Loading...
HomeMy WebLinkAboutCOW 2015-05-26 Item 4C - Discussion - Sound Cities Association Public Issues Committee ItemsCOUNCIL AGENDA SYNOPSIS Initials Meeting Date Prepared by Mayor's re 'ew Council review 05/26/15 LH C.117;G ( )RY CI Disaission 05/26/15 ❑ Motion Mtg Date E Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date • Public Hearing ❑ Other Mtg Date Mtg Date Mtg Date SPONSOR 0 Council ❑ Mayor ❑ HR ❑ DCD C] Finance ❑ Fire ❑ IT ❑ P&R ❑ Police • PI, SPONSOR'S Council President Kruller will provide an update on the latest Sound Cities Association SUMMARY Public Issues Committee discussion on the draft of the Committee to End Homelessness Strategic Plan. The item will return to the June PIC meeting for additional discussion and potential endorsement. RI ;V 11 AY'I ,I) BY COW Mtg. ITEM INFORMATION ITEM No. 65 STAFF SPONSOR: LAUREL HUMPHREY ORIGINAL AGENDA DATE: 1/26/15 AGENDA ITEM TITLE Discussion on Sound Cities Association (SCA) Public Issues Committee (PIC) Items C.117;G ( )RY CI Disaission 05/26/15 ❑ Motion Mtg Date E Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date • Public Hearing ❑ Other Mtg Date Mtg Date Mtg Date SPONSOR 0 Council ❑ Mayor ❑ HR ❑ DCD C] Finance ❑ Fire ❑ IT ❑ P&R ❑ Police • PI, SPONSOR'S Council President Kruller will provide an update on the latest Sound Cities Association SUMMARY Public Issues Committee discussion on the draft of the Committee to End Homelessness Strategic Plan. The item will return to the June PIC meeting for additional discussion and potential endorsement. RI ;V 11 AY'I ,I) BY COW Mtg. Crete ❑ CA &P Cmte • F &S Cmte Comm. CHAIR: ■ Transportation Cmte fl Utilities DATE: ❑ Parks COMMITTEE ❑ Planning Comm. r Arts Comm. RECOMMENDATIONS: sPONSOR/ADM]N. COMMII'r Council President E COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $ $ Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION MTG. DATE ATTACHMENTS 4/27/15 Excerpt from May 13, 2015 SCA PIC Minutes Draft Strategic Plan with May 8 Memo 65 6. Committee to End Homelessness — Draft Strategic Plan 2015 -2018 Chair Talmas explained that the Committee to End Homelessness (CEH) draft Strategic Plan (the plan) is before the PIC as a potential future action item and, with PIC action tonight, would come back to the PIC June 10, 2015. He noted that the PIC had reviewed earlier drafts of the plan and requested that the deadline for revision be extended. That extension was granted and has allowed for extensive changes. Deanna Dawson, SCA Executive Director, reported that CEH staff have been very receptive to comments from SCA member cities and the plan has been heavily edited as a result. Dawson recognized CEH Director Mark Putnam, in attendance this evening, and recounted that SCA appointees to the CEH Governing Board and Interagency Advisory Council (IAC), as well as Mayor Nancy Backus, Auburn, and staff from member cities have been engaged in reviewing and redrafting the plan. Dawson thanked the PIC for bringing on new staff and noted that SCA Policy Analyst Ellie Wilson -Jones has devoted substantial time to ensuring city feedback is incorporated. Ellie Wilson- Jones, SCA Policy Analyst, reported that all feedback received from member cities has been provided to CEH staff and is largely incorporated into the draft before the PIC. Wilson -Jones noted that the SCA appointees to the CEH Governing Board (Councilmember Doreen Marchione, Kirkland, and Councilmember Lydia Assefa- Dawson, Federal Way) and IAC (Colleen Kelly of Redmond, Michael Hursh of Auburn, and Jennifer Henning of Renton) as well as other SCA member city staff have been engaged throughout the process, reviewing several drafts of the plan, proposing edits, and vetting revisions that were then provided to CEH staff. Wilson -Jones summarized feedback received from member cities and explained how those comments had been incorporated into the draft before the PIC: First, there were concerns that earlier drafts lacked details regarding the costs of implementation, funding sources, and lead partners for various strategies. Overall, earlier drafts had a mismatch between extreme prescriptiveness in places and vagueness in others. The plan now explains the funding and housing resources available for implementation and identifies lead partners for action steps for the coming year. In response to feedback about the over prescriptiveness, the plan has moved up a level. With that, there is also acknowledgement in the plan that more work will be necessary going forward to implement the plan. This underlies the importance of having an effective governance structure that includes SCA representation. Second, on the issue of governance structure, SCA staff has also heard questions and concerns. Previous drafts suggested that the governance structure should be changed but did not clearly state what the new structure would look like or who would be represented. The draft before the PIC now more clearly explains that the existing Governing Board and IAC would be condensed into one body called the Coordinating Board. SCA would have two representatives on the Coordinating Board. While the draft before the PIC now provides more detail about the future Coordinating Board, it also acknowledges that the transition to a new governance structure will require further work including changes to the CEH Charter. Those efforts will continue under the leadership of the existing Executive Committee. SCA does not currently May 13, 2015 Draft Minutes Page 3 of 17 67 have a seat on that committee but, thanks to extensive SCA engagement, the plan now calls for creation of a new SCA seat. Third, there were questions about what the plan means for cities and why it's being created. Seattle and King County are designated to provide fiduciary oversight of a federal funding program for homelessness and therefore must have a community plan under the federal HEARTH act. Other King County cities are not required to create or adopt a plan, but the endorsement and engagement of all cities is sought by CEH so that efforts can be aligned and a greater impact can be achieved. There are also action steps that name local governments or SCA as a lead partner. They are Strategy 1.3, which relates to criminal justice system involvement, and Strategy 2.2, which relates to collaboration between first responders and human services providers. The plan does not require any code changes or any funding commitments from cities. Finally, member cities objected to references to the "criminalization of homelessness" contained in earlier drafts. There was strong sentiment that this language mischaracterized the efforts and objectives of cities and ignored the broad responsibilities that cities have to their residents, both those housed and unhoused. That language has been removed. Instead, the plan now contains a two - pronged approach to reducing criminal justice system involvement while ensuring public safety. These strategies are 1.3 and 2.2. The IAC has formed a subgroup to continue work on this language. The subgroup was created after advocates of the homeless called for reinserting the original "criminalization of homelessness" language. That group met May 12, 2015 and made progress toward developing additional narrative describing the way laws and policies can impact the homeless. The subgroup is likely to recommend a new strategy be included in the plan that entails partnering with local governments to examine the impacts of existing and proposed laws and policies on people experiencing homelessness and what impact they have on helping people to become housed. Wilson -Jones said CEH and SCA staff remain available to present to City Councils. Presentations have been given to the Federal Way and Black Diamond city councils and are scheduled for Auburn, SeaTac, Snoqualmie, and Renton. Wilson -Jones concluded by explaining the recommended action before the PIC is vote to bring the plan back for an endorsement in June, with three caveats explained further in the packet. Chair Talmas asked whether MIDD (Mental Illness and Drug Dependency) sales tax funds that are spent on homelessness are included in among the funding sources detailed in the plan. Dawson answered that MIDD funding dedicated to homelessness is included in the county funding referenced by the plan. Mayor Nancy Backus, Auburn, moved, seconded by Councilmember Dini Duclos, Federal Way, to bring the following potential policy position back to the next meeting of the PIC: The Sound Cities Association (SCA) shares the vision of the Committee to End Homelessness (CEH), which is that homelessness is rare in King County, racial disparities are eliminated, and if one becomes homeless, it is brief and only a one -time occurrence. SCA endorses the 2015 -2019 CEH Strategic Plan, and its goals of making homelessness May 13, 2015 68 Draft Minutes Page 4 of 17 rare, making homelessness brief and one -time, and creating a community to end homelessness. SCA's endorsement of the CEH strategic plan is conditioned on review and approval of the final language of the plan. Specifically, SCA members support continued inclusion of language in the plan that recognizes that local governments are responsible for ensuring public amenities remain safe and accessible to all, while at the same time acknowledging that addressing behaviors associated with experiencing homelessness solely with a law enforcement response is resource - intensive and may leave underlying causes of homelessness, such as behavioral health crises or lack of shelter, unaddressed. SCA members recognize that approaches that foster collaboration between service providers and first responders, such as law enforcement, can do more to reduce homelessness. SCA objects to language being introduced into that plan that would mischaracterize the efforts of cities as "criminalizing homelessness." Additionally, SCA's endorsement of the CEH strategic plan is conditioned on review and approval of the governance structure of the CEH. SCA supports clarifying the roles and responsibilities of the subcommittees and their relationship to the Coordinating Board. SCA supports having adequate representation for SCA members on the Coordinating Board, and on the Executive Committee. SCA also supports a role for local government within the governance structure that will connect CEH decision makers with public sector staff to generate ideas for regional and cross - departmental collaboration to ensure CEH strategies are evaluated from a variety of perspectives, including human services, planning, and public safety, among others. Discussion on the motion ensued. Backus thanked Wilson -Jones and Dawson for their work on the CEH Strategic Plan and stated that in the past SCA may not have been as involved, but homelessness has since become a greater issue in each city. She stated that while early work on the plan felt like an "us against them" situation, with cities going one way and the CEH going the other, there is now alignment. She thanked Mark Putnam and his staff for listening and responding to difficult feedback. She noted that no city is going to be able to end homelessness on its own and that it will take a regional approach that retains flexibility for each city. She said the latest draft addresses all of the concerns put forward by cities, without pointing fingers, and will allow all to work together. Councilmember Tola Marts, Issaquah, stated that it has been a collaborative process, in which the city of Issaquah has been involved. He said Issaquah has a long- standing commitment to ending homelessness and has served as the home to tent cities and continues work on a human services campus. Marts noted that cities can achieve better outcomes and act compassionately when they have the full range of options before them, including ordinances that protect public safety. Issaquah was supportive of removing language that mischaracterizes efforts of cities as "criminalization" of homelessness. Deputy Mayor Catherine Sanford, Lake Forest Park, stated that homelessness is a regional challenge and that the only way to move forward is together. Stanford asked for a clarification May 13, 2015 Draft Minutes Page 5 of 17 69 on the motion. Chair Talmas stated that the motion, also contained in the packet, is to bring back the plan for an endorsement next month and that the motion contains conditions on that endorsement because the plan is not yet final. Dawson added that the CEH Governing Board is scheduled to adopt the plan in June. Councilmember Barry Ladenburg, SeaTac, echoed the need for regional collaboration, noting that the challenges would not be solved by simply pushing the problem from one jurisdiction to another. Ladenburg asked whether the new Coordinating Board would oversee funding decisions. Dawson said that while the Board could make recommendations, it was not envisioned that the County or other funders would delegate their role in making funding decisions to the Board. Mayor Dave Hill, Algona, asked for clarification regarding the draft that would be before the PIC in June. Dawson stated that the plan would come back to PIC with final language on criminal justice involvement, and on the governance structure. Council President Hank Margeson, Redmond, stated that local elected officials need to have a full array of options to deal with issues in their communities. He stated that the governance structure needs more specificity, with clarification about the relationship between the Coordinating Board and other CEH committees. Councilmember Ross Loudenback, North Bend, asked what language was likely to come out of the IAC subgroup. Wilson -Jones stated that the group has discussed adding language stating that some laws and policies disproportionately impact people who are homeless and recommending the creation of a toolkit to assist governments in evaluating whether their policies impact people who are homeless. Dawson stated that SCA staff have made clear that member cities oppose language that mischaracterizes city policies as criminalizing homelessness. Chair Talmas stated that the packet references a new action step to Strategy 1.2 related to comprehensive plan housing element policies. He said that some of the options listed, including impact fee and multi - family tax exemptions, may not have the support of his City Council. Wilson -Jones thanked Chair Talmas for highlighting this new action step. The motion passed unanimously. 7. Best Starts for Kids Levy Chair Talmas introduced the item, noting that this item came to the PIC at the request of the SCA Board Executive Committee. Deanna Dawson, SCA Executive Director, gave the staff report. As noted in the staff memo in the packet, On April 28, 2015, King County Executive Dow Constantine released details of a proposed "Best Starts for Kids" levy. On April 29, 2015, the Executive transmitted an ordinance to the County Council to place the levy on the November 2015 ballot. May 13, 2015 70 Draft Minutes Page 6 of 17 Attachment A to th To: Sound Cities Association, Public Issues Committee Members From: Mark Putnam, Director Date: May 8, 2015 Subject: CEH Strategic Plan Over the past ten months more than 500 individuals participated in our strategic planning process, providing expertise, ideas, critical review, leadership, and vision. This included a day -long retreat in March with its Governing Board, Interagency Council, Consumer and Funder members to finalize the direction of the Strate€ Plan and identify leads for the annual action steps. Sound City Association members have been strong and active participants throughout this process. Cities are key partners in the efforts to end homelessness. Some action steps in the Strategic Plan specifically identify local governments and /or Sound Cities Association as the lead partners, while other strategies will likely need city support. Today, I am transmitting the draft Plan for SCA Public Issues Committee review. The plan is a recommitment ending homelessness, and to our vision that homelessness is rare in King County, racial disparities are eliminated, and if one becomes homeless, it is brief and only a one -time occurrence. The Plan also sets a nevi structure for CEH, combining the Governing Board and Interagency Council into a single "Coordinating Board' See Appendix A of the Plan for more detailed information on the proposed governance structure, timeline, al calendar. We appreciate the partnership SCA and its members have shown, particularly during this last phase in the development of the plan. We have worked in cooperation with SCA to address concerns related to language local ordinances and planning, and have twice revised the timeline for plan adoption to accommodate city processes. At the Interagency Council (IAC) on May 4th, the IAC discussed the draft Strategic Plan and the next steps for the group in order to make a recommendation for adoption by the Governing Board. As a result of the feedback received and discussion by the IAC it was recommended that the IAC form two work groups to finalize the IAC recommendations 1.3 and 2.2, and 3.2 and Appendix A, before the plan comes back to the IAC in June and goes to the Governing Board on June 30. Both IAC work groups include a SCA representative (Colleen Kelly) and in addition, SCA staff (Ellie Wilson- Jones) have been invited to participate. We expect these meetings to be productive and result in an improved plan. We look forward to continuing our partnership with SCA and member cities as we work as a community to end homelessness in King County. Mark Putnam Director May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 38 of 151 71 Attachment A to the May 13, 2015 PIC Agenda Item 6 CEH Strategic Plan - July 2015 to June 2019 — A Regional, Aligned, Community Plan to End the Experience of Homelessness among Residents of Seattle /King County MOM •a MY••• •t•••__ r••MU•Yr Mr•••••ar •10•ti �•I taw it Onto YriF'0.0 YurlMwa WNW nom Imo One y fM•q•.M• S•10 110•01rF0••r r•w Gr�Ge•.I. I_ �s 4w'ar •r�.•arx WY i MA4�wi WN40. Yr•�� t• +fir 0.01•11%.100. Va.N•wrr.r W••u• oh .W W • N N0•rr U• 1•10 • .•r— tYwk .. lma' •wfw, ounoolmn WOO 44Ma raw. 1al•Bu ita••.•a ~ww r ta1iY•a Waw worm •om• -1tom YYl.�1 __ Y11• _.Y_ era_• *Com. noon... •••1.1 •0••- 8 !1 ^fir irltsYrn ■Mrr_a Ilmem NI■0 nom= Wa.1••Y �•1r •i.•ri 10.4 Yaa OmpLoo. Yr(rr•..•_•l •1fw.• m O •� M. 1�•r� v.�nwMU OW.% 1d1 w••�M1M161�•y.�� 1r.WW•t•••r••wa • r mmo• Ar1••.••d•.a•�i1an ••vW 1b1•tifrlMOr• rti w �Yw ww Iwo .l o. woo tw.• Mow Woo 0.10.11. irs W r� 1n1Y is mar... 111•6/...rw+1••.. Y• lam= w• O tl 2a� •� •oi•r, r•• �iw• 1•rrr..•. naa.. Y 11� 1 •10w•r. •.•aa .00 ildwom lama berm llonirmt nano I.WM•.i.• aarhow... ■••011.1almn to 1...• ..0 • 411110.: rat. ••rte awl•.•.•.•∎∎r•..Ir'.r.Fti 0.a,tiommo. now r•■r... room e■m r_ mei wOr a.•••4••w••• O _...._. 1•■•• . oo Sam r•r•.• wrrti. wr Mon s"r Um. MY Loa WO. rr•rr ...•sir.• noon ..•:. n(woo. rtM \�r.'aa_.r11wi W aw w r r: a0 r ra• rr•1boo ammo 11111D Moms snw�ir n. wIMO nw•1• a•ra Committee to End Homelessness in King County May 13, 2015 72 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 39 of 151 Attachment A to the May 13, 2015 PIC Agenda Item 6 acknowledgements Governing Board Dan Brettler Ed Murray Lydia Assefa- Dawson Dahkota Beckham David Bley Bobbe Bridge John Chelminiak Sally Clark Jon Fine Paul Killpatrick Doreen Marchione Kathy Lambert Mike Lowry Nicole Macri Joseph McDermott Blake Nordstrom Sheila Sebron Lainey Sickinger J. Wesley Saint Clair Father Stephen Sundborg Consumer Advisory Council Ariyetta Daniel Dahkota Eddy Latrice Linda Margaret Nancy Roger Stacy Car Toys Inc. (Co- Chair) Mayor, City of Seattle (Co- Chair) Councilmember, City of Federal Way Consumer Advocate Bill & Melinda Gates Foundation Former Judge, Center for Children & Youth Justice Councilmember, City of Bellevue Councilmember, City of Seattle United Way of King County Seattle Central College Councilmember, City of Kirkland Councilmember, King County Former Washington State Governor DESC, Seattle -King County Coalition on Homelessness Councilmember, King County Nordstrom, Inc. Consumer Advocate REACH Judge, King County Superior Court Seattle University CEH Executive Committee (co- chairs of chartered committees or designee) Dan Brettler Ed Murray Sue Sherbrooke Adrienne Quinn Meghan Altimore Sara Levin Marty Kooistra Stacy Bill Hallerman Catherine Lester Open seat Governing Board Governing Board Interagency Council Interagency Council Safe Harbors, Hopelink Safe Harbors, Communications (for Chris Hynes) Communications Consumer Advisory Data /Evaluation Data /Evaluation (for Traci Hilliard) Sound Cities Association Thanks! Contributions to this plan were made by more than 500 people, including CEH subcommittee members, Sound Cities Association, City of Seattle and King County staff, 2014 Annual Conference participants, 2015 Strategic Planning Session attendees, and those who commented via our website. A special thank you is owed to Point B for their pro bono contributions. CEH ti��ln Interagency Council Adrienne Quinn Sue Sherbrooke Jarvis Capucion Roger Conn TJ Cosgrove Ceil Erickson Brigitte Folz Anitra Freeman Kathy Gerard Nora Gibson Melinda Giovengo Bill Hallerman William Hayes Mike Heinisch Jennifer Henning Bill Hobson Michael Hursh Kiser Marty Kooistra Dinah Ladd Paul Lambros Barbara Langdon Nancy Loverin Colleen Kelly Emily Leslie Catherine Lester Sara Levin Jeff Lilly Andrew Lofton Gordon McHenry Stephen Norman Mark Okazaki Michael Ramos Nancy Sherman Alice Shobe Kathleen Southwick Arthur Sullivan Ken Taylor Jim Theofelis Steve Walker King County /Community and Human Services (Co- Chair) YWCA (Co- Chair) Occupy CEH Consumer Advisory Council Public Health Seattle & King County Seattle Foundation Harborview Medical Center Occupy CEH Veterans Administration Puget Sound Full Life Care YouthCare Catholic Housing Services King County /Adult and Juvenile Detention Kent Youth and Family Services Renton /Sound Cities Association DESC Auburn /Sound Cities Association Seattle -King County Coalition on Homelessness Housing Development Consortium of Seattle /King County Seattle Public Schools Plymouth Housing Group Lifewire King County/ Employment Education City of Redmond /Sound Cities Association City of Bellevue, Human Services City of Seattle, Human Services United Way of King County Union Gospel Mission Seattle Housing Authority Solid Ground King County Housing Authority Neighborhood House Church Council of Greater Seattle Consumer Advisory Council Building Changes Crisis Clinic ARCH Valley Cities Counseling & Consultation Mockingbird Society City of Seattle, Housing Committee to End Homelessness Mark Putnam, Director 401 5'h Avenue Seattle; WA 98104 www.cehkc.org info @cehc.orq (206) 263 -9058 Item 6: Committee to End AnblreasftnessiRrAt Strategic Plan 2015 -2018 Page 40 of 151 3 73 Attachment A to the May 13, 2015 PIC Agenda Item 6 Table of Contents Introduction 5 Our Vision and New Plan 6 2005 -2015: A Decade of Growing Inequality 11 Our Neighbors in Crisis 12 Our Resources to Address the Crisis 16 Strategies: Goal 1: Make Homelessness Rare 19 Goal 2: Make Homelessness Brief and One -Time 23 Goal 3: A Community to End Homelessness 25 Appendices Appendix A- Governance Structure 29 Appendix B- Performance Measures and Dashboard (In Development) Appendix C- Rapid Re- Housing (In Development) Appendix D- System -wide Analytics and Projection Tools (In Development) Appendix E- TBD: Other CEH Strategic Plan May 13, 2015 SCA Draft — 5/8/15 4 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 41 of 151 l4 Attachment A to the May 13, 2015 PIC Agenda Item 6 introduction In 2005, our community formed the Committee to End Homelessness in King County (CEH), creating a broad coalition of stakeholders to focus on addressing and eliminating homelessness in King County. Since the adoption of a 10 -Year Plan to End Homelessness (2005 -2015) our community has succeeded in ending homelessness for almost 40,000 people. Yet, in 2015, on a given day, nearly 10,000 people are experiencing homelessness in King County, and almost 40 percent are unsheltered. People are homeless on average for more than 100 days, and they return to homelessness after being housed nearly 20 percent of the time. Racial disparities are stark, with Native Americans seven times more likely to experience homelessness than Whites, and African Americans six times more likely. Homelessness is a crisis in King County. Our neighbors who are without homes need housing. Many also need jobs. We are a compassionate, active community that hurts for those living outside and in unstable housing. While we can celebrate with those who have found housing stability over the past decade, we are recommitting to develop new partnerships and make a greater impact over the next four years. The Committee to End Homelessness has taken a collective impact approach to ending homelessness in King County that aligns strategy and funding toward shared outcomes. Our ranks include residents, housed and unhoused, alongside the faith, business, government, philanthropic, and nonprofit sectors. We realized a long time ago that we need to work collectively, across sectors and across the entire County and region, to end homelessness. To make homelessness brief and one -time, we need to provide people with what they need to gain housing stability quickly. This is the responsibility of funders of homeless housing and services, and nonprofit providers. Implementing more effective, efficient program models will allow us to serve more people. Homelessness is solvable. While crises that impact housing stability will never be fully prevented, we can end that person's homelessness very quickly. Other cities and states are making significant progress, and we must continue to learn and adapt to new data and ideas. To make greater strides locally, we must address the symptoms while also working with others at the local, state, and federal levels to address the causes. We must commit fully to using the most effective, proven approaches to support people experiencing homelessness to quickly gain housing stability and employment, prioritizing those who are most vulnerable. We will need the support and commitment of local, state, and federal elected officials to ensure housing affordability and the availability of safety net services. We save money and have a stronger community when people have a place to call home. Finally, we must energize and activate residents, business, and the faith community. This plan outlines strategies for a re- imagined continuum of services for people experiencing homelessness in King County and acknowledges that energized engagement needs to take place in both the board room and between neighbors for homelessness to be rare, brief, and one -time in our community. CEH Strategic Plan May 13, 2015 SCA Draft — 5/8/15 5 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 42 of 151 75 Attachment A to the May 13, 2015 PIC Agenda Item 6 our vision and new plan Our vision is that homelessness is rare in King County, racial disparities are eliminated, and if one becomes homeless, it is brief and only a one -time occurrence. On July 1, 2015, we will launch a new four -year Community Plan, A Regional, Aligned, Community Plan to End the Experience of Homelessness among Residents of Seattle /King County to achieve this vision. The plan is a recommitment to our vision of ending homelessness, and what needs to happen for this vision to become reality. What are Our Goals, Strategies and Outcomes? The plan has three core goals, strategies to address them, and outcomes to measure progress: Make Homelessness Make Homelessness Rare Brief and One -Time O Advocacy and action to address the true causes of homelessness, resulting in: sal Fewer people unsheltered or temporarily housed More people housed and sheltered Reduced racial disparities among people experiencing homelessness Fewer people exiting institutions directly to homelessness Fewer low- income households spending >50% income for housing brief 0 Address crisis quickly, and align resources to meet the needs and strengths of people, resulting in: • People experiencing fewer days homeless • Fewer people lose housing stability once housed • Increased income • Reduced racial disparities among people experiencing homelessness A Community to End Homelessness Engage and activate the community, resulting in: Increased engagement of residents Increased leadership of business and faith leaders Effective and efficient governance and system infrastructure How Much Progress Will Be Made? Since 2005, we have become more sophisticated in our ability to measure progress and adapt practices based on data. As a community we have already set a goal of ten percent annual improvement for each outcome, and local funder contracts with providers include annual program targets that if met will help us achieve our system targets. We will refine these goals by year -end 2015 as we set implementation plans by population and utilize a new National Alliance to End Homelessness (NAEH) System Wide Analytics and Projection (SWAP) suite of tools that model program and population changes to assist communities to project improvements to system CEH Strategic Plan SCA Draft — 5/8/15 6 May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 43 of 151 76 Attachment A to the May 13, 2015 PIC Agenda Item 6 outcomes.' The tools, utilizing local data, will provide us with information we can use to realign our funding and programming. The tools will be used to identify resource gaps, by program type and population, and set implementation plans to achieve our goals. (See Appendix D for more on the SWAP suite of tools.) In advance of the release of these tools, CEH and Point B (providing pro bono services) used local data and national research to project the impact of realigning programming. We found that by increasing and targeting our investments to focus on diversion, rapid re- housing, and permanent supportive housing we will house more people —often with equal or better housing retention outcomes than our current system. In addition, our goals are aligned with the U.S. Interagency Council on Homelessness Opening Doors plant, which set out the following objectives: End Veteran Homelessness by 2015: Our goal is for all Veterans to be housed or in shelter and on a pathway to housing (what USICH is calling "functionally zero" homeless). We believe we can achieve this goal, as we have permanent housing resources for about 900 of the 1096 Veterans who are homeless in King County. End Chronic Homelessness by 2017: Our goal is for all chronically homeless adults to be housed or in shelter and on a pathway to housing.3 This will require significant new investment in Permanent Supportive Housing, the evidence -based solution to chronic homelessness. End Youth /Young Adult Homelessness by 2020: Our goal is for all youth /young adults to be housed or in shelter and on a pathway to housing, and to rapidly house those who become newly homeless. End Family Homelessness by 2020: Our goal is for all homeless families to be housed or in shelter and on a pathway to housing, and to rapidly house those who become newly homeless. USICH and Opening Doors have not set a goal for ending Single Adult Homelessness. King County will set a target this year as part of our first ever single adult plan. When Do We Begin? Now! We've set ambitious 2015 -2016 action steps, which are specified in this plan. Annual implementation plans will be developed, including setting targets for each strategy, and future meetings of our governance committee will be organized around the strategies. Lead partners will be accountable for updating the committee on progress, and the committee will provide oversight and make course corrections. Implementation plans by subpopulation will be developed and continuously refined as new data emerges. These plans will be amendments to this plan following adoption by the CEH governance committee: • Veterans (existing plan runs through 2015; update in Quarter 1 2016) • Youth /young adults (update completed June 2015) • Families (existing plan runs through 2015; update to be completed in Quarter 1 2016) • Single adults and chronically homeless (no current plan; plan completed by Quarter 4 2015) 1 Focus Strategies, under contract with NAEH, developed a suite of tools they call System Wide Analytics and Projection (SWAP) Tools. CEH will be using these tools to project what policy changes will make the most impact. 2 USICH released Opening Doors in 2010, and amended it in 2013. Another amendment is expected in summer 2015, and USICH has indicated they will change their target for ending chronic homelessness to 2017 from 2015, due to lack of investment by the Federal Government in Permanent Supportive Housing (PSH). s HUD has defined chronic homelessness as an individual or family with a disabling condition who has been continuously homeless for a year or more or has had at least four episodes of homelessness in the past three years. https://www.hudexchange.info/homelessness- assista nce /resou rces- for - chronic - homelessness/ CEH Strategic Plan SCA Draft — 5/8/15 7 May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 44 of 151 77 Attachment A to the May 13, 2015 PIC Agenda Item 6 What Principles Will Guide Us? Our goals, strategies and outcomes provide us with a framework. Principles provide us with a foundation for our collective action over the coming four years. The following principles will guide us: • Involve the full community, including those experiencing homelessness • Promote equity and social justice in funding and program design to address regional and racial disparities • Address the whole person's needs and strengths by prioritizing appropriate housing stability mechanisms • Prioritize those whose health and safety are most vulnerable • Move people into housing first, and employment fast, by progressive engagement in services Utilize data - driven assessment of needs and outcomes to drive policy and investments How Did We Get Here? Community Engagement! During the summer of 2014, we began the process of establishing a new vision and plan for making homelessness rare, brief and one -time in King County. The full community is needed to make this plan a success, and hundreds of King County residents engaged in the planning that resulted in this plan. LAMAIT Tk E- lu �" *mew INS S r i,. `�...�. (,V TY I f N RA t4 CY CouNCAL RE1FAT.," 2b14 C p, cd.LE rive f Y� „ mn � �4. iii;. Ih1 +7 sii'i More than 500 individuals participated in planning, providing expertise, ideas, critical review, leadership, and vision over the course of nearly one year. Participation has included: CEH Governing Board, Consumer Advisory Council, Interagency Council (IAC), and IAC subcommittees and workgroups • 2014 CEH Annual Meeting • CEH Strategic Plan community feedback sessions and online public comment • Local government council and committee hearings • Regional homeless housing meetings /forums CEH Strategic Plan May 13, 2015 78 SCA Draft — 5/8/15 8 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 45 of 151 Attachment A to the May 13, 2015 PIC Agenda Item 6 The planning culminated in a strategic planning session in March 2015 among CEH Governing Board, Consumer Advisory Council, Interagency Council (IAC) members, and other community leaders. Why Plan? It's Smart, and Required. This plan is a community -wide strategic plan for addressing the crisis of homelessness in King County, Washington. The Committee to End Homelessness, and its inclusive, growing membership, will provide leadership for the implementation of the plan. The implementation of strategies must be tailored to the varied needs of people, including veterans, youth, families, single adults, and chronically homeless. This plan fulfills Federal and State requirements that local jurisdictions receiving funding must have a community plan for addressing homelessness. The Committee to End Homelessness is the U.S Department of Housing and Urban Development (HUD) designated Continuum of Care for the Seattle /King County area, with the City of Seattle and King County providing fiduciary oversight.4 King County is the designated recipient of State Consolidated Homeless Grant funding from the Washington State Department of Commerce.5 The plan, and its implementation action plans, will guide the distribution of Federal and State funding sources that are specifically designated for addressing homelessness, including: - U.S. Department of Housing and Urban Development Continuum of Care Program, as amended by the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act - Washington State Department of Commerce Consolidated Homeless Grant Program Alignment of other funding sources will be sought to maximize the collective impact of the funding that is designated for addressing homelessness, including: Local government funding designated for addressing homelessness, including levies, general funds, and other locally guided sources and plans, including the Consolidated Plan • Philanthropic and other private sector funding • Faith based assets, including volunteers, physical units and funding • Federal sources from participating U.S. Interagency Council on Homelessness departments, especially HUD, Health and Human Services, Veterans Affairs, and Labor. Related systems funding, including behavioral and physical health, criminal justice, affordable housing, veterans, workforce development, and education. 4 HUD requires that each Continuum of Care develop a plan that coordinates implementation of a housing and service system, conducts a Point -in -Time count of homeless persons, analyzes needs and provides strategies to address gaps in housing and services, provides information required to complete the Consolidated Plan(s), and plans for and evaluates performance of Emergency Solutions Grant (ESG) recipients https: / /www.hudexchange. info /coc /coc- program -law- regulations- and - notices/ 5 Commerce required plans to run through 2015: http: / /www. commerce .wa.gov /Programs /housing /Homeless /Pages /default.aspx CEH Strategic Plan SCA Draft — 5/8/15 9 May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 46 of 151 79 Attachment A to the May 13, 2015 PIC Agenda Item 6 This plan also seeks to align with other system plans underway or being developed, including the City of Seattle's Homeless Investment Analysis and Housing Affordability and Livability Agenda, King County's Health and Human Services Transformation Plan and Youth Action Plan, and other related local and regional planning efforts. Whose Plan is this? Yours! Funding is just a part of what makes a plan go. Leadership and on the ground action are needed to implement this plan. This plan was created by the community, for the community. The Committee to End Homelessness itself has minimal authority to make change. For example, CEH does not control the resources of the City of Seattle, the City of North Bend, the Gates Foundation, or King County. It does not operate the shelters or provide job training. The success of CEH and this plan is dependent on the development of an engaged community, and building a belief that we are better off working together than in isolation. To achieve our goals it will take all of us playing our roles: Local Government: 39 cities and King County government have shown a commitment to working toward collaborative solutions through CEH, the Sound Cities Association and other regional cooperation. This plan provides a roadmap for regional collaboration, provides each local government with opportunities for action, and outlines challenges to be addressed with local providers and residents. CEH will continue to partner with local government and provide support in local /regional initiatives. Faith Community: individual congregations and associations or initiatives such as Church Council of Greater Seattle, Interfaith Task Force on Homelessness, Seattle University's Faith and Family Homelessness Initiative, and Renton Area Ecumenical Association of Churches (REACH) are demonstrating the impact the faith community can have through education, advocacy, grassroots organizing, and service delivery. This plan will not be successful without their efforts, and we must support them to grow their impact. Philanthropy: our local philanthropic community, including United Way of King County, Bill & Melinda Gates Foundation, Building Changes, and Raikes Foundation, among many others, have provided catalytic funding, infrastructure supports, awareness raising, leadership, and vision. This plan provides opportunity for their role to include community leadership in addition to investment. Nonprofits: large and small nonprofits provide direct services to people who are suffering from the experience of homelessness and consist of associations, including Seattle /King County Coalition on Homelessness, Housing Development Consortium, and the Washington Low Income Housing Alliance. This plan is reflective of their vision and experience, and provides opportunities for expanding programs and continuous learning. Businesses: led by Dan Brettler of Car Toys and Blake Nordstrom of Nordstrom, the business community has been a stalwart contributor to our efforts to end homelessness. This plan provides further opportunity for impact through the Business Leaders Task Force, units from landlords, and jobs from employers. Residents, including those housed and unhoused: people experiencing homelessness have been integral to our community's response to homelessness, through efforts such as CEH's Consumer Advisory Council, Youth Advocates Ending Homelessness , and Occupy CEH. Residents are engaging in many ways, including in traditional ways such as volunteering and donating, and new ways such as the Hack to End Homelessness, and Homeless in Seattle. This plan envisions connecting our community more deeply together. Health Care Systems: Hospitals, community health centers, behavioral health centers, and public health centers are critical entry points for homeless individuals and families disconnected from any homeless system supports. Addressing urgent and chronic health care needs often provides a conduit to other essential CEH Strategic Plan May 13, 2015 80 SCA Draft — 5/8/15 10 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 47 of 151 Attachment A to the May 13, 2015 PIC Agenda Item 6 support services reducing barriers /increasing opportunities for housing. Discharge coordination between health and other systems is critical to reducing recidivism. CEH itself will need to adapt to lead the implementation of this plan, including shifting governance and adapting staffing roles to support new strategies and direction. The plan sets a new structure for CEH, combining the Governing Board and Interagency Council into a single "Coordinating Board ". Additionally, because the strategies outlined in this plan cannot succeed in isolation, CEH will also recognize and support local efforts to end homelessness. a decade of growing inequality: 2005 -2015 In 2005, our community formed the Committee to End Homelessness, and adopted a 10 -Year Plan to End Homelessness (2005- 2015). These plans were promoted by the Federal Government and eventually required by Washington State. King County's plan focused on preventing homelessness, coordinating countywide, building political will, securing 9,500 units of housing, providing culturally competent services, and measuring progress. The plan set an aspirational goal for the community. Then, as now, our community would not and will not accept that people are living outside unsheltered in a place of such beauty and prosperity. Over the past decade, the community responded with unprecedented partnerships and results. Nearly 40,000 people exited homelessness for stable housing, and 85 percent stabilized in that housing for at least two years. More than 5,700 units of housing were secured, and Seattle /King County now has the third most housing for the homeless in the nation. Innovative public /private partnerships were developed, including the Campaign to End Chronic Homelessness, Landlord Liaison Project, Family Homelessness Initiative, and the Homeless Youth and Young Adult Initiative. Funding has increased through state and local levies, businesses, faith communities, nonprofits, local governments, and people experiencing homelessness came together like never before to address the crisis of homelessness. Meanwhile, the Seattle /King County region boomed economically from 2005 -2008, then lost significant ground during the Great Recession. As of 2014, the region had replaced all the jobs lost in the recession and Seattle led the nation in population growth per capita. Yet, at the same time across the county, poverty increased, rising 80 percent in suburban areas, with most of that growth in South County.6 Between 2000 and 2011, only five percent of new King County residents earned between $35,000 and $125,000, with half of these 85,000 new households under $35,000 and half over $125,000. Disparities are stark, as 27 percent of Black households are living in poverty, compared to eight percent of White households. Despite progress in increasing wages, erosion in renter incomes coupled with a surge in demand for rental housing has pushed the number of households paying excessive shares of income for housing to record levels,' and home sales and rental prices are on the rise. In Washington state, incomes for the lowest earning residents has not grown, but the poorest Washington residents pay more in taxes than the poor do anywhere else in the country8. As Seattle Mayor Ed Murray, co -chair of CEH's Governing Board, warned last month, "Income inequality is real, and it's growing in Seattle.i9 At the Federal Level, the recession, and later, sequestration, significantly reduced funding for affordable housing and homeless programs during the past decade. In 2010, the U.S. Interagency Council on Homelessness developed a ten -year Federal plan called Opening Doors, calls for ending Veteran homelessness by 2015, chronic homelessness by 2017, Youth /Young Adult and Family homelessness by 2020.10 The plan has sparked 6 Brookings Institute, http:// confrontingsuburbanpoverty.org/ and Seattle Times, http://www.seattletimes.com/seattle- news /poverty -hits- home- in -loca l- suburbs - like -s- king - county/ ' Harvard Joint Center for Housing Studies, http: / /www.ichs.harvard.edu /americas- rental - housing 8 Institute on Taxation and Economic Policy, http: / /www.itep.org /whopays /states /washington.php 9 Brookings Institute, http: / /www.brookings.edu/ research /reports2/ 2015 /03 /city - inequality - berube- holmes. 10 U.S. Interagency Council on Homelessness, Opening Doors, http: / /usich.gov /opening doors /. CEH Strategic Plan May 13, 2015 SCA Draft — 5/8/15 11 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 48 of 151 81 Attachment A to the May 13, 2015 PIC Agenda Item 6 unprecedented interagency cooperation, and increased funding for homeless programs to support these goals. Nationally, communities are reporting declines in unsheltered homelessness. In addition, the research base has grown significantly over the past ten years meaning we as a field now know much more about what works for people with different needs and strengths. our neighbors in crisis The prevalence of homelessness11 is measured in two primary ways by CEH and its partners, both of which are requirements for all HUD Continua of Care such as CEH: • Homelessness Management Information System (HMIS), which collects data on the needs of consenting individuals seeking homeless services and measures their progress towards stable housing and other outcomes. CEH has designated the City of Seattle to administer HMIS, which is called Safe Harbors. • Point in Time Homeless Persons Count (PIT), which provide counts of sheltered and unsheltered people experiencing homelessness on a single night. CEH contracts with the Seattle -King County Coalition on Homelessness to conduct its PIT, called the One Night Count, and CEH also conducts a specialized count of homeless youth and young adults called Count Us In. CEH measures its progress in ending homelessness by whether homelessness is rare, brief, and one -time. In addition, per this plan, CEH measures income progression and racial disparity. i — 1 How Many People Experience Homelessness? Nationally, more than one million persons are served in HUD - supported emergency, transitional and permanent housing programs each year, and HUD estimates that the total number of persons who experience homelessness may be twice as high. • Point in Time Data: The One Night Count tallied 3,772 people living unsheltered, on sidewalks, in cars, and tents on January 23, 2015. Another 6,275 people were in shelter or transitional housing and still considered homeless by HUD definition. Count Us In counted 134 unsheltered homeless youth /young adults, and a total of 824 unstably housed young people. Homelessness disproportionately affects King County's non -white population. Annual Data: Safe Harbors data shows 9,482 households utilized shelter and transitional housing. Of these, approximately fifty percent were newly homeless (had not experienced homelessness in King County in the past two years). 10,047 PEOPLE HOMELESS IN KING CUNTY 2 -5 AM ON JANUARY 23, 2015 3,282 IN SHELTER 3,772 ON THE STREET tiima 11 There are four federally defined categories under which individuals and families may qualify as homeless: 1) literally homeless; 2) imminent risk of homelessness; 3) homeless under other Federal statues; and 4) fleeing /attempting to flee domestic violence. Following HUD's guidance, CEH prioritizes those who are literally homeless. CEH Strategic Plan May 13, 2015 82 SCA Draft — 5/8/15 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 49 of 151 12 0 -4 5 -17 18 -21 22 -25 26 -34 35 -54 55 -64 65+ Attachment A to the May 13, 2015 PIC Agenda Item 6 Ages - All Program Participants 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 Gender Head of Household Male 67% Female 33% Persons who identify as Hispanic or Latino Hispanic or Non- Hispanic 8995 CEH Strategic Plan May 13, 2015 Latino 11% <17 18 -21 22 -25 as 26 -34 35 -54 55 -64 65+ Gender - All Program Participants Male 64% Ages of Heads of Households 10% 20% 30% 40% Femal e 36% 50% Racial Distribution Multi - Racial US Indian 5% Alaska Native 5% Asian ,�— 3% Native Hawaiian- - tiPacificlslander 2% Brack/African- American 31% SCA Draft — 5/8/15 13 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 50 of 151 83 Attachment A to the May 13, 2015 PIC Agenda Item 6 84 People experienced homelessness in every zip code in King County last year, and 87 percent were from King County, and 97 percent from Washington State. cZt SCA Draft — 5/8/15 CEH Strategic Plan Page 51 of 151 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 May 13, 2015 500 - 400 - 300 - 0 0 0 200 - 100 Attachment A to the May 13, 2015 PIC Agenda Item 6 How Long are People Homeless? Homelessness is not brief enough in King County: on average, in 2013, people experienced homelessness 141 days before finding permanent housing. When homelessness is shortened, people are safer and more people can use limited resources. We have set a target of ten percent annual improvement in the length of episode of homelessness. The average length of stay in 2014 by intervention: Emergency Shelter 25 Individuals 73 17 Families YYA Transitional Housing 254 442 Individuals Families 259 YYA How Many People Are Getting Housed, and How Many Become Homeless Again? Last year, 2,071 households exited homelessness to permanent housing, an average of 173 per month. Year -To -Date Exits to Permanent Housing in 2014 250 m C 215 j 205 S • 200 191 I q! C 167 171 W C E 150 `, a 0 v 100 . W 0 -o 50 O L O I♦ = 207 1894 173: 166 1590 177 156 165 156 >a a 44+ t. air PQ F 250© 2000 - 1500 `61, J5� yc PJ��eQe� uo ,n25 oe� ec 4' CC' -4c- Q � o 1000 500 Cumulative Exits to Permanent Housing However, too many people were homeless more than one time: about 18 percent of people who went from homeless to housed returned to homelessness within two years. When homelessness is a one -time only occurrence, people can stabilize and public services such as shelter, emergency rooms, and jails are less frequently accessed. We have set a target of ten percent annual improvement to reach our goal of five percent returns to homelessness. CEH Strategic Plan SCA Draft — 5/8/15 15 May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 52 of 151 85 Attachment A to the May 13, 2015 PIC Agenda Item 6 our resources to address the crisis Housing Resources Through collective action since 2005, CEH dramatically increased the available resources for those experiencing homelessness in King County. This includes 5,686 units of permanent housing with supports funded since 2004, for a total of 7,849 units of permanent housing with supports countywide. King County's Continuum of Care (CoC) housing stock ranks third in the nation. Our system includes emergency shelter, transitional housing, Rapid Re- Housing, and permanent housing with supports. Top 10 Cities: # of Housing Units Dedicated for the Homeless 1. New York 2. Los Angeles 3. Seattle /King County 4. District of Columbia 5. Chicago 6. Boston 7. Philadelphia 8. Phoenix /Mesa /Maricopa County 9. San Francisco 10. Miami / Dade County Financial Resources In 2014, approximately $41 million was invested in crisis response strategies to stabilize people currently experiencing homelessness in King County. Another $114 million went to sustain formerly homeless individuals in permanent housing, assuring they don't return to the streets after exiting homelessness. The four charts on the next three pages show the 2014 investments in housing and services dedicated to people experiencing homelessness. Information provided in this section is gained from the 'Systems Map', a bi- annual survey of local funding partners actively engaged in and leading CEH Initiatives. Investments reflect local, state and federal direct and pass through funds dedicated to homeless housing and services, and managed by these partners. Partners include: United Way of King County, Building Changes, King County and Seattle Housing Authorities, King County, Cities of Seattle and the Human Services Funding Collaborative12 (an alliance of cities in East, North, and South King County), and direct funding from the US Department of Veterans Affairs and Housing and Urban Development. Figures are for the survey done in 2014 and all funding on these charts is shown in millions. Other local governments also make funding commitments to address homelessness that are not reflected in this section. In addition, a key component of our community efforts to end homelessness continues to be the strong commitment from our community partners, including congregations, businesses, and residents countywide. For example, many congregations provide volunteers, in -kind resources, land and buildings, in addition to broader advocacy and community efforts. We recognize this support is substantial and is however not represented in these charts. 12 The Human Services Funding Collaborative is an alliance of cities in East, North, and South King County. The participating cities include Auburn, Bellevue, Bothell, Burien, Covington, Des Moines, Federal Way, Issaquah, Kenmore, Kent, Kirkland, Redmond, Renton, Sammamish, SeaTac, Shoreline, and Tukwila. CEH Strategic Plan SCA Draft — 5/8/15 16 May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 53 of 151 86 Funding by strategy N m ,t• Day Services+ Emergency Transitional Outreach Shelter Rousting co 00 00 J Crisis Response $41.34 million ui ■ Prevention + Diversion r N tI} cn N Attachment A to the May 13, 2015 PIC Agenda Item 6 Short Term Rental Assistance ■ n AN '[h RRH Only Perm HSg - Per Supportive Support Services Regional Other Service Enriched Housing Program funding by area served co m re-; 1 5eattie Countywide N"E KC Housing Stabilization $114.82million Coordination Note: 'Other' category includes funding to support auxiliary services for people experiencing homelessness, such as: Healthcare for the Homeless, child care, behavioral health, food, etc. 5 KC Note: 'Program funding by area served' shows the location of the recipient of funding. Programs available to all residents in the county were categorized as countywide. CEH Strategic Plan Funding by population m co All SCA Draft — 5/8/15 m III m 0 N Single Families Veterans YYA DV Adults May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 54 of 151 17 87 00 r Funding by source rYi rJ Federal Gov't State Gov't Federal CDBG + HOME Health & Human Services McKinney /Homeless Housing Public Housing VA State CHG HEN Medicaid + Match Other Notes: See page 16 for details on the data source for this chart. The Human Services Funding Collaborative funding on this chart only includes general funds. CEH Strategic Plan May 13, 2015 88 m ry Attachment A to the May 13, 2015 PIC Agenda Item 6 rJ 1 County Gov't City Gov'ts Philanthropy 91.38 County .79 General Fund + Special Projects 5.68 HOF /Doc Recording Fees 22.91 Veterans & Human Services 53.28 MIDD 5.73 Other 23.59 Local 2.78 Seattle General Fund 13.16 Seattle Housing Levy 6.82 Human Services Funding 0.82 Collaborative General Fund Philanthropy UWKC Building Changes, Gates, Raikes, others 23.84 3.01 8.13 Levy 9.37 2.60 0.73 31.12 15.23 12.10 3.79 SCA Draft — 5/8/15 7.47 5.45 2.02 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 55 of 151 Attachment A to the May 13, 2015 PIC Agenda Item 6 goals, strategies, and action steps Make Homelessness Rare Make Homelessness Brief and One -Time A Community to End Homelessness The following strategies and action steps will guide the work of the Committee to End Homelessness in 2015 -2016. Population -level implementation plans will further refine the strategies and action steps. These implementation plans will be amendments to this plan following adoption by the CEH governance committee over the course of the next several months. Lead partners have been identified for 2015 -2016 strategies. For those without a lead, no 2015 -2016 action steps are included. For action on these items, lead partners must be identified. These strategies will be amended annually (for July -June) with action steps and reports on progress. Population -level actions steps will also be updated annually in accordance with their adoption dates. Please refer to page six for additional information on the timing of the implementation plans by population. CEH Strategic Plan 00 May 13, 2015 Single Adults & Chronically Homeless STRATEGIC PLAN I Annual Action Steps Population Implementation Plans Youth /Young Adults Familes with Children SCA Draft — 5/8/15 19 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 56 of 151 Attachment A to the Ma 13 2015 PIC A:enda Item 6 goal 1: make homelessness rare Making homelessness rare will require addressing the causes of homelessness, which are myriad and institutional. A 2013 national study found predictive factors for community rates of homelessness, including housing market, safety net, economy, demographics, and transience.13 The study found a 15 percent (metro areas) and 39 percent (nearby suburbs and rural areas) increase in homelessness per $100 increase in median rent for the examined area. Seattle was the only large city where rents jumped by more than $100 between 2010 and 2013. States with lower mental health expenditures were associated with higher rates of homelessness; in 2011, Washington ranked 47th in per capita psychiatric beds.14 Addressing and reducing homelessness will require Federal and State action in addition to what we can control locally. Seattle /King County has one of the largest stock of housing dedicated for people experiencing homelessness in the country. Meanwhile, the number of people living in poverty has grown, with sharp growth in poverty rates outside of Seattle.15 At the federal, state, and local levels, increased affordable housing funding and policies are needed that support renters who are experiencing homelessness find and maintain housing. Homeless prevention strategies support households to resolve a housing crisis that would otherwise lead to homelessness. In addition, targeting resources for those closest to homelessness has shown effectiveness. Medicaid, Temporary Aid to Needy Families (TANF), Food Stamps, SSI /SSDI, and behavioral health services are fundamental to housing stability for many, and connecting people to these supports prevents homelessness and provides supports others to get and stay housed.16 Housing stability is a common need among individuals leaving jails, foster care, treatment programs and hospitals, and refugees are at risk of homelessness upon termination of supports. Individuals with a history of incarceration were 7.6 times more likely to report experiencing adult homelessness.17 Alternative sentencing options and strategies that stop the cycle of incarceration, such as Therapeutic Courts (e.g. Drug Court, Mental Health Court, Family Treatment Court, etc.), Familiar Faces, and Law Enforcement Assisted Diversion (LEAD), are promising local programs that address a significant cause of homelessness. People of color are also disproportionately represented in these systems. Each of our strategies must intentionally measure and direct action toward reducing these disparities. how we'll know it worked • Fewer people unsheltered or temporarily housed More people housed and sheltered • Fewer people exit institutions directly to homelessness Fewer low- income households are spending more than • Reduced racial disparities among people experiencing half of their income for housing homelessness 13 Journal of Public Affairs, New Perspectives on Community -Level Determinants of Homelessness 14 Washington State Institute for Public Policy, Inpatient Psychiatric Capacity in Washington State, 2011. 15 Brookings Institute, Confronting Suburban Poverty in America: Seattle Times article and Brookings report. 16 U.S. Department of Housing and Urban Development, Strategies for Improving Homeless People's Access to Mainstream Benefits and Services. 17 University of Pennsylvania, Factors Associated with Adult Homelessness in Washington State, 2013. CEH StraMeYcYl'aV15 Item 6: Committee to ErleRrNWiftsnewsilret Strategic Plan 2015 -2018 Page 57 of 151 20 Attachment A to the May 13, 2015 PIC Agenda Item 6 strategy 1.1: advocate and align systems to prevent people from experiencing hom= mss 1.1.A Integrate prevention strategies in local homeless housing and service planning, and invest prevention resources in communities where the need and opportunity is greatest. Success of prevention strategies requires targeting of resources to those most likely to become homeless. Strategies should test, evaluate, and refine targeting; have an explicit focus on addressing racial disparities; and target specific geographic areas. 1.1.B Expand proven programs for connecting people exiting systems to housing. Assure key systems (foster care, criminal justice, healthcare, mental health, refugee resettlement, other) incorporate discharge plans for housing within their support services. Share known best practices of proven discharge - planning models, advocate for necessary resources to incorporate or bring to scale discharge planning efforts, and test, learn and refine. 1.1.0 Collaborate with other mainstream systems including education, juvenile justice, foster care, and mental health to address the urgent issue of YYA homelessness and prevent exits to homelessness for youth in care. 1.1.D Advocate to the State for a stronger Interagency Council on Homelessness commitment to preventing homelessness. Learn from states such as Utah, Minnesota, and Massachusetts that set state -level goals, and developed cross - system partners such as employment, criminal justice, physical and mental health, education, and entitlements. Set goals to increase access to cross - system services, reduce barriers to enrollment, and end related system exits to homelessness. 1.1.E Assure availability of critical services frequently needed by people with chronic disabilities and other vulnerable populations to enable them to live in stable community -based housing by advocating for funding and policies that reduce capacity barriers in other support systems. Provide professional development training to cross - system partners (criminal justice, behavioral health, healthcare, other) on best practices for serving people experiencing homelessness. 1.1.F Advocate for secure sustainable funding to ensure sufficient, simplified access to behavioral health treatment such as detox and outpatient psychiatric treatment) and the integration of behavioral - physical health services. Support siting requests for new programs and services to assure regional distribution of housing and services. 1.1.G Increase access to civil legal aid in situations where legal advocacy will prevent homelessness (e.g. access to state and federal benefit programs, SSI /SSDI, etc., foreclosure prevention, immigration, tenant representation, unemployment benefits, ABD, etc.). 2015 -2016 action steps • Continue the work of the Health and Human Services Transformation to make the shift from costly, crisis - oriented response to health and social problems to one that focuses on prevention, embraces recovery, and eliminates disparities. Specific initiatives include Familiar Faces, Communities of Opportunity, Physical /Behavioral Health Integration, and the proposed Best Starts for Kids levy. (Lead: King County; Quarter 4 2015) • Organize efforts to support legislative action to strengthen State Interagency coordination (Leads: USICH, CEH, other county leaders, State partners; 2016) • Prevent homelessness among young people exiting foster care by applying for Youth At Risk of Homelessness implementation grant. (Lead; United Way of King County, Building Changes; Quarter 3 2015) CEH Strategic Plan May 13, 2015 SCA Draft — 5/8/15 21 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 58 of 151 Attachment A to the Mav 13, 2015 PIC Agenda Item 6 strategy 1.2: advocate and support partners to preserve existing and create more aff• ••Ie ho ing to tho-'- below 30% AMI 1.2.A Advocate for federal, state, and local policies and funding to increase and preserve low- income housing for households earning below 30% Area Median Income (AMI). • Restore and increase federal support for low income housing development and operations through funding programs and retaining /strengthening the low income housing tax credit program. • Restore and increase Section 8 appropriations to expand both rental assistance programs and housing developments that serve households below 30% AMI. • Increase resources for State Housing Trust Fund and Federal Housing Trust Fund, and advocate for housing for those below 30% AMI. • Actively support local funding proposals including Seattle and King County levy renewals. • Encourage the use of a range of tools, policy, and land use regulations to increase the development of new affordable housing. Preserve existing affordable housing and address issues of substandard housing. • Assure policies and development address need for family -sized units, regional distribution, housing quality, and preservation of existing affordable housing o Tailor strategies at the regional level to emphasize preservation of affordable housing stock where it now exists and creation of new affordable housing stock where it is scarce. • Increase private sector involvement in creating more affordable housing. 1.2.B Increase access for people at risk of homelessness to existing affordable housing. • Increase resources for immigrants and refugees to mitigate the effects of restricted fund sources. • Ensure provision /coordination of services for those that need additional housing stabilization services. • Promote access to rental housing for those receiving housing vouchers. Strategies may include ordinances which bar landlords from discriminating against potential tenants who receive rental subsidies ( "source of income discrimination ordinances "). • Address policies for locally- funded rental assistance programs to ensure Housing Quality Standards do not create disincentives for Landlord participation. • Advocate for flexible policies (that don't account against eligibility) to allow community and family supports in affordable and subsidized housing. 2015 -2016 action steps • Establish and implement federal, state and local advocacy agenda to expand affordable housing (Leads: WLIHA, HDC; 2015 -2016) • Pass the Seattle Housing Levy (Lead: Seattle, HDC; 2016) • Work with cities to encourage adoption and implementation of comprehensive plan Housing Element policies that support incentivizing new and preserving current affordable housing, including but not limited to: multi - family tax exemption, impact fee exemption, inclusionary housing programs. (Lead: HDC; 2015 -2016, ongoing) CEH Strategic Plan SCA Draft — 5/8/15 22 May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 59 of 151 Attachment A to the May 13, 2015 PIC Agenda Item 6 strategy 1.3: expand evidence -based pre- adjudication and post- conviction sentencing °:' ° atives at impro ®' blic safety while reducing homelessness 1.3.A Support the enhancement and expansion of pre- adjudication programs and sentencing alternatives that help individuals avoid a criminal history while reducing recidivism. Pre - adjudication programs, such as diversion courts and LEAD (Law Enforcement Assisted Diversion), and post- conviction sentencing alternatives can avoid incarceration, reduce recidivism, and reduce future homelessness by avoiding criminal convictions. Note: Further discussion is underway on Strategy 1.3 per the cover memo at the front of this document. 2015 -2016 action steps Support efforts to secure sustainable funding for pre- adjudication programs and sentencing alternatives programs that help individuals avoid a criminal history while reducing recidivism. (Leads: King County, City of Seattle and local governments; 2015 -16) Collaborate with Therapeutic Courts, Mainstream Courts, Familiar Faces, LEAD, and others partners, including partnerships identified and created under Strategy 2.2 to better integrate referrals and services among people experiencing homelessness. (Leads: King County, City of Seattle and local governments; 2015 -16) CEH Strategic Plan May 13, 2015 SCA Draft — 5/8/15 23 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 60 of 151 Attachment A to the Ma 13 2015 PIC A:enda Item 6 goal 2: make homelessness brief and one -time To make homelessness brief and one -time, we must align funding and programs to support the strengths and address the needs of people experiencing homelessness. Shortening the length of time families and individuals are homeless reduces trauma and also creates capacity in our crisis response system for others in need. Ensuring that those we support to move to permanent housing do not become homeless again and return to our crisis response system also increases capacity. People will experience crises, and we must have resources for them at these vulnerable times. This includes providing shelter, options for safe camping and parking, and coordination between law enforcement officers or other first responders and service providers. Homelessness presents public safety and public health challenges both for Jthose individuals experiencing homelessness and the broader community. Local governments are responsible for ensuring public amenities remain safe and accessible to all. Addressing behaviors associated with experiencing homelessness solely with a law enforcement response is resource - intensive and may leave underlying causes of homelessness, such as behavioral health crises or lack of shelter, unaddressed. Approaches that foster collaboration between service providers and first responders, such as law enforcement, can do more to reduce homelessness.18 A well - functioning 'system' of providing housing and services to people experiencing homelessness is essential to making homelessness a brief and one -time occurrence. People who are homeless need homes and jobs. We need to better match people with the resources we have in our community, which includes at least $160 million annually for programs for people experiencing homelessness (see pages 15- 17 for more detail on financial resources). We need to ensure we are delivering what people experiencing homelessness need in a cost - effective way. This enables our system to serve more people, while also ensuring people have companionship as they regain housing stability. The National Alliance to End Homelessness (NAEH) System Wide Analytics and Projections (SWAP) suite of tools, will provide information using our local data to assist in realigning our funding and programming and to identify resource gaps, by program type and population. Making large -scale changes to our system will require the entire funder and provider community to embrace an approach that focuses on safety, matching, immediate placement into permanent housing, and supporting stability through services and employment. Accurate information from people experiencing homelessness about their needs and satisfaction, regular analysis and continuous learning, capacity building, and a commitment to addressing regional and racial disparities are needed. how we'll know it worked People experiencing fewer days homeless Fewer people lose housing stability Increased income Reduce racial disparities among people experiencing homelessness 18 U.S. Interagency Council on Homelessness, Searching Out Solutions: http: / /usich.gov /resources /uploads /asset library /RPT SoS March2012.pdf CEH StratYRYc7l 'aiP15 Item 6: Committee to ErleRrbqiftsnewsilrft Strategic Plan 2015 -2018 Page 61 of 151 24 Attachment A to the May 13, 2015 PIC Agenda Item 6 strategy 2.1: address crisis as quickly as possi'� 2.1.A Ensure sufficient shelter capacity, including the preservation of existing shelter and increasing capacity to meet specific needs by population and region; including non - traditional shelter models that provide pathways to housing and interventions for long -term shelter stayers. Utilize National Alliance to End Homelessness tool to set system targets, which uses local data to make projections for system -level outcome improvements. 2.1.B Increase support and community education for crisis response needs, including interim survival mechanisms such as encampments, safe parking programs, and daytime /hygiene services that bring people out of the elements and create pathways to housing. 2.1.0 Expand capacity to divert people from shelter, providing housing focused services prior to housing placement, including community -based strategies that provide (safe and appropriate) alternative options to shelter, creating a "what will it take" approach to get people on a pathway into housing. 2015 -2016 action steps • Expand shelter, interim survival mechanisms, and shelter diversion (Leads: City of Seattle, King County, Building Changes, United Way, SKCCH, providers and sub - regional collaborations; 2015 -2016) • Implement McKinney bonus fund project for long -term shelter stayers (Leads: CEH, City of Seattle; 2015 -2016) strategy 2.2: foster collaboration between first responders, neighborhood associations and service providers to improve public safety and increase housing stability for those experiencing homelessne 2.2.A Solicit information from local governments, including human services staff, law enforcement, and other first responders about existing partnerships with service providers and innovative approaches to ensuring public safety. Develop new, and boost existing, partnerships between behavioral health and social service providers, neighborhood associations, and local governments, including law enforcement and other first responders. Engage partners in proactive strategies that link individuals who are homeless with positive alternatives, such as housing and services with the goal of reducing criminal justice system involvement. Ensure adequate resources are available for proactive and consistent outreach efforts. 2.2.B Partner with Neighborhood Associations to develop a toolkit for neighbors to address issues and needs in their neighborhoods. Note: Further discussion is underway on Strategy 2.2 per the cover memo at the front of this document. 2015 -2016 action steps • Host a convening and disseminate case studies on best practices for collaboration between first responders and service providers to improve public safety and reduce homelessness (Leads: SCA, CEH; Quarter 4 2015) CEH Strategic Plan CO May 13, 2015 SCA Draft — 5/8/15 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 62 of 151 25 Attachment A to the May 13, 2015 PIC Agenda Item 6 strategy 2.3: assess, divert, prioritize, and match with housing and suppo 2.3.A Ensure there is a coordinated assessment system that is equipped to assist in appropriately identifying and prioritizing candidates for the right housing and services intervention by using a progressive engagement approach and diverting people from shelter where possible. 2.3.B Integrate into the coordinated assessment process a standardized employment readiness assessment that leads to appropriate linkages with employment services. 2.3.0 Ensure admission criteria for homeless housing projects reflects Housing First practices (reducing criteria based on income, disability, treatment compliance, criminal histories, etc.) while ensuring agencies have the capacity to provide appropriate services for the target population. 2.3.D Improve access to civil legal aid to assist populations facing disproportionate levels of homelessness in King County in accessing state and federal benefit programs. Explore 'no cost' strategies that provide better integration of existing structures for improved coordination and elimination of silos that create structural barriers. Identify civil legal organizations in King County that can partner with homeless housing providers to deliver civil legal aid to people facing civil legal barriers to obtaining or maintaining access to housing. 2015 -2016 action steps Implement all- population coordinated entry system using progressive engagement approach (Lead: Multiple partners; ongoing improvements in 2015, full implementation by Quarter 2 2016) strategy 2. : rig -size ousing an • supports to meet needs of people experiencing ome' essness 2.4.A Commit to right- sizing our homeless housing stock and services based on typology and needs throughout the system so we can house more people; utilize National Alliance to End Homelessness tool to assist in setting system targets. 2.4.B Increase rapid re- housing opportunities to enable people to locate housing and exit homelessness quickly. 2.4.0 Increase Permanent Supportive Housing for those who are chronically homeless: • Sustain and increase availability throughout King County through new housing development and rental assistance models. • Optimize utilization (examples: prioritizing admission for those with the highest needs; supporting strategies that enable residents to move to more or less service - intensive housing based on identified need). • Identify appropriate and sufficient services funding to ensure housing stability in PSH (e.g. mainstream sources such as Medicaid). • Plan with Seattle Housing Levy to increase PSH. 2.4.D Convert transitional housing stock to support the rapid placement to permanent housing. Some limited transitional housing programs will remain to serve specialized populations that would benefit from the model. 2.4.E Increase the capacity of providers to implement tailored services; utilizing progressive engagement and Housing First practices that are flexible and responsive to the needs and priorities of individuals. Ensure support for culture shift for providers. 2.4.F Ensure culturally appropriate, tailored, and responsive services / relevant pathways out of homelessness. Ensure that the right amount of the appropriate services is available to maintain housing in a culturally appropriate way. 2.4.G Ensure homeless housing stock and services are geographically located to allow, whenever possible, for the need of individuals and families to be met in their own communities. CEH Strategic Plan SCA Draft — 5/8/15 26 May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 63 of 151 Attachment A to the May 13, 2015 PIC Agenda Item 6 2015 -2016 action steps Continue right- sizing underway, including family transition housing conversion and young adult typology analysis. Utilize NAEH modeling tool to assist in determining right -size of each housing model and resource gaps, including racial and geographic, to include in population implementation plans and establish future state targets (Lead: Funders Group; analysis by Quarter 4 2015) strategy 2. : increase access o permanen 2.5.A Increase access to private market housing opportunities by expanding coordinated, countywide, landlord outreach / engagement strategies to recruit private market rental partners. Expand One Home Landlord Engagement campaign with additional incentives and marketing. Incentivize the reduction of screening criteria that screens out prospective tenants with evictions, poor credit, criminal histories. 2.5.B Increase access to housing opportunities by expanding permanent housing options that may be less expensive, such as shared housing, host homes, boarding houses, and SROs. 2.5.0 Increase availability of subsidized low income housing that is set -aside for people experiencing homelessness. 2.5.D Increase access to subsidized low income housing that is not set -aside for people experiencing homelessness; examples include decreasing tenant screening barriers and implementing homeless preference in low income federally subsidized housing. 2015 -2016 action steps Expand One Home Landlord Engagement campaign with additional incentives and marketing (Leads: CEH, Zillow, United Way; Quarter 4 2015, ongoing) strategy 2.6: create em•Io ent .,d education o•.ortu ities to su. Dort stability 2.6.A Recruit more businesses to train and hire people who have experienced homelessness to increase capacity to assist people in accessing employment and increasing income. 2.6.B Increase access to employment programs through employment navigation services, which support people experiencing homelessness (including youth) to increase and sustain income through employment. 2.6.0 Integrate financial empowerment strategies into housing services to improve financial stability (e.g. money- management advice and coaching). 2.6.D Increase access to appropriate services to gain and sustain employment, such as childcare / child care financial assistance. 2.6.E Formalize cross - system agreements to improve access to employment and outcomes of people experiencing homelessness by developing State and local level memorandum of agreement, and include agreements regarding leadership, staff training, goals and outcomes. 2.6.F Improve data collection on *the employment needs and outcomes of people experiencing homelessness. 2015 -2016 action steps Integrate employment and education program access into coordinated entry (Leads: CEH, Workforce Development Council, King County, City of Seattle, United Way, Building Changes, provider partners; 2015 -2016) (0 CEH Strategic Plan SCA Draft — 5/8/15 27 May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 64 of 151 Attachment A to the Ma 13 2015 PIC A:enda Item 6 goal 3: a community to end homelessness It will take the entire Community to End Homelessness. All partners must be aligned if we are to meet the goals of this plan, and a new level of engagement and accountability among all sectors is needed. Awareness and engagement of residents of King County will support our goals of making homelessness rare, brief, and one -time in King County. Efforts like the Rethink Homelessness, Invisible People, and locally, Facing Homelessness, Firesteel, and Seattle University's Project on Family Homelessness are effective at changing perception and sparking action by individuals. Connecting housed residents with those experiencing homelessness, through crowdfunding and companionship, is a promising approach to activating our community to advocate for systemic change while making a difference in real person's lives immediately. Building community among the partners working to end homelessness, and celebration is key to weaving together this community of committed champions. Communities, such as Los Angeles, that have strong business community partnership in efforts to end homelessness are providing leadership opportunities for businesses. Instead of asking business leaders to attend meetings and provide input, we need to maximize their contributions by providing concrete opportunities to support the goals of this plan, including job creation, housing access, and state and local policy changes. For decades, a strong component of our community efforts to end homelessness has been the strong commitment of congregations countywide. Multiple organizations have organized and supported congregations. Many congregations have provided land and buildings, led local and state advocacy, increased community awareness, and provided jobs and housing. These efforts need ongoing support to expand and allow for more congregations to contribute. We have learned that effective collaboration is an ongoing process that never truly ends. Accomplishing community -level outcomes, such as ending homelessness, requires a strong infrastructure and shared accountability. Our current charter and governance structure is overly complicated, and decision - making has become diffuse among too many committees. Community -based governance equipped with decision - making authority will provide oversight and leadership for the implementation the plan. Our new governance structure will consolidate the existing Governing Board and Interagency Councils. It will include a single "Coordinating Board" and a smaller Executive Committee. Membership will be representative of our county and people who are experiencing homelessness (see Appendix for more information on the governance structure). Formal agreements must be reached among partners to ensure accountability and results. Additionally, to successfully implement this plan, infrastructure, including staffing, capacity building for providers, database management, evaluation, and advocacy, are necessities. how we'll know it worked Increased engagement of residents Effective and efficient governance and system Z Increased leadership of business and faith leaders infrastructure CEH Strategic Plan May 13, 2015 SCA Draft — 5/8/15 28 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 65 of 151 Attachment A to the May 13, 2015 PIC Agenda Item 6 strategy 3.1: engage residents, housed and homeless, to take community action 3.1.A Launch an ongoing community -wide public awareness and engagement campaign to provide opportunities for action and compassion among all residents, housed and homeless. Create opportunities for action through advocacy, volunteerism, donations, and more. Develop multiple forms of media and hold regular community forums. Connect housed residents with those experiencing homelessness, through crowdfunding and companionship. Find ways to link individual stories that agencies are producing already, and take advantage of affordable housing forums, neighborhood organizations, candidates forums, and other existing venues. 3.1.B Create a business leaders task force to establish goals and strategies for the business community to support the strategic plan. Areas of focus for the task force could include fundraising, advocacy, job creation, and housing access. 3.1.0 Increase visibility and expand efforts of successful initiatives that engage faith institutions and individual congregants. Particular focus around advocacy, recruitment of landlords, and hosting of day centers, meals, shelter, and encampments. D 2015 -2016 action steps Launch an ongoing community -wide public awareness and engagement campaign provide opportunities for action and compassion among all residents, housed and homeless. (Leads: CEH with communications partners; Quarter 4 2015) Create a business leaders task force to establish goals and strategies for the business community. (Lead: UWKC; Quarter 4 2015) Increase visibility and expand efforts of successful initiatives that engage faith institutions and individual congregants; consider convenings where faith leaders can work with CEH on how they might more cooperatively and effectively undertake various initiatives on homelessness and housing. (Lead: Seattle University; Quarter 4 2015) strategy 3.2: provide effective and accountable cornmunit leaders,.` 3.2.A Establish a single "Coordinating Board ", consolidating the existing Governing Board and Interagency Council. The "Coordinating Board" will be led by an Executive Committee, of which all members will sit on the "Coordinating Board ". The role of this body will be: • Providing oversight and leadership for the implementation the plan • Organizing to provide for a system of housing and services to address the needs of people experiencing homelessness in King County • Ensuring accountability for results 3.2.B Engage local governments, philanthropy organizations, and community partners in the development and voluntary adoption of a Memorandum of Agreement to assist in implementing of this plan including voluntary alignment of funding and commitment for community -level outcomes. The MOA shall define roles, establish system infrastructure and staffing responsibilities, and clarify commitments towards achieving the goals of this plan. 3.2.0 Build community among partners by recognizing successes through social media blogs, reports, regular convenings, and an annual CEH meeting. 2015 -2016 action steps Note: Further discussion is underway on Strategy 3.2 per the cover memo at the front of this document. Establish new governance structure, charter, and MOA among funding partners (Lead: CEH Coordinating Board /Executive Committee; Quarters 3/4 2015) CEH Strategic Plan May 13, 2015 SCA Draft — 5/8/15 29 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 66 of 151 Attachment A to the May 13, 2015 PIC Agenda Item 6 Appendix A: Governance Structure Adoption of this plan enacts a process to establish a new governance structure for the Committee to End Homelessness. The Governing Board and Interagency Council will be combined into a single "Coordinating Board ". A memorandum of understanding among funding partners will also be established to align funding and commitment to achieving community -level outcomes. The memorandum will define roles of authority, establish system infrastructure staffing responsibilities, and provide clarity of commitment among partners to achieving the goals of the plan. Note: Further discussion is underway on the governance structure per the cover memo at the front of this document. Goals for New Governance Throughout this planning process we heard from stakeholders that decision - making was overly complicated and diffused. Based on this feedback, our new governance structure should: Reflect the diversity of people experiencing homelessness. Reflect a cross - sector and regional approach. Clarify roles and responsibilities. Ensure efficient, effective decision - making ability. Improve transparency and inclusiveness. Communicate decisions clearly and widely. Promote shared responsibility and accountability for: a) making policy recommendations to local government and funders; b) reviewing and developing strategies to align and maximize the effectiveness of resources; and c) overseeing coordination of local efforts with state and federal efforts. Connect CEH decision makers with public sector staff to generate ideas for regional and cross - departmental collaboration to ensure CEH strategies are evaluated from a variety of perspectives, including human services, planning, and public safety, among others. Achieve equity for communities of color disproportionately affected by homelessness. Fulfill federal regulations requiring community oversight of federal resources dedicated to preventing and ending homelessness. What We've Planned Based on what we heard from you, adoption of this plan will enact the following process: The existing CEH Executive Committee (see beginning of plan for member names) will serve as the transition committee between our existing governance structure and our new one. Per the existing charter, they "nominate new and replacement members to the IAC, and recommending Governing Board members to the Governing Board nominating committee as necessary." Applications for membership to the new "Coordinating Board" will be open to the public. A membership application will be developed and approved by the existing CEH Executive Committee. Applications will be available at the June 30, 2015 annual CEH meeting. The existing CEH Executive Committee will review applications, and determine membership, of the "Coordinating Board ", by August 2015. o Membership will reflect diversity of people experiencing homelessness and regional differences. o Committee membership will be capped at 25 persons. Targeted membership (some may have overlapping qualifications): • Local government elected officials or designees: Seattle (2), King County (2), Sound Cities (2), and Bellevue (1) ■ Individuals currently or formerly experiencing homelessness (4) • Nonprofit Homeless Providers (4) CEH Strategic Plan- Appendix A May 13, 2015 100 SCA Draft — 5/8/15 30 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 67 of 151 Attachment A to the May 13, 2015 PIC Agenda Item 6 • Systems leaders — including public housing authorities, health, behavioral health, education, workforce, criminal justice, and /or child welfare (4) • State and federal advocacy organizations /coalitions (2) ■ Faith community (3) • Philanthropy (2) o Meetings will occur 4 -6 times per year. A new "Coordinating Board" Executive Committee will be established, with all members also a part of the "Coordinating Board ". "Coordinating Board" Executive Committee will be capped at ten members and will meet monthly. A new "Coordinating Board" will be formed by September 2015, and at its first meeting will vote on a charter. The "Coordinating Board" will: • Annually assess needs for housing and homeless services and recommend prioritization of gaps in services to be filled with existing resources and /or resource development. • Annually review homeless system budgets and recommend funding scenarios. • Directly make policy and funding decisions related to HUD Continuum of Care (CoC) funds and inform policy and funding decisions related to HUD Emergency Solutions Grant (ESG) funds. • Oversee plan, adopt population implementation plans, and develop and approve annual updates. • Review and inform portions of the local HUD Consolidated Plans and associated Annual Action Plans that specifically relate to the use of CoC and ESG funds. • Approve annual CoC application, including its goals, priorities, and project ranking. Below is a visual of the new committee structure. COORDINATING BOARD Executive Committee Consumer Funder Alignment Continuum of Care Subcommittees Population Advisory Groups — �1 Data Analysis — �1 HMIS Communications Youth /Young Adults Singles and Veterans Families with Children TBD: Coordinated TBD: Other Entry Populations CEH Strategic Plan- Appendix A SCA Draft — 5/8/15 May 13, 2015 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 68 of 151 31 101 Attachment A to the May 13, 2015 PIC Agenda Item 6 CEH Calendar of Meetings CEH's subcommittees and advisory groups will be reorganized. A consistent meeting structure and calendar will enable decision - making and timing to be more predictable for those interested in participating or attending. Meeting locations will rotate throughout the county to the extent feasible to accommodate the size of the group and transit needs. Subcommittees and Advisory Groups may meet at same location (e.g., Mercer View) on the same day of the month ( "CEH Day "). The following meeting schedule will be followed: • Semi - Annual meetings: joint meeting of all committees; June and November • Coordinating Board: five times per year; last month of quarter, and semi - annual meetings • Executive Committee: monthly; location rotates, each member hosts • Consumer: approximately eight times per year, including focus groups and community forums; evenings • Continuum of Care Subcommittees: approximately eight times per year plus semi - annual meetings • Population Advisory Groups: approximately eight times per year, including semi - annual meetings • Funder Alignment Group : approximately six times per year, including semi - annual meetings 2015 0 July • No meetings August • All Subcommittees and Advisory Groups meet • Executive Committee • Funder Alignment Group • Consumer (evenings) September • All Subcommittees and Advisory Groups meet • Consumer (evenings) • Executive Committee (include Legislator visits) • Coordinating Board October • All Subcommittees and Advisory Groups meet • Consumer (evenings) • Executive Committee • Funder Alignment Group November • Semi - Annual Meeting o Includes Coordinating Board, Executive Committee, Funder Alignment Group, Consumer, CoC Subcommittees and Advisory Group meetings o Develop annual work plans December • Executive Committee and Legislative Event • Coordinating Board CEH Strategic Plan- Appendix A May 13, 2015 102 January • All Subcommittees and Advisory Groups meet • Executive Committee • Funder Alignment Group • Consumer (evenings) February • All Subcommittees and Advisory Groups meet • Executive Committee • Funder Alignment Group • Consumer (evenings) March • All Subcommittees and Advisory Groups meet • Consumer (evenings) • Executive Committee • Coordinating Board April • All Subcommittees and Advisory Groups meet • Consumer (evenings) • Executive Committee • Funder Alignment Group May • All Subcommittees and Advisory Groups meet • Consumer (evenings) • Executive Committee • Funder Alignment Group June • Semi - Annual Meeting o Includes Coordinating Board, Executive Committee, Funder Alignment Group, Consumer, CoC Subcommittees and Advisory Group meetings o Invite community, hold sessions to engage and activate SCA Draft — 5/8/15 32 Item 6: Committee to End Homelessness - Draft Strategic Plan 2015 -2018 Page 69 of 151