Regional Continuum of Care Council Governance Board Agenda Thursday, February 26, 2015 3:00 – 5:00p.m.
I. Public Comment 3:00 to 3:05 p.m.
II. Review and Approve Minutes 3:05 to 3:10 p.m. Chair Gloria
III. Officer’s Reports and Follow-ups 3:10 to 3:30 p.m. a. Chair (5 minutes per Officer) b. Vice Chair c. Secretary d. Treasurer
IV. Advisory Committee Updates 3:30 to 3:55 p.m. (4 minutes per Committee) a. Nominations/ Selection Committee Liaison Kevin Crawford b. Evaluation Committee Liaison Karen Brailean c. Fundraising Committee Liaison Larissa Tabin d. Data Committee Liaison John Ohanian e. Sub-Populations/ Coordinated Intake Liaison Jessyca Carr f. Full Membership Board Liaison Larissa Tabin
V. Action Items 3:55 to 4:20 p.m. a. Executive Officers Roles and Responsibilities Vice Chair Macchione 3:55 to 4:05 p.m. b. HMIS MOU Camey Christenson 4:05 to 4:15 p.m.
VI. Informational Items 4:15 to 5:00 p.m. a. Strategic Planning Paul Van Dolah 4:15 to 4:40p.m. b. 25 Cities Presentation Thomas Theisen, Michael McConnell & Amy Gonyeau 4:40 to 4:55 p.m. c. 2015 Collaborative Applicant Chair Gloria 4:55 to 5:00 p.m.
VII. Next Steps and Adjourn 5:00 p.m.
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Regional Continuum of Care Council Governance Board Meeting Minutes Tuesday, December 16, 2014 1:30-3:00 pm
Read and Approved: Jennifer LeSar, Secretary on behalf of Governance Board
The materials for the Regional Continuum of Care Council (RCCC) Governance Board Meeting comprised of an agenda package sent in PDF format that had a total of 63 pages.
Agenda Item I Public Comment a. None.
Agenda Item II Review and Approve Minutes b. Motion to approve as amended by Karen Brailean. Seconded by Kevin Crawford, passed unanimously.
Agenda Item III Officer’s Reports and Follow-ups a. Vice Chair: HUD approved the reallocation of the 2012 Planning Grant Funds to retain the services of an individual to fulfill the responsibilities outlined in the Interim RCCC job description. Health and Human Services (HHS), United Way San Diego (UWSD), 2-1-1 San Diego, and Salvation Army will provide staff during the transitional period. b. Secretary: Requested volunteers for an ad hoc committee to assist in securing legal counsel. Kevin Crawford, Peter Callstrom and Tom Theisen volunteered to serve on the ad hoc legal committee. c. Treasurer: Funders Together to End Homelessness (FTEH) committed $50,000 for the 2015 Point-In- Time-Count (PITC) leaving a $50,000 gap. FTEH also committed $130,000 for legal counsel and D. & O. Insurance.
Agenda Item IV Educational Items a. HOPE San Diego: Simonne Ruff, CSH; Kris Kuntz Saint Vincent de Paul, (SVdP); and Yolanda York, Social Security Offices reported on HOPE San Diego and the model’s successes in improving homeless individuals’ access to benefits. Comment Period: 1. Mack Jenkins inquired if probation officers would be able to assist in HOPE San Diego’s Case Management. b. PITC: Dolores Diaz reported on the 2015 PITC and the specific HUD mandates for a separate youth count for the age range 18 to 24. Comment Period: 1. None. c. Annual Homeless Assessment Report (AHAR): Dolores Diaz reported AHAR and provided an overview of the data collection and reporting processes. Comment Period: 1. Todd Henderson requested Board Members consider the discrepancy between funds and homeless persons in particular: San Diego is ranked 18th in federal dollars received but as a region ranked 5th in the number the homeless.
Agenda Item V Informational Items 1. Notice of Funding Availability (NOFA) Updates 1. Support Services for Veteran Families (SSVF) Priority Funding Round 2: Susan Bower reported on the Scoring Committee’s review of SSVF applications four applications were received in a timely manner and were provided with letters of support from the RCCC Governance Board Secretary. Regional Continuum of Care Governance Board Meeting Minutes, December 16, 2014
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2. California Department of Housing and Community Development (HCD) Emergency Solutions Grants (ESG) Program: Susan Bower reported on ESG applications and the review process. Comment Period: 1. None.
Agenda Item VI Action Items a. Homeless Management Information System (HMIS): Pat Leslies requested approval of the Regional Taskforce on the Homeless as HMIS Lead and approval of Service Point as the HMIS Software of Record. Comment Period: 1. None. b. Set 2015 Governance Board Meeting Calendar: Secretary LeSar presented the proposed 2015 meeting calendar. Comment Period: 2. None. Voting Agenda Item Item II. Review and Approve Minutes Motion Motion to approve October 30th minutes as amended by Karen Brailean. By Karen Brailean. Seconded Kevin Crawford Vote Unanimous Recused Members: None.
Agenda Item Item III. Officer’s Reports and Follow-ups: Section C: Treasurer Report Motion Board approves the reallocation of $50,000 from the 2012 Planning Grant to fund the 2015 PITC; contingent on the receipt of an updated funds and sources report. By Kevin Crawford Seconded John Ohanian Vote Unanimous Recused Members: None.
Agenda Item Item VI. Action Item A: Homeless Management Information System (HMIS) Motion Confirm the Regional Task Force on the Homeless (RTFH) as the HMIS Lead Agency and ServicePoint as the CoC’s HMIS software of record. By Mary Herron Seconded Todd Henderson Vote Unanimous Recused Members: None.
Agenda Item Item VI. Action Item B: Set 2015 Governance Board Meeting Calendar Motion Board approves the 2015 Governance Board Meeting Calendar. By Kevin Crawford Seconded Peter Callstrom Vote Unanimous Recused Members: None.
Vice Chair announced the next meeting will be held January 22, 2014 and adjourned the meeting.
Regional Continuum of Care Governance Board Meeting Minutes, December 16, 2014
RCCC Gov. Board Materials 2/26/2015 Page 3 of 78 2015
201WEW2WEWeALL COUNT
JanuaryV013 23, 2015
WEALLCO201
4UNT
Extensive Media Coverage KPBS – TV and Radio KUSI – TV KOGO UT – Front page, January 24, 2015 Minority Media (Univision & Telemundo
RCCC Gov. Board Materials 2/26/2015 Page 4 of 78 24 Deployment Centers 593 Census Tracts Covered (627 in SD)
1,488 Volunteers Participated (1,580 Registered)
1,230 Counted (over 500 County Employees)
VOLUNTEER HOURS 7,620 Total Volunteer Hours - ALL Volunteers 1,875+ Volunteer Hours - County of San Diego Employees! THANK YOU !
RCCC Gov. Board Materials 2/26/2015 Page 5 of 78 SPECIAL ACKNOWLEDGMENT Downtown Clean & Safe VIP Deployment Host Golden Hall
VIP DEPLOYMENT
Over 70 VIP Volunteers 120 Interviews completed Elected Officials Congressman Scott Peters Assembly Speaker Toni Atkins County Supervisor Cox Council President Sherri Lightner Councilmember Todd Gloria Representatives from Mayor Faulconer’s office
RCCC Gov. Board Materials 2/26/2015 Page 6 of 78 Surveys/Interviews
15 Interview Site Locations
209 Volunteers Conducted Interviews
750+ Surveys Collected
Youth Count
Challenging!
4 Youth Events Organized 4 Street Outreach Teams 120 Volunteers 200+ Surveys Collected
RCCC Gov. Board Materials 2/26/2015 Page 7 of 78 Deployment Centers and Survey Sites o Brother Benno’s o Operation Homefront o Community Christian Services o Pacific Beach Methodist Church o Community Resource Center o Pathfinders o Crisis House o Point Loma United Methodist o Dreams for Change o City of Poway o East County Transitional Living o Solutions for Change Center o South Bay Community Services o El Corazon Senior Center o St. Vincent de Paul o First Presbyterian Church o The Center (LGBT) o Golden Hall o The United Way o Harbor Church o USC Academic Center, SD o Harvest Christian Fellowship o VVSD New Resolve o Interfaith Community Services o VVSD o La Mesa First United Methodist o YMCA o Old Spring Valley Elementary School
NEXT STEPS
Scrub and Analyze data from 750+ General Surveys & 200 Youth Surveys
Report to HUD – Anticipate April deadlinene
Publish Results
Begin preparing for WeALL Count 2016
RCCC Gov. Board Materials 2/26/2015 Page 8 of 78 Be a part of 2016!
Save the Date! Friday, January 29, 2016
(4:00-7:00am)
RCCC Gov. Board Materials 2/26/2015 Page 9 of 78
RCCC GOVERNANCE BOARD – ACTION/INFORMATION REPORT
TITLE OF REPORT: Request for Proposals (RFP) for RCCC Governance Board Legal Counsel ADVISORY COMMITTEE NAME: ITEM TYPE: Information Ad Hoc Legal Counsel Committee □ Action □ Recommendation/Board Policy □ Request to Present at Board Meeting DATE: PRIMARY CONTACT: SECONDARY CONTACT: February 26, 2015 Vicky Joes, staff for Jennifer LeSar Jennifer LeSar, RCCC Governance Board Secretary
TIME SENSITIVITY: No Yes (If yes, state deadline and why it’s urgent)
Informational only.
RECOMMENDATION: N/A
OVERVIEW & BACKGROUND SUMMARY:
Overview: On February 20, 2015 an RFP for Legal Services was released following the process below:
1. An Ad Hoc committee was created to create a legal RFP and issue at the December 16, 2015 Governance Board meeting. The full Governance Board was asked to send any and all law firms for inclusion in the RFP distribution 2. The RFP was drafted, review and approved by ad hoc committee members Kevin Crawford, John Ohanian, and Jennifer LeSar 3. The Executive Board was asked to send any and all law firms for inclusion in the RFP distribution on January 8, 2015. 4. A distribution list was created (attached) from the Board referrals as well as a search of the San Diego Daily Transcript-San Diego Source for “Law Firms.” The distribution list is attached. 5. The RFP was distributed February 20, 2015 and responses were requested March 6, 2015 at 4:00PM
FISCAL IMPACT: Funders Together to End Homeless provided the RCCCC Governance Board with $60,000 for legal services. Currently, legal services are not expected to exceed this amount.
FUTURE ACTION NEEDED BY BOARD? If so, by what date? The Ad Hoc Committee will bring RFP responses to the Executive Board and full Governance Board.
RCCC Gov. Board Materials 2/26/2015 Page 10 of 78 STAFF/AND OR COMMITTEE STATEMENT: See attached RFP.
SUMMARY OF PREVIOUS COMMITTEE AND/OR BOARD ACTION RELATED TO THIS TOPIC: N/A
COMMUNITY PARTICIPATION AND PUBLIC OUTREACH EFFORTS: N/A IMPACT ON KEY STAKEHOLDERS, PROJECTS, COMMUNITIES, OR SUB-POPULATIONS :
Legal services that include but are not limited to: a. Governance Board and Membership Structure b. Directors and Officers (D&O) Liability Insurance c. Charter Review and Amendment d. Conflict of Interest Including Elected Officials e. Meeting Governance f. Contract and Memorandum of Understanding Issues (Contractors and Subrecipients)
CONNECTIONS TO HUD/HEARTH COMPLIANCE:
COC BOARD RESPONSIBILITY CATEGORY(S): Annual Regional Planning Approve CoC Policies □ Conduct regular/annual CoC Plan (includes Point-in-Time Count) □ Designate and operate an HMIS □ Develop Coordinated Entry System Draft written standards for providing CoC assistance □ Emergency Solutions Grants Evaluation & Recommendations □ Fundraise □ Manage annual CoC funding application □ Monitor CoC & Project Performance ATTACHMENTS OR BACK-UP INFORMATION TO REFERENCE : 1. RCCC Legal Services RFP. 2. RCCC Governance Board Ad Hoc Committee RFP Distribution List.
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Regional Continuum of Care Council Governance Board Request for Proposals (RFP) For Legal Services February 2015
RCCC Gov. Board Materials 2/26/2015 Page 12 of 78 Regional Continuum of Care Council RFP for Legal Services February 2015
I. Background
The U.S. Department of Housing and Urban Development (HUD) charges communities that receive funds under the Homeless Continuum of Care (CoC) Program of the Homeless Emergency Assistance and Rapid Transition to Housing Act (HEARTH) with specific responsibilities. The San Diego City and County Continuum of Care CoC (Regional CoC) is the coordinating body recognized by HUD and its federal fund award currently exceed $15 million annually.
The Regional CoC includes all of the geography within the County of San Diego, including 18 incorporated cities and all unincorporated areas. This area also includes several Public Housing Authorities and Emergency Solutions Grant (ESG), Community Development Block Grant (CDBG), HOPWA, HOME, and Veteran Administration service areas.
In June 2014, a Governance Board was seated as per a Charter that was approved in December 2013. The Governance Board acts on Regional CoC’s behalf and is representative of the relevant organizations and of projects serving homeless subpopulations within the San Diego Region. The Regional CoC Governance Board is issuing this RFP for legal services and has been authorized to utilize up to $60,000 in HUD Planning Grant funding in its efforts.
II. Types of Legal Services
The Regional CoC seek legal services that include but are not limited to:
a. Governance Board and Membership Structure b. Directors and Officers (D&O) Liability Insurance c. Charter Review and Amendment d. Conflict of Interest Including Elected Officials e. Meeting Governance f. Contract and Memorandum of Understanding Issues (Contractors and Subrecipients)
III. Conflict of Interest
Lawyers or firms submitting a proposal for legal services should be sensitive to potential conflict of interests. All potential conflicts must be disclosed in any proposal for legal services.
IV. Proposal Content
The following information must be included in the proposal:
a. Transmittal letter to include the names, address, and contact person for the lawyer or firm b. Indicate any additional services you may be able to provide as legal counsel in your proposal c. Specialized experience and technical competence of the lawyer or firm providing the proposed service. Municipal experience will be considered a plus. Proposals should highlight past government, joint power, and quasi-governmental clients. d. Capacity and capability of the lawyer or firm to perform the work involved e. Detailed statement of qualification f. Past record of performance g. Contact information for clients who can provide references regarding performance h. Hourly rate or fixed-fee proposal
RCCC Gov. Board Materials 2/26/2015 Page 13 of 78 Regional Continuum of Care Council RFP for Legal Services February 2015
V. Evaluation
The responsible respondent will be selected by the Governance Board as recommended by an ad-hoc committee that will review and analyze each proposal based on the proposal content.
VI. Questions
Questions regarding this RFP or any related issue may be addressed to
Victoria Joes Principal LeSar Development Consultants 404 Euclid Avenue, Suite 212 San Diego, CA 92114 619. 236. 0612 x102 [email protected]
VII. Deadline
Proposals should be submitted electronically to [email protected] no later than Friday, March 6, 2015 by 4:00 PM. Late proposals will not be accepted or reviewed.
RCCC Gov. Board Materials 2/26/2015 Page 14 of 78 Regional Continuum of Care Council Governance Board Ad Hoc Committee RFP Distribution List
Firm Contact Email Phone Allen Matkins Jeffery Patterson [email protected] (619) 235-1537 BBK Buchanan Ingersoll & Roone Randy P. Vulakovich [email protected] (412) 562 1877 Coast Law Group [email protected] (760) 942-8505 Cooley LLP [email protected] 1 (858) 550 6000 DLA Piper [email protected] (619) 699 2828 Duane Morris Edward Cramp [email protected] 1 (619) 744 2223 Fitch Even Steven Freeland [email protected] (858) 552.1311 Garcia, Hernández, Sawhney & Bonifacio Bonny Garcia [email protected] (213) 347-0210 Bermudez Gordon & Rees Kevin Alexander [email protected] (619) 696-6700 Hecht Solberg Robinson David Bagley [email protected] Goldberg & Bagley LLP (619) 239-3444 Higgs, Fletcher and Mack Loren Freestone [email protected] (619) 236-1551 Jassim & Associates Pajman Jassim [email protected] (619) 630-2680 Jones Day Karen P. Hewitt [email protected] 1 (858) 314- 1119
Kilpatrick Townsend Megan Chung [email protected] (858) 350-6100 Kirby Noonan Lance and Hoge [email protected] (619) 231-8666 LLP Klinedinst Daniel Agle [email protected] (619) 239-8131 Latham & Watkins LLP James E. Dow [email protected] (858) 523-3901
Lewis Brisbois Susan S. O'Brien Susan.O'[email protected] (619) 699-4997 Liebman, Quigley & Sheppard James J. Rij [email protected] (619) 232-0777 Littler John S. Adler [email protected] (619) 515-1807
RCCC Gov. Board Materials 2/26/2015 Page 15 of 78 Firm Contact Email Phone Lorber, Greenfield & Polito, LLP Nicole D. Allen [email protected] (800) 659-8821
Lounsbery Ferguson Altona & Erick R. Altona [email protected] (760) 743-1226 Peak, LLP x106 Marks Finch P. Randolph Finch Jr. [email protected] (858) 737-3100 McKenna Long & Aldridge LLP Kurt Kicklighter [email protected] (619) 236-1414 Mintz Levin Eddie Wang Rodriguez [email protected] (858) 314-1500 Morrison Foerster James Mullen [email protected] (858) 720-5100 Neil Dymott Michael Neil [email protected] (619) 238-1712 Optima Law Group [email protected] (858) 964-4697 Paul Hastings Carl Sanchez [email protected] (858) 458 -3030 Paul, Plevin, Sullivan & [email protected] (619) 237-5200 Connaughton LLP Perkins Coie Matthew Bernstein [email protected] (858) 720-5700 Pettit Kohn [email protected] (858) 345-8511 Douglas A. Pettit Pillsbury Richard M. Segal [email protected] (619) 544-3203 Procopio, Cory, Hargreaves & John Alessio [email protected] (619) 238-1900 Savitch LLP Robbins Geller Rudman & Dowd [email protected] (619) 231-1058 Lawrence A. Abel LLP Seltzer Caplan John H. Alspaugh [email protected] (619) 685-3003 Sheppard Mullin Robert G. Sbardellati [email protected] (619) 338-6518 Solomon Ward Seidenwurm & [email protected] (619) 231-0303 Smith, LLP Stoel Rives LLP Melissa A. Jones [email protected] (858) 794-4100 Stradling Salil Bali [email protected] (858) 926-3000 Stutz Artiano Shinoff & Holtz Gil Abed [email protected] (619) 232-3122 Sullivan Hill Christopher V. Hawkins (619) 595-3218 (619) 233-4100 Troutman Sanders Michael Whitton [email protected] (858) 509-6002 Wilson Elser Robert Harrison [email protected] (619) 321-6200 Wilson Turner Cosmo Sotera Amderson [email protected] (619) 236-9600 Worden Williams [email protected] (858) 755-6604
RCCC Gov. Board Materials 2/26/2015 Page 16 of 78
RCCC GOVERNANCE BOARD – ACTION/INFORMATION REPORT
TITLE OF REPORT: Executive Officer’s Roles and Responsibilities ADVISORY COMMITTEE NAME: Executive Officer ITEM TYPE: Committee □ Information □ Action □ Recommendation/Board Policy □ Request to Present at Board Meeting DATE: PRIMARY CONTACT: SECONDARY CONTACT: February 26, 2015 Nick Macchione Susan Bower
TIME SENSITIVITY: □ No □ Yes (If yes, state deadline and why it’s urgent)
RECOMMENDATION: Approve Executive Officer’s Roles and Responsibilities as outlined to enable continued operations in the absence of a full Governance Board Meeting.
OVERVIEW & BACKGROUND SUMMARY:
On August 13, 2014, a draft document describing the RCCC Governance Board’s Executive Officers Roles and Responsibilities was reviewed at the RCCC meeting. Input from the Governance Board was received, and the document has been revised and updated. The document is intended to delineate the role of the Executive Officers and the decision making authority of the Executive Officers in absence of a full Governance Board meeting and to carry out the ongoing operational and administrative needs of the RCCC in between Governance Board meetings. The document expands upon the role of the Executive Officers laid out in the RCCC Charter.
FISCAL IMPACT: There is no fiscal impact to this action
FUTURE ACTION NEEDED BY BOARD? If so, by what date? It is proposed that the Roles and Responsibilities document be reviewed, revised as necessary, and approved by the RCCC Governance Board on an annual basis.
RCCC Gov. Board Materials 2/26/2015 Page 17 of 78 STAFF/AND OR COMMITTEE STATEMENT:
The Executive Officers were elected by the RCCC Governance Board on June 27, 2014. Recognizing the importance of transparency and open communication, all actions related to HUD and HEARTH compliance have been approved by the full Governance Board. At times, decisions and actions are necessary prior to regularly scheduled Board meetings, which have necessitated emergency meetings. This document describes the role of the Executive Officers and their decision making authority in those situations where immediate action is necessary prior to a regularly scheduled meeting.
SUMMARY OF PREVIOUS COMMITTEE AND/OR BOARD ACTION RELATED TO THIS TOPIC:
On June 27 2014, the RCCC Governance Board was established. On August 13 2014, a draft document describing the Executive Officer’s Roles and Responsibilities was reviewed at the Governance Board meeting. Input from the Governance Board was received and incorporated as appropriate.
COMMUNITY PARTICIPATION AND PUBLIC OUTREACH EFFORTS: RCCC Governance Board meetings are public meetings in which the community of providers and stakeholders are welcome to attend and provide public comment. In addition, the RCCC website is an important vehicle for communication throughout the community. Upon adoption of the Executive Officer’s Roles and Responsibilities, the document will be posted on the website. On an annual basis, the document will be reviewed by an Ad-Hoc Committee comprised of no more than one Executive Officer and the Board Liaisons of each Advisory Committee. The Ad-Hoc Committee will revise the roles and responsibilities as necessary, and submit it to the full Governance Board for approval.
IMPACT ON KEY STAKEHOLDERS, PROJECTS, COMMUNITIES, OR SUB-POPULATIONS : The Governance Board must clearly delineate decision making authority and process of the Executive Officers to ensure tasks necessary for continued HUD and HEARTH compliance are able to move forward. Any decisions made by the Executive Officers without full participation by the Governance Board will be reviewed at the next regularly scheduled Governance Board meeting, to include a rationale for the urgency of the decision.
CONNECTIONS TO HUD/HEARTH COMPLIANCE: The establishment of the Governance Board and Executive Officers is mandated by HUD, and ensures San Diego’s ongoing compliance with HEARTH regulations.
COC BOARD RESPONSIBILITY CATEGORY(S): □ Annual Regional Planning □ Approve CoC Policies □ Conduct regular/annual CoC Plan (includes Point-in-Time Count) □ Designate and operate an HMIS □ Develop Coordinated Entry System □ Draft written standards for providing CoC assistance □ Emergency Solutions Grants Evaluation & Recommendations □ Fundraise □ Manage annual CoC funding application □ Monitor CoC & Project Performance ATTACHMENTS OR BACK-UP INFORMATION TO REFERENCE : Roles and Responsibilities Outline
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Governance Board Officers Roles and Responsibilities February 26, 2015
Chair In accordance with the Charter, Presides over the Governance Board Meeting Responds to written concerns, in consultation with one additional board member who is assigned to that duty, and the Chair of the Ethics Committee and determines what action to take Reports complaints and actions to the Governance Board monthly
Additionally, Signatory authority, with Board approval and legal consultation as necessary, on behalf of the Board. For those items that must be signed prior to a regularly scheduled Board meeting, the Chair is authorized to sign only after consultation and concurrence of all Executive Officers and the Continuum of Care Full Membership Board Liaison Communicates publically on behalf of the Board and issues all Board communication Approves agenda and issues meeting package and notices Approves content to be posted on the website
Vice-Chair In accordance with the Charter, Presides over the Governance Board Meeting where the chair is absent, has been formally challenged or must recuse him/herself
Additionally, Champions high-level policy action and discussion Provides back-up to the Chair Signatory authority, with Board approval and legal consultation as necessary, on behalf of the Board when the Board Chair is unable to do so due to availability, potential conflict of interest issues, or other concerns
Secretary In accordance with the Charter, Records minutes of all Board meetings, keeps record of all policies, maintains calendar and records
Additionally, Prepares the agenda Posts content on the website, which has been approved by the Chair upon concurrence from Executive Officers of publically available information. Maintains historical records in accordance with funder and governance requirements
RCCC Gov. Board Materials 2/26/2015 Page 19 of 78 Treasurer In accordance with the Charter, Oversee management and reporting of RCCC finances and recording of related financial policies
Additionally, Presents budget updates and budget documentation for Board approval on a regularly scheduled basis Provides budget guidance to Officers and Board
RCCC Gov. Board Materials 2/26/2015 Page 20 of 78
RCCC GOVERNANCE BOARD – ACTION/INFORMATION REPORT
TITLE OF REPORT: Lead HMIS Memorandum of Understanding (MOU) ADVISORY COMMITTEE NAME: ITEM TYPE: Data Advisory Committee □ Information X Action □ Recommendation/Board Policy □ Request to Present at Board Meeting DATE: PRIMARY CONTACT: SECONDARY CONTACT: February 12, 2015 Melissa Peterman, Chair John Ohanian, Co‐Chair Camey Christenson, Staff TIME SENSITIVITY: □ No X Yes (If yes, state deadline and why it’s urgent) The U.S. Department of Housing and Urban Development (HUD) requires all Continuum of Care Program funded providers participate in Homeless Management Information System (HMIS) and requires each Continuum of Care (CoC) to designate an HMIS Lead Organization. The existing MOU between the RCCC and Regional Task Force on the Homeless (RTFH) expired 12/31/14.
RECOMMENDATION: 1. Approve the Memorandum of Understanding between the Regional Continuum of Care Council (RCCC) and the Regional Task Force on the Homeless, Inc. (RTFH) related to management of the San Diego Regional Homeless Information System (HMIS). 2. Authorize RCCC Governance Board Representative to sign and execute the MOU. 3. Designate responsibility for annual Unsheltered Point‐In‐Time Count coordination and execution.
OVERVIEW & BACKGROUND SUMMARY: A Homeless Management Information System (HMIS) is essential to efforts to coordinate client services and inform community planning and public policy. HMIS is mandated by several federal partners including U.S. Department of Housing and Urban Development (HUD) and U.S. Department of Veterans’ Affairs (VA) for communities and agencies receiving homeless grant program funding. Through HMIS, homeless individuals benefit from improved coordination in and between agencies, informed advocacy efforts, and policies that result in targeted services. Analysis of information gathered through HMIS is critical to the preparation of a periodic accounting of homelessness in the San Diego region, including but not limited to require HUD reporting.
HUD provides the following guidance to CoCs regarding HMIS responsibilities: “The CoC is at the core of planning and service delivery for homeless individuals and families within any given community or geographic area. Each CoC is responsible for its HMIS implementation, including planning, software selection, setting up and managing the database according to HUD standards.” HUD will only allow one applicant for dedicated HMIS projects. Per HUD, “The HMIS administering agency and/or the applicant /sponsor of a CoC dedicated HMIS project grant is an agent of the CoC, manages HMIS operations on behalf of the CoC and provides HMIS administration functions at the direction of the CoC.”
Governance of the HMIS is a substantial task, requiring on‐going vigilance, an understanding of data requirements, the provider community, and technical knowledge. The RCCC established the Data Advisory Committee (DAC) to be responsible for oversight, direction, and performance monitoring of the HMIS Lead including data analysis, policies and procedures, and ensuring compliance with required regulations and standards.
The MOU presented today for approval and execution has been reviewed and approved by the RCCC’s Data Advisory Committee and the Regional Task Force on the Homeless Executive Director and Board of Directors.
FISCAL IMPACT: None
RCCC Gov. Board Materials 2/26/2015 Page 21 of 78 FUTURE ACTION NEEDED BY BOARD? If so, by what date? Lead HMIS MOU renewal for 2016 should be calendared for the Nov/Dec 2015 Governance Board meeting.
STAFF/AND OR COMMITTEE STATEMENT: Modifications from previous lead HMIS agreements include: Addition of federal, state and local regulatory bodies and mandates beyond HUD and updated data standards. Removal of references to varying software and contributing HMIS vendors: The San Diego CoC has been successful in integrating all data into a single HMIS system. Removal of HMIS By‐Laws: The new Governance Charter replaces the need for separate HMIS By‐Laws. Removal of Unsheltered Point in Time Count implementation and execution activities unrelated to data collection, analysis and reporting: The DAC is recommending that the Governance Board establish a separate agreement for the coordination and execution of the annual Point in Time Count activities above and beyond data collection. Addition of a provision for one‐time 60 day automatic extension in the event of a lapsed MOU term due to a procedural delay. Addition of stated authority for HMIS Lead to negotiate and contract directly with the RCCC‐endorsed software vendor. Addition of the HMIS Lead to be responsible to secure the minimum required match and leverage for all direct funding sources. Removal of operational items best served through formalized policy and procedures. Addition of the requirement for annual HMIS performance monitoring. Extended the termination notification requirement for either party from 30‐days to 60‐days.
SUMMARY OF PREVIOUS COMMITTEE AND/OR BOARD ACTION RELATED TO THIS TOPIC: The Data Advisory Committee (DAC) leadership met with the HUD Technical Assistance staff assigned to HMIS (ABT Associates) for preliminary MOU draft review on 1/7/15. DAC members met 1/8/15 and 1/14/15 and communicated electronically to draft MOU. The draft MOU was presented to the RTFH Staff and Board members and approved on 1/27/15.
COMMUNITY PARTICIPATION AND PUBLIC OUTREACH EFFORTS: None
IMPACT ON KEY STAKEHOLDERS, PROJECTS, COMMUNITIES, OR SUB‐POPULATIONS : None
CONNECTIONS TO HUD/HEARTH COMPLIANCE: Lead HMIS designation is required by HUD.
COC BOARD RESPONSIBILITY CATEGORY(S): X Annual Regional Planning □ Approve CoC Policies X Conduct regular/annual CoC Plan (includes Point‐in‐Time Count) X Designate and operate an HMIS □ Develop Coordinated Entry System □ Draft written standards for providing CoC assistance □ Emergency Solutions Grants Evaluation & Recommendations □ Fundraise □ Manage annual CoC funding application □ Monitor CoC & Project Performance ATTACHMENTS OR BACK‐UP INFORMATION TO REFERENCE : Memorandum of Understanding (MOU)
RCCC Gov. Board Materials 2/26/2015 Page 22 of 78
Memorandum of Understanding
Regional Continuum of Care Council
and
Regional Task Force on the Homeless, Inc.
for
Homeless Management Information System (HMIS) Services
Data Advisory Committee DRAFT 2.12.15
RCCC Gov. Board Materials 2/26/2015 Page 23 of 78
MEMORANDUM of UNDERSTANDING Between Regional Continuum of Care Council And The Regional Task Force on the Homeless, Inc.
I. PURPOSE AND BACKGROUND
The purpose of this Memorandum of Understanding (MOU) is to confirm agreements between the Regional Continuum of Care Council (RCCC) and the Regional Task Force on the Homeless (RTFH) and related to management of the San Diego Regional Homeless Management Information System (HMIS). This MOU establishes RTFH as the HMIS Lead Agency for the RCCC, defines general understandings, and defines the roles and specific responsibilities of each party related to key aspects of the governance and operation of the HMIS Project.
HMIS is essential to efforts to coordinate client services and inform community planning and public policy. HMIS is mandated by several federal partners including U.S. Department of Housing and Urban Development (HUD) and U.S. Department of Veterans’ Affairs (VA) for communities and agencies receiving homeless grant program funding. Through HMIS, homeless individuals benefit from improved coordination in and between agencies, informed advocacy efforts, and policies that result in targeted services. Analysis of information gathered through HMIS is critical to the preparation of a periodic accounting of homelessness in the San Diego region, including but not limited to required HUD reporting.
The parties to this MOU recognize that thorough and accurate capture and analysis of data about homeless services and individuals is necessary to service and systems planning, effective resource allocation, and advocacy, and thus, share a mutual interest in successfully implementing and operating HMIS in the San Diego region.
The RCCC’s HMIS system includes Bowman Systems ServicePoint software that is administered by the HMIS Lead and is currently used as the single system that will remain compliant with current standards including the 2004 HUD Technical Standards and the 2014 HUD Data Standards. HUD provides the following guidance to CoCs regarding HMIS responsibilities: “The CoC is at the core of planning and service delivery for homeless individuals and families within any given community or geographic area. Each CoC is responsible for its HMIS implementation, including planning, software selection, setting up and managing the database according to HUD standards.” HUD will only allow one applicant for dedicated HMIS projects. Per HUD, “The HMIS administering agency and/or the applicant /sponsor of a CoC dedicated HMIS project grant is an agent of the CoC, manages HMIS operations on behalf of the CoC and provides HMIS administration functions at the direction of the CoC.”
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II. DURATION
The duration of this MOU shall be from January 1, 2015 through December 31, 2015. While it is anticipated that this MOU will be renewed annually for periods of one year thereafter, the parties will revise and affirmatively agree to the terms of this relationship annually. During this term, the RCCC and RTFH agree the terms of this agreement may be reviewed, revised and amended at any time. This review is intended to ensure the continued relevance of the terms to the parties and to ensure continued consistency and compliance with HUD regulation. In the event of lapsed MOU term as a result of a procedural delay the contract terms and conditions shall remain in full effect for one (1) sixty (60) day period pending formal MOU renewal.
III. PARTIES, GOVERNANCE AND PARTICIPATION
The RCCC is the lead coordinating group for efforts to end homelessness and for implementing and operating a homeless CoC system in the San Diego region. As such, the RCCC is responsible for HMIS project oversight and implementation which encompasses the planning, administration, software selection, reviewing and approving policies, procedures and data management plans.
a) Data Advisory Committee (DAC) Governance of the HMIS is a substantial task, requiring on-going vigilance, an understanding of data requirements, the provider community, and technical knowledge. The RCCC established the Data Advisory Committee (DAC) to be responsible for oversight, direction, and performance monitoring of the HMIS Lead including data analysis, policies and procedures, and ensuring compliance with required regulations and standards.
The Data Advisory Committee (DAC) is an advisory body of the RCCC that provides oversight, feedback, policy review and recommendations and other recommendations to the RCCC and HMIS Lead on functions related to the HMIS implementation ensuring compliance with local and federal policies and guidelines. The RCCC may empower the DAC to have authority over specific duties typically falling in the purview of the RCCC. See Section V. A. for delineation of roles and responsibilities.
b) HMIS Lead Agency The RCCC designates the RTFH as the HMIS Lead Agency to manage the San Diego Regional HMIS. It also designates it to be the applicant and grantee for HUD HMIS dedicated project funding. As the HMIS Lead Agency, the RTFH is considered an agent of the RCCC. Its primary responsibility is managing the HMIS operations under the direction of the RCCC and in accordance with HUD and the RCCC’s HMIS Policies and Procedures.
c) Contributing HMIS Organizations (CHO) A Contributing HMIS Organization is defined as an organization that operates a service or housing program and enters data directly into the centralized HMIS system. A CHO does not have to be a HUD Continuum of Care Program funded provider. CHOs must enter into HMIS Participation Agreements in order to contribute data to the HMIS system. The authority to enter into HMIS Participation Agreements with CHOs for the purposes of ensuring compliance with all applicable HUD and RCCC HMIS requirements rests with the HMIS Lead Agency.
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The RTFH shall notify the RCCC via the DAC of any CHO organizations that fail to meet requirements in accordance with HUD requirements and the RCCC’s HMIS policies and procedures. The RCCC shall determine the appropriate action and/or sanction for organizations that fail to comply with the HMIS participation policy or the HMIS Participation Agreement.
d) Program-level HMIS-compliant System A program-level HMIS-compliant system (Comparable Database) is defined as a client management information system operated by a provider program meeting the definition of a domestic violence of legal services provider that allows the provider program to collect the minimum required data elements and to meet other established minimum participation thresholds as set forth in the Organization Participation Agreement. For the purposes of seeking data contribution from non- HUD funded programs, the RCCC may choose to allow the contribution of data from non-HUD funded program to the HMIS. In such an event, a program-level HMIS-compliant system may also refer to a client management information system of such a program, provided it meets HUD Standards
e) CHO HMIS Administrator A CHO HMIS Administrator is defined as a single point-of-contact established by each CHO who is responsible for day-to-day operation of the CHO data collection, ensuring program-level data quality according to the terms of the Participation Agreement and associated data quality, security and privacy plans.
f) End User An End User is an employee, volunteer, affiliate, associate, or any other individual acting on behalf of a CHO or the HMIS Lead Agency who uses or enters data into the HMIS system.
g) Software and Host Database The RCCC has endorsed “ServicePoint,” a Bowman Systems product, to serve as the data collection software and host database for the RCCC. RCCC authorizes RTFH to negotiate and contract directly with the RCCC endorsed software vendor. RTFH will provide DAC, at least annually or in the case of major scope changes, an informational overview of HMIS contract terms and conditions. The DAC reserves the right to require additional contract review and amendments if necessary.
IV. GENERAL UNDERSTANDINGS
a) Funding Core HMIS Project activities are funded in part by HUD Continuum of Care Program grants. The RCCC authorizes the RTFH, as the HMIS Lead Agency, to apply for and administer all grants for HMIS. The terms and uses of HUD funds are governed by the HUD grant agreement and applicable rules. The authority to apply for and receive all funds as the HMIS Lead is not transferable without authorization of the RCCC and applicable funding sources.
b) Match and Leverage Federal regulations specify that the responsibility for match and leverage commitments required for HUD CoC Program funded projects rests with the federal grant recipient or sub-recipient. As an agent of the CoC and as a direct recipient of CoC funds, the HMIS Lead is responsible to secure the minimum required match and leverage for all funding sources. .
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c) Unsheltered Point In Time Count The RCCC has determined that it desires to conduct an annual Unsheltered Point In Time Count (PITC) for the region. The RTFH as the HMIS lead recognizes the importance of an accurate count and the importance of ensuring the proper methodology for data collection is followed and reported. RTFH as the HMIS Lead will participate and cooperate with the RCCC governance structure to ensure accurate PITC data is collected, analyzed and reported in accordance with published regulations and guidelines. d) Compliance with HMIS Standards It is the responsibility of the RCCC to ensure that the HMIS Lead Agency is operating the HMIS Project in compliance with HUD HMIS Technical Standards (last update in 2004), HUD HMIS Data Standards (last update in 2014), and other applicable laws. The parties agree to update this MOU and other HMIS operational documents in order to comply with any updates to these standards established in notices or other guidance, within the HUD specified timeframe for such changes. e) Local Operational Policies and Agreements The RCCC charges the RTFH as the HMIS Lead Agency in consultation with the DAC with developing and maintaining agreements, policies, and procedures for review and approval by the RCCC’s governance structure.
These agreements, policies and procedures include, but are not limited to, an operating policies and procedures manual for use and management of the HMIS System including procedures for ensuring the security of data, disaster recovery, and data quality assurance, privacy policies that ensure HIPAA, state, local and all applicable compliance requirements, data collection, CHO’s Participation Agreements, and End User Agreements.
Once reviewed and approved, changes to the policies and procedures may be made from time to time at the request of RTFH, the RCCC (through its governance structure) or DAC to comply with HUD HMIS standards or to otherwise improve HMIS operations. During any such modification periods, all existing HMIS policies and procedures will remain in effect until such time as the RCCC approves the changes. f) Management of Data The RTFH shall manage the data that is maintained in the HMIS and will have access to all data entered and/or uploaded by CHO’s. RTFH shall provide the RCCC and the community at large with access to aggregated and/or otherwise de-identified data that has met quality assurance standards as stipulated by the HMIS Lead. g) Client Level Data Individually identifiable client data belongs to the client. It is the responsibility of CHO’s to obtain and maintain the appropriate authorizations to enter the client’s information into the HMIS. The RTFH is not liable for obtaining or maintaining client authorizations.
A client may, at any time, submit a written request to the CHO that enters or uploads that client’s data revoking the consent to provide personal information to the CHO’s project-level system and/or the HMIS. If the client wishes to have the data removed from the HMIS system, the CHO
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HMIS Administrator must submit a written request to that effect to the RTFH. All requests for client level data removal from the HMIS will be honored by the RTFH and acted upon immediately.
h) Program Level Data All program level data is owned by the CHO directly contributing to the HMIS. The RTFH may produce system-wide aggregate reports that reflect the performance of the system of care or identified sub-system. The RTFH may release project level reports in accordance with RCCC policy. .
i) Aggregated/De-Identified Data The HMIS Lead designated by the RCCC has ownership of the data within the HMIS solely for the following purposes: The aggregation of data for planning purposes and federal, state and local reporting; Monitoring and analyzing data quality and project performance; and Other purposes, such as grant applications, research, and education material, deemed consistent with the uses and disclosures described in the HMIS Policies and Procedures. Though the data collected and packaged from the HMIS is often published and made available for use in grants, research and educational material, all such data aggregations and analysis developed by the RTFH belong to the RTFH, not the entity, CHO, or individual who may be using that data for their own purposes.
If a CHO withdraws from the RCCC, all historical data associated with that CHO will be maintained in the HMIS and utilized to produce reports authorized prior to withdrawal.
V. RCCC RESPONSIBILITIES
The RCCC serves as the lead governance body, providing oversight, project direction, policy setting, and guidance for the region’s HMIS.
The RTFH is a separate legal entity that governs itself independently from the RCCC. Decisions made by the RTFH Board, staff and officers do not supersede the authority of the RCCC related to HMIS administration. Decisions made by the RCCC do not supersede decisions made by the RTFH as an independent organization.
The RCCC exercises all its responsibilities for HMIS governance through its governance structure, with guidance from the Data Advisory Committee. The responsibilities of the RCCC and delineation of authorities are as follow:
a) Governing Body Ensures and monitors compliance with relevant HUD regulations and standards; Records official minutes for all approvals, resolutions, and other key decisions of the RCCC that may be required by HUD regulations related to the HMIS operations; Designates a single HMIS Lead Agency; Approves policies for the software to be used for HMIS, and approves any changes to the HMIS Lead Agency or software;
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Reviews and approves standardized Organization Participation Agreements, policies, and procedures; Reviews data quality standards and plans, and establishes protocols for addressing CHOs’ compliance with those standards; Promotes the effective use of HMIS data, including measuring the extent and nature of homelessness, the utilization of services and homeless programs over time, and the effectiveness of homeless programs; Uses HMIS data to inform RCCC program and system design, and measures progress toward implementation of the RCCC’s strategic direction and other RCCC established goals; Ensures that agencies provide local information necessary for compilation of the annual Housing Inventory Count (HIC), the HMIS elements of the annual Point-in-Time (PIT) Count, Annual Homeless Assessment Report (AHAR), Supportive Services for Veteran (SSVF), Emergency Solutions (ESG), Consolidated Annual Performance and Evaluation Report (CAPER), and Projects for Assistance in Transition from Homeless (PATH) Annual report; Coordinates participation in the HMIS (and broader Continuum of Care) by all homeless prevention and assistance programs and other mainstream programs serving homeless people or working to prevent homelessness; Approves policies, procedures and protocols to ensure for privacy, data sharing protocols, data analysis, reporting, data integrity, essential to the viability and success of the HMIS; Provides support to the RTFH in identifying and advocating for resources to maintain the HMIS; Supports the efforts of the RTFH to collect data from RCCC member organizations; Provides access to technical advice pertaining to regulations governing HMIS systems; Provides financial and human resources necessary to conduct the annual unsheltered PITC. Provides enforcement of HMIS Participating Agreements; and Ensures CHO’s comply with HUD, HMIS Policies and Procedures, and the HMIS Participation Agreements. Provides HMIS Lead with an HMIS Performance Monitoring Plan.
b) Data Advisory Committee The DAC is an advisory body that supports and enhances the overall mission of the region’s HMIS by assisting the RCCC governing body in the oversight of HMIS and advises the RTFH on functions related to the HMIS implementation. It makes recommendations on policies and procedures to the RCCC governing body and provides insight regarding agency participation in the HMIS.
The RCCC may authorize the DAC to have authority over specific duties typically falling in the purview of the RCCC governing body.
VI. RTFH RESPONSIBILITIES AND STATEMENT OF WORK
The RTFH serves as the Lead Agency for the HMIS Project, managing and administering all HMIS operations and activities. The RTFH exercises these responsibilities at the direction of the RCCC’s governing body. These responsibilities are contingent on continued receipt of the HUD HMIS grant funds and match funds. These responsibilities are as follows:
a) Planning and Policy Development
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Manage and maintain mechanisms for soliciting, collecting and analyzing feedback from end users, CHO administrators, CHO Executive Directors and homeless persons; Identify general milestones for project management, including training and expanding system functionality; Develop and upon adoption by the RCCC, implement written policies and procedures for the operation of the HMIS project including requirements and standards for any CHO, and provide for the regular update of these procedures as required by changes to policy. Develop and upon adoption by the RCCC, implement a data quality plan consistent with requirements established by HUD and review and update this plan annually and upon update to HUD regulations, notice or guidance; Develop and upon adoption by the RCCC, implement a security plan consistent with requirements established by HUD and review and update this plan annually and upon update to HUD regulations or guidance; Develop and upon adoption by the RCCC implement a disaster recovery plan consistent with requirements established by HUD and review and update this plan annually according to the most current HUD regulations or guidance; Develop and upon adoption by the RCCC implement a privacy policy specifying data collection limitations; purpose and use limitations; allowable uses and disclosures; openness description; accountability standards; process and protections for victims of domestic violence, dating violence, and sexual assault included in the HMIS. Ensure privacy protection in project administration; and Develop and, upon approval by the RCCC, execute HMIS Participation Agreements with each CHO including: Obligations and authority of the HMIS Lead and the CHO; Protocols for participation in HMIS; Requirements of the policies and procedures for the CHO; Sanctions for violating the HMIS Participation Agreement; and Terms of sharing and processing Personal Identifying Information (PII) between the HMIS Lead and the CHO and the execution of a Business Associate Agreement in compliance with all applicable rules and regulations (including HIPAA, state, local and all applicable compliance requirements). b) Grant Administration Prepare and submit HMIS NOFA Project Applications for HUD grants in accordance with HUD requirements; Prepare and submit HMIS Project Applications for HMIS funding opportunities. Create annual budgets outlining the most efficient resource allocation to meet HMIS project requirements; Support HMIS by funding eligible HMIS activities with eligible matching sources to serve as the HUD-required match; Manage expenditures in accordance with budgets submitted to HUD; Manage the reimbursement payment process ad maintain records of all reimbursement documents, funds, approvals, denials and other required or relevant records; Ensure accurate and regular (quarterly, at minimum) draw down of HUD grant funding; a Complete and submit the HMIS APR for HUD grants; and
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Complete and submit the HMIS Project Application(s) for HUD grants in accordance with HUD requirements. c) System Administration Oversee the day-to-day administration of the HMIS; Manage contracts relevant to HMIS operations including software licensing; Ensure HMIS software meets the minimum data and technical functionality requirements established by HUD in rules or notices, including de-duplication, data collection, maintenance of historical data, reporting (including HUD-required reports and data quality and audit reports), and any other requirements established by HUD; Ensure HMIS data processing requirements, including the collection, maintenance, use, disclosure, transmission, and destruction of data and the maintenance of privacy, security, and confidentiality protections; Develop standard and custom reports and queries of HMIS data (e.g. data quality report, RCCC quarterly reports etc.); Ensure RCCC compliance with HUD reporting (e.g. Annual Homeless Assessment Report (AHAR), Housing Inventory Count etc.); Oversee small and large-scale changes to the HMIS through coordination with the DAC; Maintain contact list of CHO HMIS administrators/contacts in conjunction with annual Participation Agreements; and Implement CHO “user group” to discuss implementation of policies and procedures and data entry and upload processes. d) End User Administration Provide or coordinate technical assistance and support; Document technical issues experienced by providers; and Develop and deliver a comprehensive training curriculum and protocol, including accompanying tools and resources that: o Includes but is not limited to, data entry requirements and techniques, client confidentiality and privacy requirements, data security and data quality. o Requires all CHO System Administrators to participate in trainings; it is the responsibility of the CHO Administrator to ensure end users at the CHO receive training information; o Is required for all HMIS end users, including intake staff, data entry and reporting staff at CHO’s; o Is offered, at minimum, every quarter; o Is conducted in a manner that assures every new end user completes training prior to collecting any HMIS data or using the HMIS; and o Is conducted in a manner that assures every current end user completes a training update at least annually. e) Data Quality and Compliance Monitoring Consistent with a RCCC-approved data quality plan, establish data quality benchmarks for CHO’s, including bed coverage rates, service-volume coverage rates, missing/unknown value rates, timeliness criteria and consistency criteria;
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Consistent with the data quality plan, run and disseminate data quality reports on a quarterly basis to CHO programs indicating levels of data entry completion, consistency with program model and timeliness; Consistent with the data quality plan, provide quarterly reports on HMIS participation rates, data quality and other analysis to the RCCC and DAC; and Monitor compliance by all CHO’s with HMIS participation requirements, policies and procedures, privacy standards, security requirements, and data quality standards through an annual review per the process outlined in the Participation Agreement and approved by the RCCC via the DAC.
VII. PERFORMANCE MONITORING of HMIS LEAD
The HMIS Lead agrees to cooperate with RCCC-approved monitoring Lead HMIS activities to assess the successful completion of the Statement of Work identified in Section VI of this MOU. The RCCC agrees to provide the RTFH with a plan for monitoring HMIS performance annually.
VIII. TRANSFTER TO NEW HMIS LEAD
In the event of a change in the Lead HMIS Organization, it will be the responsibility of the RCCC to name another organization to accept associated responsibilities and transfer of all HMIS information including master HMIS database, HMIS configuration, tools, resource data, documentation, and all relevant HMIS materials.
The parties to this MOU recognize the ownership of the data as described herein and agree to cooperate in effecting a seamless transition to ensure the HMIS continues to comply with HUD mandates.
The master HMIS database and any other databases with HMIS data (including copies, test databases, computers, data storage etc.), in which the HMIS data is stored, must be disposed of in accordance with HUD requirements and HMIS policies and procedures.
IX. TERMINATION
The agreement may be terminated by either party by providing at minimum a sixty (60) day written notice to all relevant parties including the RCCC Governance body, the RTFH Board of Directors and each organization using the San Diego Regional HMIS.
If funds relied upon to undertake activities described in this MOU are withdrawn or reduced, or if additional conditions are placed on such funding, any party may terminate this MOU within sixty (60) days by providing written notice to the other parties. The termination shall be effective on the date specified in the notice of termination.
AUTHORITY
WHEREAS a motion and affirmative vote, by a majority of members of the RCCC governing body, the RCCC Governing Board representative named below has been authorized as the signatory for the signing of this document.
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IN FURTHERANCE OF their respective goals, objectives, and missions, the parties jointly agree to abide by the provisions of this MOU.
IN WITNESS WHEREOF, the parties hereto have caused this MOU to be duly executed.
RCCC:
______Board Representative Date
Regional Task Force on the Homeless:
______Dolores Diaz, Executive Director Date
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Strategic Action Plans Update Report Presented by Paul Van Dolah
February 26, 2015
Agenda
Planning Process Deliverables Observations Recommendations
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Planning Process
• Van Dolah & Associates retained at end of January to begin planning process • Project scope limited to identification of major strategic initiatives and high level action plans for Governance Board and five Advisory Committees • Actions broken down into 6, 12 and 24 month time frames • Plans developed with representatives for Governance Board and separate meetings with each Advisory Committee • Work Group and Committees have had the opportunity to offer comments and edits electronically
Deliverables –Sample Action Plan
Evaluations Committee Strategic Action Plan –February 2015
Strategic Initiative Action Plan Conduct project level scoring for NOFA Annually and ESG Update processes for creating new tools, scoring and calling for new projects o Identify actions that can be taken prior to receipt of NOFA o Include opportunities for community input Update and create project evaluation tools o Obtain feedback from prior year process o Establish project performance requirements o Finalize scoring criteria Communicate tools and evaluation criteria o Annual update of distribution list to include all stakeholders Conduct community training for tools and criteria Complete projects scoring
Conduct ongoing project level monitoring Short Term (6 Months) and evaluation of NOFA and ESG Grants Create process for monitoring grants Identify evaluation criteria and information needs Refine and develop systems monitoring and evaluation tools
Mid‐Term (12 Months) Complete annual assessment and evaluation in addition to the scoring resulting in two evaluations per year Identify resources required to support monitoring and evaluation of grants Develop strategies to manage under‐performance
Long Term (24 Months) Implement strategies for managing under‐performance
Complete San Diego County system wide Short Term (6 Months) evaluation, consultation and planning Define data requirements and communicate to Data Advisory Committee to conduct system analysis Refine and develop systems monitoring and evaluation tools Develop HUD funding reallocation strategies o Maximize community and Board participation in reallocation process
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Observations
• Positive energy and engagement • Increased understanding of scope of work • Recognized need for more cross committee collaboration • Need for transparent decision making • Building trust • Minimizing CoC competition for funding • Need for near term resource allocations • Concern for staff burnout
Recommendations
• Convene joint meetings around key issues • Evaluation and CAHP / Subpopulations to coordinate subpopulation community evaluations • Data and CAHP / Subpopulations to coordinate of HMIS implementation and evaluation • Evaluation and Fundraising to coordinate around system resource mapping and gaps analysis • Funding and Nominations to identify preliminary funding needs for Infrastructure Organization
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Recommendations
• Convene Summit with representatives from Governance Board and Advisory Committees to: • Revisit and revise Mission and Vision Statements • Ensure common understanding of all Strategic Initiative and Action Plans • Coordinate committee work across the system • e.g. evaluations, funding and resource needs of RCCC, funding and resource needs of CoC • Identify Charter amendment recommendations • Coordinate community messaging • What, who and how • Establish schedule for ongoing cross committee collaborations • Establish schedule for future joint Summits • Clarify accountabilities for plan execution
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Strategic Action Plan Development
February 26, 2015
Table of Contents
Executive Summary p. 2
Observations p. 2
Recommendations p. 3
Governance Board Strategic Action Plan p. 4 - 7
Data Advisory Committee Strategic Action Plan p. 8 - 10
Nomination and Selection Advisory Committee Strategic Action Plan p. 11 - 13
Evaluations Advisory Committee Strategic Action Plan p. 14 - 16
Fundraising Advisory Committee Strategic Action Plan p. 16 - 20
CAHP / Subpopulations Advisory Committee Strategic Action Plan p. 20 - 22
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Prepared by:
Executive Summary
On January 28, 2015 Van Dolah a& Associates was retained by the San Diego Housing Commission on behalf of the Regional Continuum of Care Council (RCCC) to develop Strategic Action Plans for the Governance Board and its associated five Advisory Committees. Due to funding restrictions, it was determined that the final planning documents needed to be completed by no later than February 28, 2015. As a result it was acknowledged that the final deliverable for the plans needed to be limited to a high level summary of the major initiatives to be pursued and the actions required to execute the initiatives. The action plans were broken down into time frames for the next six, twelve and twenty four months.
The plans were developed by meeting with a representative subset of the Governance Board and separate meetings with each of the five Advisory Committees. Drafts of the plans were distributed to the full committee membership for review and editing. The attached plans represent the strategic action plans as recommended by each of these working groups. These plans speak to the actions that need to be advanced, but they do not speak to the processes for how they will be accomplished. Further work is required to coordinate the actions across committees and identify the resources required to accomplish the work. The following summary offers the observations of Van Dolah & Associates as well as the recommended next steps to refine the Action Plans.
Observations
There is a great deal of positive energy at all levels of the RCCC for the advancement of the Continuum of Care for San Diego County There is an increasing understanding of the full scope of work that needs to be done at the Board and committee levels o It is recognized that in the near term the scope of work needs to be focused on the HUD funded projects in San Diego County, and that the long term focus needs to extend to all aspects of the homeless community across the entire County The committees recognize that there is a need to better coordinate the work between the committees Careful attention needs to be given to establishing clear and transparent decision making processes. This is particularly the case in making decisions for which funding sources will be pursued so as to avoid the appearance of competition between agencies and / or between agencies and the Infrastructure Organization. Resources need be developed to support the coordination and completion of the work of the Board and committees prior to the appointment of the Infrastructure Organization
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RCCC Gov. Board Materials 2/26/2015 Page 39 of 78 o There is the risk of staff fatigue in that the committees are populated with individuals who already have full time jobs Recommendations
Convene joint meetings of the following Advisory Committees to coordinate shared action plans: o Evaluation and CAHP / Subpopulations committees to coordinate subpopulation community analysis and recommendations o Data and CAHP / Subpopulations committees to: . Coordinate CAHP and HIMS implementation . Coordinate monitoring and evaluation of HMIS and HMIS lead performance o Evaluation and Fundraising committees to coordinate the evaluation of system resource mapping and funding gaps / needs o Funding and Nominations committees to identify anticipated funding needs for the Infrastructure Organization Convene quarterly meetings of these committees to ensure ongoing coordination of action plan implementation Convene a facilitated Summit composed of representative Governance Board and Advisory Committee members to: o Revisit and revise the Mission and Vision of the RCCC o Develop a common understanding of all Action Plans across the RCCC o Identify areas of overlap and potential redundancies o Define date elements required by all committees to inform the work of the Data Committee o Define all evaluations required by all committees to inform the work of the Evaluations Committee o Identify resource requirements for all committees to inform: . Governance Board of short term funding resource needs prior to appointment of Infrastructure Organization . Fundraising Committee’s short term, mid-term and long term funding needs o Board and Committee membership needs to inform the work of the Nominations Committee o Jointly develop a list of desired best practices research across the RCCC to inform the work of the Evaluations Committee o Define decision making processes for the pursuit of system funding o Identify recommended Charter amendments o Define process and resources required to develop full RCCC operating policies and procedures o Coordinate community messaging Convene semiannual Summits for the RCCC Board and Advisory Committees to ensure the ongoing coordination of the RCCC Strategic Action Plan implementation Clarify which Advisory Committee or other resource will be accountable for the coordination of community messaging and communication Clarify the process for implementation of recommended system changes o Implementation of new housing resources
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RCCC Gov. Board Materials 2/26/2015 Page 40 of 78 o Implementation of system changes required to ensure compliance with HEARTH Interim Rules and filling system gaps across the entire County
Governance Board Strategic Action Plan – February 2015
Strategic Initiative Action Plan Operating the CoC Ongoing / Annual CoC Membership o Conduct quarterly meetings of full membership o Assess need to add to CoC membership Grants o Approve all applicable funding applications as recommended by Evaluations Advisory Committee (e.g. CoC, ESG, SSVF, etc.) o Approve Project Evaluation criteria and performance targets o Ensure that there is appropriate monitoring of recipient and sub-recipient performance, evaluation of outcomes, and strategies to manage under- performance o Review outcomes of projects funded under the Emergency Solutions Grants program and the Continuum of Care program o Report to HUD and other funders Charter – approve charter update recommendations HMIS - Approve HMIS MOU Collaborative Applicant - Approve the Collaborative Applicant Provide for the planning for and implementation of an annual Point-In-Time Count (PITC) of homeless persons within The San Diego Region to include Youth PITC
Short Term (6 Months) Revise and update governance charter o Define Board terms o Clarify process for Charter modifications . Develop decision tree for amendments
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RCCC Gov. Board Materials 2/26/2015 Page 41 of 78 o Define Advisory Committee procedures (e.g. Chair appointments) o Solicit input from Advisory Committees Create website communication plan o Define near term communication priorities o Identify resources to execute Create annual calendar Approve implementation of Coordinated Assessment and Housing Placement (CAHP) o Approve policies and procedures governing CAHP o Implement CAHP in North County Develop action plan to provide resources to accomplish RCCC work plan prior to selection of Infrastructure Organization
Mid-Term (12 Months) Approve performance targets appropriate for population and program type Ensure establishment and operation of a centralized or coordinated assessment system that complies with any requirements established by all regulatory organizations Ensure development of overall two way communication plan with agencies, stakeholders and community o Build community awareness inclusive of the needs of all homeless populations found in the region Approve process for development of comprehensive policies and procedures for the Governance Board and all Advisory Committees Approve selection of Infrastructure Organization Approve process for monitoring of Infrastructure Organization Approve written standards for providing technical assistance to agencies Approve requirements for Data Report Cards
Long Term (24 Months) Identify goals and processes for conducting quarterly meetings Ensure appropriate housing resources to meet community needs Approve processes for monitoring of recipient and sub-recipient performance, evaluation of outcomes, and strategies to manage under performance Ensure implementation of overall communication plan with agencies, stakeholders and community
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RCCC Gov. Board Materials 2/26/2015 Page 42 of 78 Approve methodology for evaluation of outcomes of projects HUD funded under the Continuum of Care program. CoC Planning Short Term (6 Months) Approve process by which goals and priorities for ending homelessness will be established Approve specific timeline to initiate system mapping Approve framework to complete County wide comprehensive system mapping to determine goals and objectives to end homelessness Approve goals and priorities for ending homelessness in San Diego County
Mid-Term (12 Months) Ensure provision of information required to complete the Consolidated Plan(s) within San Diego Region Approve methodologies as recommended by Nomination / Selection Advisory Committee for identification of additional CoC members
Long Term (24 Months) Ensure that relevant organizations and projects serving various homeless subpopulations and full membership are represented in planning and decision-making Approve goals and priorities for ending homelessness in San Diego County o Coordinate planning process for the implementation of housing and service system including outreach, engagement, assessment, prevention, shelter, housing and supportive services within San Diego County o Develop strategies for ending family homelessness by 2020 Coordinate the implementation of an effective housing and service system which permanently ends homelessness Monitor sub-region and region wide CAHP Coordinate conduct of annual gaps analysis for the homeless needs and services Approve means to monitor progress toward ending homelessness in San Diego County
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RCCC Gov. Board Materials 2/26/2015 Page 43 of 78 Designating and Operating HMIS Short Term (6 Months) Approve implementation of a single Homeless Management Information System (HMIS) for the HUD Funded CoC Designate an eligible applicant to manage the Continuum’s HMIS Approve (i) privacy, (ii) security, and (iii) a data quality plan for the HMIS Approve HMIS Fee Schedule, process and criteria
Mid-Term (12 Months) Ensure consistent participation of recipients and sub-recipients in the HMIS Assess participation in CIE, HIE and KIP Ensure the HMIS is administered in compliance with requirements prescribed by HUD
Long Term (24 Months) Ensure completion evaluation of HMIS Lead Develop planning process to move toward a single HMIS system for all homeless housing across all of San Diego County
Fundraising Short Term (6 Months) Approve process to secure funding for Infrastructure Organization
Mid-Term (12 Months) Approve fundraising plan as proposed by Fundraising Advisory Committee
Long Term (24 Months) Develop process to support efforts of Fundraising Advisory Committee
Additional Long Term (24 Months) Ensure access to quality services region-wide for all subgroups Ensure education of stakeholders about regulatory actions and other conditions affecting the RCCC Advocate for policies and essential services that promote fair housing, client well-being and rights and protections under the law
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Data Committee Strategic Action Plan – February 2015
Strategic Initiative Action Plan Formulate HMIS implementation Short Term (6 Months) recommendations Collaborate on development of recommendation to the Board for a region-wide common assessment tool Collaborate on development of recommended region-wide data platform for CAHP Identify actions / recommendations which require collaboration and endorsement of other Advisory Committees prior to Board discussion Help to establish working groups for: o Data sharing policies o Modification of VI-SPDAT tools o Multi-site access model o Housing navigation o Matching and referrals o Evaluations and adjustments
Mid-Term (12 Months) Develop recommendation for participation in the Community Information Exchange Review and update HMIS Participation Agreement to ensure compliance with all applicable regulatory requirements Obtain approval for HMIS Fee Schedule/Process and Criteria Work to ensure single HMIS system utilization County wide Participate in development of recommendation to Board for a region-wide common assessment tool
Long Term (24 Months) Collaborate on preparation and update recommended annual HMIS MOU Update agreement between agencies and RTFH. Collaborate on completion of evaluation of HMIS Lead
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RCCC Gov. Board Materials 2/26/2015 Page 45 of 78 Update Data Quality and Sharing and Participation policies Review and revise HMIS system-wide policies
Policy development Short Term (6 Months) Develop recommended policies for Privacy, Security and Quality Collaborate on development of recommended general set of policies and procedures governing CAHP
Mid-Term (12 Months) Develop a defined process outlining the types of information needed, reports to be generated and timeline for information requests Develop recommended policy for publishing “identifiable” program level data reflecting performance Establish protocols for partnerships with research firms and universities Approve comprehensive Policy and Procedure manual for operation of HMIS Develop recommended fee schedule, process and criteria
Long Term (24 Months) Update and revise HMIS Policy and Procedure Manual
HMIS oversight Short Term (6 Months) Coordinate on development of HMIS Monitoring Plan o Ensure the HMIS is administered in compliance with requirements prescribed by HUD and other applicable local State and national regulatory requirements
Mid-Term (12 Months) Complete evaluation of HMIS Lead within context of MOU In collaboration with Evaluation Committee complete annual monitoring process
Long Term (24 Months) Monitor best-in-class homeless data systems throughout the United States and recommends changes in our region. Conduct systems analysis / assessment and formulate recommendations for improvement
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RCCC Gov. Board Materials 2/26/2015 Page 46 of 78 Complete evaluation of HMIS Lead within context of MOU In collaboration with Evaluation Committee complete annual monitoring process
Data analysis and reporting Short Term (6 Months) Collaborate on development of recommended region-wide data platform for Subpopulation Coordinated Intake Advisory Committee In collaboration with other Advisory Committees and the Governance Board, identify data elements required for reporting and analysis Assist collaborative Applicants with data needs for all CoC Grant requests
Mid-Term (12 Months) Identify required resources for data analysis and mapping Develop customized reports for analysis of subpopulations Create APRs by category Assess ability to create roll up APR for entire community Determine data requirements for community publication reports
Long Term (24 Months) Conduct evaluation of Data Standards In collaboration with other Advisory Committees and the Governance Board, refine and update data elements required for reporting and analysis
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Nomination and Selection Committee Strategic Action Plan – February 2015
Strategic Initiative Action Plan Review the Governance Charter and Immediate provide recommendations to the Board Clarify Process by which charter recommendations reach full membership and Full Membership Body Short Term (6 Months) Committee review to include seat rotation Committee approved charter review to Governance Board for agenda inclusion Governance Board / Membership Approval Prepare interim charter recommendations for March 2015 deadline Continue developing charter recommendations to be presented last quarter of the calendar year o Obtain clarification of process for charter recommendations Canvass other committees for charter suggestions as result of action planning work Seek delineation of official year from Governance Board for purposes of calendaring annual events (e.g. charter reiew, membership review, etc.)
Annually - Last Quarter of Calendar Year Conduct annual charter Review in order to improve the structure and ensure it is operating in an optimum way - Last quarter of each calendar year
Develop strategies and approaches to Short Term (6 Months) engage new RCCC members to expand Develop annual review process of RCCC Membership and annual calendar for expansion membership of underrepresented sectors of membership of underrepresented sectors in the RCCC Develop annual process to create membership recruitment grid based on emerging needs, underrepresented populations, changing demographics, regulations from funding sources, etc. and annual calendar for this process Develop a solicitation process for official input from other subcommittees concerning RCCC membership.
Annually - First Quarter of Calendar Year
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RCCC Gov. Board Materials 2/26/2015 Page 48 of 78 Conduct Annual Review of RCCC Membership o Solicit input from other Advisory Committees concerning memberships needs Create annual recruitment grid Create and Implement targeted recruitment strategies based upon the grid Provide Annual Feedback to the Governance Board, the RCCC, and the I/O concerning expansion and maintenance of membership through engagement of key stakeholders, coordination with other community groups, and member orientation
Review Board Member nominations Short Term (6 Months) Make recommendations to the Board about which current Board members are one year members and which are two year members (2015 only) Develop Board screening tool based on the criteria for membership as established in Article VI of the Charter o Screen for qualifications based upon Article VI of the Charter o Screen for overall composition of the Board per section 6.04 of the Charter Develop screening questions to be applied to all nominees to ensure willingness to serve and eligibility
Annually - Second Quarter of Calendar Year Screen and interview candidates for Board membership referred by the RCCC and report the results of this to the Governance Board Recommend slate of Board members based upon review of qualifications and interest and review of overall Board Composition (per 6.04 of the Charter)
Develop RFP and select a long-term and Short Term (6 Months) sustainable Infrastructure Organization Draft RFP by March 31, 2015 for the RCCC o Develop draft budget for I/O (with Fundraising Committee) o Review Committee’s Scope of Work / Responsibilities Include additions from Committee work plans including committee staffing needs o Identify Technical Assistance to assist with RFP as needed o Clarify in detail the RFP process including interviews, scoring matrix, appeals process, etc. o Draft RFP scoring instruments May-Aug 2015
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RCCC Gov. Board Materials 2/26/2015 Page 49 of 78 Conduct Public Education and Input Sessions Concerning the I/O (April 2015) o Develop Process for Public Sessions Presentation of I/O concept including models used elsewhere including collective impact models Presentation of Statutory Scope of Work Requirements for I/O Solicit input about additional responsibilities for I/O and core values of I/O o Develop comprehensive distribution list of stakeholders, potential respondents Finalizes Draft RFP (May 2015) o Based upon input from Public Sessions, Committee Work Plans, Statutory Requirements, etc. Committee approves RFP and sends to Gov. Board and Membership (May 2015)
Mid Term (12 Months) Distribute RFP May- Aug 2015 Determine membership of the RFP Review Committee Conduct RFP review sessions Aug. 24 – Sep 24 Conduct RFP respondent interviews Oct. 2015 Develop recommendation to Governance Board and Membership Nov. 2015 Complete contract negotiations and award Dec. 2012 I/O begins operations including 3 month ramp up phase to be described by proposer - Jan 2016
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Evaluations Committee Strategic Action Plan – February 2015
Strategic Initiative Action Plan Conduct project level scoring for NOFA Annually and ESG Update processes for creating new tools, scoring and calling for new projects o Identify actions that can be taken prior to receipt of NOFA o Include opportunities for community input Update and create project evaluation tools o Obtain feedback from prior year process o Establish project performance requirements o Finalize scoring criteria Communicate tools and evaluation criteria o Annual update of distribution list to include all stakeholders Conduct community training for tools and criteria Complete projects scoring
Conduct ongoing project level monitoring Short Term (6 Months) and evaluation of NOFA and ESG Grants Create process for monitoring grants Identify evaluation criteria and information needs Refine and develop systems monitoring and evaluation tools
Mid-Term (12 Months) Complete annual assessment and evaluation in addition to the scoring resulting in two evaluations per year Identify resources required to support monitoring and evaluation of grants Develop strategies to manage under-performance
Long Term (24 Months) Implement strategies for managing under-performance
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RCCC Gov. Board Materials 2/26/2015 Page 51 of 78 Complete San Diego County system wide Short Term (6 Months) evaluation, consultation and planning Define data requirements and communicate to Data Advisory Committee to conduct system analysis Refine and develop systems monitoring and evaluation tools Develop process to establish goals and priorities for ending homelessness Develop HUD funding reallocation strategies o Maximize community and Board participation in reallocation process
Mid-Term (12 Months) Complete annual system assessment and evaluation o Complete gaps analysis o Communicate gaps analysis to other Advisory Committees as appropriate Develop systems resource recommendations Develop recommended goals and priorities for ending homelessness Develop plan to obtain community feedback and evaluation Develop strategies to minimize loss and increase HUD and other funding Recommend planning grants priorities and evaluation criteria to the Nominations and selection Advisory Committee Recommend approval of planning grants
Long Term (24 Months) Refine information requirements to conduct San Diego County system wide analysis Develop recommended system changes for Governance Board review and approval Implement plan to obtain community feedback and evaluation Develop tool for evaluation of Infrastructure Organization In collaboration with Data Advisory Committee, develop tools to evaluate HMIS system and HMIS Lead
Identification of best practices Mid-Term (12 Months) In collaboration with other Advisory Committees and Governance Board, identify required best practice research priorities Identify sources for best practices research
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RCCC Gov. Board Materials 2/26/2015 Page 52 of 78 Establish communication linkages (e.g. personal contacts, web links, conferences, etc.) with best practice resources Identify resources required to complete best practices research Conduct best practices research Communicate findings and recommendations to Governance Board and Advisory Committee Conduct community training for best practices
Long Term (24 Months) Refine best practices research needs Conduct best practices research Communicate findings and recommendations
Other Short Term (6 Months) Identify actions / recommendations which require collaboration and endorsement of other Advisory Committees prior to Board discussion
Fundraising Committee Strategic Action Plan – February 2015
Strategic Initiative Action Plan Identify system level funding needs Mid-Term (12 Month) Design "The Periodic Review" of system level needs (including Gap Analysis, System Mapping, and Infrastructure Organization evaluation, etc.) o Include Regional Application ( Gap Analysis, Point in Time County, Housing Inventory) o Service requirements of funding sources Design Resource Mapping - How are funds for homeless being spent Analyze and asses maximization of existing resources Identify and quantify funding needs for C of C, RCCC, and Infrastructure Organization
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RCCC Gov. Board Materials 2/26/2015 Page 53 of 78 Long Term (24 Months) Provide education and advocacy to entire C of C regards funding needs Provides education and advocacy for the Governance Board o Improve Board capacity to help with Fundraising o Improve Board capacity to help with policy and legislative changes
Develop and implement strategies to Short Term (6 Months) raise funds to meet the mission of RCCC The primary short term need of the RCCC is to identify and secure funding for the Infrastructure Organization. (see Short term actions in the Strategic Initiative that concerns the Infrastructure Organization)
Mid-Term (12 Months) Based on "The Periodic Review" develop specific funding target for RCCC
Long Term (24 Months) Design and Implement Funding search system to identify funding opportunities that address RCCC Funding Targets o Committee regularly searches for funding opportunities o Committee educates entire C of C concerning RCCC needs and solicits assistance in identifying funding opportunities from entire C of C Design and implement coordinated response to opportunities that involve the Infrastructure Organization, the Governance Board, the RCCC and the entire C of C (see Strategic Direction: “Promote a coordinated and collaborative system wide response to funding opportunities to serve the homeless.")
Provide fundraising support to the Short Term (6 Months) Infrastructure Organization Develop target budget for Infrastructure Organizat5ion (in conjunction with Nomination/Selection Comm.) FR Committee to design and implement search for Initial Infrastructure Organization funding
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RCCC Gov. Board Materials 2/26/2015 Page 54 of 78 o Plan to include delineation of Committee efforts and support needed from RCCC and entire C of C o Clarification of Decision making process for allocation of Planning Grant Funds and other funds o Develop and Implement Plan to Access Planning Grant funds Decision about using multiple year planning funds in first year o Develop and Implement Local Foundation Strategy Grants Makers Funders Together Other local foundations capable of responding quickly o Develop and implement plan about possible use of HMIS resources for Infrastructure Organization o Develop and Implement Funding Approach to Municipalities Potential municipality sub committee Strategy regards Port Authority Coordinate and Implement responses to Infrastructure Organization Funding Opportunities
Mid-Term (12 Months) Develop funding search and response protocols to address situations in which the Infrastructure Organization and RCCC may potentially compete with its own membership for funding. Based on "The Periodic Review " (above) and consultation with Infrastructure Organization develop and implement annual plan to support the fundraising efforts of the Infrastructure Organization o Develop and Implement local foundation strategy In addition to short term strategies include capacity building grants Banks and health Care Corporate partnerships o Develop and Implement Plan about possible use of HMIS resources for Infrastructure Organization o Develop and implement funding approach to municipalities Potential municipality sub committee Explore waivers on CDBG
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RCCC Gov. Board Materials 2/26/2015 Page 55 of 78 Develop Port Authority strategy o Development and implement government and large foundation strategy Capacity building Fostering regional approaches Niche funding for specific pieces such as coordinated intake o Develop and implement membership dues strategy
Develop and implement strategies to Mid-Term (12 Months) raise funds to support C of C activities Based on "The Periodic Review" develop specific funding targets for C of C
Long Term (24 Months) Design and implement funding search system to identify funding opportunities that address C of C Funding Targets o Committee regularly searches for funding opportunities o Committee educates entire C of C concerning and solicits assistance in identifying funding opportunities from entire C of C Design and implement coordinated response to opportunities that involves the I/O, the Governance Board, the RCCC and the entire C of C (see Strategic Direction “Promote a coordinated and collaborative system wide response to funding opportunities to serve the homeless.") Design and implement protocol for RCCC to support individual C of C providers as they seek funds for services that address C of C needs.
Promote a coordinated and collaborative Mid-Term (12 Months) system wide response to funding Per the "Periodic Review" identify and champion funding for a system of care opportunities to serve the homeless development with C of C members Based upon "The Periodic Review” analyze current use of existing resources and, when appropriate share conclusions as part of advocacy efforts.
Long Term (24 Months) Develop and implement communication that allow entire C of C to share funding opportunities, funding responses, and seek partners for collaborative efforts
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RCCC Gov. Board Materials 2/26/2015 Page 56 of 78 o Plan and implement protocol for sharing information about funding opportunities system wide o Plan and implement coordinated sharing of information about who is responding to which opportunities o Through the forum that shares both opportunities and responses develop a mechanism that develop knowledge and trust between provides in order to encourage partnerships and collaborative efforts. At the core of a coordinated and collaborative system is trust between providers, trust between the RCCC Governance and C of C embers, and ultimate trust that there is a vision and a plan to develop an effective collaborative system. o Develop protocols for responding to funding opportunities that will encourage collaborative, coordinated, system wide approaches o Develop protocols that address competition between providers o Develop protocols that address competition between providers and the RCCC / Infrastructure Organization o Design regular education and advocacy around system wide goals o Ensure transparency and clarity between general membership and the Governance Board.
Coordinated Assessment Housing Placement (CAHP) / Subpopulations Advisory Committee Strategic Action Plan – February 2015
Strategic Initiative Action Plan Coordinated assessment and placement Short Term (6 Months) planning Obtain Board approval for adoption of VI-SPDAT tools for individual and families Obtain Board approval for CAHP integration into HMIS Implement CAHP into HMIS
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RCCC Gov. Board Materials 2/26/2015 Page 57 of 78 Mid-Term (12 Months) Create measureable outcomes for ending homelessness and integrating strategies into Coordinated Assessment Housing Placement (CAHP) system Develop recommendation to Board for refinement of region-wide common assessment tool Complete implementation of CAHP into HMISS
Long Term ( 24 Months) Develop planning process for making CAHP universal throughout San Diego County o Formulate process to ensure County wide input
Coordinated assessment and placement Short Term (6 Months) implementation Monitor configuration of HMIS implementation by RTFH Identify actions / recommendations which require collaboration and endorsement of other Advisory Committees prior to Board discussion Develop action plan for implementation of CAHP in North County Obtain approval for establishment of working subcommittees for: o Data sharing policies o Modification of VI-SPDAT tools o Multi-site access model o Housing navigation o Matching and referrals o Evaluations and adjustments
Mid-Term (12 Months) Develop mechanisms to produce HMIS generated reporting on CAHP Identify means to improve discharge practices and planning for at-risk populations Develop strategies to improve access to prevention, shelter and permanent housing Develop recommended general set of operating policies and procedures governing CAHP Define role of the 25 Cities Downtown and North County Design Teams Develop policies for creating housing opportunities o Identify options and alternatives for rapid rehousing
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RCCC Gov. Board Materials 2/26/2015 Page 58 of 78 Long Term ( 24 Months) Identify means to better integrate other sectors (e.g. Healthcare, Corrections, etc.) into ending homelessness Sub-population needs assessment Short Term (6 Months) Clarify support required for CAPER Reporting Establish subpopulation subcommittees Develop mechanisms and processes to conduct sub-populations needs assessments Identify resources required to conduct sub-populations needs assessments Develop processes for setting goals and priorities for subpopulations
Mid-Term (12 Months) Conduct sub-populations needs assessment Implement CAPER reporting support process
Long Term ( 24 Months) Update sub-populations needs assessment Incorporate identified needs into efforts to end homelessness
Housing and services system alignment Short Term (6 Months) and improvement Identify mechanisms to maximize housing inventory
Mid-Term (12 Months) Develop means to ensure alignment of other efforts to end homelessness with CoC Plans Develop mechanisms to increase overall housing inventory
Long Term ( 24 Months) Participate in development of processes to involve a broad cross section of the community in efforts to end homelessness
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25 Cities San Diego: Setting a Path to ZERO Efforts/Resources Backgrounder
It takes a coordinated effort between multiple private and public organizations to end veteran and chronic homelessness. Through the involvement of key stakeholders across San Diego County, multiple initiatives and public and private agencies are aligning in a way never seen before.
25 Cities San Diego: Setting a Path to ZERO is the local arm of a federal initiative to end veteran and chronic homelessness. Initiated and funded by the U.S. Department of Veterans Affairs, it is supported by the U.S. Department of Housing and Urban Development and the United States Interagency Council on Homelessness, and driven by the consulting group Community Solutions.
San Diego’s aligned efforts and resources include:
25 Cities San Diego: Setting a Path to ZERO Building the coordinated system to maximize use of available and new resources 25 Cities San Diego designed and implemented the Coordinated Assessment and Housing Placement System (CAHP) to create entry points for homeless individuals to be assessed and access services and housing – prioritizing resources on an individual basis. It focuses on a person’s specific needs versus fitting a client into a one-size-fits-all program, and replaces previously used methods that were disconnected, confusing and inefficient.
Because of its participation and progress with 25 Cities, San Diego has been selected, along with 68 other U.S. communities, to participate in Zero: 2016, a national campaign to end veteran and chronic homelessness. 25 Cities San Diego will work in tandem with Zero: 2016 by providing the necessary tools to ultimately end veteran and chronic homelessness in the region. To reflect this partnership, the initiative is now known as 25 Cities San Diego, Setting a Path to ZERO.
Zero: 2016 works to accelerate communities’ housing efforts by providing hands-on coaching and data tools, and by curating a national peer-to-peer learning network to bolster innovation across communities. Zero: 2016 was established and is funded by Community Solutions, a national nonprofit based in New York City. The initiative is a rigorous follow-on to the group’s successful 100,000 Homes Campaign.
Mayors Challenge to End Veteran Homelessness Helps provide the political will and advocacy necessary to build sustainable solutions to end homelessness Seven San Diego County mayors have signed on to this strategic initiative of the U.S. Department of Housing and Urban Development and championed by First Lady Michelle Obama: San Diego Mayor Kevin Faulconer, Carlsbad Mayor Matt Hall, Del Mar Mayor Lee Haydu, Encinitas Mayor Teresa Barth, La Mesa Mayor Art Madrid, Lemon Grove Mayor Mary Sessom and Oceanside Mayor Jim Wood. The goal is to end veteran homelessness nationally by implementing strategies locally.
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Regional Continuum of Care Council The Regional Strategic Planning Hub for Ending All Homelessness The Regional Continuum of Care Council is an association using collective impact to focus on ending homelessness in the region. The RCCC consists of representatives from the city and county, nonprofit service providers and other interested parties. With a newly seated board chaired by San Diego City Councilmember Todd Gloria and vice chaired by County of San Diego Health and Human Services Agency Director Nick Macchione, this group will continue to work on the long-term solutions to ending all homelessness in San Diego County.
Housing Resources In order to reach the goal of ending veteran and chronic homelessness, housing resources must also be aligned. Below are some of the valuable new resources being implemented by 25 Cities San Diego’s partners to help set a path to ZERO:
Rapid Rehousing Supportive Services for Veteran Families (SSVF) is providing rapid rehousing to more than 800 veterans. Rapid Rehousing is an approach that focuses on moving homeless individuals and families into appropriate housing as quickly as possible by providing the type, amount and suitable short-term housing assistance needed to stabilize the household. Rapid rehousing is replacing the former approach of “housing ready.”
Permanent Supportive Housing Permanent supportive housing (PSH) is safe, decent, affordable housing that provides the necessary support services to enable formerly homeless persons with special needs to live independently. PSH options are designed to meet the specific needs of clients based on the client's level of functioning.
Numerous entities are working in unison to provide PSH to more than 1800 veterans and chronically homeless in San Diego including the San Diego VA Healthcare System, San Diego Housing Commission, County of San Diego Department of Housing and Community Development, County of San Diego Health and Human Services Agency, Regional Continuum of Care Council and Funders Together to End Homelessness San Diego.
For more information on 25 Cities San Diego, Setting a Path to ZERO visit www.25CitiesSD.org.
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Coordinated Assessment & Housing Placement (CAHP) System
Overview
A Coordinated Assessment & Housing Placement (CAHP) system is a client-centered process that streamlines access to the most appropriate housing intervention for each individual or family experiencing homelessness.
Benefits of a CAHP System: Allows for the most efficient targeting of resources Increases coordination across community providers Ensures that everyone has equal access to available housing resources
Within a CAHP system, clients are prioritized through a process that is data-driven and real time. A CAHP must be able to capture client specific information and communicate the data needed to facilitate a housing match/referral. In addition, the data collection and communication platform provides a portal to inform local policy and resource decisions.
A CAHP system can be broken down into four key components, which are described in detail below: 1. Assessment 2. Navigation and Case Conferencing 3. Housing Referral with Choice 4. Data collection and Communication
Four Key Components of a CAHP system:
Assessment The Assessment phase includes three key elements: selecting a Common Assessment Tool (CAT) for your community, coordinating outreach and access points, and prioritizing services based on assessment score.
What is a Common Assessment Tool? A Common Assessment Tool (CAT) is a standard set of questions used by outreach workers to quickly assess people based on need and eligibility. The CAT is used to understand the needs of a person experiencing homelessness and to refer to the most appropriate housing or service intervention based on that need. A CAT must be backed by data, and its recommendations must be based on solid research. The assessment should apply a standardized scoring system to assist communities in determining the most appropriate level of intervention for an individual or family.
The selected tool should be evidence-informed, tested and refined, and have undergone an outside evaluation to determine the tool’s effectiveness including validity and inter-rater reliability. The
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assessment should be available for all subpopulations and must be worded in a way that clients can understand and respond to accurately. Ideally, the tool should be able to be used by non-clinical staff (such as volunteers), and the community must be able to support implementation and ongoing training of the CAT.
A CAT should use a Housing First lens and ideally be combined with an ongoing assessment that delves deeper into context, history, environment and severity of an issue in a nuanced manner in order to determine changes in client functioning and quality of life over time. For more information on the minimum requirements of a Common Assessment Tool, see this document.
Why should we coordinate outreach and access points? Coordinating outreach efforts and access points ensures that all agencies in your community are using the same CAT and have been properly trained on how to administer the tool. It also establishes a clear process for administering and completing surveys with people experiencing homelessness.
This coordination should ensure adequate coverage across a community so that everyone experiencing homelessness has the opportunity to be assessed. Developing a process and protocol for access to the survey should include both outreach to people living on the streets (unsheltered) and at points of access where people seek services and shelter.
Why prioritize services? Prioritization ensures that access to available housing resources are provided in order of greatest need (based on the health and social needs of a person experiencing homelessness)rather than on a first come, first served basis. The CAT should provide a score showing the intensity of service need or level of acuity for each person assessed.
Communities are encouraged to prioritize by Veteran status and by the HUD definition of chronic homelessness, so to align with the federal goals to end homelessness amongst Veterans by the end of 2015 and chronic homelessness by the end of 2016. Pursuant to these goals, and as stated in the recent HUD Notice CPD-14-012, communities (CoCs) are strongly encouraged to develop policies and procedures that prioritize HUD CoC resources by chronic homeless status and length of time homeless. All other things being equal, communities can determine additional areas of local priority within these categories to serve as “tie-breakers” as long as they aren’t prioritizing a specific diagnosis or disability type over another.
Navigation & Case Conferencing During the Navigation & Case Conferencing phase, the individuals or families with the highest priority are assigned a Housing Navigator from the community to assist them in preparing to be referred to an available housing resource and move in after a referral is made. This Housing Navigator provides support throughout the process, which may include accompanying them to all housing related appointments and other necessary social service or benefit acquisition appointments, until such time that they are permanently housed (and sometimes thereafter).
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What is the role of a Housing Navigator? While the job of a Housing Navigator can vary by community and individual household needs, there are areas of commonality. In general, the Housing Navigator serves as the primary point of contact for an individual or family after they have been assessed, and provides assistance in obtaining the documents needed for that individual or family to enter housing. Common documents needed are an ID, Birth Certificate, Social Security Card and DD214 (for Veterans), but the requirements can vary by community and/or funding source. Communities should create a standard list of documents needed and a process for updating this information so that a household can be initiated for a housing referral.
Additional duties of a Housing Navigator might include: securing bridge housing, applying for financial or medical benefits and assisting in the housing search if a client is issued a housing voucher rather than referred to a site-based unit. The success of the Housing Navigator is measured by permanent housing placements. This is often the key difference between Housing Navigation and traditional outreach services.
How are households matched with a Housing Navigator? The process by which a household is matched with a Housing Navigator will vary and will be determined by the individual community. The support of a Housing Navigator should be available to everyone in the system as they are moved forward in priority order. Generally, Navigators are assigned during the Case Conferencing process.
What happens during Case Conferencing? Case Conferencing is a centralized process where each household is assigned to a Housing Navigator and the community regularly monitors the progress being made in the areas of document procurement and collection of other information that is needed to initiate a housing referral. Case Conferencing is also used to track progress after a housing referral is made, and as the Housing Navigator works with a client from referral to lease-up and move in. This meeting also serves as a venue for Housing Navigators to troubleshoot and receive support around any issues that may arise throughout the process.
Housing Referral with Choice The Housing Referral phase is a process by which housing vacancies and other available resources are connected with individuals/families experiencing homelessness that have been prioritized for specific housing interventions. These individuals/families are matched and referred to a unit or resource that meets their needs and for which they are eligible. For example, because VASH vouchers are only provided to veterans, a VASH voucher would not be matched to a non-Veteran. Referrals are communicated with both the Housing Navigator and housing provider. The Housing Referral phase ends when the individual/family is successfully moves into housing (unit is leased).
What is the role of the housing provider? Housing providers participating in a CAHP system commit to filling vacancies with referrals from the centralized list. They provide eligibility criteria for their housing units or vouchers ahead of time and then notify the point of contact when they have an opening. Once an opening is reported, an initial
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match and referral is made with an individual or family experiencing homelessness that meets the eligibility criteria for the vacancy and are document ready. The Housing Navigator then contacts the housing provider to facilitate lease up and move in.
Why are referrals with choice so important? Providing choice to individuals or families experiencing homelessness is critical to building a system that is client centered. Communities should collect information regarding client preferences such as preferred geography, physical needs, housing type and pet accommodations. If this information is not captured through your CAT, it can be collected in addendum or through a separate survey. Providing choice empowers the family or individual to actively participate in the selection of their housing and ensures that consideration is given to their individual needs. This supports long-term stability by facilitating a housing opportunity that meets the needs of both the household and the housing provider.
Data Collection & Communication Critical to the creation of a CAHP system is the implementation of a database that can provide the real-time, accessible client-specific data needed to inform and appropriate housing match and referral. The system contains information gathered from the CAT, collects updates regarding progress made toward obtaining needed documents and, in some instances, may be able to track housing vacancies and available resources. The platform ensures that individuals or families are referred to housing opportunities for which they have been prioritized and are eligible, and which also meet their needs.
What are the minimum requirements of a data collection and communication platform? The selected database must be able to operationalize all components of a CAHP system and facilitate the development of a truly integrated homelessness and housing assistance system in a community. It must be customizable to meet the unique needs, preferences and prioritization protocols of a community. It is a web-based, automated database or other shared platform that is HIPAA-compliant and allows for community partners to view key information that is updated in real-time. It provides an open, transparent platform for coordination of services, while protecting each person’s personal information (PI) and protected health information (PHI).
What are the additional benefits of a data collection and communication platform? In addition to facilitating housing placements, the collection of real-time, centralized data across a community allows for a more in depth evaluation of a community’s needs and assets. This information is used to more efficiently target interventions to households, optimize the use of current resources, track progress across the system and communicate valuable information to funders. The selected database should allow for participation from all parts of the system and bridge any communication gaps between existing databases. The ideal system will be easy to customize at the local level and will not introduce barriers to participation such as fees or limits to the number of users.
RCCC Gov. Board Materials 2/26/2015 Page 65 of 78 25 Cities San Diego, Setting a Path to ZERO Coordinated Assessment and Housing Placement System Progress, Accomplishments and What’s Next
Strategic Review with RCCC Governance Board February 26, 2015
Follow the Journey
• Like us on Facebook at 25CitiesSanDiego
• Follow us on Twitter @25CitiesSD
• Check out our Website at www.25CitiesSD.org
RCCC Gov. Board Materials 2/26/2015 Page 66 of 78 The 25 Cities…
Seattle
Detroit Portland Boston Chicago New York Denver San Francisco Philly Las Vegas Fresno Baltimore Riverside Tucson Los Angeles Washington Phoenix San Diego Atlanta
Honolulu Houston Tampa New Orleans Orlando
Miami
Overall Project Objectives • Help Communities build/improve their Coordinated Assessment and Housing Placement Systems for Veterans and chronic homeless
• Maximize VA’s integration into these systems
• Improve integration of data systems
RCCC Gov. Board Materials 2/26/2015 Page 67 of 78 Selected to represent key Regional stakeholders in effort to end homelessness in the Leadership Team San Diego Region
• Katherine Johnston, Office of the Mayor of San Diego • Jeffrey Gering, VA San Diego Healthcare System • Jessica Chamberlain, VA San Diego Healthcare System • Todd Henderson, SD County Housing Authority • Patricia Leslie, Regional Continuum of Care Council • Jeff Davis, San Diego Housing Commission • Barbara Jimenez, SD County HHSA • Shaina Gross, United Way San Diego • Michael McConnell, Funders Together to End Homelessness
Building the Design Team
The Community Design Team is at the center of building the system. People who work with the system everyday, helping to find housing for people who are homeless, are the ones who know best what the ideal system needs to look like.
RCCC Gov. Board Materials 2/26/2015 Page 68 of 78 Downtown San Diego Community Design Team
• Gabe Kendall, 211 San Diego • Amy Gonyeau, Alpha Project • Martha Ranson, Catholic Charities • Felipe Murillo, SD County Housing and • Monica Ball, Community Volunteer Community Development • Tom Theisen, Community Volunteer • Katherine Johnston, SD Mayor’s Office • Bruce Menser, DT Fellowship of Churches • John Liening, SDPD Homeless Outreach and Ministries Team • Kelly Knight, DT Partnership Clean & Safe • Paul Delessio, St. Vincent De Paul Homeless Outreach • Sumaya Dinglasan, VA San Diego • Brian Gruters, Mental Health Systems Healthcare System • Jennifer Hark Dietz, PATH • Eduardo Carrasco, VA San Diego Healthcare • Imelda Mcclendon, Regional Task Force on System the Homeless • David Smith, VA San Diego Healthcare • Steven Paymard, SD County Health and System Human Services Agency • Teresa Grenawalt, Veteran Community • Melissa Peterman, SD Housing Commission Services • • Maria Callow, SD Housing Commission Hanan Scrapper, Veterans Village SD
San Diego County Continuum of Care Geography
RCCC Gov. Board Materials 2/26/2015 Page 69 of 78 Using Data to Drive Progress Toward Ending Veteran Homelessness In 2015
Overview of a Coordinated Assessment and Housing Placement System
RCCC Gov. Board Materials 2/26/2015 Page 70 of 78 Coordinated Assessment and Housing Placement System
Without CAHP System With CAHP System
CAHP System
Courtesy of Chris Ko
CAHP System – Key Components
#1 #2 #3 Housing Navigation Housing Assessment and Case Referral with Conferencing Choice
#4 Data Collection and Communication
Performance Management & Communications Platform
RCCC Gov. Board Materials 2/26/2015 Page 71 of 78 CAHP in San Diego 25 Cities Pilot 1. Use the VI-SPDAT as the Common Assessment Tool with outreach to entire homeless population. 2. Housing Navigators from Design Team members. 3. Working with community to develop funding, supportive services and “front doors” needed. 4. Track our progress using the PMCP (Performance Management and Communications Platform) as the interim data platform. 5. Zero: 2016 - Use the “Outcome Goals” for tracking progress toward ending Veteran and Chronic Homelessness.
Overview of Downtown 25 Cities Progress to Date:
We have built a fully operational CAHP System for Downtown San Diego*
*With lots of room for making it better
RCCC Gov. Board Materials 2/26/2015 Page 72 of 78 First 100-Day Goals & Outcomes
Our 2nd 100 Day Primary Goal
PRIMARY GOAL: The San Diego Community Design Team working with our dedicated housing navigators will get 150 high acuity veterans and chronically homeless individuals ready for housing in the CAHP system, of that number 100 will be permanently housed successfully by March 3, 2015.
Individuals who have been Match Initiated: 178 Individuals who have been Placed: Approx. 70
RCCC Gov. Board Materials 2/26/2015 Page 73 of 78 Sub Goals and our Progress to Date Sub-Goal Progress to Date Outreach & Assessment a. Assess 800 in 1st 100 days • Assessed 3000+ unsheltered homeless b. Increase # of organizations using VI- • 3 additional organizations at table SPDAT • Supplemental questions in testing c. Refine questions to make more phase informed matches Housing Navigation a. Build a Housing Navigation Team of • Team of 27 dedicated individuals plus 23 team of outreach b. Pursue funding for 3 Housing • Applied for funding Navigators
Policy and Procedure Manual a. Complete by Jan. 31st • First draft complete and in revision phase
Sub Goals and our Progress to date
Sub-Goal Progress to Date PSH Turnover Units a. Engage with PSH and FSP providers in • Creating a template for initial community to result in 20 PSH outreach/PR packet to leave with turnover units leased through CAHP agencies • Scheduling meetings with targeted agencies
Data Platform a. Make recommendation longer term • Recommended long-term solution will be data platform for County-wide HMIS. expansion • Leads of Design Team on Advisory Committee to provide insight for design of CAHP in CoC
RCCC Gov. Board Materials 2/26/2015 Page 74 of 78 Key Accomplishments To Date
• Housing Navigator workflow sustained and improving • 550 individuals assigned to housing navigators • Design Team meets bi-weekly • Housing navigators meet bi-weekly • Coordination with Winter Shelter • $24k in flex funds donated & $200k grant to provide infrastructure • Active Affordable Housing Committee
Challenges and Strategies to Address them
• Challenge: Lack of resources for non-vets – Strategy: Targeting PSH Turnover Units & Housing Authority amended contracts to include placement via CAHP. • Challenge: Housing Authority brought housing resources to the table, but need AOD/MH resources for services – Strategy: reaching out to previous partners, starting phases of creating a creative comprehensive plan/approach – Strategy: Health Care and Housing Æ Working with county group to see how Medicaid and Health Homes can leverage or create care navigation services/ extend care – Strategy: Accelerating step down/moving out strategies
RCCC Gov. Board Materials 2/26/2015 Page 75 of 78 Challenges and Strategies to Address them • Challenge: Lack of affordable units – Strategy: Sub-committee created and targeting landlord – Strategy: Chargers Outreach/Community Networking – Strategy: Housing Authority releasing Homeless 5-Point Action Plan
Lessons Learned and Shared • Design Team requires a substantial commitment • Enthusiasm, fun and openness to change are essential to a successful effort • Must repeatedly improvise in the face of one unexpected development after another • Fundamentally, 25 Cities is a paradigm shift in both approach and goals • Extent and scope of participation is voluntary • Great opportunity to expand community involvement
RCCC Gov. Board Materials 2/26/2015 Page 76 of 78 Developing the Needed Infrastructure
Funders Together To End Homelessness Grant – Building Infrastructure for Sustainability • $200k awarded (January 2015 through December 2015) • Funding Includes: – 1 FTE Community Coordinator – .50 FTE Project Manager • Subcontracted Services – Expansion of DMV ID’s – 5 additional bridge beds – #211 phone assessments – Move-in Kits • Education and Marketing Materials for Landlord Recruitment
RCCC Gov. Board Materials 2/26/2015 Page 77 of 78 Questions?
Please Contact Us! • Michael McConnell – Leadership Team Questions about the Regional Effort [email protected]
• Tom Theisen – Design Team Questions about the Downtown Effort [email protected]
RCCC Gov. Board Materials 2/26/2015 Page 78 of 78