Leadership Board Meeting Thursday, December 13, 1:00pm-4:00pm

Trustee’s Room (1st Floor) 300 Estudillo Avenue, San Leandro

San Leandro Library

Agenda

1. Welcome and Introductions 1:00-1:15

2.Review and Approval of October Minutes 1:15-1:20 Approve 3. Results Based Accountability: Scorecard 1:20-2:05

Approve

3. EveryOne Home Work Plan 2:05-2:50 a. Review 2018 Work Plan Progress Update b. Approve 2019-2020 Work Plan Approve 4. Leadership Board and Committee Rosters 2:50-3:10 a. Approve 2019 Roster Approve 6. Committee and Project Updates 3:10-3:20

a. Homeless Count Update .

Leadership Board Meeting

October 25, 2018

Attendees: Vivian Wan, Kelly Glossup, Jill Dunner, Lori Cox, Linda Gardner, Liz Varela, Peggy McQuaid,

Claudia Young, Susan Shelton, Suzanne Shenfil, Sara Bedford, and Moe Wright.

Staff: Elaine de Coligny, Laura Guzman, Julie Leadbetter, Jessica Shimmin, and Alexis Lozano.

Guests: Joyce MacAlpine, Micah Snead, Irene Peragallo, Julian Leiserson, Katherine Naff, and Andrew

Wicker.

1. Introductions and Announcements--Abode Services was awarded $24m for a permanent

supportive housing project in Hayward with hopefully 120 units. Staff has invited committee

chairs/co-chairs to participate in the HUD technical assistance discussion. Staff also welcomes

the HUD technical assistance consultants (Micah, Irene and Joyce).

2. Review and Approval of August Minutes— The August minutes were approved with 1

abstention.

3. HUD Technical Assistance—The U.S. Department of Housing and Urban Development is funding

an initiative to work in 20 cities for 2 years to assist with the challenge of unsheltered

homelessness. They used system modeling to determine areas selected, which included

Oakland. A team of consultants will be working with our community and so far, there was an

environmental scan to review the landscape with an array of perspectives in the area. TA team

has been here since Monday and have talked or will talk with cities at Funders Collaborative,

HMIS team, Housing Resource Centers, Health Care Services Agency, City of Oakland, City of

Berkeley, and Housing and Community Development Department. They have a few trips within

purview of work but will mostly be working remotely. This TA does not come with more

resources attached, just advanced research and guidance with all recommendations being

community specific. They have several proposals for work areas as listed below:

a. Strategic Plan Update: Analysis of five-year Plan and create a supplement to guide

activities and break down annually. Also supporting jurisdictions with how they can

contribute to the countywide effort.

b. Coordinated Entry capacity building: Help developing annual evaluation process.

Looking holistically at coordinated entry and help with management and resources gaps.

c. HMIS: Guidance on HUD requirements including privacy and security, working the

results based accountability framework in, and ensure it is working with coordinated

entry effectively.

d. Surge/Campaign: Asking the Leadership Board if Alameda County would want to have a

surge to achieve a goal of housing a certain number of people in a short timeframe.

Also serves as a review of process and exposes where there might be challenges in the

system. Have heard that there is a document ready issue with some available PSH

units/slots—can test the surge with this.

Discussion from LB:

• Can the TA offer guidance on rapid reshousing best practices—our community has

struggled with using for higher need clients?

• How can we navigate collaboration between the domestic violence system and

homeless system?

• The Alameda County Housing Authority and City of Alameda are not “moving to

work” demonstration programs so hitting caps with how much they can project

base vouchers. How can we avoid this?

• HUD keeps lowering fair market rents, how can we keep up with demand?

• Can we know what the needed coordinated entry capacity is to deal with the

projected scale? This is for staffing, buildings, maintenance, etc.

• Can we evaluation and improve Home Stretch?

• How can we better share data?

• How can we navigate high barriers to enter housing due to property management

standards?

Next Steps: The Leadership Board is interested in working on the PSH vacancy issue outlined

above. Linda Gardner and Lori Cox can work on getting information on this from the County

level then EveryOne Home can help with analysis to figure out how to move forward. EveryOne

Home can bring the idea to its next committee meetings.

4. Governance Charter Revisions—Andrew Wicker, co-chair of HUD CoC Committee, reviewed

revisions outlined in memo (Governance Charter referenced found here). The Leadership Board

discussed and made revisions including, taking the last sentence out of #3 under the Code of

Conduct, and revise #7 to add “on behalf of the collective impact efforts to end homelessness in

Alameda County”. It was moved and seconded to approve the Governance Charter

recommended by the HUD CoC Committee. The motion passed unanimously. It will now go to

the membership for ratification.

5. EveryOne Home Strategic Plan Update--The Leadership discussed improvements and revisions

to the draft Executive Summary. They gave staff direction for the next iteration including adding

more from the racial disparity discussion, clarifying the proposed actions and how localities can

tailor policies, and including older adults as a subpopulation. They suggested creating a version

that was shorter and more printer friendly (less color). Also edit the incomplete sentence on the

strategies page on building stronger partnerships. Next steps: Give an overview of the Plan at

the community meeting to approve, have copies available and note that it is a final draft

pending work with the editor and graphic designer.

To: EveryOne Home Leadership Board

From: RBA Committee

Date: December 2018

Re: Recommendation to Approve Practitioner’s Scorecard for Publication

RECOMMENDATION

In partial fulfillment of its mandate to track, analyze and report population indicators and system performance measures and to publish this information in dashboard form, the RBA Committee recommends that the EveryOne Home Leadership Board approve the “Practitioner’s Scorecard”—a performance scorecard targeted to specialist audiences including providers and funders of housing and support services—for publication to the Results Based Accountability page of the EveryOne Home website.

BACKGROUND

In 2017 the Leadership Board approved the RBA Committee’s system performance measures. These measures were designed to help the collective impact initiative understand and communicate about system performance at the project, agency, and system levels. The RBA Committee has used the measures to track performance and shared this data with EveryOne Home Committees. As well, the RBA Committee has explored a variety of data dashboard, info graphic, and scorecard interfaces for sharing performance information more broadly with stakeholders.

Audience: The RBA Committee divided the dashboard project into two components with the aim of communicating directly and simply with two distinct audiences: practitioners and non-specialists. At this time, the committee brings to the Leadership Board the “Practitioner’s Scorecard,” a performance scorecard targeted to specialists including providers and funders of housing and support services. Specialists will have some familiarity with technical language, the HMIS, and contracted outcomes. The Practitioner’s Scorecard will be publicly available on the RBA Committee’s page of the EveryOne Home website.

In April 2019 the RBA Committee will return to Leadership Board with a dashboard of “headline measures” designed for non-specialists. Examples of headline measures include the number of people experiencing homelessness for the first time, the number of people experiencing literal homelessness, and the number of people exiting homelessness to permanent homes. The public facing dashboard will be available on the EveryOne Home website.

Interface: For the Practitioner’s Scorecard, the RBA committee sought to create a clean interface that would not only provide detailed information but also put the information into context. The Clear Impact Scorecard is an RBA tool, structured to document turn the curve conversations and action planning. Alameda County Health Care Services Agency uses Clear Impact Scorecard and has made their subscription available at no cost to EveryOne Home’s RBA Committee.

Clear Impact Scorecard offers a summary of all the measures that can be taken in at a glance with red arrows to show trouble spots, green areas to show movement in the right direction, and black arrows to show neutral or unchanged performance.

2 Clicking on a measure will provide even greater detail. Specifically, clicking on a measure will show the data source, actual and target values, and graph results by reporting period. Allowing the cursor to hover over the data point will reveal the date range, target, and actual values. For measures shown as percentages, the numerator and denominator display in parenthesis.

Beneath the graph for each measure there is a brief description of what is being measured and how the measure is calculated. Additional narrative information will be added to the Story Behind the Curve, Action Plan, and What Works sections as the RBA Committee begins having Turn the Curve conversations with EveryOne Home committees.

Process for Updating: The Practitioner’s Scorecard will be updated within 90 days of the end of the quarter. The RBA Committee will send a reminder to HMIS agencies 3-6 weeks in advance of the reporting deadline. The data will be reviewed and approved by the RBA Committee before being posted to the live Practitioner’s Scorecard.

In Sum: The RBA Committee, System Coordination Committee, and HUD CoC Committee have all provided input into the language, calculations, and visual layout of the final version that is being recommended to Leadership Board. Clear Impact Scorecard is an affordable application that will enable the collective impact initiative to clearly and comprehensively communicate about system performance and efforts to turn the curve. For this reason, the RBA Committee recommends adopting the Practitioner’s Scorecard design and interface.

MEMORANDUM

To: EveryOne Home Leadership Board

From: EveryOne Home Staff and Committees

Date: December 13, 2018

Re: Approving the 2019-20 EveryOne Home Work Plan and the 2018 Progress Report

______________________________________________________________________

RECOMMENDATION

The EveryOne Home Staff in partnership with its committees is requesting the Leadership Board

approve the 2019-2020 EveryOne Home work plan.

BACKGROUND

Each year the Leadership Board reviews and approves an annual work plan. In previous years we have

articulated broad goals and strategies in the work plan and divided the work into three categories:

collective impact work, HUD Continuum of Care work, and organizational health work. This year staff is

proposing a new structure that includes:

• A two-year work plan

• A breakdown of on-going activities by month

• Opportunities for expanding the work (see Special Projects)

• Inclusion of staff activities (see Backbone Organization Staff)

In addition to refining/approving the on-going work, the Leadership Board can determine which special

projects to focus on this year and when to tackle them through out the year. Included with the work

plan is a memo from other partners in Alameda County recommending strategies for addressing family

homelessness. Since the 2018 Strategic Update call for ending unsheltered family homelessness in 2019,

I have included it as a reference for consideration. Staff can provide details on any given committee and

will bring copies of committee work plans that are drafted to the meeting.

The progress report on the 2018 Work Plan is also included in your packet. Staff welcomes edits and

direction on how to publish the report.

2018 Work Plan Progress Report: December 7, 2018

. 2018 Work Plan Strategies and Goals

Short Description of Implementation Activities Description of Accountability Progress

COLLECTIVE IMPACT STRATEGIES—Overseen by the Leadership Board and its Committees

1. Fully Implement Coordinated Entry

• All HRCs, access points, and other services (housing education, legal assistance, housing navigation, landlord liasons, and tenancy sustaining services) fully operational

• Housing resources provided through new CE prioritization and matching—utilizing a “by-name list”

• HMIS Transfer Service Point to Clarity

• Real-Time Date Entry Begins

• Integrate shelter, TH and RRH slots

• Shelters will need additional resources to provide a level of services commensurate with higher levels of need that CE will bring to their client base.

• Integrate subpopulations (i.e. DV survivors, Veterans)

• Develop a system-wide training and technical assistance plan

• Continue work on other chapters of the System Manual

• System Coordination Committee monitors performance and functionality, develops recommended changes/improvements

• Operational Activities coordinated through Implementation and Learning Collaboratives

• Performance of Assessment Tool will be reviewed regularly, and changes made as needed.

• Leadership Board determines Additions and Changes to Standards of Care or Prioritization Policies reflected in the System Manual

• HMIS software change managed by HMIS Lead and monitored by CoC Committee

• HRCs and other services are operational. Working to expand HRCs access and drop-in hours. Wait times are still long and capacity for assessment, navigation and tenancy sustaining services cannot meet demand

• Matching using the by-name list has begun, but not yet used for all housing and services envision in design

• System Coordination Committee (SCC) was seated and has met nine times they have a policy development and improvement schedule they are following

• 4,185 households have been assessed. The System Analyst has monitored performance of the tool for sub-populations (vets, families, TAY, etc.) and the entire population. It continues to perform in a consistent and non-discriminatory manner. Staff facilitated a recommended change to tool in April that was approved.

• New HMIS software launched in May, most old data migrated. The By-Name-List can now be generated by Clarity. Staff very involved in this effort. HMIS oversight committee began meeting in August.

• Coordinated Entry Self-Assessment was conducted with input from SCC members and feedback collected from an online community survey, Assessment was presented to SCC and HUD CoC and used for submission to the state for CESH.

• Certified Assessor trainings are conducted quarterly, 233 assessors are certified

• Marketing materials are designed and waiting for final confirmation of public facing contact information from HCSA and contractors

• Real time data entry has increased including on outreach teams, is under 25% of system.

• The integration of vets underway, but not complete. The HUD CoC application included TA funds for better DV integration

2. Update the EveryOne Home Special Needs and Housing Plan to End Homelessness

• Draft plan to assess progress on existing plan and propose strategies that reflect the current reality, especially around unsheltered homelessness

• Facilitate stakeholder input

• Manage Plan adoption process by Board of Supervisors and cities

• EH Staff will draft

• Leadership Board members to provide feedback, elicit feedback, and build alignment around Plan

• EH staff will coordinate stakeholder input around Plan

• Leadership Board to approve Plan and recommend adoption by membership and jurisdictional bodies

• Staff facilitated an extensive community input and review process.

• Leadership Board and membership approved 2018 Strategic Update in October.

• Will be posted to website the week of 12/10/18

• Presentations to jurisdictions have begun, started with the November Conference of Mayors.

• Adoption work will occur in 2019

3. Advocate for local, state and federal policies/funding; build political will

• Revised Plan likely to identify public policies needed on such topics as funding sources, renter protections, rights of the unsheltered, etc.

• Potential for local and/or state ballot measures for funding; would need to build support for

• Monitor public policies and issuing calls to

action aligned with this work plan

• Advocacy Committee

• Leadership Board members needed to engage in crafting the policies then building support and alignment across jurisdictions.

• Advocacy committee met regularly and monitored federal, state and local policies. They took the following positions and encouraged members to get involved in campaigns to pass or defeat measures. Yes on State Propositions 1, 2 and 10 and No on Prop 5; Yes on Emeryville’s Housing Bond, Berkeley’s Measures O & P; Oakland’s W & Y . Staff communicated positions to membership and ways to get involved. All measures passed, but Measure 10, and 5 was defeated as hoped.

• The 2018 Strategic Update includes numerous policy recommendations on renter protections, creation of affordable housing, encampment protocol and local revenue streams.

2

2018 Work Plan Strategies and Goals

Short Description of Implementation Activities Description of Accountability Progress

4. Monitor and Evaluate System Performance and Plan Progress

• Produce Data Dashboards on a quarterly basis

• Pursue data development to ensure all new

measures can be tracked

• Evaluate dashboards accuracy and efficacy for

capturing performance and progress

• Use data to inform changes in activities and

strategies to improve results

• EH staff produce dashboards

• EH staff and HMIS Lead execute data development

• HCD track unit production and housing development pipeline

• RBA Committee reviews dashboards for accuracy and efficacy provides analysis to Leadership Board and other Committees

• LB and Committees evaluate the story behind the data and if changes in activities and strategies are called for.

• The Practitioner’s Scorecard, a dashboard geared toward funders, providers, and other specialist audiences will be presented for approval at the December Leadership Board meeting. Once approved, the Practitioner’s Scorecard will appear on the RBA page of the EveryOne Home website on or before February 15, 2019.

• The RBA Committee set performance targets for street outreach, emergency shelters, transitional housing, rapid re-housing, and permanent supportive housing projects. These appear in the Practitioner’s Scorecard.

• EveryOne Home staff and the RBA Committee have presented and facilitated discussions of HUD System Performance Measures to HUD CoC, RBA Committee, and System Coordination Committee. These have led to plans to shorten the average length of time homeless in our system and how to improve the data quality underpinning the measures.

• HCD tracked and presented on units approved for measure A1, which include 176 units targeted for homeless people.

5. Work with elected officials on strategic priorities

• Co-host and plan summit of elected officials to invite support of updated Plan and key strategies (February 2018)

• Follow-up on key initiatives embraced by participants

• Planning being led by Supervisor Carson and Mayor Schaff's office with EH staff

• Summit was not co-hosted by EH but leadership board and staff attended.

6. Raising the profile of the issue; working with external stakeholders on multiple platforms

• Expanding engaged partners (“friendraising”) • Staff has been building public relations by participating multiple forums to increase awareness and bring expertise to the issue

• Need to take advantage of heightened media attention on the issue, which we did well for the PIT Count data release

• Work on the Plan has included a significant increase in our exposure to new groups and elected officials.

• Staff held more than two dozen sessions with elected officials in the process of updating plan

• Staff represented EH at the Mayor Conference twice, the Summit, and several regional conferences on the issue

7. Complete Governance Work by Executing Partnership Agreements

Negotiate, draft and execute Partnership Agreements

• Work funded by Hellman uses Clear Impact Consulting and Results Based Accountability

• Consultant we were working with suddenly left Clear Impact.

• An HMIS MOU was executed between the CoC Committee and the HMIS Lead Agency (HCD)

Housing and Urban Development (HUD) Continuum of Care Work—Overseen by the HUD CoC Committee

8. Manage the annual $35m CoC Program Application to HUD

• Refine rating and ranking based on community input

• Include project site monitor in the evaluation process

• Monitor system commitments throughout year

• Ongoing technical assistance

• EH staff manages Local rating and ranking competition and submission of the CoC Application

• HCD manages review of project applications in esnaps and ensures system data completeness

• HUD CoC oversees process and provides strategic direction to Staff and NOFA Committee

• NOFA Committee rates and ranks local application

• 2018 application submitted it includes seven new projects, 4 in tier 1, which guarantees 32 new PSH units and 75 RRH slot. The package addressed underspending to a greater degree than ever

• Changes to the local process included to the evaluation of projects on objective criteria using an automated tool prior to the release of the NOFA, in hopes of spreading the workload over a longer time frame The automated tool had glitches and the opportunity to resubmit performance data created more work, not less. Process refinements are still needed

9. Launch 2019 Homeless Count

• Refine methodology based on last year

• Select and negotiate scope of work for research team

• Determine cities that will get individual counts

• Begin volunteer and guide recruitment and securing deployment sites

• EH staff manages unsheltered count and overall project

• HMIS staff manages the gathering of sheltered data

• HUD CoC oversees the project

• HUD CoC and Leadership Board supports volunteer and provider participation provides strategic direction on data releases (2019)

• Aspire Consulting and Applied Survey Research will support EveryOne Counts! once again as the project manager and research team respectively

• Volunteer recruitment is underway, with 250 volunteers already committed—50% to our 500 goal

• All but one deployment site is secured

3

2018 Work Plan Strategies and Goals

Short Description of Implementation Activities Description of Accountability Progress

10. Fully Implement the transfer to new HMIS vendor

• Configure programs in system to generate reports needed

• Migrate data and train new users

• Customize system for automated assessment scoring and resource matching

• Primarily responsibility of HMIS Administrator (HCD) in partnership with HMIS Oversight Sub-Committee, HCSA and EH staff

• Done!

• Automated resource matching still not available

11. Execute CoC Project monitoring and TA program

• Complete design of site monitoring visits and TA offering

• Conduct site visits and TA sessions for grantee and sub-grantees

• EH staff design and propose a program

• HUD CoC refines and approves

• Staff and Committee implement

• 17 monitoring visits were done in conjunction with the local application project review process

Organizational Operations and Development—overseen by Backbone Organization Advisory Committee

12. Revise County contract to align with RBA framework and HUD Planning Grant

• Clarify scope and timing of contracts • EH staff County and City funders of EOH operations.

• This is still not resolved

13. Update financial reporting in-light of new accounting

• Work with Tides to generate custom reports

• EH staff and committee members • This activity is nearly complete. We have met with Tides twice this summer and now have reports that are easy to generate

14. Communications Strategy for disseminating results regularly to broad base

• Determine and execute strategy with input from stakeholders

• Look at branding as well as content, timing and platforms for effective communications for collective impact and organization

• Hire a consulting firm in Q1

• EH staff and consulting firm • Have been working with the consultants for this work since June. They have finalized a communications plan for us which includes messaging and key tactics, producing coordinated entry materials, and helping disseminate the updated Plan

15. Raise $80-100k in private unrestricted funds

• Organization needs about 100k in additional support for current operations

• EH staff and committee members

• Leadership Board to help with donor outreach and personal gifts

• Have raised $60k in unrestricted funds this year (Hellman). Applied to the San Francisco Foundation for $40k restricted but did not receive. Have meeting scheduled with Tipping point in December for potential funding

• Leadership Board participation is under 20% in 2018

Work Done in 2018 Not Included in Original Work Plan:

• Provided data, analysis, and technical assistance to Kaiser Permanent’s thirteen week “Sprint” initiative, which focused on ending senior homelessness in Oakland.

• Supported the establishment of a Youth Action Board and the application for the HUD Homeless Youth Program

• The submission of funding applications for California Emergency Solutions Homeless program and Homeless Emergency Assistance Program—The County was the applicant designated by HUD CoC, who facilitated community input into the applications, cities are sub-recipients for the HEAP funds

• Launched work with HUD Technical Assistance for addressing unsheltered homelessness, will continue throughout 2019 and 2020.

• Developed and conducted a training for providers on the new HUD equal access guidance for LGBTQ clients and the policy adopted by the Leadership Board to implement it

Draft 2019-20 Work Plan for EveryOne Home

Leadership Board 19-Jan 19-Feb 19-Mar 19-Apr 19-May 19-Jun 19-Jul 19-Aug 19-Sep 19-Oct 19-Nov 19-Dec 20-Jan 20-Feb 20-Mar 20-Apr 20-May 20-Jun 20-Jul 20-Aug 20-Sep 20-Oct 20-Nov 20-Dec

On going Activities

Meetings x x x x x x

Vote on Changes to Governance Charter x x

Nominations and Annual Work Plan x x

Homeless Count Volunteer Recruitment x x x

Homeless Count Field Work 1/30/2019

Homeless Count Data Release x

Review System Performance to Strategic Plan Goals and

Recommend Actions to Improve System Performance

x x x x x x x x x x

Approve Policy Changes to Coordinated Entry x

Review Prioritization Analysis and Approve Any

Proposed Changes to Prioritizationx x

Vote on positions recommended by Advocacy Comm x x x x x x x x x x x x

Support Resource Development such as Giving Tuesday

for backbone organizationx x

Recruit new board and committee members x x x x x x

Annual Membership Meeting x x

Review Progress on Plan Implementation and Gaps

Analysisx x

Develop and Work to implement strategies and

resources that will improve performance and address

gaps

x x x x x x x x x x x x x x x x x x x x x x x x

Special Projects

Secure Adoption of the EveryOne Home Plan x x x x x x

Develop a Revenue Initiative for 2020 Ballot

Campaign to support ballot initiative

Address prolonged vacancies in PSH units

Surge to end unsheltered family homelessness?

Adopt an Encampment Protocol??

Improve Grievance Procedures

HUD CoC Committee 19-Jan 19-Feb 19-Mar 19-Apr 19-May 19-Jun 19-Jul 19-Aug 19-Sep 19-Oct 19-Nov 19-Dec 20-Jan 20-Feb 20-Mar 20-Apr 20-May 20-Jun 20-Jul 20-Aug 20-Sep 20-Oct 20-Nov 20-Dec

On Going Activities

Meetings x x x x x x x x x x x x x x x x x x x x x x

Approve Annual Membership Meeting Agenda x x

Review and Update Governance Charter x x x x x x

Approve and OverseeCoC Project Monitoring and TAx x x x

Oversee Coordinated Entry Compliance (Approve

System Manual and HUD CE Compliance Review) x x x x x x x x

Oversee HMIS system x x x x x x x x

Conduct gap analysis x x x x x x x x

Coordinate with ESG grantees x

Planning and Implementation of Homeless Count1/30/2019 4/30/2019 x x x x x

Draft 2019-20 Work Plan for EveryOne Home

Oversee and approve Annual HUD CoC Application x x x x x x x x x x x x

Monitor System Performance x x x x x x

Special Projects

Support Implementation of HEAP and CESH fundingx x x

Results Based Accountability Committee19-Jan 19-Feb 19-Mar 19-Apr 19-May 19-Jun 19-Jul 19-Aug 19-Sep 19-Oct 19-Nov 19-Dec 20-Jan 20-Feb 20-Mar 20-Apr 20-May 20-Jun 20-Jul 20-Aug 20-Sep 20-Oct 20-Nov 20-Dec

On Going Activities

Meetings x x x x x x x x x x x x x x x x x x x x x x x x

Performance Management: Review and approve

quarterly updates to Practitioner's Scorecard x x x x x x x x x x x x x x x x

Prepare overview of System Performance to Strategic

Plan Goals for Leadership Boardx x x x x x x x

Data Expansion and Development Agenda x x x x x x x x

Develop, obtain approval, publish, and routinely update

public facing dashboardx x x x x x x x x x x x x x x x x

Special Projects

Determine how to measure Cost Effectiveness

System Coordination Committee 19-Jan 19-Feb 19-Mar 19-Apr 19-May 19-Jun 19-Jul 19-Aug 19-Sep 19-Oct 19-Nov 19-Dec 20-Jan 20-Feb 20-Mar 20-Apr 20-May 20-Jun 20-Jul 20-Aug 20-Sep 20-Oct 20-Nov 20-Dec

On Going Activities

SCC Meetings x x x x x x x x x x x x x x x x x x x x x x x x

SCC Work Groups x x x x x x x x x x x x x x x x x x x x x x x x

Identify improvements needed to Coordinated Entry

and the Housing Crisis Response System, develop and

update SCC work plan

x x x x

Develop and adopt policies for Coordinated Entry and

the Housing Crisis Response Systemx x x x x x x x x x x x x x x x x x x x x x x x

Review and Revise System Manual x x x x x x x x x x x x x x x x x x x x x x x x

Submit System Manual to HUD CoC for approval x x x

Include updated System Manual in Governance Charter

for Leadership Boardx x x

Staff Presentation of annual CE Compliance Reviewx x

Submit SCC comments on the Compliance Review to

HUD CoCx x

Identify resource needs for system improvement,

propose to funders, HUD CoC and Leadership Board, as

needed

x x x x x x x x x x x x x x x x x x x x x x x x

Special Projects

Promote and develop Coordinated Entry Capacity

Builidng proposals submitted by SCC for CESH and other

funding sources. (Self Service Portal, HCRS Training,

HMIS Capacity Builidng and Training)

x x x x x x x x x x x x

Draft 2019-20 Work Plan for EveryOne Home

Advocacy Committee 19-Jan 19-Feb 19-Mar 19-Apr 19-May 19-Jun 19-Jul 19-Aug 19-Sep 19-Oct 19-Nov 19-Dec 20-Jan 20-Feb 20-Mar 20-Apr 20-May 20-Jun 20-Jul 20-Aug 20-Sep 20-Oct 20-Nov 20-Dec

On Going Activities

Meetings x x x x x x x x

Recommend EOH position on State and Federal

Legislation x x x x x x x x

Monitor and Report on Policy Develpments to

membership and LBx x x x x x x x

Special Projects

Organize support strategic plan adoption x x x x x x

Organize support for revenue ballot measure x x x x x x x x x x x x x x x x

Organizational Health 19-Jan 19-Feb 19-Mar 19-Apr 19-May 19-Jun 19-Jul 19-Aug 19-Sep 19-Oct 19-Nov 19-Dec 20-Jan 20-Feb 20-Mar 20-Apr 20-May 20-Jun 20-Jul 20-Aug 20-Sep 20-Oct 20-Nov 20-Dec

On Going Activities

Meetings x x x x x x x x x x

Approve Backbone budget and staff workplan x x

Review Financials x x x x x x x x

Evaluate Executive Director x x x x x x

Serve as Nominating Committee x x x x x x

Review Organization's Performance to contracts x x x x x x x x

Special Projects

Finalize Contract with Alameda County x x x

Succession Planning x x x x

Backbone Organization Staff 19-Jan 19-Feb 19-Mar 19-Apr 19-May 19-Jun 19-Jul 19-Aug 19-Sep 19-Oct 19-Nov 19-Dec 20-Jan 20-Feb 20-Mar 20-Apr 20-May 20-Jun 20-Jul 20-Aug 20-Sep 20-Oct 20-Nov 20-Dec

Logistics and Materials for Regular Meetings, includes

posting to website (does this include workgroups and

Funders Collaborative?)

6 7 6 7 6 7 6 7 6 6 7 7 6 7 6 6 7 7 6 7 6 7 7 7

Logistics and Materials for Annual Membership Mtg

includes website postingx x x x

Execute regular updates to stakeholders x x x x x x x x x x x x x x x x x x x x x x x x

Manage Social Media postings x x x x x x x x x x x x x x x x x x x x x x x x

Draft Changes to Governance Charter x x x x x x

Draft Needs Analysis and Plan Progress

Reports/Changesx x x x x x

Generate Scorecard and Performance Dashboard

Prepare & Facilitate Turn the Curve Conversations

Manage By-Name-List x x x x x x x x x x x x x x x x x x x x x x x x

Draft System Policies and Manual Changes x x x x x x x x x x x x x x x x x x x x x x x x

Convene and conduct Coordinated Entry Certified

Assessor Trainingsx x x x x x x x

Conduct CE Compliance Review using CE Self

Assessment Toolx x x x x x

Conduct CoC Monitoring and TA x x x x x x

Project Manage HUD CoC Local Application Processx x x x x x x x

Write Consolidated HUD CoC Application x x x x

Draft 2019-20 Work Plan for EveryOne Home

Project Manage Homeless Count Field Work & Reportx x x x x x x x x x x x

Analyze and Report on state and federal legislationx x x x x x x x x x x x x x x x x x x x x x x x

Communicate advocacy opportunities to membershipx x x x x x x x x x x x x x x x x x x x x x x x

Recommend ways to gather and report performance

datax x x x x x x x x x

Analyze federal CoC and HUD requirements and

recommend actions for CoC and CI to takex x x x x x x x

Generate unrestricted funding (private, foundation,

individuals) x x x x x x x x x x

Generate financial and contract reports x x x x x x x x

Draft Budget and Annual Workplan x x x x

Logistics for recruitment and elections to LB

&Committeesx x x x x x x x

Continue to work with HUD TA x x x x x x x x x x x x x x x x x x x x x x x x

Public Presentations on Plan, Count, Homelessness etc.x x x x x x x x x x x x x x x x x x x x x x x x

.

December 5, 2018

The Honorable Wilma Chan

President, Alameda County Board of Supervisors

1221 Oak Street, #536

Oakland, CA 94612

Dear Supervisor Chan:

For the past year, with seed funding from your office, the Alameda County Early Care and Education (ECE)

Planning Council, Parent Voices, BANANAS, Family Front Door, First 5 Alameda County, and the Alameda

County Social Services Agency have been collaborating to develop a pilot program (CARE) to provide

Oakland children in families experiencing homelessness with child care access and navigation to existing

public child care subsidies with backup emergency vouchers. Our involvement in this effort provided us

with insight into the plight of families and pregnant women swept up in the growing tide of housing

instability across Oakland and the entire County of Alameda. We are requesting the City of Oakland and

the County of Alameda increase housing services for homeless pregnant women and families with young

children and end unsheltered homeless families as soon as possible.

While the last homeless point in time (PIT) count only showed 270 families unsheltered with 711 members,

the homeless management information system showed 969 families with 2,917 members as homeless in

Alameda County. An estimated 25% of the County’s home visiting clients are experiencing homelessness,

and currently there is one pregnant woman on the Family Front Door caseload and three waiting for case

management. These numbers do not reflect the true extent of the issue as many families do not come

forward to ask for assistance out of fear and live in their vehicles or with friends instead.

Pregnant women, and families with young children are particularly at risk when they face housing

instability. For example, 1 in 5 pregnant women who are homeless give birth prematurely, according to

research findings cited in the UCSF report. Currently in our county and in the City of Oakland, families

with newborns cannot leave the hospital without a car seat but they can leave without a home.

Locally, there are dozens of compelling stories that we are hearing as we develop the CARE program. For

instance:

Last winter, two infants of mothers experiencing homelessness reportedly died—one on BART in a

stroller with the family’s belongings.

CARE recently supported overnight child care access for a woman who was leaving her two school

age children to sleep alone in a car overnight because she could not leave them unattended in a

shelter while she worked nights at Amtrak.

The challenge of family homelessness goes unrecognized or appreciated. The emphasized part of

news stories regarding the Oakland police officer who revived a newborn two weeks ago was his

heroism, not the tragedy of having a homeless mother delivering by herself, in her car.

We know that being homeless will have a permanent, damaging impact on the development of children in

Oakland and throughout the County of Alameda and that is why we are calling on you to take additional

steps to ensure their safety. We work closely with Family Front Door through the CARE program and they

are providing exemplary services to families. However, we request you provide additional resources for

pregnant women and families with children experiencing homelessness in current and future funding and

planning. Our proposals for your consideration include:

Short Term

Open at least one warming shelter specifically for pregnant women and families with children this

winter or provide access to emergency motel vouchers they can use during inclement weather.

Have the coordinated entry system provide pregnant women and families of young children 0-5 at

coordinated points of entry (eg: Family Front Door in Oakland) immediate access to housing

options suitable to their situation. If none are available, provide them with emergency motel

vouchers and create a long term plan for permanent housing.

Long Term

Sustain and increase funding for programs such as CARE that provide child care navigation and

emergency child care vouchers for children in families experiencing homelessness and expand them

beyond Oakland.

We encourage you to ensure there are suitable options for families with young children included

in funding future shelters and affordable housing projects.

Family Front Door is a model that works in the north county region but additional funding for more

case managers is needed to decrease the size of the waiting list.

In October, we met with Mayor Schaaf’s staff and there was a commitment to considering funding for some

of the programs listed above in the next city budget cycle. We hope this commitment remains strong.

There has also been demonstrated support for more programs for homeless families from Assemblyman

Rob Bonta and Senator Nancy Skinner. We believe by working in partnership we can end the unsheltered

homelessness crisis in Oakland and Alameda County and provide more long term housing solutions for

families in the future. If you have questions in regard to this letter, please contact Ellen Dektar at 510-208-

9578, Clarissa Doutherd at 510-866-6489, or Page Tomblin at 510-227-6982.

Sincerely,

Clarissa Doutherd

Parent Voices

Angie Garling

Alameda County ECE Program

Priya

Jagannathan

Oakland Starting Smart and Strong

Kym Johnson

BANANAS

Kristin Spanos

First 5 Alameda

Cc:

Members, Alameda County Board of Supervisors

Mayor Libby Schaaf, City of Oakland

Members, City of Oakland City Council

Sara Bedford, City of Oakland Lori Cox, Alameda County Social Services Agency Elaine de Coligny, Every One Home Joe DeVries, City of Oakland Linda Gardner, Alameda County Housing and Community Development Department Laura Guzman, Every One Home Willie A. Hopkins, Jr., Alameda County General Services Agency Kiko Malin, Alameda County Department of Public Health

MEMORANDUM

To: EveryOne Home Leadership Board

From: Organizational Health Committee (Nominating Committee)

Date: December 13, 2018

Re: Approving the 2019 Leadership Board and Committee Rosters

______________________________________________________________________

RECOMMENDATION

The EveryOne Home Organizational Health Committee (serving as the Nominating Committee) is

requesting the Leadership Board take the following actions:

1. Approve the 2019 Leadership Board Roster. The Nominating Committee recommends

approving the 2019 roster that includes existing members continuing their terms, members that

applied for another term (Sara Bedford, Kristen Lee, Linda Gardner, Colleen Chawla, Lori Cox,

Susan Shelton, and ), the member elected by the membership (Nella Goncalves), new members

(Ray Bonilla Jr. and Georgia Rudderow), and one spot for Darin Lounds who has been on medical

leave, and members appointed by HUD CoC Committee. This leaves one open seats; one to be

filled by an appointment from the Department of Veterans Affairs.

2. Approve the 2019 HUD CoC Committee Roster. The Nominating Committee recommends

approving the HUD CoC Committee roster that includes one member that has re-applied to

serve (Marnelle Timson), one new member that applied (C’Mone Falls), and the member elected

by the membership (Andrew Wicker).

3. Approve the 2019 Organizational Health Committee. The Nominating Committee recommends

approving the 2019 roster that includes members that re-applied (Moe Wright, Dan Sawislak,

and Monica Davis), holding a spot for Darin Lounds who has been on medical leave, and one

new applicant (Suzanne Shenfil).

4. Approve the 2019 System Coordination Committee Roster. The Nominating Committee

recommends approving the roster that includes existing members that have re-applied (Marta

Lutsky, Peter Radu, Pattie Wall, Jessica Lobedan) and two new members (Jazmyn Brown and

Gloria Divine).

5. Approve 2019 HMIS Oversight Committee Roster. The Nominating Committee recommends

approving the roster of this new committee that has only met a couple times. Terms have been

staggered as noted.

Rosters for Leadership Board and Selected Membership Committees

Leadership Board Roster

The Leadership Board will have a range of 17-25 members; three appointed by HUD CoC Committee, 1 elected directly by the CoC Membership

annually and the remaining members appointed/recruited.

Name Title Organization Stakeholder Group Term ending

Appointed members

Sara Bedford Director City of Oakland Jurisdiction End of 2021

Kristen Lee Acting Director City of Berkeley Jurisdiction End of 2021

Linda Gardner Director Alameda County HCD CDA End of 2021

Colleen Chawla Director Alameda County HCSA HCSA End of 2021

Lori Cox Director Alameda County SSA SSA End of 2021

Dept of Veterans Affairs VA End of 2021

Nella Goncalves n/a n/a Membership Rep. End of 2019

Selected by nominating committee

Suzanne Shenfil Director City of Fremont Jurisdiction End of 2019

Jill Dunner n/a n/a Consumer End of 2019

Moe Wright Principal BBI Construction Business; also faith comm. End of 2019

Susan Shelton n/a n/a At-large representative End of 2019

Peggy McQuaid Mayor City of Albany Jurisdiction/elected End of 2020

Claudia Young Human Services Program Manager City of Livermore Jurisdiction End of 2020

Vivian Wan Associate Director Abode Services Provider End of 2020

Gloria Bruce Executive Director East Bay Housing Organizations Advocacy End of 2020

Kelly Glossup Youth and Services Manager Alameda County Sheriff’s Dept. Law Enforcement End of 2020

Chris Gouig Director Housing Authority Housing Authority End of 2020

Liz Varela Executive Director Building Futures with Women and Children Provider End of 2020

Rosters for Leadership Board and Selected Membership Committees

Dr. Christine Ma Medical Director UCSF's Benioff Children's Hospital Oakland Provider/Researcher End of 2020

Darin Lounds Executive Director Housing Consortium of East Bay Housing Developer End of 2021

Ray Bonilla Jr. Senior Director Kaiser Permanente Health Care/Private End of 2021

Georgia Rudderow Realtor Red Oak Realty Private End of 2021

Appointed by HUD CoC Committee

Doug Biggs Executive Director Alameda Point Collaborative Provider End of 2020

Wendy Jackson Executive Director East Oakland Community Project Provider End of 2019

Paulette Franklin Executive Director Alameda County BHCS HCSA End of 2019

HUD CoC Committee Roster

The HUD CoC Committee will have nine members including six appointed/recruited positions and three elected by the CoC membership. The

nine seats will represent the following entities: two representatives from Alameda County Departments, two representatives from cities, two

representative from homeless assistance providers, two persons with lived experience, one at-large representative.

Name Title Organization Stakeholder Group Term ending

Appointed by the Membership

Riley Wilkerson Manager Alameda County HCD County Department End of 2019

Doug Biggs Executive Director Alameda Point Collaborative Provider End of 2020

Andrew Wicker Community Services Specialist City of Berkeley Jurisdiction End of 2021

Selected by Nominating Committee

Wendy Jackson Executive Director East Oakland Community Project Provider End of 2019

Paulette Franklin Mental Health Specialist Alameda County BHCS Consumer/County Department End of 2019

Lara Tannenbaum Planner City of Oakland Jurisdiction End of 2020

Marnelle Timson Consumer n/a Consumer End of 2021

C'Mone Falls n/a Alameda County SSA County Department/Youth Rep. End of 2021

Ja'Nai Aubry Housing Attorney Family Violence Law Center Provider End of 2020

Rosters for Leadership Board and Selected Membership Committees

Organizational Health Committee Roster

Org Health Committee members have one year terms that expire at the end of 2019. The committee in small in size (3-5 members); at least 50%

of the members would serve on the Leadership Board and currently 2/4 are on the Leadership Board.

Name Title Organization

Selected by nominating committee

Darin Lounds Executive Director Housing Consortium of East Bay

Dan Sawislak Executive Director Resources for Community Development

Monica Davis Management Analyst City of Hayward

Moe Wright Principal BBI Construction

Suzanne Shenfil Director City of Fremont

System Coordination Committee

Membership will include up to 17 seats with appropriate representation from users of the coordinated entry system, Continuum of Care

Committee, County and City departments, non-profit service providers, community-wide partners of the coordinated system, people with lived

experience, and experts in housing crisis systems or related expertise.

Name Title Organization Stakeholder Group Term Expiring

Marta Lutsky Manager Alameda County HCSA County Dept. End of 2021

Peter Radu Homeless Services Coordinator City of Berkeley Jurisdiction End of 2021

Pattie Wall Director Homeless Action Center Advocate End of 2021

Jessica Lobedan Manager City of Hayward Jurisdiction End of 2021

Jamie Almanza Executive Director Bay Area Community Services Provider End of 2019

Laura Guzman Director EveryOne Home Continuum of Care End of 2019

Terrie Light Director Berkeley Food and Housing Project Provider End of 2019

Aisha Brown Homeless Coordinator Alameda County SSA County Dept. End of 2019

Noha Aboeleta Physician Roots Community Clinic Provider End of 2019

Rosters for Leadership Board and Selected Membership Committees

Alison DeJung Executive Director 211/Eden I&R Provider End of 2020

Merlenet Riley Social Service Specialist, Housing Coordinator

Berkeley Mental Health, City of Berkeley

Front-line staff End of 2020

Lara Tannenabum Planner City of Oakland Jurisdiction End of 2020

Riley Wilkerson Manager Alameda County HCD County Dept. End of 2020

Vivian Wan Director Abode Services Provider End of 2020

Jazmyn Brown Consumer n/a Consumer End of 2021

Gloria Divine Consumer n/a Consumer End of 2021

HMIS Oversight Committee

This is a new committee. Responsibilities include supporting and protecting the rights and privacy of service users ensuring compliance with

federal requirements, reviewing data quality, recommending a quality improvement program to the HUD COC Committee, and taking

appropriate action to ensure accountability and improved performance per approved program. This committee collaborates with the HMIS Lead

on all policies the HMIS Lead is required to develop including, but not limited to, Privacy and Security, Data Quality, user policies and conducts an

annual review of HMIS performance and functionality, using the HMIS work plan to measure progress.

Name Organization Stakeholder group Term Expiring

Andrew Wicker City of Berkeley HUD COC Committee End of 2021

Lara Tannenbaum City of Oakland HUD COC Committee End of 2021

Mike Keller EOCP Technical/DQ Staff End of 2021

Juliana Juarez Abode Technical/DQ Staff End of 2020

Camille Mariategue BFHP/APC End User/Data Entry End of 2020

Melissa Sutton-Dement BACS End User/Data Entry End of 2020

Julie Leadbetter EveryOne Home System Coordination and BNL End of 2019

Robert Ratner HCSA HCSA/AC3 End of 2019

Teddie Pierce HCSA HCSA/AC3 End of 2019