (may be under 18)
Freedom House (Freedom House and Scattered Site) 53 Mixed Populations
Heartline (Lutheran Social Services) 34 Single Females (18 and older)
Lulla Belle Stewart (MAI House I) 20 Families with Children
Lulla Belle Stewart (MAI House II) 32 Families with Children
New Life Home for Recovering Women (Transitions I) 7 Single Females (18 and older)
New Life Home for Recovering Women (Transitions II) 8 Single Females (18 and older)
Positive Images (Transitional Housing) 56 Mixed Populations
Traveler's Aid Society (Shop II) 28 Mixed Populations
Women's Justice Center (My Sister's Place) 60 Families with Children and Domestic Violence
Permanent Supportive Housing Number of Target Population
Beds/Units
Agape Refuge (Lazarus) 50 Mixed Populations
COTS (Shelter + Care State) 119 Mixed Populations
COTS (Bursmeyer Manor) 54 Mixed Populations
COTS (Omega) 31 Mixed Populations
COTS (Heritage Park) 51 Families with Children
Attachment 1: Local Need Form, Families with Children Addendum

8. COTS (West Village) 72 Families with Children
Detroit East Community Mental Health (PSH) 42 Mixed Populations
Detroit East Community Mental Health (Shelter + Care 38 Mixed Populations
County)
Detroit East Community Mental Health (Shelter + Care State) 37 Mixed Populations
Development Centers (Shelter + Care State) 48 Mixed Populations
Detroit Rescue Mission Ministries (My Own Place) 12 Mixed Populations
New Beginnings (BETTIN) 50 Mixed Populations
Simon House (Hubbel Manor) 20 Mixed Populations and HIV
Southwest Counseling Solutions (Shelter + Care State) 81 Mixed Populations
Southwest Housing Solutions/Southwest Counseling Solutions 38 Mixed Populations
(SW Partners S+C)
Southwest Housing Solutions/Southwest Counseling Solutions 37 Mixed Populations
(Springwells)
Traveler's Aid Society (Infinity) 120 Families with Children
Traveler's Aid Society (BEIT) 85 Mixed Populations
Traveler's Aid Society (Shelter + Care State) 52 Mixed Populations
Attachment 1: Local Need Form, Families with Children Addendum

9. Michigan's Campaign to End Homelessness Housing Initiatives
General Community Application
Attachment 2
Interagency Service Team (IST): Detroit
Agency Representative Address Email Phone Role on IST (i.e. Target
(Last name, first chairperson, Population
name) member, etc.) Served
Southwest Counseling Solutions Tardella, Joseph 1700 Waterman, Detroit, jtardella@swsol.org (313) 841-1598 Chairperson Chronically
MI 48209 Homeless
Wayne County Department of Human Fluker, Renee 3040 W. Grand Blvd, flukerr@michigan.gov (313) 456-1236 Member Individuals and
Services Suite 5-650, Detroit, MI Families
48202
Detroit/Wayne County Community Mental McClendon, Mary 640 Temple, Detroit, MI mmcclend@co.wayne.mi.us (313) 833-2452 Member Seriously
Health Agency 48201 Mentally Ill
Detroit's Workplace (a Michigan Works! Jamal, Sharon 455 W. Fort Street, 5th sjamal@detroitsworkplace.org 313-962-9675 Member Individuals and
Agency) Floor, Detroit, MI 48226 Families
Alternatives for Girls Good, Amanda 903 West Grand Blvd., agood@alernativesforgirls.org (313) 361-4000 Member Youth
Detroit, MI 48208
Alternatives for Girls Swift, Patricia 903 West Grand Blvd., pswift@alternativesforgirls.org (313) 361-4000 Member Youth
Detroit, MI 48208
Alternatives for Girls Ferris, Deborah 903 West Grand Blvd., dferris@alternativesforgirls.org (313) 361-4000 Member Youth
Detroit, MI 48208
Coalition on Temporary Shelter Johnson, Cheryl 26 Peterboro, Detroit, cjohnson@cotsdetroit.org (313) 831-3777 Member Individuals and
MI 48201 Families
Coalition on Temporary Shelter Gilmore, Jason 26 Peterboro, Detroit, jgilmore@cotsdetroit.org (313) 576-0228 Member Individuals and
MI 48201 Families
Detroit Department of Health and Wellness Nixon, Denice 1151 Taylor, Detroit, MI nixond@health.ci.detroit.mi.us (313) 876-0769 Member Individuals and
Promotion, Bureau of Substance Abuse, 48202 Families;
Prevention, Treatment, and Recovery Substance Abuse
Services
Detroit Department of Health and Wellness Aniapm, Edward 1151 Taylor, Detroit, MI (313) 876-4000 Member
Promotion, Bureau of Substance Abuse, 48202
Prevention, Treatment, and Recovery
Services
Michigan Network for Families and Youth Nee, Lynn 1210 West Saginaw, lnee@mihomelessness.org (517) 364-7535 Member Youth
Lansing, MI 48915
Homeless Action Network of Detroit Williams, Candace 16130 Northland Dr., candace_williams@usc.salvationar (248) 443-5500 Member Individuals and
Southfield, MI 48075 my.org x244 Families
Detroit, Hamtramck, and Highland Park IST

10. Agency Representative Address Email Phone Role on IST (i.e. Target
(Last name, first chairperson, Population
name) member, etc.) Served
City of Detroit Planning and Development Diallo, Ashante 65 Cadillac Square, aladille@pdd.ci.detroit.mi.us (313) 224-4154 Member Individuals and
Department Suite 1400, Detroit, MI Families
48226
Neighborhood Service Organization Weld-Wallis, 220 Bagley, Suite 900, wweldwallis@nso-mi.org (313) 961-4891 Member Individuals and
William Detroit, MI 48201 Families
Michigan Department of Community Health Bellamy, Monica 3056 W. Grand Blvd, bellamy@michigan.gov (313) 456-4360 Member Individuals and
Detroit, MI 48202 Families
Great Lakes Capital Fund Quinn, Dennis 3627 W. Vernor, dquinn@capfund.net 313-841-3751 Member Individuals and
Detroit, MI 48216 Families
Additional Potential Member:
Southwest Nonprofit Housing Corporation Thorland, Timothy 3627 W. Vernor, tthorland@swsol.org (313) 841-3727 Member Chronically
Detroit, MI 48216 x 23 Homeless
Detroit, Hamtramck, and Highland Park IST

13. III. Amount of Funding Requested: $1,000,000.00
(Maximum grant request is $1,000,000 of which up to 10 percent can be used for administration of Tenant
Based Rental Assistance (TBRA) and up to 15 percent can be used for a developer fee associated with
new construction or acquisition/rehabilitation.)
IV. Project Description:
A. Type of Project (Please select all that apply):
___New Construction (rental only)
___Acquisition/Rehabilitation (rental only)
X Tenant Based Rental Assistance (leasing assistance)
B. Number of units (set at or below 30% AMI OR 100% of the poverty level) to be created with
new construction and/or acquisition/rehabilitation OR number of households to be assisted
with rental assistance:
_____New Construction (rental only)
_____Acquisition/Rehabilitation (rental only)
47 Tenant Based Rental Assistance (leasing assistance)
C. For new construction and acquisition/rehabilitation projects, please identify the general locations of
the site(s) under consideration (e.g. neighborhood, city, county, etc.).
D. Describe the target population including income limits of persons to be served (either at or
below 30 percent AMI OR 100 percent of the poverty level), any special need characteristics,
need for services, and other significant factors that must be considered when providing
housing and supports.
For families, the experience of being homeless can be devastating. From the immediate impact
it has on the emotional health and physical well-being of family members to the often
irreparable damage to the educational development of children, homeless families are one of
the fastest growing segments of the national homeless population.1 And in Michigan, this trend
is even higher with 56% of the homeless being adults and children in families.2
To address this alarming trend, COTS has designed the HomeGain Housing First for Families
project. The project will target approximately 50 Michigan families with children most in
need, specifically those with incomes at or below 30 percent Area Median Income (AMI)3 or
$19,455 dollars.
1
NCH Fact Sheet #12, Published by the National Coalition for the Homeless, June 2006
2
Baseline Data Report: The State of Michigan Homeless, Published by the Michigan Campaign
to End Homeless, October 2006
3
FY2005 Area Median Family Income (AMI) for metro areas in Michigan is defined by the US Department of Housing and
Urban Development’s Office of Policy Development and Research as $64,850. Thus, $19,455 is the income limit.
2

14. To effectively provide housing and supportive services using a housing first model for
homeless families with children, the causes and consequences of family homelessness must be
considered.
By and large, poverty and the lack of affordable housing are the principle causes of family
homelessness. According to a recent study, 35.2% of persons living in poverty are children,
with the poverty rate for children under 18 years old being significantly higher than the
poverty rate for any other age group.4 In Michigan, 56% of homeless persons in families are
children, most under the age of 10.5 Declining wages and sweeping changes in welfare
programs are at the core of increasing poverty among families.
The dwindling reserve of affordable housing is the other contributing dynamic that underlies
the growth of family homelessness. Not only has federal support for low-income housing
fallen 49% from 1980 to 2003 (National Low Income Housing Coalition, 2005), but also rents
have increased, putting housing out of the reach of many families. Families with children
represent 40% of households with “worst case housing needs”—those renters with incomes
below 50% of the area median income (U.S. Department of Housing and Urban Development,
1998).
Lastly, domestic violence is also a significant factor that also contributes to homelessness
among families. Nationally, approximately half of all women and children experiencing
homelessness are fleeing domestic violence (Zora, 1991; National Coalition Against Violence,
2001).
One of the most evident consequences of family homelessness is the health and well-being
family members, especially the children. Homeless children are in fair or poor health more
often then children with homes and have higher rates of ear infections, stomach problems,
speech impediments, and asthma (Better Homes Fund, 1999). Housing instability can also
cause irreparable damage to a child’s psychological and educational development. Homeless
parents face significant barriers to enrolling their children in school along with the
accompanying attendance, transportation, residency requirements, clothing, and school supply
issues.
In light of these causes and consequences, the following specific service needs must be
addressed when using a housing first approach to provide housing and supportive services:
Family Centered Case Planning (FCP), Crisis Intervention and Stabilization
Tenant education and household management
Assistance in applying for housing subsidies
Assistance in locating appropriate housing, negotiating with landlords, and mediating
conflict
Career and educational development and financial literacy
Parenting Support
Assistance in accessing mainstream family resources (i.e. TANF, CPS, etc…)
4
U.S. Bureau of the Census, 2005
5
Baseline Data Report: The State of Michigan Homeless, Published by the Michigan Campaign
to End Homeless, October 2006
3

15. V. Leveraged Resources for Project (please answer all that apply):
(A 25 percent match of total grant is required. Match can include both service funding and housing related
activities.)
Source of Match Amount Intended Use
COTS Supportive Housing Program $186,000 Case management
Capuchin Soup Kitchen $75,000 Emergency furniture and appliances
American Society of Employers $3,000 Facilitation of quarterly career development
workshops (includes materials)
Focus Hope $50,000 Facilitation of quarterly career development
workshops (includes materials) and a
commitment of training funds ($1000.00 per
participant).
Detroit Workforce Development Department $30,000 Facilitation of quarterly career development
workshops (includes materials), the creation
and maintenance of a streamlined referral
process, and a commitment of training funds
($600.00 per participant).
United Community Housing Coalition $23,500 Conduct Housing Quality Standards (HQS)
inspections, manage landlord tenant disputes,
and landlord outreach
Total: $367,500
VI. Organizational History and Experience:
COTS has been providing assistance to homeless men, women, and families in Detroit since 1981.
To address the specific housing and service needs of homeless families with children, COTS has
developed targeted initiatives that are based on strategic community collaborations and a
commitment to outcomes that improve the opportunities for Michigan families who are homeless
or at risk of homelessness. In our emergency/short-term housing program, we have dedicated
Family Case Planners who utilize a family-centered planning and service delivery process that is
predicated on creating a family specific plan that ultimately enhances parental competence and
confidence to achieve positive outcomes for themselves and their children. In addition, COTS has
specific transitional housing for homeless women and homeless women with children. Also,
COTS has a collaborative partnership with Spectrum Human Services, Inc. to provide fatherhood
and parenting services designed to promote individual and shared parental responsibility,
strengthen family relationships, and improve the overall co-parenting skills among couples in
Wayne and Oakland counties. The mission of the parenting program is to improve outcomes for
children by strengthening families through the promotion of parental responsibility and the
improvement of co-parenting skills. Lastly, our Childhood Development Program is designed to
improve the physical, mental and emotional development of children and infants by providing
high quality affordable early education services and access to educational and health enrichment
programs that will increase their opportunity to flourish.
For the HomeGain Housing First for Homeless Families, COTS is committed to building and
fostering collaborative relationships with the following state and local community-based partners:
4

16. Capuchin Soup Kitchen
The Capuchin Province of St. Joseph began its Detroit ministry on Mt. Elliott Street in 1883 and
developed a religious mission to live and work among the poor. The friars were offshoots of the
Capuchin Order in Switzerland, spiritual advisers and confessors who found a home in Detroit.
The Soup Kitchen got its official start during the Great Depression of 1929, a period of
devastating national poverty that caused the poor of this Detroit community to knock on the
monastery's back door asking for bread. In response to the time's overwhelming social needs, the
friars turned to the men and women of the Secular Franciscans and joined together with them to
collect food from farms, make soup, bake bread and serve meals in the hall next to the monastery.
From these beginnings grew the Capuchin Soup Kitchen of today. Capuchin tailors their services
to the needs of their guests, whether chronic or temporary. They offer daily hot meals at their two
locations; distribute food, clothing, furniture, and appliances to families. They also have a
substance abuse treatment program servicing up to 12 indigent men, a children's library and art
therapy studio serving up to 100 children per month, and a 25,000 square foot urban farm project
American Society of Employers (ASE)
The origin of American Society of Employers (ASE) dates back to December 13, 1902, when
nineteen men from the Metal Trades & Founders’ Association and the Brass Manufacturers’
Association gathered at the Chamber of Commerce building in Detroit. Convinced that “the time
has come when all employers of labor must organize for mutual protection and united action,”
they were eager to hear a report from a four-man joint committee chaired by Henry M. Leland that
proposed the merger of the two organizations and the formation of the Employers Association of
Detroit (EAD).
Under the current leadership of Mary Lee Corrado, President & CEO, the American Society of
Employers is a multi-million dollar business offering a comprehensive selection of services for its
over 1,000 members. This selection of services amounts to “one stop shopping for HR.”
The Society offers to its membership compensation & benefit surveys, HR research, workforce
development services, employee and customer satisfaction surveys, Public and Contract (i.e.
customized) training programs, assessment center testing, job posting services, HR needs
assessment, and peer networking.
Focus: HOPE
Focus: HOPE is a nationally recognized civil and human rights organization in Detroit, Michigan.
Their mission is to use intelligent and practical action to fight racism, poverty and injustice.
Their programs include a food program for eligible mothers, children and senior citizens;
education and training in information technology, manufacturing and engineering; community arts
programs; community and economic development initiatives; a manufacturing operation;
children's day care and education, conference facilities, and volunteer and outreach activities.
Detroit Workforce Development Department
The Mission of the Workforce Development Department, a Michigan Works! Agency is to
promote the economic self-sufficiency of Detroit residents and to provide qualified workers to
local employers through the delivery of cost-effective, high quality employment, training, and
education services in partnership with businesses, community-based organizations, educational
institutions, and governmental agencies.
5

17. United Community Housing Coalition
United Community Housing Coalition is a non-profit organization that has been providing
coordinated housing services to homeless men and women for over 30 years. Services include
conflict mediation between landlord and tenants, landlord recruitment and outreach, housing
search, tenant education, security deposits, and legal assistance.
VII. Supportive Service Plan:
A. Describe the process used to develop your supportive service plan for the overall project,
including any input from consumers.
Supportive Services for the HomeGain Housing First For Families project will be developed
with the overall objective of assisting homeless families with children by addressing their
specific underlying causes of homelessness with the ultimate outcome of increasing their
economic self-sufficiency in order to obtain and or maintain permanent housing. To get to this
outcome, the supportive services plan will draw directly on the knowledge and experience of
family case planners, families who have or are currently experiencing homelessness, and
nationwide best practices.
The knowledge and experience of family case planners is vital to developing an effective and
outcome driven supportive service plan. Their experiences of applying the principles that lead
to partnership and collaboration between parents and professionals help to ensure the best
possible supports and delivery of services to improve family and child well-being.
Many Americans underestimate how the problem of homelessness affects families. But
families who have experienced the trauma of homelessness know better than any case planner
or program manager what their immediate and long-term housing and support needs are. It has
been proven that consumer involvement not only promotes more efficient service delivery, but
also helps to increase the consumers understanding of the connection between funding and
services and their confidence in the relevancy of those services6. Moreover, families who have
completed the HomeGain project will be encouraged to participate as mentors in the
HomeGain Mentorship Program, which will introduce both mentors and mentee’s to
mentoring concepts, and provide them with multiple dialogue opportunities.
Lastly, HomeGain will incorporate the most effective time-tested practices and techniques
from service providers throughout the nation. Organizations such as the National Alliance to
End Homelessness, the Beyond Shelter Housing First Program, The Salvation Army Booth
Family Services Housing First Initiative, Emergency Housing Consortium Housing First
Collaborative, and Shelter to Independent Living all serve as prime examples of Housing First
Program models and are willing to provide assistance to our project during initial start-up,
consequently allowing it to be operated with fewer problems and unforeseen complications.
6
The Benefit of Consumer Involvement in Homeless Management Information Systems. An Edited
Transcript of the PATH National Teleconference. Sponsored by the Substance Abuse and Mental Health
Services Administration (SAMHSA).
6

18. B. How will services uniquely be provided in your community?
The foundation of the service delivery model of the HomeGain project will be comprised of
Family Case Planners (FCP) that will provide home-based case management services while
simultaneously utilizing collaborative partnerships with identified partner agencies and other
mainstream community resources.
Currently, COTS has two experienced FCP’s on staff that will be closely involved in the
orientation and training of two new FCP’s that will be hired to work exclusively with the
HomeGain project. Their general responsibilities will be:
The provision of home-based family centered case management services;
Linking participants to community support and mainstream social services;
Ensure children are enrolled and attending school;
Provide crisis management assistance; and
Help participants work toward case management goals developed during intake.
This will require FCP’s to have the following general and specific competencies7 (table 1):
Table 1
General Competencies Specific Competencies
Experience working with families with Utilize a family centered planning (FCP)
multiple needs and in crisis situations. case management approach
Respect for personal and professional roles Willingness to work off-site and non-
and responsibilities. traditional hours
Cultural knowledge and experience with Ability to engage and interest families in
working with diverse populations. the advantages of case management
services
We believe that the success of the HomeGain project hinges dedicated staff who are passionate
about empowering participants rather than serving them and who employ an individualized
rather than generalized approach when working with project participants.
The principle focus of the HomeGain project is to move families into housing while providing
the necessary stabilization support services to help them retain their homes. To sharpen this
focus, our Director of Housing will maintain close working relationships not only with
landlords but also with several housing referral agencies. While families are in the emergency
shelter awaiting housing after being referred to HomeGain and assessed for eligibility, our
FCP’s will meet with them to clarify the families housing needs, potential resources and
barriers. Once the Family Case Planner has clarified the families housing needs, our Director
of Housing and Housing Advocates will work together to locate appropriate housing, perform
initial and annual Housing Quality Standards (HQS) inspections, negotiate lease terms with
and on behalf of clients, and mediate conflicts between landlord and tenants as appropriate.
Once families are housed, the Family Case Planners will provide the home-based case
7
Adapted from Housing First For Families: Research to Support the Development of a Housing First for
Families Training Curriculum. Published by the National Alliance to End Homelessness, Inc. March
2004
7

19. management services above, including referring families to tenant education workshops so
they can learn how to maintain their housing and avoid unmanageable crisis.
C. Recognizing that services are voluntary, how will the target population be engaged to take
advantage of services offered?
According to the prevailing research, most housing first programs involve voluntary case
management.8 However, several national programs have incorporated mandatory case management
services into their program design. Even though the approaches differ, they both nevertheless
emphasize getting families into housing immediately and providing post-placement case
management to stabilize participants.
To meet the needs of both low risk and high-risk9 participants, the HomeGain project would expand
on the already tested blended case management approach. For example, participants who are
assessed to have low or moderate service needs such as food or clothing will have intensive case
management from 3 to 6 months to adequately address those service needs. Attendance in a 90-day
program orientation workshop is required of all participants10. During this orientation, participants
will attend workshops in career development, tenant education, financial literacy, parenting support
and resources, and how to access mainstream resources (table 2). The workshops will be conducted
for one hour per week for a total of 12 hours of orientation. Upon completion, participants will
receive certificates of completion. The opportunity for families to access supportive services beyond
this time frame is completely voluntary. HomeGain intends to match case management services to
the needs of families rather than assume that they all need a certain level of assistance.
Table 2
SERVICE SERVICES LENGTH OF
NEED (Examples) SERVICE
INTENSITY
Low Knowledge of mainstream resources, accessing entitlement benefits, 3 months
education, employment, emergency furniture, food, clothing
Moderate Crisis management skills, health care, parenting classes 6 months
Intermediate Mental health services, disability, domestic violence 9 months
High Relapse prevention, chronic homelessness 12 months
D. Describe your process for creating a family centered plan.
As an organization that has advocacy for the homeless population at the core of our mission, we are
passionately committed to the family centered case planning approach. The plan will be based on
the contemporary practice methods and comprehensive evaluation designs developed by the
National Resource Center for Family Centered Practice. Their Family Development Model is
the result of collaborative strategic efforts with national and regional family care service
8
Research to Support the Development of a Housing First for Families Training Curriculum. Published by the National
Alliance to End Homelessness, Inc. March 2004, Appendix B, pg.6
9
Low-risk participants are defined, as those families that have low or moderate service need intensities, which could benefit
from 3 to 6 months of case management services. High-risk participants are defined as those families that have intermediate or
high service need intensities which could benefit from 9 to 12 months of case management services
10
Formerly homeless families are most at risk for another episode of homelessness during the first 90 days in permanent
housing (Housing First 101, Beyond Shelter, Los Angeles, CA.)
8

20. systems seeking to promote family-centered capacity building. Technical assistance
consultations will be provided to facilitate the establishment and maintenance of family-
centered, culturally responsive, and community empowering programs and related initiatives.
E. Identify services offered, frequency and duration, including those children’s services designed
to facilitate the child's relocation and/or provide a stable environment.
In alignment with our plan for targeting the service needs and engaging program participants, the
following services will be offered:
Services Offered Frequency Duration
Crisis Intervention & Management Initial intake and assessment 1 hour
Weekly in accordance with
identified service need intensity
As requested by participant.
Development and Monitoring of a Initial intake and assessment 1 hour
Family Case Plan Program orientation workshop
Weekly in accordance with
identified service need intensity
Housing Services Initial intake and assessment As needed
Program orientation workshop
Monthly Tenant Based Rental
Assistance (TBRA)
As requested by participant.
Home-Based Case Management In accordance with service As needed
needs intensity (table 2)
As requested by participant
Career and Educational Initial intake and assessment 12 hour certification seminar over
Development Program orientation workshop the course of 90 days
As requested by participant
Financial Literacy Initial intake and assessment 12 hour certification seminar over
Program orientation workshop the course of 90 days
As requested by participant
Tenant Education Initial intake and assessment 12 hour certification seminar over
Program orientation workshop the course of 90 days
As requested by participant
Parenting Support & Resources Initial intake and assessment 2 hour certification seminar over
Program orientation workshop the course of 90 days
As requested by participant
Accessing Mainstream Family Initial intake and assessment 2 hour certification seminar over
Resources Program orientation workshop the course of 90 days
As requested by participant
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21. F. How will transportation and/or other needs be addressed?
Transportation needs will be addressed with the provision of public transpiration tickets and
coordinated services with partnering agencies (i.e. Focus: HOPE has agreed to assist with
transportation to and from a central location for individuals enrolled in any of their career programs)
Other supplementary service needs will be addressed on a case by case basis through community
based referrals.
G. How will services be funded?
Supportive services will be primarily funded from existing U.S. Department Supportive Housing
Program (SHP) funds that will be redirected to target the families in this initiative. Additionally,
partnering agencies on the Project Team have signed MOU’s that clearly define the relationship
between their agencies and COTS in the provision of supportive services. These services will be
provided via a collaborative partnership and exchange of mutually beneficial services for all parties
involved.
H. How will participants be assisted in obtaining economic resources (e.g. employment,
education/training, SSI or SSDI, TANF, child support, food assistance, etc.)?
All program participants will be required to attend a 90-day program orientation workshop. During
this orientation, participants will attend workshops in accessing economic and supportive resources.
The curriculum of the workshop will focus on:
Required relevant identification and documentation for application
Interpersonal skills
Handling correspondence
Maintaining adequate records
Upon completion of the workshop (4 hours per month), all participants will receive a certificate of
completion.
I. How will case follow-up be conducted?
Case follow-up will be conducted in accordance with the families identified service needs intensity
(table 2). During the length of service, Family Case Planners will have face-to-face meetings with
families a minimum of twice per month. Telephone meetings will also complement this. Again, the
opportunity for families to access supportive services beyond this time frame is completely
voluntary. HomeGain intends to match case management services to the needs of families rather
than assume that they all need a certain level of assistance.
J. What is your plan to evaluate the effectiveness of your service delivery and to ensure that
participant needs are met?
Both service delivery effectiveness and participant outcomes will be regularly (monthly)
evaluated in light of the expected initiative and ten-year plan outcomes along with alignment
with identified best practices. These evaluations will support our best practice dissemination
plan.
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22. VIII. Tenant Referral Plan:
A. Describe the proposed outreach plan for selecting tenants.
COTS will release a Notice of Program Announcement through the Homeless Action Network of
Detroit (HAND), the Continuum of Care for the cities of Detroit, Hamtramck, and Highland Park. It
is our goal that 75% of tenants are referred through HAND and 25% from our emergency shelter
program.
B. Describe how potential applicants will be screened, assessed, and prioritized for inclusion into
the project utilizing a Housing First approach.
An Emergency Shelter Program Case Planner will screen the applications of potential
applicants who have been stabilized in emergency services. If the screening identifies the
applicant as eligible for the HomeGain Housing First for Families Project, their application
will be forwarded to a Family Case Planner who will schedule a needs assessment. The
assessment will result in a Family Action Plan, including short and long-term goals and
objectives with concrete action steps. Once the proposed number of families to be served
under this initiative has been reached, applicants will be placed on a waiting list.
C. Describe how, if any, a waiting list will be maintained.
A waiting list will be maintained for applicants who have been screened and assessed and
considered eligible for the HomeGain Housing First for Families Project. The waiting list will
be maintained in an electronic database by the Deputy Director of Programs. The information
in the waiting list will include:
The open/closed status of the waiting list
A description of any waiting list opening
Estimated length of wait for housing assistance
When to apply when a list is open
How to apply when a list is open.
IX. Housing Stability:
A. Describe how landlord/tenant problem-resolution will be addressed to minimize risk of
eviction.
Each participant in the HomeGain Housing First for Families project will be required to attend
a tenant education seminar during the program orientation workshop. The seminar curriculum
will take an active-learning approach and stress tenant responsibility. Participants will learn
several strategies for problem resolution to minimize their risk for eviction including:
Building and repairing credit
Financial planning
Understanding landlord/tenant and fair housing laws
Communicating with landlords
Understanding notices and contracts associated with renting.
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23. Participants will complete a minimum of twelve hours of education earn a certificate of
completion. Additionally, a partnering agency, the United Community Housing Coalition, has
agreed to negotiate lease terms with and on behalf of clients and mediate conflicts between
landlord and tenants. United Community Housing Coalition is a non-profit organization that
has been providing landlord/tenant conflict mediation services to homeless men and women
for over 30 years.
B. The intent of the TBRA program is to assist participants in achieving housing independence
within the term of the grant. Describe how your program will facilitate participants’ success in
achieving this goal. (Only applicable to communities using funding for TBRA.)
As soon as participants are assessed, a Family Case Plan (FCP) is developed that will include short,
intermediate, and long-term goals. The intent of these goals will be housing independence within a
24-month term. Indicators of successful progress towards this intent will be set by both Family Case
Planners and program participants.
X. Housing Quality Standards:
A. All housing created through this Initiative must meet Housing Quality Standards (HQS).
Describe the experience of staff or partnering agencies in conducting Housing Quality
Standards (HQS) inspections – including experience in addressing lead-based paint
rules/regulations.
COTS currently has approximately 10 certified HQS Inspectors on staff. All HQS certified
Inspectors have a minimum of two years experience in conducting HQS inspections, including
experience in addressing lead-based paint rules/regulations. COTS has been conducting HQS
inspections for over five years. The United Community Housing Coalition, a partnering
agency, has over 20 years experience conducting HQS inspections
B. Describe how HQS inspections will be conducted annually for all units to be utilized by
program participants.
HQS inspection will be conducted on an annual basis for all units to be utilized by program
participants. Program participants will sign a consent form that includes this acknowledgement
of this provision. These inspections will be conducted in accordance with the Code of Federal
Regulations Title 24--Housing and Urban Development Subtitle B.
XI. Dissemination Plan:
A. Describe the plan to disseminate information on lessons learned and best practices as it relates to
this grant.
Cots has developed 4-step knowledge management approach to identifying and sharing best
practices as they relate to providing the housing and service needs of homeless families with
children in Michigan. The overall approach is aimed at documenting the essential features of a
best practice and disseminating that information within MSHDA Region 8 and participation in a
discussion of Barrier Busters at the local, regional and state levels. Our plan will focus not only on
capturing best practices but also on how they can be used to add value.
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24. Step 1: Identify
There are various methods of identifying best practices. One approach is to look at what Family
Case Planners are getting homeless families to positive and successful outcomes and is therefore
likely to be using good practices. The next step would be to discern which parts of their overall
approach or methods being used are actually good practice. This would be done by our Deputy
Director of Programs and experienced Family Case Planners. Their knowledge of family case
planning practices make them reliable and effective subject matter experts. A range of alternative
approaches for identifying best practices would also be used including communities of practice
(i.e. National Alliance to End Homelessness, Inc., National Housing First program models, etc.)
after action reviews, knowledge harvesting (i.e. best practice database) and exit interviews.
Step 2: Document
Best practice descriptions would be kept in a database in a standard format that include the
following sections:
Title – short descriptive title; this can be accompanied by a short abstract.
Profile – several short sections outlining processes, function, author, keywords etc.
Context – where is this applicable? What problems does it solve?
Resources – what resources and skills are needed to carry out the best practice?
Description – what are the processes and steps involved?
Improvement measures – are there performance measures associated with this practice?
Lessons learned – what proves difficult? What would the originators of the practice do
differently if they were to do it again?
Links to resources – experts contact details, workbooks, video clips, articles, transcripts
of review meetings.
Tools and techniques used.
The aim at this stage would not be to describe the practice in great detail, but to give
enough information to allow users of the database to decide whether it matches their
needs and where they can find further information.
Step 3: Validate
COTS would convene a panel of reviewers comprising internal and external subject experts and
peers, who evaluate a potential best practice against their knowledge of existing practice. It is
equally important to seek input and feedback from project participants, the ultimate beneficiaries,
of the best practices. A further important consideration is that of evidence-based practice. When
identifying and validating best practices, COTS will ensure that they are based on a combination
of both on-the-job experience and sound research evidence.
Step 4: Dissemination
While a database of best practices is a useful starting point, it will be essential to complement this
with face-to-face knowledge sharing about those best practices. This is where the real value is
added. Not only will this help other organizations and counties dig beneath the explicit knowledge
and gain more in depth insights, it will also provide a two-way benefit in that dialogue between
our best practice knowledge and the recipient can enrich the knowledge of both.
To sharing best practice knowledge, COTS would participate in Barrier Buster meetings at both
the local and state level as well as actively participate with the Regional Councils that were
formed at the First Annual Michigan Homeless Summit in Lansing in October 2006.
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25. XII. Training, Evaluation and Reporting Requirements:
Project Lead Agency must participate in training, evaluation and reporting measures. By checking the boxes
the project lead agency demonstrates a commitment to the following:
Narrative and/or quantitative reports as required by MSHDA
X Collection of data on specific performance outcome measures to be identified at a later
date
X Participation in tracking client data using Michigan Statewide Homeless Management
Information System (MSHMIS)
X Participation in any future MSHDA evaluative efforts of this initiative, yet to be
determined
X Participation in relevant trainings
If any of the above requirements cannot be met, please provide your comments.
XIII. Memorandum of Understanding:
Please see attached.
XIV. Budget:
Please see attached.
XV. Timeline:
Please see attached..
New construction and acquisition/rehabilitation projects must be completed by January, 2008.
TBRA projects must provide occupancies by July, 2007.
This application must be submitted as a complete package per instructions. Only applications that are
submitted within the required timeline and that contain all required attachments will be considered for
funding. The application package must be received by 5:00 p.m. on November 27, 2006.
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