june 24 8:00am-11:30am - all home king...

Coordinating Board Meeting June 24th 8:00am-11:30am United Way of King County (720 2nd Ave, Seattle, WA 98104) Gates Conference Room

Theory of Change: If we create a homelessness response system that centers customer voice, then we will be able to focus on responding to needs and eliminating inequities, in order to end homelessness for all.

The All Home Strategic Plan commits to reducing racial disparities of those experiencing homelessness. Nearly two thirds of people experiencing

homelessness are people and families of color. Institutional and systematic racism contributes to the oppression of people of color, creating inequity, poverty and in some cases, homelessness. Success in reducing racial disparities and creating effective systems both for a dignified

emergency response and housing, will require bold action and shared accountability. This commitment will include the proactive reinforcement of policies, practices, attitudes and actions to produce equitable power, access, opportunities, treatment, impacts and outcomes for all.

8:00am Welcome and Introductions Gordon

8:15am Public Comment Gordon

8:30am All Home and Board Updates

• End Youth Homelessness Now Campaign

• 2020 Point in Time (PIT)

• Coordinated Entry for All

• Equal Access Rule

• Unsheltered Homelessness TA

• FY2019 CoC NOFA Result: Board is updated on CoC activities since May Meeting

Kira Written Updates

8:40am Regional Homelessness – System Redesign Updates

• Regional Authority

• Regional Action Plan

Result: Board is aware of progress on implementing the new regional authority and development of the Regional Action Plan

Sara Written Updates Regional Action Plan Deck

9:10am Continuum of Care Alignment with Homeless System Redesign

• Board Membership and Selection

• Sequencing of Continuum of Care core functions into the new Regional Authority

Result: Board participates in work session related to two core components of integrating the Continuum of Care within the new Regional Authority in preparation for approval of a revised Charter in September.

Gordon CSH Memo (5.8.19)

11:30am Adjourn

Next meeting: July Meeting Date and Location TBD

Materials: http://allhomekc.org/committees/coordinating-board/#fndtn-materials

http://allhomekc.org/committees/coordinating-board/#fndtn-materials

Continuum of Care Coordinating Board

June 2019 Written Updates

2020 Point in Time Count Planning

• All Home is preparing for the 2020 Point in Time count, including the development of a Request for Proposals (RFP) to identify a research partner for count implementation. We anticipate the release of the RFP by the end of June, closing by the end of July with selection of a contracted partner by mid-August.

• The selected partner will be expected to complete the implementation and administration of the unsheltered census, data analysis and report related to the completion of the Seattle/King County 2020 PIT Count, coordinating closely with All Home as the local project manager of the 2020 PIT and with other critical partners including King County, municipalities within the County, and other community partners supporting implementation of the PIT. The contracted partner will be expected to ensure that the completion of the PIT Count is completed in accordance with all federal regulations and requirements, and the collected data is valid and statistically sound.

Coordinated Entry for All

• To receive monthly updates from Coordinated Entry for All regarding changes to daily operations or opportunities for collaboration, email [email protected] and request to be added to the monthly newsletter. The Coordinated Entry for All official website can be found here1 and Coordinated Entry for All Policy Advisory Committee meeting agendas, minutes, and updates can be found here2.

• The Individual Resource Tool, which is the first phase of assessment and triage has been implemented.

• Coordinated Entry for All continues to use 50% VI-SPDAT score and 50% length of time homeless to determine prioritization until resources and capacity for a new process and/or tool to determine vulnerability can be development. The Policy Advisory Committee is engaging with national partners to see if there is opportunity for collaboration on a new tool.

Equal Access Rule

• The Department of Housing and Urban Development (HUD) has proposed a rule which will modify the Equal Access Rule. The modification will allow federally funded shelters to deny people admission on the basis of their gender identity. All Home, along with local and national partners, have activated quickly on this proposed rule to elevate concerns about the potential impact of this change to existing protections for LGBTQ+ individuals.

• A draft response is included below and All Home, along with City of Seattle and King County staff, will be meeting with the Office of Management and Budget to share our concerns officially with the federal offices that are responsible for engaging with the public on proposed rules issued by HUD.

• All Home is also working with Ingersoll Gender Center to coordinate and provide a training on the Equal Access Rule and best practices in supporting the transgender community in housing.

• Additionally, HUD has issued a proposed rule on “Mixed Families” in Public Housing, meaning households which include individuals who are undocumented may not qualify for housing assistance. We are partnering with the Seattle and King County Housing Authorities on this rule.

1 https://kingcounty.gov/depts/community-human-services/housing/services/homeless-housing/coordinated-entry.aspx 2 http://allhomekc.org/committees/coordinated-entry-for-all-policy-committee/

mailto:[email protected]://kingcounty.gov/depts/community-human-services/housing/services/homeless-housing/coordinated-entry.aspxhttp://allhomekc.org/committees/coordinated-entry-for-all-policy-committee/https://www.reginfo.gov/public/do/eAgendaViewRule?pubId=201904&RIN=2506-AC53https://kingcounty.gov/depts/community-human-services/housing/services/homeless-housing/coordinated-entry.aspxhttp://allhomekc.org/committees/coordinated-entry-for-all-policy-committee/

FY2019 Continuum of Care NOFA

• The FY2019 CoC NOFA is yet to be released (as of Tuesday, June 18th). Immediate next steps once the NOFA is released is to convene the CoC Application/Ranking committee to brief members. We’ve cancelled the recent meetings given the pending NOFA release. Meanwhile, the local application process is concluding and All Home, City of Seattle, and King County staff will be reviewing the local application responses.

End Youth Homelessness Now Campaign WHAT IS THE END YOUTH HOMELESSNESS NOW (EYHN) CAMPAIGN? Currently, in King County, unaccompanied youth and young adult funding and services are a patchwork of programs. While the myriad of nonprofits and stakeholders in the county are working hard to support youth experiencing homelessness, there is a great need to build a comprehensive, nimble, and responsive system of care that prevents, diverts, or rapidly rehouses youth and young adults quickly.

End Youth Homelessness Now (EYHN) is a collective regional effort to ensure every young person in King County has safe and stable housing. Staffed jointly by All Home, City of Seattle’s Human Services Department (HSD), and King County Department of Community and Human Services (DCHS), the Functional Zero Action Team (F-ZAT) will ensure on a system’s level that youth who are falling into homelessness are housed within 30 days or less, if not prevented from entering the system in the first place, also known as functional zero.

The EYHN campaign was sparked from the U.S. Department of Housing and Urban Development’s Youth Homelessness Demonstration Program grant, of which All Home was one of the first 10 awardees in the nation. This Campaign allows us to live out our Coordinated Community Plan developed by over 100 stakeholders committed to preventing and ending youth homelessness, including young people experiencing homelessness, providers, advocates, elected officials, philanthropy, and people like you. In addition to federal investments, the campaign is supported by investments from Pearl Jam's The Home Shows, Raikes Foundation, King County, City of Seattle, Schultz Family Foundation, and United Way of King County.

By engaging the community across public and private sectors and centering racial equity and social justice, there will be a home for all young people in King County by 2021.

PROGRESS FOR YOUTH | COUNT US IN 2019

The 2019 Point in Time (PIT) Count of individuals experiencing homelessness in King County showed an incredible downward trend in the number of youth and young adults experiencing homelessness in our community, including:

• A 28% decrease in the number of unaccompanied youth and young adults. • A 52% decrease in the number of unaccompanied minors.

While the point in time count is typically an undercount, the data is helpful for understanding trends over time. These decreases in youth homelessness were no accident. It’s the result of our whole community coming together--young people experiencing homelessness, government at every level, nonprofits, businesses, foundations, and everyone in between--to address youth and young adult homelessness.

http://allhomekc.org/wp-content/uploads/2015/09/Seattle-KC_YHDP_Plan_FINAL_w_attachments.pdf

And, there is still much more to do. Young people experiencing homelessness are disproportionately people of color with Blacks (34%), Latinx (20%), and American Indian/Alaska Native (10%) having significant overrepresentation. Young adults identified as LGBTQ+ are also overrepresented in the homelessness system (38%). When compared to survey respondents ages 25 and older, unaccompanied young people reported higher rates of psychiatric or emotional conditions and post-traumatic stress disorder.

Together, we can build on this success to end youth homelessness in King County.

YOUTH ENGAGEMENT AND YOUNG ADULT NAVIGATION/DIVERSION TEAMS | 180 YOUTH AND YOUNG ADULTS SERVED

A huge part of EYHN’s success are the Youth Engagement Team (YET) and Young Adult Navigation/Diversion Teams (YA NAV/DIV), funded by All Home through the Youth Homelessness Demonstration Program. YET and Young Adult NAV/DIV Teams have served more than 180 youth and young adults experiencing homelessness since their launch in October 2018. They are working hard to increase access to services and family connections to keep the young people they serve connected with their communities, and address their housing instability quickly and holistically. Their success proves that ending youth homelessness is possible when young people are “met where they are” with a strengths-based lens, by a team of professionals and peer advocates connected to the resources they need most. A huge thanks to our providers Therapeutic Health Services, Accelerator Y, Friends of Youth and LCYC (Legal Counsel for Youth and Children) for their great work!

ALL HOME, KING COUNTY, & SEATTLE JOIN FORCES: CRITICAL MILESTONE TO END YOUTH HOMELESSNESS

All Home including the Youth Action Board, King County DCHS, and City of Seattle HSD, officially signed a Memorandum of Understanding (MOU) confirming their commitment to the goals of the End Youth Homelessness Now campaign and creating the Functional Zero Action Team, led by Dr. LaMont Green, that will operationalize the systems transformation. Highlights of the MOU include:

• Working collaboratively to improve data collection and utilization. • Identifying housing and service gaps to create a responsive system of care. • Learning from other successful population-specific work being done in the region, including the

Veterans Operational Leadership Team and the Emergency Operations Center.

By working together in new and innovative ways, our current system will be equipped to continue the positive trends seen in this year’s PIT Count for youth and young adults.

READ THE FULL MOU https://drive.google.com/open?id=1FcSzRQfsy5exgreCw-amS2vAEp_glVW_

https://drive.google.com/open?id=1FcSzRQfsy5exgreCw-amS2vAEp_glVW_

PROPOSED RULE CHANGES BY HUD MAY 2019

The Department of Housing and Urban Development and Secretary, Ben Carson have proposed a rule which will modify

the Equal Access Rule. The modification will allow federally funded shelters to deny people admission on the basis of

their gender identity. The proposed rule was developed in the name of providing greater flexibility for shelter staff when

making decisions about individuals who may misrepresent their sex to access sex-specific shelters.

As outlined in the Continuum of Care Policies, All Home, the Seattle/King County

Continuum of Care lead, is committed to ensuring all people, regardless of actual or

perceived sexual orientation or gender identity have access to the needed homeless

housing and emergency services for which they are eligible. All Home will not be revising

the Continuum of Care Interim Policies to align with any proposed change that

promotes discrimination, perpetuates disproportionality, or would otherwise harm and

further traumatize the most vulnerable members of our community.

LGBTQ+ youth are more than twice as likely to experience homelessness as their non-LGBTQ+ peers, and black LGBTQ+

youth experience the highest rates of homelessness (Center for American Progress). “Transgender people, particularly

black trans women, are more at grave risk of violence and discrimination, including when accessing emergency shelter,”

(Robin Maril, associate legal director of the Human Rights Campaign). In Washington State, 37% of respondents of the

2015 U.S. Transgender Survey have experienced homelessness at some point in their lives. Another 26% experienced

some form of housing discrimination in the previous year because of being transgender, and 33% of respondents who

experienced homelessness in the past year avoided staying in a shelter because they feared being mistreated as a

transgender person. Survey respondents also reported being denied equal treatment or service, were verbally harassed,

or physically attacked at many places of public accommodation.

Here in King County, 23% of the 2019 Count Us In Survey respondents (part of the annual Point-in-Time Count - an

annual count of people experiencing homelessness) identified as LGBTQ+, compared to only 4.8% of the general

population living in the Seattle-Tacoma-Bellevue region (2015 Gallup U.S. Daily survey). Over one-third (34%) of

unaccompanied youth and young adults under 25 years old identified as LGBTQ+, compared to 20% of all other survey

respondents.

It is indefensible to perpetuate discrimination for the most vulnerable people in our community in the name of safety,

when those targeted by the proposed rule are at the greatest risk of harm. Further, citing examples that serve as the

exception as opposed to the norm is to ignore the real needs of our transgender and gender non-conforming neighbors

who are disproportionately impacted by homelessness. To this end, we will continue to ensure equal access to housing

and services without discrimination which is also aligned with Washington State, King County and City of Seattle

https://www.reginfo.gov/public/do/eAgendaViewRule?pubId=201904&RIN=2506-AC53https://apps.leg.wa.gov/wac/default.aspx?cite=162-26https://www.kingcounty.gov/council/legislation/kc_code/15_Title_12.aspx

ordinances to prohibit discrimination against people identifying as transgender in both housing and public

accommodations, including emergency shelter.

For more information:

• Proposed Rule: https://www.reginfo.gov/public/do/eAgendaViewRule?pubId=201904&RIN=2506-AC53

• 24 CFR Part 5, § 5.100- § 5.106 (The rule begins on page 20 of the Equal Access Rule document)

• All Home Interim Continuum of Care Policies (Equal Access Rule: Page 48)

• HUD’s Equal Access Rule: What It Is, What’s Changed, and What You Need to Know (National Alliance to End

Homelessness Webinar)

All Home will be announcing a learning opportunity on the Equal Access Rule in the coming weeks. Sign up for our

newsletter to find out more.

The Department of Housing and Urban Development is also proposing a rule which will effectively displace

approximately 100,000 families residing in Public Housing. This rule specifies that individuals who are not in eligible

immigration status may not serve as a leaseholder, even as part of a “mixed family” whose assistance is prorated based

on the percentage of members with eligible status.

This proposed rule is incongruent with our Continuum of Care policies and values. The purpose of a homeless response

system is to ensure there are safe housing options for all people experiencing homelessness, and excluding any

households in those efforts is in direct conflict with those goals.

We are working closely with our partners at King County and Seattle Housing Authorities to track local action and the

progress of this proposed rule change.

For more information:

• Proposed rule: https://www.regulations.gov/docket?D=HUD-2019-0044

https://www.reginfo.gov/public/do/eAgendaViewRule?pubId=201904&RIN=2506-AC53https://www.hudexchange.info/resources/documents/Equal-Access-Final-Rule-2016.pdfhttp://allhomekc.org/coc-policies/https://www.youtube.com/watch?v=PiKxsMnNUwU&feature=youtu.behttps://public.govdelivery.com/accounts/WAKING/subscriber/new?topic_id=WAKING_541https://www.regulations.gov/docket?D=HUD-2019-0044https://www.regulations.gov/docket?D=HUD-2019-0044

Seattle-King County Regional Action PlanJune 2019

Who We AreCSH is a touchstone for new ideas and best practices, a collaborative and pragmatic community partner, and an

influential advocate for supportive housing.

Lines ofBusiness

Training &

Education

Policy Reform

Consulting &

Assistance

Lending

Research-backed tools, trainings and knowledge sharing

Powerful capital funds, specialty loan products and development expertise

Custom community planning and cutting-edge innovations

Systems reform, policy collaboration and advocacy

What is the Regional Action Plan? It is the community’s plan, not just a plan for the Regional

Authority.

It will provide action-oriented solutions to challenges identified through a community engagement process, data analysis, and the NIS 10 Actions Report.

It will lay out metrics and milestones to track towards established goals.

Each action will have an accountable person/organization.

It will provide recommendations on sequencing and/or parallel processes in a variety of categories.

It will project costs for interventions and provide underpinning for budget process.

Most importantly, it should be a living document, not something that sits on a shelf.

What is it Not?

It is not CSH’s plan – it is a reflection of what the community articulates through engagement and data.

It is not perfect – no plan is perfect.

It is not magic - it will not solve every problem in the homeless assistance system, but will provide a roadmap to make meaningful progress towards community goals and return more people to housing.

Any plan that facilitates real change requires a committed, disciplined and sustained approach to action, continuous quality

improvement and mid-course corrections. This can only be accomplished by the community.

Our Approach Regional leadership adopted the NIS report in 2018, and the RAP

will use those actions and strategies outlined as a base for the RAP.

The RAP will orient towards the goals articulated by the community.

The RAP will be grounded in the community’s theory of change.

The RAP should lift up and build upon strengths in the homeless system while also identifying and addressing challenges.

The RAP will require accountability mechanisms – because if everyone is accountable for everything then no one is accountable.

The plan must be grounded in the perspectives and experiences of people who live and work in the homeless assistance system.

Input and review from all stakeholders is key to success.

Data should drive decision-making and action.

Final report will be grounded in our conversations and data.

CSH’s Process for the Seattle-King County Region

Phase 1: Initial Engagement, Identify Goals

• Identify methods and types of engagement• Establish Provider Steering Committee• Review equity goals from other communities• Review data from Focus Strategies and HMIS

Phase 2: Develop Options

• Community discussions/engagement about system goals and models• Finalize options/models for community discussion• Test options against theory of change• Finalize modeling we will use as the base for RAP

Phase 3: RAP Development

• Intensive work with co-creating stakeholder groups• Identify/crosswalk actions that correspond to NIS report and community developed goals• Test actions against theory of change • Brief stakeholders

Ongoing

• Support change management processes• Support CoC transition• Engagement with key stakeholders

© All rights reserved. No utilization or reproduction of this material is allowed without the written permission of CSH.

Context and Language: Federal Operational Definition of Ending Homelessness

An end to homelessness means that every community will have a systematic response in place that ensures homelessness is prevented whenever possible or is otherwise a rare, brief, and non-recurring experience. Specifically, every community will have the capacity to: Quickly identify and engage people at-risk of and experiencing

homelessness. Intervene to prevent the loss of housing and divert people from

entering the homelessness services system. Provide immediate access to shelter and crisis services, without

barriers to entry, while permanent stable housing and appropriate supports are being secured.

When homelessness does occur, quickly connect people to housing assistance and services—tailored to their unique needs and strengths—to help them achieve and maintain stable housing.


What Does Success Mean? Example Goals From Other Plans Long term goal: prevent and end homelessness; make homelessness rare, brief

and non-recurring, functional zero Goals for specific populations:

Finish ending Chronic Homelessness by XXXX; End Veteran homelessness by XXXX; YHDP goals.

Decrease unsheltered homelessness by XX% in X years. Decrease the rate of family homelessness by 50% in X years.

Equity goals: Outcomes match population (MN) Note: Still looking for more examples

Production/access goals: Increase the number of PSH units by X for people experiencing chronic homelessness

by XXXX year. XXXXX units of supportive housing/affordable housing produced in XX years.

Process/Length of Homelessness Goals: By XXXX, any household experiencing housing loss will be rehoused within an average

of XX days or less. By XXXX, any individual or family who becomes homeless will spend no more than XX

days without a permanent, safe, affordable place to live.

System Goals: Increase prevention by XX%, increase performance of current system by XX%.


Goals and Priorities for King County?

Rare, brief, non-recurring vs. Functional Zero vs. Ending Homelessness

Equity goals

Unsheltered targets

Production goals

Length of homelessness

Special populations

Other goals?


What Can The Buckets Look Like?

Note: This chart also includes (not pictured here) a sub-regional differences component and actions and metrics that will be filled out over time.

Long-Term Goal (5+ years) Medium-Term Goals (3-5 Years) Short-Term Goals (18 Months) Values and Principles Accountability Mechanisms

Functional zero for all populations experiencing homelessness

Take-down goals for specific populations (chronic homelessness, unsheltered homelessness)

Process goals to align between partners (policy and budget) Equity Based Decision Making

Regularly scheduled meetings with principals (designed after City-Stat)

Homelessness is rare, brief and non-recurring Production of permanent solutions Policy changes to implement Transparency and Accountability Senior staff leadership team

End homelessness

Reduce the number of days a household/person experiences homelessness

Action to set, track and meet annual benchmarks for L/T and M/T goals. Person-centered Each action has an owner

Other? Decrease inflow/increase outflow Quarterly modeling/connection to HMISReflect the diversity of people experiencing homelessness Regional Authority structure

Policy changes Develop plans for revenue generation Cross-sector and regional approach Lived Experience Coalition Inclusiveness Budget process/oversight

Shared responsibility and accountability SCAClearly define roles and responsibilitiesCommunicate decisions clearly and widely

Theory of Change: If we create a homelessness response system that centers customer voice, then we will be able to focus on responding to needs and eliminating inequities, in order to end homelessness for all.

Schedule

Seattle-KC Schedule On Site June 17

DRAFT 122-May-19

Meetings to Schedule:

Monday June 17Provider Steering Committee

All StaffCoC Board

Managers MeetingCSH Staff

City Council

County Council

All Staff

McKinsey

Tuesday June 18Lived Experience Coalition

CSH TeamSuburban Cities

4:00 PMCore Leads

Wednesday June 19

CSH Team

Thursday June 20

Friday June 21CEO of UCSD Health - prioritize

Hospital Association - great connection

Goals for RAP

Theory of Change: If we create a homelessness response system that centers customer voice, then we will be able to focus on responding to needs and eliminating inequities, in order to end homelessness for all.Strategies

Long-Term Goal (5+ years)Medium-Term Goals (3-5 Years)Short-Term Goals (18 Months)Values and PrinciplesAccountability MechanismsSub Regional Differences1234567

Functional zero for all populations experiencing homelessnessTake-down goals for specific populations (chronic homelessness, unsheltered homelessness)Process goals to align between partners (policy and budget)Equity Based Decision MakingRegularly scheduled meetings with principals (designed after City-Stat)

Homelessness is rare, brief and non-recurringProduction of permanent solutionsPolicy changes to implementTransparency and AccountabilitySenior staff leadership team

End homelessnessReduce the number of days a household/person experiences homelessnessAction to set, track and meet annual benchmarks for L/T and M/T goals.Person-centeredEach action has an owner

Other?Decrease inflow/increase outflowQuarterly modeling/connection to HMISReflect the diversity of people experiencing homelessnessRegional Authority structure

Policy changesDevelop plans for revenue generationCross-sector and regional approachLived Experience Coalition

InclusivenessBudget process/oversight

Shared responsibility and accountabilitySCA

Clearly define roles and responsibilities

Communicate decisions clearly and widely

EngagementThe following groups have been identified as key stakeholders.

Group

RAP Funders/Core Leads

Public Sector Staff Teams

People with Lived Experience (LEC, UIR, YAB, CAC)

Providers and Advocates

Sound Cities

Business/Philanthropy Community

Mainstream System leaders

Political Leadership

Public (through External Communications)

Touch PointsInitial Engagement

• What goals does the community want to achieve regarding homelessness?

• What priorities are most important for the community and should drive the plan?

• What would make this work successful to you?

Review of Models:• Review of gaps and needs identified• Review potential costs and impact over 18 mos/3yrs/5yrs• Questions –What scenarios best reflect the community’s

values/theory of change? What scenarios are most viable?

Review/Approval/Support of RAP:• Formal briefings and overview with stakeholders• Executive Board of the Regional Authority (when in place)• CoC Board, City, County, SCA leadership, PHAs and Councils• Define what does support means for each stakeholder

What to Expect Next?

Set meeting times for co-creation and input

Data review and needs/cost analysis

Review of engagement process from Fall 2018/Identify and address gaps

Development of models/options for review

Action-oriented solutions to address challenges identified and lift up what is working

Further engagement and discussion of proposed steps

September deliverable

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To: Gordon McHenry and Sara Levin, CoC Coordinating Board Co-Chairs Kira Zylstra, Acting Director, All Home

From: Ann Oliva, Senior Policy Advisor, CSH Date: April 9, 2019 Re: DRAFT Recommendations on Continuum of Care Governance Next Steps

I. Background

In December 2018, CSH provided its Phase One memorandum to the Continuum of Care (CoC) Board Chairs and Acting Director. That memo provided detailed recommendations for the CoC Board to consider in light of the system-level changes adopted by the City of Seattle Mayor and County Executive regarding homeless services in the region. Specifically, CSH outlined a series of organizational steps and decisions that would accomplish three main goals:

1. to address challenges articulated by CoC Board members during the interview process concerning decision-making and the role of the Board;

2. to connect the work of the CoC more directly to the broader regional efforts towards ending homelessness; and

3. to position the CoC for successful alignment and collaboration with the newly created Executive Board and Regional Authority, when those structures are implemented.

Since January, CSH has been working with the Board to refine Board priorities and actions, and sequence the decisions necessary to meet the goals articulated above. Board actions were sequenced into three phases:

Phase One, to improve Board/committee operations and align the current operations of the Board with its stated values around racial equity and partnership with people with lived experience

Phase Two, carryover of existing structures and protocols, transition activities; and

Phase Three, key items that require additional information from the broader regional process to make final decisions.

Phase One and Two decisions made by the Board to date include (referenced by section within the Governance Charter):

1. IV. Mission, Values and Theory of Change: revised from original to align with community Theory of Change.

2. V.a CoC Membership: carryover. 3. V.b.ii (except parts c and l) Decision Making Authority: carryover plus changes required to reflect

new committee structure. 4. V.b.iii Commitment: carryover. 5. V.b.iv.a Board Membership and Selection: carryover and new language to establish ad-hoc

selection committee as needed. 6. V.b.v Terms: carryover. 7. V.c Committees: added language to allow the Board to create ad-hoc committees, added

Consumer Advisory Council language to align with Theory of Change, added CoC Application/Ranking Committee as a standing committee.

8. V.e Conflict of Interest: carryover.

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On April 3, CSH participated in a Board working session that was designed to provide space for board members to fully discuss the important decisions that lay ahead. Unfortunately, due to time constraints, the Board was only able to fully discuss one of three priority items on the agenda. The purpose of this memo is to recommend a process to prepare for Phase Three decisions over the next several months, so that the Board can act quickly when the new Regional Authority and Executive Board are implemented. It is important that the CoC Board have enough time to refine and discuss Phase Three decisions, given the long term and significant impact they will have on the CoC and the staff that carry out CoC functions.

II. Process

The broader regional process is unfolding over the next several months, and new information that will impact CoC Board decisions will be forthcoming on a regular basis. For example, workgroups are now being implemented to provide guidance regarding the implementation of the new Regional Authority, and the group of Core Leads from the City of Seattle, King County and All Home are meeting regularly to move the process towards implementation. The CoC Board needs a mechanism to stay informed of these developments so that discussion and final decisions are made with the best information possible. Phase Three decisions include the following items in the Charter, in priority order:

1. V.b.i (Purpose of CoC Board) 2. V.d (Delegation of Authority) 3. V.b.iv (Board Membership and Selection) 4. V.c (Committees) 5. V.b.ii.c and l (Decision Making Authority) 6. VI. (Relationship Between the S-KC CoC Board and the Executive Board) 7. VII. (Designations)

The top three items are of the highest priority because, once those decisions are made, the other decisions will align to them. In other words, items 4-6 are directly related to the structural decisions made for items 1-3. In the case of item 7, the designation of a new Collaborative Applicant, HMIS Administrator or Coordinated Entry Administrator cannot be made until it is clear that a new entity has the capacity to handle these complex requirements. (NOTE: Item 1 was discussed in April.) CSH recommends that the Board work backwards from September, the current goal date for initial implementation of the new regional structure. This approach ensures that the Board can be prepared for quick action under any circumstances. If tightly managed, this time frame allows for necessary discussion and language changes in preparation for a best-case-scenario regional implementation schedule.

III. Recommendations

Process Recommendations If we assume the need for a vote on a final charter in the September Board meeting, the CoC Board has four regularly scheduled meetings to have discussion and make changes to Charter language. In order for this approach to be successful, Board members must commit to being prepared for full meeting participation and review of advance materials.

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Following is a proposed schedule for May-August Board meetings, assuming 2 hours for each meeting. This schedule may need to be adjusted in order to align to the larger regional governance process as those decisions are made. In addition to regular CoC business, one or two key Phase Three topics can be included in each agenda, with a review of any new information at the top of the discussion to ensure that Board members have the most recent information. While each Phase Three topic will be discussed at meetings over the summer, final decisions/votes are not scheduled until September. Time set aside for CoC Board transition activities and decisions should be a minimum of one hour at each session.

Month Topic 1 Transition Topics

May CoC Business 1. Review of new regional information 2. Engagement strategies 3. Board Membership and Selection

June CoC Business Seat the ad-hoc selection committee

1. Review of new regional information 2. Continue Board Membership and Selection 3. Delegation of Authority

Interim Working Meeting

July CoC Business Includes report from Selection Ad-Hoc Committee

1. Review of new regional information 2. Delegation of Authority continued (if needed) 3. Committees and Decision-Making Authority 4. Transition activities and actions

August CoC Business Includes report from Selection Ad-Hoc Committee

1. Review of new regional information 2. Relationship to Exec Board 3. Transition activities and actions

CSH recommends that the CoC Board also commit to:

Seating an Ad-Hoc Selection Committee that is not limited to current Board members, in order to ensure broader CoC participation in the process. CSH recommends that the Board directs All Home staff to develop a list of Ad-Hoc Selection Committee members (as we have done with other committees), and that the Ad-Hoc Selection committee be tasked with developing the slate of new Board members for a final vote by the Board, and ratification by the CoC.

An additional transition-specific closed working session over the summer to ensure that the Board has adequate time to stay on schedule, fully develop and discuss transition activities/planning, and ensure adherence to the Theory of Change and values (timing of this meeting will impact the schedule detailed above).

An extended September Board meeting (3-4 hours) for final decisions/voting, and to allow for:

A robust review of all decisions and language for the new Charter, including ensuring that all decisions align with Mission, Values and Theory of Change;

Discussion and decision on transition activities for current and new Board members;

Decision on effective date of full Charter.

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Recommendations on Engagement The Board should work to engage key partners such as the Consumer Advisory Council, the Youth Action Board, the Undoing Institutional Racism (UIR) group and the Lived Experience Coalition at key points in the transition and decision-making process. In addition to these key groups, communication to the CoC as a whole should be developed to ensure that all stakeholders and members are aware of the process underway. Engagement strategies should be developed in the May Board meeting, to provide sufficient time to schedule additional input opportunities as necessary.

IV. Next Steps

CSH recommends that Board members fully participate in the transition decisions and process between now and September. This entails the development and execution of a transition plan that may include activities such as identification of new board members, participating in on-boarding for new board members and scheduling a joint meeting of the current and new boards as a hand-off to facilitate a smooth transition. CSH proposes the following next steps to implement a process to get the Board to a September vote: May:

1. All Home/Board co-chair and CSH review recommendations and adjust as needed. 2. Socialize process and steps via in-person calls and outreach. 3. Send process memo to all current Board members outlining the process. 4. Direct the All Home staff to develop recommendations for Ad-Hoc Selection Committee

membership. June-August:

1. Develop onboarding/transition plan for new Board (onboarding process was part of the December recommendations).

2. Schedule co-chair meetings as needed to review onboarding/transition plans. 3. Schedule any interim board calls needed between full meetings. 4. June: Seat the Ad-Hoc Selection Committee. 5. Continue to encourage full preparation for meetings, including advance material review. 6. Schedule extended September Board meeting.

CSH appreciates the opportunity to contribute to this important project. Please let me know when you are available to discuss, and feel free to contact me with any questions or concerns.

FINAL 6.24.19 Coordinating Board Mtg AgendaJune Director Report Written UpdatesS-KC RAP Presentation v7 06-19-2019Seattle-King County Regional Action PlanWho We AreWhat is the Regional Action Plan?What is it Not?Our ApproachCSH’s Process for the Seattle-King County RegionContext and Language: Federal Operational Definition of Ending HomelessnessWhat Does Success Mean? Example Goals From Other PlansGoals and Priorities for King County?What Can The Buckets Look Like?EngagementTouch PointsWhat to Expect Next?

S-KC CoC Governance Next Steps Memo 5.8.19

june 24 8:00am-11:30am - all home king...

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