2020, 06-16 Study SessionAGENDA
SPOKANE VALLEY CITY COUNCIL
STUDY SESSION FORMAT
Tuesday, June 16, 2020
CITY HALL COUNCIL CHAMBERS
10210 E Sprague Avenue
(Please Silence Your Cell Phones During the Meeting)
6:00 p.m.
NOTE: In response to Governor Inslee's March 24, 2020 Proclamation concerning our recent State of
Emergency, which waives and suspends the requirement to hold in -person meetings and provides options
for the public to attend remotely, all meeting guidelines contained in the Governance Manual are hereby
superseded until the Governor's order has been rescinded or amended. Therefore, effective immediately and
until further notice, a live feed of the meeting will be available on our website and on Comcast channel 14.
Public comments will be accepted via the following links and must be received by 4:00 pm the day of
the meeting.
• Join the Zoom Meeting
CALL TO ORDER
ROLL CALL
APPROVAL OF AGENDA
DISCUSSION LEADER SUBJECT/ACTIVITY
GOAL
1. Mayor Wick,
Mayor Woodward,
Commissioner Kuney
2. Lynn Kimball, Exe. Director
Aging & Long Term Care of
Eastern Washington
3. Mike Stone, Tina Gregerson
4. Undersheriff Dave Ellis,
Morgan Koudelka
5. Cary Driskell, Morgan
Koudelka, John Pietro
6. Mayor Wick
7. Mayor Wick
8. Mark Calhoun
ADJOURN
Regional Bridge Housing
Proposal
Aging & Long Term Care of
Eastern Washington Update
COVID-19 Impact on Parks &
Recreation Summer Programs
Spokane Valley Police Dept.
Behavior Health Unit
Spokane Valley Municipal Code
3.65 Cable Code
Advance Agenda
Council Check in
City Manager Comments
Discussion/Information
Discussion/Information
Discussion/Information
Discussion/Information
Discussion/Information
Discussion/Information
Discussion/Information
Discussion/Information
Study Session Agenda June 16, 2020
Page 1 of 1
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: June 16, 2020 Department Director Approval:
Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information ® admin. report ❑ pending legislation ❑ executive session
AGENDA ITEM TITLE: Regional Bridge Housing Proposal
GOVERNING LEGISLATION: N/A
PREVIOUS COUNCIL ACTION TAKEN: Spokane Housing Authority Update March 12, 2019;
Presentation on Spokane Valley Homeless Funding March 26, 2019; Point in Time Count
presentation June 4, 2019; Proposed Shelter Discussion August 13, 2019; Resolution 19-013
for SB 1406 Affordable Housing Sales Tax Rebate on September 3, 2019; Camping in Public
Spaces Report October 15, 2019; First Reading Regulating Public Camping Ordinance October
29, 2019; Adopted Regulating Public Camping Ordinance on November 12, 2019, Homeless
update on February 11, 2020.
BACKGROUND: The growing number of homeless individuals is a difficult problem that cities
around the United States are facing. While homelessness has always been a problem for our
community, the number of homeless individuals and the visibility of the homeless have
increased in recent years. In the past, Spokane Valley has relied upon the Spokane County
Housing and Community Development Department and Advisory Committee, the Housing
Authority, the Continuum of Care, and the City of Spokane to address homeless -related
concerns. Staff and Council have taken a more active role in collaborating with other
jurisdictions and agencies and have begun assessing the homeless -related issues existing in
Spokane Valley and how best to address them.
The discussion tonight will begin with a review the Spokane City/County Continuum of Care 5-
Year Strategic Plan to Prevent and End Homelessness for years 2020-2025. This plan provides
objectives and strategies to address homeless issues within the region. As part of this plan, City
of Spokane Mayor Nadine Woodward will discuss a specific proposal envisioned to be a Bridge
Housing Project to be located in the east portion of Spokane or within the City of Spokane
Valley.
Spokane County Commissioner Mary Kuney will participate in the discussion as well.
OPTIONS: For Discussion
RECOMMENDED ACTION OR MOTION: Discussion
BUDGET/FINANCIAL IMPACTS: Unknown at this time
STAFF CONTACT: Ben Wick, Mayor
ATTACHMENTS: PowerPoint; Spokane City/County Continuum of Care 5-Year Strategic Plan
to Prevent and End Homelessness; Regional Project Charter for the Bridge Housing Project
Bridge Housing Center Propos
Ben Wick, Mayor City of Spokane Valley
Nadine Woodward, Mayor City of Spokane
Mary Kuney, Spokane County Commissioner
1
Topics for Discussion
Background
2020-2025 Spokane City/Spokane County Continuum of Care Five -Year Strategic Plan to End Homelessness
Current idea to provide a Bridge Housing Center presented by Nadine Woodward
Spokane County overview by Mary Kuney
City of Spokane Valley Council questions and discussion
Next Steps
Overview of Bridge Housing Proposal
The Situation
► Right sized resourcing for those in need is bigger than any one local government entity
► Right sized capacity within the Spokane Continuum of Care
The Goal
Maintain single night, shelters in City of Spokane facilities
► Create new space for those ready to move towards independent housing
► Ability to enact municipal code for all jurisdictions
The Concept
► Shared Resources
► Shared Solutions
Shared Access
Regional Project Charter
3
I
Bridge Housing Center Proposal
Questions, Discussion, and Next Steps
Spokane City/County Continuum of Care
5-Year Strategic Plan
to Prevent and End Homelessness
Spokane County
W.1.11111441014
Spokane City/County Continuum of Care
5-Year Strategic Plan to Prevent and End Homelessness
2020 to 2025
Table of Contents
1. Acronyms 5
2. Introduction 7
2.1. Alignment with the Continuum of Care Mission 7
2.2. Current State of the CoC Geographic Region and Homeless Response 7
2.2.1. Governance 7
2.2.2. Regional Integration 7
2.2.3. Partnership 8
2.2.4. Service Provision 8
2.2.5. Communication 8
2.2.6. Encampments 9
2.2.7. Business Community 9
2.2.8. Affordable Housing 9
2.2.9. Aging Population 10
2.2.10. Data -Driven Solutions 10
2.3. Objectives of the 5-Year Strategic Plan 10
2.3.1. Objective One 10
2.3.2. Objective Two 11
2.3.3. Objective Three 11
2.3.4. Objective Four 11
2.3.5. Objective Five 11
3. Objective One: Quickly identify and engage people experiencing homelessness 11
3.1. Introduction 11
3.2. Measures of Success and Performance 12
3.3. Strategies 13
3.4. Current Condition 13
3.4.1. Outreach Efforts 13
3.4.2. Community Court 14
3.4.3. Coordinated Entry Improvements 15
3.4.4. Emergency Services 16
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3.4.5. Prevention 16
3.4.6. Diversion 17
3.5. Actions to Meet the Objectives 17
4. Objective Two: Prioritization of homeless housing for people with the highest needs 19
4.1. Introduction 19
4.2. Measures of Success and Performance 20
4.3. Strategies 20
4.4. Current Conditions 21
4.5. Actions to Meet the Objectives 21
5. Objective Three: Effective and efficient homeless crisis response housing and services that swiftly moves
people into stable permanent housing 22
5.1. Introduction 22
5.2. Measures of Success and Performance 22
5.3. Strategies 23
5.4. Current Condition 23
5.4.1. CoC Funding and RFP Committee 23
5.5. Actions to Meet the Objectives 24
6. Objective Four: A projection of the impact of the fully implemented local plan on the number of households
housed and the number of households left unsheltered, assuming existing resources and state policies 26
6.1. Introduction 26
6.2. Measures of Success and Performance 27
6.3. Strategies 27
6.4. Current Conditions 27
6.4.1. Emergency Shelter 28
6.4.2. Transitional Housing 28
6.4.3. Rapid Re -Housing 28
6.4.4. Permanent Supportive Housing 29
6.5. Actions to Meet the Objectives 29
7. Objective Five: Address racial disparities among people experiencing homelessness 29
7.1. Introduction 29
7.2. Measures of Success and Performance 30
7.3. Strategies 31
7.4. Current Conditions 31
7.4.1. Comparison to Like -Sized Communities 31
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7.5. Actions to Meet the Objectives 32
8. Review Process 33
8.1. Action Steps 33
8.2. Timeline 34
8.3. Modifications and Updates 34
9. Attachment 1 35
Housing Inventory Chart (HIC) 35
10. Attachment 2 38
Objective Four Excel Document 38
11. Attachment 3 40
Performance Management Plan 40
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Spokane City/County Continuum of Care
5-Year Strategic Plan to Prevent and End Homelessness
2020 to 2025
1. Acronyms
ACI Anchor Community Initiative
AHAR Annual Homeless Assessment Report
ALTSA Aging and Long Term Support Administration
APP Annual Performance Plan
APR Annual Performance Report
BNL By -Name List
CA Collaborative Applicant
CAP Corrective Action Plan
CDBG Community Development Block Grant Program (CPD Program)
CE Coordinated Entry
CFDA Catalog of Federal Domestic Assistance
CFR Code of Federal Regulations
CHHS Community, Housing, and Human Services (a City of Spokane Department)
CoC Continuum of Care approach to assistance to the homeless
The Federal agency responsible for negotiating with a grant recipient on behalf
Cognizant Agency of all federal agencies the recipient receives funds from
Collaborative Applicant The party responsible for applying on behalf of the region for CoC funds
Continuum of Care Federal program stressing permanent solutions to homelessness
Consolidated Plan; a locally developed plan for housing assistance and urban
Con Plan development under the Community Development Block Grant and other CPD
programs
CPD Community Planning & Development
DCYF Division of Children, Youth, and Families
Discretionary Grants
Federal agency can exercise judgment in selecting the recipient through a
competitive grant process
EPLS Excluded Parties List System
ES Emergency Shelter
ESG Emergency Shelter Grants (CPD Program)
Fair Housing Act
1968 act (amended in 1974 and 1988) providing HUD Secretary with fair
housing enforcement and investigation responsibilities
FCS Foundational Community Supports
Federal Fiscal Year Begins on October 1 and ends on September 30 of the next calendar year
Federal Register The official journal of the Federal Government.
FMR Fair Market Rate (maximum rent for Section 8 rental assistance)
A formula grant is a type of mandatory grant that is awarded based on
statistical criteria for specific types of work. The authorizing legislation and
Formula Grants regulations define these statistical criteria and the amount of funds to be
distributed. So, the term "formula" refers to the way the grant funding is
allocated to recipients.
FUP Family Unification Program
GOSH Governor's Opportunity for Supportive Housing (GOSH) Services
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Grantee
HCDAC Housing and Community Development Advisory Board for Spokane County
CSHCD
HEARTH Act Homeless Emergency and Rapid Transition to Housing Act
HHAA Homeless Housing Assistance Act
HIC Housing Inventory Chart
HMIS Homeless Management Information System
HOME Home Investment Partnerships (CPD program)
HOPWA Housing for People Living with HIV/AIDS
HUD U.S. Department of Housing and Urban Development
HUD-VASH HUD -Veterans Affairs Supportive Housing program
LGBTQIA+ Lesbian, Gay, Bisexual, Trans, Queer/Questioning, Intersex, Asexual, More
(sexualities, sexes, and genders)
Mandatory Grants Grants a federal agency is required to award if the recipient meets the
qualifying conditions
McKinney-Vento Act Federal Legislation providing a range of services to homeless people
MOU Memorandum of Understanding
NAEH National Alliance to End Homelessness
NOFA Notice of Funding Availability
OMB Office of Management & Budget
PATH Prevention Assistance and Temporary Housing (Homeless program)
P&Ps Policies and Procedures
PH Permanent Housing
PSH Permanent Supportive Housing
Recipient Direct recipient of funds from Federal Agency
RFP Request for Proposal
RRH Rapid Re -housing
S+C Shelter Plus Care
SHP Supportive Housing Program
SOAR SSI/SSDI Outreach, Access, and Recovery
SRC Spokane Resource Center: A HUD EnVision Center
SRO Single Room Occupancy Program
Sub -Grantee An agency who receives pass -through funding to operate a project
Sub -Recipient Indirect recipient of Federal Funds through a pass -through agency (Recipient)
TBRA Tenant -Based Rental Assistance
TH Transitional Housing
UFA Unified Funding Agency
USC United States Code
VA Veterans Administration
VASH Veterans Affairs Supportive Housing
YAB Youth Advisory Board
YouthBuild HUD program to promote apprenticeships for needy youth in building trades
YYA Youth (17 and under) and Young Adults (18 to 24-years)
Page 6 of 49
2. Introduction
2.1. Alignment with the Continuum of Care Mission
The 5-Year Strategic Plan to Prevent and End Homelessness ("5-Year Plan") is intended to align with the mission
of the Continuum of Care (CoC), as the advisory body of the region's homeless crisis response system. The CoC's
mission is to make homelessness rare, brief, and non -recurring by fostering shared responsibility among
stakeholders and coordinating resources essential to the success of local plans to end homelessness.
2.2. Current State of the CoC Geographic Region and Homeless Response
The homeless crisis response system and the ways in which the CoC Board and local governments respond is
impacted by the current context on a number of key issues, including:
2.2.1. Governance
The current CoC governance structure was implemented in 2017 and was designed to connect a
variety of sectors that intersect with homelessness in an effort to provide a holistic perspective to
address complex needs and leverage available resources.
The CoC Board is comprised of more than 20 representatives, including people with lived homeless
experience, homeless service providers, public housing, behavioral health and chemical
dependency, workforce, healthcare, law and justice, advocates, education, funders, local business,
and regional government. These representatives are system leaders who are able to make decisions
that quickly change the way we address key challenges and be responsive to changing needs.
There are also five standing committees (Executive, Planning and Implementation, HMIS and
Evaluation, Funding and RFP, and Diversion) and four population -specific sub -committees (Youth,
Families, Single Adults, and Veterans). These committees and sub -committees consist of front-line
staff, people with lived homeless experience, and experts that advise the CoC Board and help to
guide the homeless crisis response system.
In 2019, the Spokane City/County Continuum of Care was awarded Unified Funding Agency (UFA)
designation. This is a prestigious designation, with only ten communities in the country holding it,
and is awarded because of the Collaborative Applicant's expertise in financial management,
monitoring and evaluation, governance, and strategic leadership. UFA communities have increased
control over certain federal funding streams, leading to better ability to manage projects locally and
allocate funds to meet changing needs.
2.2.2. Regional Integration
The CoC is a regional body, consisting of twelve cities and towns, along with unincorporated areas
throughout Spokane County. As such, our CoC continues to strive for regional solutions that meet
the specific needs of those experiencing homelessness in each of those parts of the county,
including both urban and rural environments. This includes local governments coming together to
address the varying needs of both rural and urban communities and their response to
homelessness. It is critical that strategies address gaps and opportunities throughout the region.
This has included having representation from the City of Spokane, the City of Spokane Valley, and
Spokane County on the CoC Board, as well as partnering on surveys/data collection and analysis to
ensure the geographic diversity of the region is considered in program design and to streamline
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access to services for people most in need. Furthermore, in 2019 a regional governance work -group
was established to foster this partnership and continue to address needs throughout the region.
2.2.3. Partnership
There is an extraordinary level of community partnerships that span across municipalities, service
providers, faith leaders, and citizens. There are currently nearly a dozen agencies funded by
recommendations of the CoC Board to operate more than twenty different programs to serve
people experiencing homelessness, with even more partners and programs integrated into the
coordinated response system. There is increased participation in the CoC Sub -Committees by both
public and privately funded agencies, broadening the lens by which we assess the system,
contributing data from across systems into the Homeless Management Information System (HMIS),
working together on complex and multi -faceted issues impacting those experiencing homelessness,
and closing the gap to ensure effective and efficient service delivery. Finally, with the CoC's
geographic coverage spanning across the entire county, there is regional leadership involving the
City of Spokane, the City of Spokane Valley, and Spokane County in support of regional efforts to
prevent and end homelessness.
2.2.4. Service Provision
The system has seen a number of new projects come online in the last few years, as well as a
significant number of new HMIS users that contribute data that aids in program design and funding
allocations. Coordinated efforts to address needs of specialized populations (e.g. LGBTQIA+, people
fleeing domestic violence, veterans, justice -involved, and youth and young adults) have led to
improved service delivery and opportunities for people to get engaged with the system and resolve
their homelessness quickly.
The system has also invested significantly in training opportunities for all of the service providers
within the homeless crisis response system. For example, in 2019, the system invested in training
approximately 50 service providers in Diversion strategies, with half being trained as trainers, to
move our system towards Diversion First, a national best practice in helping people self -resolve their
homelessness. Since then, community -wide trainings have taken place, as more partners strive to
adopt and integrate these strategies into their service delivery model.
In June of 2018, the Spokane Resource Center was designated a U.S. Department of Housing and
Urban Development (HUD) EnVision Center site — one of only 17 in the country. This came on the
heels of a year's worth of planning and design for an integrated social services site that would offer
wrap -around services to people at risk of becoming homeless and that could offer prevention
resources. With the recognition that single adult homelessness is the fastest growing homeless
population nationally and that people are becoming homeless for the first time in greater numbers
than in previous years, having a site dedicated to addressing these needs is increasingly critical.
2.2.5. Communication
Communicating the complexity of homelessness, the available funding streams and federal and
state funder priorities, and the CoC's allocation of resources and planning has posed challenges.
There has been little alignment of messaging and an over -use of jargon, which has caused confusion
to those who are not directly involved in the homeless crisis response system. This has led to missed
opportunities to get citizens appropriately engaged, mixed messages, and lack of understanding that
leads to productive dialogue and support. There is a need to build out a joint communication
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strategy and community engagement plan that is adopted by all parties of the CoC Board and
funded partners, as well as to develop an external -facing communications plan to help citizens
better understand the situations and circumstances of our region's homeless strategy. Finally,
regular CoC briefings to elected officials on regional efforts, challenges, progress, and funding
directed at homelessness would be beneficial, as well as providing communication on capital
resources in permanent rental housing, emergency shelter/transitional housing, and other focused
investments to meet the needs of people experiencing homelessness throughout the region.
2.2.6. Encampments
Over the last two years, the City of Spokane has worked diligently on addressing unsheltered
homelessness, as those numbers appear to increase and visibility of encampments has impacted
citizen's perceptions of safety. As a result, the City of Spokane has invested more deeply in street
outreach, an intervention that has proven results through direct engagement with people living
unsheltered, and in re-engaging a coordinated outreach network to case conference and support
efforts to help complex cases and to ensure outreach professional are able to support efforts to
reach people in need throughout the county.
The City of Spokane has also begun utilizing a database and an integrated system to better track and
map encampments and improve opportunities to send targeted service supports to those areas.
Outreach then is utilized to provide a service -rich engagement strategy when encampments have to
be cleaned up in order to try and get people into the homeless service system to prevent the camps
from being re-formed.
In light of the legal context for encampments in our region, there has been an increased emphasis
on creating emergency shelter and focus on how that component of the system is addressing the
community need. This has led to an emphasis on the funding of emergency shelter at previously
unprecedented levels.
Even still, the CoC recognizes that shelter does not end homelessness and that deeper investments
in permanent housing will be required in order to have long-term impact. The balance is part of
ongoing discussions at all levels and will likely remain at the forefront during this transition phase.
2.2.7. Business Community
The CoC Board has focused on engaging the business community in discussions and planning for a
variety of strategies to address a multitude of community needs (e.g. partnerships between business
and service agencies, mentorship, training for staff on homelessness, and employment/skills training
for clients), creating a position on the CoC Board to be held by a business representative to ensure
that lens is considered in all conversations, and continuing to provide training and education on the
homeless community to all business that request it.
2.2.8. Affordable Housing
Spokane has spent multiple years in an affordable housing crisis, with historically low vacancy rates.
Coupled with a growing general population, this has created additional challenges to housing people
experiencing homelessness, as they struggle to compete for scarce housing resources.
With many people looking for places to rent, those who utilize vouchers and/or have less income or
rental histories are less competitive for the few units that are available. Furthermore, increasing
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rents are significantly limiting the availability of affordable housing and have the effect of adding to
local homelessness. It is important to continue focusing on affordable rental housing in order to
prevent and end homelessness. This includes supporting capital investments — using local, state, and
federal resources to add and preserve affordable housing throughout the region.
A Landlord Liaison Committee was developed to address the needs of clients and to work with
landlords to rent to those being served through homeless program dollars. This Committee, which
has representatives from the Spokane Housing Authority and local homeless housing providers, has
organized public trainings, held meetings, supported clients through landlord negotiations, and
supported housing search. This Committee has been effective and continues to improve its
strategies to engage landlords in ways that lead to people getting successfully housed.
In the unincorporated areas and twelve cities and towns, Homeless Prevention has significantly
curtailed homelessness for families who would otherwise become homeless and eventually seek
services in the City of Spokane. This resource is critical for those households.
Despite challenges, the homeless crisis response system has continued to house people at
increasing rates over the last three years, utilizing innovative solutions and working on improved
landlord engagement strategies.
2.2.9. Aging Population
The fastest growing demographic in our region is the Medicare -age population. This means a shift in
the types of services that may be necessary to address targeted needs, as well as connections to
resources that previously have not been utilized.
2.2.10. Data -Driven Solutions
As more projects contribute data to the HMIS, the depth and scope of knowledge continues to
increase. This local data, alongside best practice research from around the country, has led to the
design of data -driven programs.
The City of Spokane has moved towards performance -based funding in its most recent five-year
funding cycle for state and local funds. As part of this, the City of Spokane released a Performance
Management Plan that was approved by the CoC Board. The Performance Management Plan sets
both minimum performance standards and performance targets for all homeless service projects'.
As outlined in the plan, quarterly performance reports will be shared with the CoC Board and will be
posted on the City of Spokane's website. Funding decisions will be made, in part, based on
performance achieved by projects on an annual basis, ensuring that the community is investing in
interventions that are meeting or exceeding outcomes for our system.
2.3. Objectives of the 5-Year Strategic Plan
The plan follows guidance from the Washington State Department of Commerce, in association with HUD and
the Spokane City/County Continuum of Care Board and Sub -Committees.
2.3.1. Objective One: Quickly identify and engage people experiencing homelessness.
1 See Attachment 3.
Page 10 of 49
2.3.2. Objective Two: Prioritization of homeless housing for people with the highest needs.
2.3.3. Objective Three: Effective and efficient homeless crisis response housing and services that
swiftly moves people into stable permanent housing.
2.3.4. Objective Four: A projection of the impact of the fully implemented local plan on the number of
households housed and the number of households left unsheltered, assuming existing resources and
state polices.
2.3.5. Objective Five: Address racial disparities among people experiencing homelessness.
3. Objective One: Quickly identify and engage people experiencing homelessness
3.1. Introduction
Since its inception, the Spokane City/County Continuum of Care (CoC) has made major system -wide changes to
better address homelessness. One of the signature achievements was developing a Coordinated Entry (CE)
system with separate and distinct components designed to better serve homeless families and single individuals.
Spokane was an early adopter of the CE system. Implemented in 2012, CE utilizes Homeless Management
Information System (HMIS) to facilitate the identification of individuals living in homelessness by linking them to
the resources necessary to support movement to permanent housing. The CE system gained national
recognition by the National Alliance to End Homelessness (NAEH) for utilizing Housing First principles, expanding
access to satellite sites, and comprehensively assessing and prioritizing families by vulnerability and severity of
needs. In Spokane County, CE began with one coordinated access point that included referrals for single adults
(including chronically homeless and veterans), households with minor children, and youth.
After three years of assessment and revision to ensure effectiveness, the CoC began replicating this best practice
model to establish a CE system for households with children ("families"). This meant two coordinated access
points were operational: one for single adults and one for families. Each CE system component offers intake,
assessment, referrals, housing placement and diversion, and supportive services all under one roof. Satellite
sites throughout the county create a "no wrong door" approach to this centralized and integrated one -stop crisis
response system that expedites linkage to housing and supports.
In 2016, the CE system adopted an innovative homeless diversion program, enabling the CoC to divert,
streamline, and improve assessment processes. This system has resulted in shorter waiting lists, elimination of
barriers to housing placement, and maximal use of resources.
Although there is not currently a separate access system for youth, Spokane has made great strides in learning
what needs would have to be addressed for an effective Youth CE system in our community to cater to the
unique needs of this population. In the meantime, youth enter through either the singles or families system,
depending on family status and age, both of which have adopted changes to better serve youth. These changes
include, but are not limited to: youth -specific walk-in hours to create safer, more welcoming environments and
the introduction of satellite sites for youth to be assessed in locations they already frequent (e.g.
unaccompanied youth shelter and drop -in centers).
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Many Continuums of Care around the country are just beginning to implement their first Coordinated Entry
system, as having one implemented in a homeless service system only just became a requirement from HUD in
January 20182. However, because CE has been a well -established system within our community for the past six
years, our CoC was in the unique position to be able to evaluate and improve our system based off feedback and
performance measures taken from within our own community, rather than broader theoretical data, and has
been working tirelessly to do so since.
A "By -Name List" (BNL) is a real-time list of all people in a given subpopulation experiencing homelessness. By-
name lists are a known best practice for homeless service systems because they are able to contain a robust set
of data points that coordinate access and service prioritization at a household level, allow for easier case
conferencing, are a collective tool of ownership and responsibility among differing agencies, and allow
stakeholders to understand the homeless system inflow and outflow at a systems level. Not only does this tool
allow for a triage of services and system performance evaluation on a micro level, but it allows for advocacy for
policy changes and additional funding for resources necessary to end homelessness on a systems level.
In Spokane, the Veteran BNL, known as the "Veteran Master List", was developed in 2016. The Veteran Master
List is currently a HMIS tool, which reflects every veteran in our community identified as being in a homeless
circumstance, their homeless status, and where they are being served. The tool collects data provided by
veterans and centralizes it in a single electronic form, regardless of where the veteran first interfaced with the
homeless system. Among many other data points, the tool tracks offers of housing that are made and the results
of those referrals for each veteran on the list. The Veteran Master List helps determine what interventions are
or are not working and which veterans in our community are going to need additional resources and effort to
house. The tool has directly contributed to a reduced length of time homeless for veterans due to the ability of
outreach teams and caseworkers to more quickly identify who is a veteran and experiencing homelessness in
our community. The faster we are able to provide housing and/or suitable interventions, the cheaper and more
effective our system becomes.
Due to the success of the Veteran Master List, the Anchor Community Initiative (ACI) Core Team has been
partnering with the City of Spokane's Community, Housing, and Human Services (CHHS) Department and the
Spokane Youth Advisory Board (YAB) to help with the development of a Youth By -Name List since March 2019.
The Core Team, which is made up of individuals who represent various homeless youth providers, as well as
representatives from the public school system, juvenile justice, coordinated entry and behavioral health
treatment, is building the Youth By -Name List in accordance with the best practice Community Solution's Built to
Zero framework . The hope is that this project will be completed by the end of 2019 and continue to help make
the youth homeless service system in Spokane more effective and efficient.
3.2. Measures of Success and Performance
1. Compliance with state and federal coordinated entry requirements for all projects receiving federal,
state and local homeless funds. Consider implementation of the CE core element recommendations.'
2. Compliance with state and federal CE data collection requirements in order to build and maintain active
lists of people experiencing homelessness, and to track the homeless status, engagements and housing
placements of each household.
http://www.commerce.wa.gov/wp-content/uploads/2018/03/hau-wa-ce-guidelines-1-2018.pdf
Starting January 2018 HUD mandated housing programs funded by state and federal grants must participate in coordinated entry, mandated that each
system designate a lead agency and that participating programs must fill program openings exclusively through the system, eliminating all side doors.
There are additional guidelines on procedures and policies outlined by the Department of Commerce; http://www.commerce.wa.gov/wp-
content/uploads/2018/03/hau-wa-ce-guidelines-1-2018. pdf.
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3. For communities in Street Outreach projects: Increase the percentage of exits to positive outcome
destinations to the level of the top 20% of homeless crisis response systems nationwide.
3.3. Strategies
1. Use outreach and coordination between every system that encounters people experiencing
homelessness to quickly identify and engage people experiencing homelessness into services that result
in a housing solution.
2. Apply for additional funding sources to aid the outreach and engagement process.
3. Continue to leverage current street outreach programs and/or partner with agencies' outreach efforts
that quickly identify and engage people experiencing homelessness.
4. Identify and implement staff trainings such as diversion, progressive engagement, motivational
interviewing, trauma informed care, etc.
3.4. Current Condition
3.4.1. Outreach Efforts
The Performance Management PIan4, which was designed in line with expectations from HUD
and the Department of Commerce and approved by the CoC Board, set out minimum
performance standards and system performance targets for street outreach projects. When
released, the goal set by the CoC Board was that the minimum performance standards, the
applicable one here being 65% successful exits from street outreach projects, would be met by
projects within two years. Additionally, projects are expected to meet system performance
targets, or 80% successful exits from street outreach projects, within five years or by 2025.
While the Performance Management Plan is newly established, Spokane's homeless crisis
response system is well on its way to achieving these goals with 68.2% successful exits from
street outreach projects well before that two year goal.
In 2018, the City of Spokane was able to leverage funding in order to increase outreach efforts in
Spokane County through a partnership with Spokane Neighborhood Action Partners (SNAP) and
Frontier Behavioral Health (FBH). With this funding, street outreach amplified from two part-
time employees to four full-time dedicated outreach staff who focus on the adult population.
Homeless Outreach teams help individuals living in homelessness access services to meet their
basic survival needs and work with community partners to promote transition to permanent
housing. The Outreach staff meet individuals where they are by going to populated areas and
building rapport by offering a kind smile, supplies (such as socks or personal hygiene products),
and snacks until individuals are ready and able to seek safer shelter. The goal is to identify and
engage unsheltered households who are not connected with existing services and connect them
to appropriate housing resources, supporting them until an appropriate hand off of services is
available.
Through the Anchor Community Initiative (ACI), the City of Spokane, in conjunction with
Volunteers of America of Eastern Washington and Northern Idaho (VOA), has been able to fund
a new outreach program so there are two new housing navigators who will be working with
unaccompanied students experiencing homelessness in concert with the McKinney Vento
Liaisons in the six school districts in the county most dramatically impacted my unaccompanied
4 See Attachment 3.
Page 13 of 49
youth homelessness. "Housing Navigators" walk alongside youth throughout their path to stable
housing by offering coordinated entry assessment; diversion; assistance in locating and applying
for identification and other documentation needed for housing placement; transportation or
accompaniment to potential housing options and necessary appointments; and case
management to maintain engagement, support independence, and connect to needed services
such as legal assistance, employment, education, non -cash benefits, mental health, and
chemical dependency services.
In addition to the outreach organizations funded by the City of Spokane, there are numerous
additional outreach efforts within Spokane County that are funded through other means. For
example, YouthREACH is a project of VOA that employees 2.5 full-time employees to provide
peer outreach, access to shelter services, referrals, and other necessary supports to at -risk
youth and young adults struggling on the streets and in other unsafe locations in Spokane
County. YouthREACH utilizes an outreach team comprised of young people partnered with
adults to provide outreach, and a case manager knowledgeable of area resources and services,
and skilled at engagement and motivation with the target population. The primary function of
the outreach teams is to engage youth, establish trust and build relationships that will lead
youth to case management services; connecting them to financial, housing, employment,
education, healthcare, and legal services that will meet their needs and create successful future
outcomes. In addition to YouthREACH, VOA is in the process of forming an in -reach team that
will be taking youth and young adult referrals from other systems that work with homeless or
at -risk youth, such as behavioral health providers, schools and the juvenile justice system.
Utilizing both in -reach and outreach, VOA will be enabled to make contact with a wide variety of
youth and young adults in order to assist them in navigating the system, which will greatly
improve accessibility. Additionally, Catholic Charities of Eastern Washington (CCEW) has an
Opioid Use Disorder Peer Support Program that provides outreach, as well as specialized
assistance to individuals engaging in treatment services. And, finally, there is specialized
Supportive Services for Veteran Families (SSVF) outreach staff who target interventions for
veterans.
In addition to increasing outreach funding in recent years, the Spokane City/County CoC has
reinvigorated the Outreach Huddle, which seeks to join the area outreach workers, agency staff,
local behavioral health staff, and the criminal justice system to unitedly case conference
chronically homeless and/or other high barrier clients. Case conferencing is a nationally
recognized best practice model that our community has sought to implement across
populations. These meetings occur every two weeks and are a chance for staff to discuss more
challenging cases in order to create a care plan where the different service providers are able to
take a unified front and address individual needs in a holistic and targeted way. An array of
representatives service providers ranging from the medical and behavioral health community, to
law enforcement and fire personnel, and Community Court legal staff converse directly with the
outreach workers in order to create a unified front and address individual needs in a holistic and
targeted way.
3.4.2. Community Court
Started in 2013, Community Court is a therapeutic court stemming outside the Spokane
Municipal Court which seeks to reduce and effectively address quality of life offenses in the
downtown corridor, such as: Trespass and Sit and Lie charges. The foundation of Community
Court is a collaboration of court and social service professionals, dedicated to helping
Page 14 of 49
participants reach practical and targeted solutions. Rather than emphasizing punishment,
problem -solving courts focus on participant accountability through graduated sanctions and
incentives in order to encourage positive changes.' Community Court is an "at will" justice
alternative that coordinates the resolution of criminal cases with employment and other life
skills education, as well as any mental health or addiction treatment plan deemed necessary by
social service and restorative justice providers. While an individual is participating in the Court,
Homeless Outreach teams build rapport with participants to assist them staying engaged in the
process by attending their appointments and court dates. If at any time a participant no longer
wishes to opt -in to their court ordered plan, they may terminate their relationship with the
court and return their case to the Municipal Court dockets.
Community Court offers an array of social services, including: behavioral health services, case
management, housing assistance, education and job training, access to healthcare, assistance
with insurance, as well as social security and disability assistance applications, identifying
documentation retrieval, crime victim advocacy, and more. Criminal charges are not required to
access these services.
Six years after its inception, Community Court data released by researchers from Washington
State University found that participants in the program had lower recidivism rates than
equivalent individuals in Spokane Municipal Court who did not go through it.6 Only 20 percent of
the Community Court participants were charged with another offense within six months of
completing the program, compared to 32 percent of the comparison samples. Similarly, within
12 months of completing the program, 30 percent of Community Court participants
accumulated another charge, compared to 46 percent of the other sample groups.
The report also noted that on -site services were utilized by both Community Court participants
and walk-in clients at very high rates. Roughly 90 percent of participants received a housing
referral, while 41 percent of walk-in clients accessed services from the state Department of
Social and Health Services and 50 percent pursued employment services.'
3.4.3. Coordinated Entry Improvements
With the recent evaluation of the CoC's coordinated entry system, one of the priorities that has
been established is the development of a coordinated entry system that specifically meets the
needs of the youth and young adult homeless population. This system would be informed
entirely by the expertise and capacity of all youth -serving providers and organizations within the
community and be located in a youth -friendly venue, ensuring that the entire experience is
appropriate and welcoming for the age demographic. While creating a youth -specific
coordinated entry system is the goal, in order to make this system a reality the CoC would need
seed funding for its creation and maintenance. The City of Spokane's CHHS Department will
continue to apply for state and federal grants that become available that can be used in this
manner; however, in the meantime, there are other strategies that the CoC is taking to ensure
Hamilton, Zachary K., Ph.D., Mia A. Holbrook, Ph.D., Alex Kigerl, Ph.D. "City of Spokane Municipal Community Court: Process and Outcome Evaluation"
Washington State Institute for Criminal Justice. August 2019.
6 Hamilton, Zachary K., Ph.D., Mia A. Holbrook, Ph.D., Alex Kigerl, Ph.D. "City of Spokane Municipal Community Court: Process and Outcome Evaluation"
Washington State Institute for Criminal Justice. August 2019.
' Hamilton, Zachary K., Ph.D., Mia A. Holbrook, Ph.D., Alex Kigerl, Ph.D. "City of Spokane Municipal Community Court: Process and Outcome Evaluation"
Washington State Institute for Criminal Justice. August 2019.
Page 15 of 49
that youth and young adults are being led to the best outcomes. These strategies include:
creating Housing Navigator positions for youth and young adults that aid individuals in applying
for and obtaining permanent housing; the utilization of best practice theories for youth case
management (i.e. critical transition coaching); and the employment of diversion strategies that
are tailored to the needs of the age demographic.
3.4.4. Emergency Services
Spokane County offers numerous emergency hotlines. Eastern Washington 211 is a free and
confidential service via an easy access phone number which individuals can call or text to
receive information about health and human services from a trained Referral Specialist.' 211
can provide information about food subsidy applications, homeless housing pre -screenings,
health and wellness support, utility/energy assistance, veteran services, legal resources, disaster
and crisis support, transportation, free tax preparation, and veterinarian services. However, if an
individual has a distinct issue that they need help with, there are other specialized hotlines for
assistance. The YWCA offers a 24-hour domestic violence helpline where an advocate located at
their safe shelter is prepared to help to discuss options, safety plans, and other community
resources.' Lutheran Community Services offers a 24-hour crisis line for survivors of sexual
assault to seek out information about their options in terms of medical care, healing and legal
services. Additionally, Frontier Behavioral Health offers a mental health or substance use
condition disorder hotline called the 24 Hour Regional Crisis Line, which gives assessments to
those in crisis whose health and/or safety are in crisis.
Spokane Fire Department has partnered with FBH to create a Behavioral Response Unit that
responds exclusively to mental health calls. The program staffs one paramedic who is paired
with a licensed mental health counselor. Once it has been established that there is a behavioral
health case, the mental health counselor and paramedic approach the individual to try to talk
and find what their needs are and the best ways to support them through their crisis. Spokane
Police Department has a similar program called the Community Diversion Unit which also pairs
with mental health professionals to respond to individuals in the community experiencing a
mental health crisis, aiming to divert individuals away from jails and hospitals and connect them
to the services and resources they may need.
3.4.5. Prevention
In 2019, the Spokane Resource Center: a HUD EnVision Center, opened its doors as a means to
help with people's housing, cultural, financial, legal, pre -employment, health resources, as well
as basic needs before they become homeless as a form of diversion. Over 15 area providers
work in a one -stop model to provide a wide range of necessary resources to keep those already
in housing housed by providing them with desired and needed wrap around services. Programs
serving at -risk populations, including recently incarcerated individuals and Supplemental
Nutrition Assistance Program recipients, are designed to identify and mitigate barriers and
connect individuals to employment and training services in order to stabilize their income and
result in long term self-sufficiency.
8 https://fbhwa.org/programs/additional-support-services/eastern-washington-211-ew211
9 https://ywcaspokane.org/programs/help-with-domestic-violence/24-hour-helpline-faqs/
Page 16 of 49
CCEW has the Homeless Student Stabilization Program where they work in conjunction with
Priority Spokane, Spokane Regional Health District (SRHD) and Building Change to places
community health workers in local elementary schools. Families of students are able to meet
one-on-one with a trusted, compassionate professional who can guide them out of crisis and
into stability to help prevent child trauma from homelessness and increase the chance that
students will graduate high school.
3.4.6. Diversion
Diversion is a housing first, person -centered, and strengths -based approach to help households
identify the choices and solutions to end their homeless experience with limited interaction with
the homeless crisis response system. It assists households to quickly secure permanent or
temporary housing by encouraging creative and cost-effective solutions that meet their unique
needs. It is a short-term intervention focused on identifying immediate, safe housing
arrangements, often utilizing conflict resolution and mediation skills to reconnect people to
their support systems. Diversion offers flexible services that may be coupled with minimal
financial assistance when needed. This unique approach engages households early in their
housing crisis. A staff member trained in the techniques of diversion initiates an exploratory
conversation to brainstorm practical solutions for households to resolve their homelessness
quickly and safely. Staff help households see beyond their current crisis by encouraging them to
generate creative ideas and identify realistic options for safe housing based on their own
available resources rather than those of the crisis response system.
In 2019, the CoC committed to a Diversion -First Model. As such, the City of Spokane and its
partners invested in training by the Center for Dialogue and Resolution, based out of Tacoma,
Washington, in Diversion strategies. Fifty front-line service providers were trained, with nearly a
dozen becoming trainers in Diversion and committing to continue training staff from across the
system.
3.5. Actions to Meet the Objectives
Action
Activity
Responsible Party
Timeline
3.5.1. Develop a project
plan for BNL in the
HMIS by
subpopulation
• Determine feasibility
• CoC Sub -Committee
collaborate with the
HMIS Team for
development
■ Present to CoC Board for
approval of project
Sub -Committees
2020
3.5.1a. Veteran BNL
• Continue to manage list
Veteran Leadership
Committee
COMPLETED
3.5.1b. Youth BNL
• Development of BNL
report in HMIS using
Veteran BNL framework
■ Establish policies and
procedures to formalize
coordination between
homeless system, public
schools, DCYF, Spokane
Youth Sub -Committee, ACI
Core Team
2019
Page 17 of 49
County Juvenile Court
Services, Regional
Behavioral Health
Providers
3.5.2.
Increase Community
Education
•
•
■
■
■
CE access marketing plan
Improve CE access and
response
Increase education and
training on homelessness
to community and other
systems (e.g. education,
criminal justice,
behavioral health, etc.)
Annual training
opportunities on: data,
diversion strategies,
homeless prevention,
system access and CE,
myths/ facts, trauma -
informed care, racial
equity
Require agencies to
attend community -wide
trainings and keep
training logs for
employee's engagement
efforts
Sub -Committees, CoC
Board, Collaborative
Applicant
Ongoing
3.5.3.
Improve access and
accessibility to CE
•
■
■
Assess satellite sites and
the need for any changes
(e.g. need for increased
rural locations)
Ensure ongoing training
for satellite sites
Determine if there are
gaps where people are
accessing services and if
there is further need for
additional sites
CE Providers
Ongoing
3.5.4.
Implementation of a
Diversion First model
•
■
■
Require agencies to
attend system -wide
diversion training
Develop diversion
guidance for "front -door"
projects utilizing a
diversion strategy
Develop mechanism to
measure effectiveness of
Diversion Sub -Committee
June 2020
Page 18 of 49
the diversion strategy in
"front -door" projects
3.5.5.
Develop a CE
marketing strategy
•
■
■
Assess internal and
external marketing
needs, including gaps in
people awareness of CE
Develop guidance for
homeless crisis response
system partners on how
to talk about CE,
including consistent
language
Implement marketing
strategy
CE Providers, Sub-
Committees, CoC Board,
Collaborative Applicant
2020
2021
3.5.6.
Improve street
outreach efforts
•
■
■
■
Continue to apply for
funding for outreach
supplies (e.g. socks,
snacks, bus stops),
document -ready process,
and increased staff
capacity
Integrate outreach into
other complimentary
organizations within the
community
Ensure increased input
from outreach providers
to inform decisions
Increase coordination
between outreach
providers and City of
Spokane departments
Street Outreach Providers,
Collaborative Applicant
June 2020
3.5.7.
Create a Youth CE
System
•
■
Continue to increase
accessibility for youth
Continue to apply for
funding for youth
projects
Youth Sub -Committee,
Collaborative Applicant,
CoC Board
2021
4. Objective Two: Prioritization of homeless housing for people with the highest
needs
4.1. Introduction
Coordinated Assessment refers to the Continuum -wide effort to assess the vulnerability of homeless households
through CE and connect them to the appropriate housing resource(s) based upon level of need as quantified
during their Assessment. The implementation of coordinated assessment is now a requirement of receiving both
Page 19 of 49
CoC funds from HUD and state homeless service funds from the WA State Department of Commerce, and is
considered a national best practice.
Coordinated entry assessments are used in order to prioritize the most vulnerable homeless households and
connect them to the appropriate level of housing and support. As the homeless service system of Spokane
continues to develop and strengthen, system changes are focused on what works best for homeless households
and rapid exits to permanent housing solutions. On -going evaluation processes include: collecting feedback
from households experiencing homelessness that are seeking assistance through the coordinated assessment
systems, as well as, collaboration between City staff and homeless service providers to discuss system
improvements. Information gathered through the coordinated entry process is used to guide homeless
assistance planning and system change efforts in the community.
The Spokane City/County CoC acknowledges that no two homeless experiences are the same and that
circumstances and situations are unique; therefore, need targeted responses. The homeless population is made
up of numerous subpopulations, which is indicative that in order to effectively cater to the unique needs of
each, different sets of priorities should be established. Therefore, CoC sub -committees have been extensively
discussing and reorganizing CE prioritization measures of each population.
Along with the reorganization of prioritization measures, the CoC continues to review the Housing Inventory
Count (HIC)10 to ensure that the system has an adequate housing inventory to meet the needs of our
community's most vulnerable.
4.2. Measures of Success and Performance
1. Compliance with state and federal Coordinated Entry requirements for all projects receiving federal,
state and local homeless funds.
2. Consider implementation of the Coordinated Entry Core Element recommendations and the Office of
Homeless Youth's "Five recommendations for making Coordinated Entry work for youth and young
adults."11
3. Successful implementation of prioritization policies for all projects receiving federal, state and local
homeless funds, resulting in prioritized people consistently being housed in a timely manner.
4. Prioritize unsheltered homeless households and increase percent served of unsheltered homeless
households by 5% or maintain compliance Ievel.12
5. Average length of stay in night -by -night emergency shelter (target 30 days) and exit to permanent
housing from night -by -night shelter (target 50%).13
4.3. Strategies
1. Improve Case Conferencing mechanisms in order to effectively meet the need of our most vulnerable.
2. Have CoC Sub -Committees reevaluate vulnerability priority factors by subpopulation and continuously
re-evaluate for use by Coordinated Entry System.
10 See Attachment One
11 https://deptofcommerce.app.box.com/s/s1cabcfobjev039u3gf18r4f8cb0380f
12 Department of Commerce CHG Grant sections 2.1.1, 8.4.2 and 8.4.4
13 Singles are our most popular subpopulation populating night -by -night emergency shelters. One of the biggest indicators for vulnerability that we use for
adult singles in our coordinated entry system is length of homelessness. If our length of days in emergency shelter were to decrease, then this would be a
major indicator that our most vulnerable are being effectively served.
Page 20 of 49
4.4. Current Conditions
Our system has been working on an evaluation of CE including prioritization by subpopulation, including
characteristics that indicate vulnerability. CE has adopted markers for vulnerability to help determine
prioritization for housing, while also allowing HMIS to pull data in order to determine if prioritized people are
consistently being housed in a timely manner in accordance with the Performance Management PIan14
4.5. Actions to Meet the Objectives
Action
Activity
Responsible Party
Timeline
4.5.1.
Create universal CE
policies and
procedures (P&Ps) to
be adopted by the
CoC
•
■
■
Evaluate current P&Ps by
CE system and adjust
based on
recommendations for the
system
Evaluate and restructure
CE if necessary to create
a regional approach
Implement CE P&Ps and
MOU for partner
agencies, as
recommended by CE
providers and approved
by the CoC Board
CE Providers, CoC Board
June 2020
4.5.2.
Coordinated Entry
Symposium
•
■
Plan and host an
education opportunity
for agencies to share
their programs
Requirement to continue
as a satellite site for CE
CE Providers
June 2020
4.5.3.
Implement
prioritization P&Ps for
all sub -populations
•
■
■
■
Sub -Committees evaluate
vulnerabilities to be
prioritized by population
based off community
needs
CE work group to
recommend prioritization
policies
CoC Board approval of
policies
Continue to reevaluate
processes in prioritization
ongoing
Sub -Committees, CoC
Board, Collaborative
Applicant
Ongoing
14Appendix 3.
Page 21 of 49
5. Objective Three: Effective and efficient homeless crisis response housing and
services that swiftly moves people into stable permanent housing
5.1. Introduction
Spokane's homeless service response system highlights the importance of not only housing individuals in a
permanent solution, but enabling them to remain in housing even after services terminate. In order to meet the
growing needs of our community, it is vital to continue to increase access to stable and affordable housing by
expanding the supply of affordable rental units, utilizing housing subsidies, increasing service -enriched
permanent housing for individuals with high barriers, and clearing a pathway from housing programs to
affordable independent housing.
Within the larger system of housing services, it is vital that housing programs within the community continue to
be enabled to connect participants to existing and developing resources, which make their experience more
than just a place to stay, rather truly giving participants the skills and resources to assist them in staying housed.
The goal is to engage our participants into the greater community in order to create and identify opportunities
for personal growth and development; obtaining experiences which will allow them to utilize a different set of
skills leading to a greater chance for self-sufficiency and independent living.
As a community, we must strategize, design, and implement an overarching best -practice move -on strategy to
be adapted universally across our CoC and system. "Moving -On" is not just a strategy but a system framework
that recognizes that Permanent Supportive Housing (PSH) is not necessarily the end point for people currently
residing in housing programs. A Moving -On strategy is used for clients in PSH who may no longer need or want
the intensive services offered to them while in the program, but continue to need assistance to maintain their
housing. HUD recognizes that helping these households move -on to an environment where there is not on -site
access to at -will intensive services is an important strategy that can be beneficial to the participants and
communities working to end homelessness because it not only enables participants to be in a less facility -like
environment, but it is also a cost-effective strategy for communities. Additionally, this strategy then sets free a
PSH bed for another vulnerable individual in the community to use who may wish to use and need the intensive
services more than the previous participant. Aligning high -service oriented housing programs with mainstream,
less service -intensive housing assistance programs provides more options for households experiencing
homelessness, and creates flow in a community's homeless response system.
Moving -On should support choice; therefore, in line with this development, there needs to be a process for
collaboratively identifying with a client when they are ready to move -on independently.
5.2. Measures of Success and Performance
1. Increase percentage of exits to permanent housing to the level of the top performing 20 percent of
homeless crisis response systems nationwide (59% or greater).15 16
2. Reduce returns to homelessness after exit to permanent housing to less than 10 percent within 2
years.17
15 As defined by HUD System Performance Measure 7, Metric 7b.1. Includes people who exited emergency shelter, transitional housing, rapid rehousing, or
other permanent housing type projects to permanent housing destinations, such as PSH and RRH.
16 Length of time in shelters: For under 18-year-old homeless youth, there are very few options for permanent housing if a young person cannot go home.
Per HUD, foster care is not considered permanent. This is an issue that is being discussed at the state level, especially for the older youth (16 and 17-year-
olds), who cannot go home or into foster care.
17 As defined by HUD System Performance Measure 2, Metric 2b.
Page 22 of 49
3. Reduce average length of time homeless to those served to less than 90 days.18
5.3. Strategies
1. Maximize resources to house people, especially where funds exist for targeted subpopulations (e.g.
various funds such as VASH, HOPWA, SSVF, local grants, Office of Homeless Youth, local organizations).
2. Improve data quality to minimize error responses to housing destination that impact "exits to
permanent housing" and improves confidence in the data measuring this outcome.
3. Coordinated Entry collaborates with all shelters to ensure program participants are referred to
coordinated entry and have access to the housing system at large.
4. Ensure that Diversion -First strategies are implemented at all access points of the homeless crisis
response system to ensure that people are able to enter and move through to stable permanent
housing.
5.4. Current Condition
In addition to the Department of Commerce's performance measures that are listed under the "Measures of
Success and Performance" in Section 5.2, in 2019 the CoC adopted a performance management plan19 that
evaluated baseline data, created minimum performance standards and system performance targets for five
years of funding, and was designed to help achieve the objectives of the Five Year Plan. Currently, 47% of total
participants exit to permanent housing options, 19% of participants return to homelessness after exit to
permanent housing within two years, and the average length of total time homeless is 157 days.20 While there is
still ample progress to be made in order to achieve the benchmarks created through these two avenues,
Spokane is taking strides in the correct direction in order to achieve these goals.
Over the last 24 months, Spokane City and County Homeless Services has financed approximately $22 million
into housing and supportive services through federal, state and local grants and dollars. As of the 2019 Housing
Inventory Count, Spokane County was home to 16 emergency shelter projects, 17 TH projects, 22 RRH projects,
6 OPH projects, and 14 PSH projects21.
5.4.1. CoC Funding and RFP Committee
The CoC Funding and RFP Committee oversees the Request for Proposal (RFP) process; including
coordinating CoC program funding awards with other funding partners. The Committee reviews
project and system performance data from the past award year and makes recommendations to
the Collaborative Applicant regarding monitoring plans and funding allocations and/or
reallocations. Additionally, the CoC Funding and RFP Committee is responsible for reviewing and
updating the Performance Management Plan on an annual basis, including working with the
Collaborative Applicant to set minimum performance standards and system performance
targets, in order to establish a system performance improvement strategy for the CoC. In doing
so, HUD's project performance objectives and system performance measures, Commerce's
system performance expectations, and Spokane City/County projects' combined performance
on those objectives were considered in determining where to set minimum standards and
system targets for the CoC's project portfolio.
18 As defined by HUD System Performance Measure 1, Metric la. Includes people in Emergency shelter, Safe Haven and Transitional Housing. Data comes
from looking strictly at enters and exits entered into HMIS.
19 See Attachment 3
20https://public.tableau.com/profile/comhau# I/vizhome/Wash ingtonStateHomelessSystemPerformanceCountyReportCardsSFY2o18/ReportCa rd
21 https://static.spokanecity.org/documents/chhs/hmis/reports/2o18-spokane-coc-housing-inventory-count.pdf.
Page 23 of 49
5.5. Actions to Meet the Objectives
Action
Activity
Responsible Party
Timeline
5.5.1.
Create a system -wide
move -on strategy
•
■
■
■
Assess system readiness
for move -on strategy
Convene PSH providers
already utilizing an
agency -specific move -on
strategy
Receive agency feedback
on system -wide
strategies
Solicit CoC Board
approval
Collaborative Applicant,
Sub -Committees, CoC
Board
January 2019
June 2020
5.5.2.
Implement system-
wide move -on
strategy
•
■
■
■
■
System -wide move -on
strategy training
Agency training
Develop move -on
strategy guidance
Develop mechanism to
measure effectiveness of
the move -on strategy
CoC Board approval of
policies
Collaborative Applicant,
Sub -Committees, CoC
Board
July 2020
5.5.3.
Achieve high-
performing
community
performance set out
in the Performance
Management PIan22
for all project types
•
■
■
Require and monitor
agency training logs for
employees (e.g. system
data quality, trauma -
informed care,
progressive engagement,
case management,
motivational
interviewing, follow-up,
racial equity, LGBTQIA+)
Review HIC data regularly
to ensure adequate
intervention stock for
each subpopulation, and
increase as necessary to
support growing need
and gaps (e.g. PSH set
aside for young adults,
etc.)
Continue to prioritize PH
for new project models
Collaborative Applicant,
Sub -Committees, CoC
Board
June 2024
zz See Attachment 3
Page 24 of 49
■
■
Identify and apply for
more funding to continue
to grow inventory of
available housing and
supportive services as
needed
Increase use of dedicated
subsidies (e.g. Housing
Choice and VASH
Vouchers)
■
Monitor data for length
of time between end of
supportive services post -
move out and return
back into system
■
Standardize aftercare
services based off a local
best practice
■
Ongoing diversion
training and
implementation
■
Increase income
potential of those
receiving services
through stronger
partnerships with
employment agencies,
career development
agencies (e.g. the
America Job Center,
WorkSource Spokane,
and Next Generation
Zone), childcare services,
transportation
availability, etc.
■
Increase marketing
strategy of the Spokane
Resource Center: A HUD
EnVision Center, which is
to be utilized as a
Diversion mechanism
■
Improve access to
mainstream benefits (e.g.
SOAR, DSHS, TANF, ABD,
VA Benefits, etc.)
■
Identify new strategies to
develop affordable
housing for all
Page 25 of 49
■
subpopulations through
community forums and
business partnerships
Determine if there are
gaps where people are
accessing services and if
there are need for
Diversion Specialists in
any given areas
■
Finalize Landlord
Engagement Strategy to
strengthen engagement
with Landlords to access
available housing units
■
Determine the need for
and if so fund additional
dedicated Landlord
liaison positions to assist
with landlord
relationships.
■
Improve data quality to
minimize error responses
and increase reliability
(e.g. HMIS, etc.)
5.5.4.
Develop a CoC Sub-
Committee for People
With Lived Experience
•
Ensure participation of
people with lived
experience on
population -specific sub-
committees
CoC Board, Sub-
Committees
July 2020
■
Engage people with lived
experience to develop
their own sub -committee
of the CoC Board
■
Determine available
funds to compensate
people with lived
experience for
participation in the CoC
6. Objective Four: A projection of the impact of the fully implemented local plan on
the number of households housed and the number of households left
unsheltered, assuming existing resources and state policies
6.1. Introduction
The Department of Commerce and the Spokane City/County CoC recognize that theoretical formulas produce
imperfect information as the state of our nation and the growing population, as well as the real estate market,
Page 26 of 49
cannot be perfectly projected23. In preparation for this next objective, the Department of Commerce released a
tool24 that when entered with our current housing inventory and homeless population would produce good faith
and transparent estimates of the impact of the variety of local strategies being considered, tailored to local
priorities. Though the numbers are not meant to be interpreted literally, this tool has enabled the City of
Spokane's CHHS Department, the Collaborative Applicant, to explore how future plans for creating more units
within different interventions would affect the system.
Additionally, the tool calculates annual funding and increases projected to be needed due to inflation and rent -
driven increase. This knowledge, though not exact, will help the CHHS Department prepare in advance for
additional needed funding streams.
6.2. Measures of Success and Performance
1. A local plan that includes an estimate of people experiencing homelessness that will be housed during
2025 after successful implementation of the local plan using existing resources, and the count of
households left unsheltered at a point in time in 2025, based on credible data and research; including
the data, assumptions, calculations, and related citations necessary for outside parties to review and
reproduce the estimate.
6.3. Strategies
1. Use the Department of Commerce Modeling Tool to assist in the 2025 Point -in -Time prediction.25
2. Enter into the System Performance Targets adopted by the CoC into the tool. These targets were
adopted in 2019 for the CHHS Department's five-year funding cycle, as well as the 5-Year Plan, and are
to be met by 2025.
3. Use data from a variety of system sources to project an estimate of housing sources that are currently
projected to join the Spokane homeless system.
4. Use the data to identify housing solutions that will assist the CoC in planning for the future financial
expenditures, system impact and strategic investment.
6.4. Current Conditions
In the 2019 Point -in -Time count, 1,309 individuals living in homelessness were documented, 315 of them being
unsheltered. Over the last decade, Spokane County has seen a 46% increase in homelessness among single
adults, a trend that mirrors national data. At the same time, the City has looked for ways to improve outreach to
those living unsheltered, in order to determine gaps in services to meet tailored needs, overcome barriers, and
support opportunities to connect people to the appropriate interventions to get them off the street and ensure
their homelessness is rare, brief, and non -reoccurring.
Spokane County has recently experienced economic growth and has seen similar increases in the cost of housing
and consistently low vacancy rates. Low-income and homeless households face many barriers to housing in a
highly competitive rental market. To increase the rate of permanent placement from shelter, TH, and RRH, the
CoC has increased its investment in landlord incentive strategies, facilitated greater coordination between
landlord liaisons, and supported legislative actions to decrease barriers for homeless households. Additionally,
some existing resources were reallocated to provide rental assistance programs more opportunities to
incentivize landlords to rent to homeless households and mitigate perceived risk of renting to them. In order to
23 http://www.commerce.wa.gov/wp-content/uploads/2013/01/hau-ofah-local-plan-guidance-12-10-2018.pdf
24 See Attachment 1
25 https://www.commerce.wa.gov/serving-communities/homelessness/state-strategic-plan-annual-report-and-audits/
Page 27 of 49
meet the growing need and improve system outcomes, the CoC continues to look towards adding additional
housing units across intervention types, as well as increasing project performance measures, particularly in
percentages of successful and permanent exits from the interventions.
6.4.1. Emergency Shelter
Emergency or low -barrier shelters play an important role in a crisis response system, providing
beds on a first come, first served basis, to any person experiencing homelessness. The City -
funded emergency shelter system is Housing -First and includes housing -focused services by
population type. Combined with other public and private funded shelters, the current
emergency shelter system offers targeted shelters for single adults (households without
children), families, and minor youth. In 2019, there has been an increased focus on offering
"targeted -capacity shelters", with services tailored to meet the specific needs of sub -
populations in order to rapidly move clients from shelter into permanent housing. This includes
offering more diverse shelter spaces, to include both night -by -night and continuous stay
shelters. Over the next five years, there is an intention to bring new shelters online for key
populations that have challenges accessing the existing shelter system or who are particularly
vulnerable (e.g. LGBTQIA+, young adults, couples, and seniors). There is continued need for
regional solutions for emergency shelter, including a strategically located space that could meet
the holistic needs of those throughout the region.
6.4.2. Transitional Housing
Transitional housing (TH) refers to a supportive — yet temporary — type of accommodation that
is meant to bridge the gap from homelessness to permanent housing by offering structure,
supervision, supports, life skills, and in some cases, education and training. In past years, funding
availability for TH has declined nationally, and Spokane County has been impacted by these
reductions. However, the CoC continues to pursue tailored housing resources for the
populations for which TH is considered a best practice (e.g. youth and young adults, veterans,
and survivors of domestic violence). Service models vary by population, but include master
leased units and the opportunity for project participants to "transition in place", thereby
reducing impact on the individual and allowing them to move from the TH project into
permanent housing without having to move. Innovative solutions, including shared housing for
young people and joint TH-RRH interventions, are being brought online. Continuing to expand
these creative solutions is critical for creating diversity in housing inventory and for supporting
individualized needs. The CoC would like to continue monitoring data and expand this
intervention accordingly.
6.4.3. Rapid Re -Housing
Rapid re -housing (RRH) provides short-term rental assistance and services, with the goal of
helping people obtain housing quickly, increase self- sufficiency, and stay housed. It is offered
without preconditions (e.g. employment, income, absence of criminal record, or sobriety) and
the resources and services provided are typically tailored to the needs of the person. The CoC is
dedicated to continue to tailor different RRH programs to meet unique needs of subpopulations,
continuing to refine models of RRH to meet the individualized needs of the populations.
Currently, RRH providers employ a progressive engagement model to provide a better service
intensity to meet different needs. Progressive engagement is the practice of helping households
end their homelessness as rapidly as possible, despite barriers, with minimal financial and
Page 28 of 49
support resources26. More supports are applied to those households who continue to struggle to
stabilize. Progressive engagement acknowledges individualization and the fact that
homelessness is a complex struggle; therefore, when a participant shows that they are in need
of more help, it can be provided to meet their needs. On the other hand, by avoiding more
assistance than is required to end homelessness and prevent an immediate return to the streets
or shelter, programs can help more people, close housing placement gaps, and reduce the time
people remain homeless. The CoC has utilized RRH as a critical intervention with significant
success. Continuing to move this forward — through standard RRH, TH-RRH joint projects, and
other — will be important over the next five years.
6.4.4. Permanent Supportive Housing
Permanent Supportive Housing (PSH) continues to be a priority for the region. The current
system operates both facility -based and scattered -site PSH projects and, for the last few years,
new PSH projects have come online to improve access to these service -intensive support
interventions for chronically homeless adults. At the same time, existing projects have begun to
utilize FCS and GOSH (spell out — I'm not aware that this has been defined. I also suggest adding
it to the acronyms list at the beginning) to enhance the level and quality of supportive services
for PSH interventions, which also enhance the use of limited federal resources. While point -in -
time count data indicates a reduction in chronically homeless throughout Spokane County, the
CoC is focusing on ensuring PSH availability for specific sub -populations who may benefit from
improved access and accessibility of this inventory. For example, there currently is not a set -
aside of PSH units for youth or young adults, and current prioritization policy means this
demographic often struggles to be prioritized for existing units. As a result, focused attention
and a review of CE policies and procedures is underway by the CoC to ensure the need is met.
Furthermore, the CoC and the Veteran's Administration are deepening their partnership to
improve access to VASH vouchers for veterans.
6.5. Actions to Meet the Objectives
Action
Activity
Responsible Party
Timeline
6.5.1.
Projection of
Unsheltered
Individuals Living in
Homelessness in 2024
•
Use the Department of
Commerce Tool for this
Calculation
Collaborative Applicant
COMPLETED
6.5.2.
Update Annually with
Housing Inventory
Influx
•
Use the Department of
Commerce Tool for this
Calculation
Collaborative Applicant
Ongoing
7. Objective Five: Address racial disparities among people experiencing
homelessness
7.1. Introduction
There are significant racial disparities among the homeless population in our community that must be
addressed. Acknowledging that racial and ethnic disparities persist and result in disproportionate impacts for
26 https://www.ncceh.org/media/files/files/27e2a2d9/7b-progressive-engagement-as-a-system-approach-k-moshier-mcdivitt.pdf
Page 29 of 49
people of color, immigrant and the refugee communities in a number of social determinants of well-being is a
foundational component of working towards racial equity in our community.
Because local governments have a unique responsibility to all residents, these racial inequities can and must be
addressed. The public sector must be for the public good; current racial inequities are destructive. We look
further than individual discrimination or acts of bigotry, and examine the systems in which we all live. We must
honestly investigate how our longstanding systems, policies, and practices, unintentionally or not, have created
and continue to maintain racial inequity and we must change them. Racial Equity Action Plans can put a theory
of change into action to achieve a collective vision of equal opportunity. The goal is institutional and structural
change, which requires resources and will to implement: time, skills, and effort. It requires local governments'
drive to change our policies, the way we do business, our habits, and cultures.
Our theory of change requires normalizing conversations about race, and making sure we have a shared
understanding of commonly held definitions of implicit bias and institutional and structural racism. Normalizing
and prioritizing our efforts creates greater urgency and allows change to take place more expeditiously. We
must also operationalize racial equity, integrating it into our routine decision -making processes, often via use of
a Racial Equity Tool, and developing and implementating measurable actions. Operationalizing a vision for racial
equity means application of new tools for decision -making, measurement, and accountability. We also organize,
both inside our institutions and in partnership with others, to effect change together. Organizing involves
building staff and organizational capacity through training for new skills and competencies while also building
internal infrastructure to advance racial equity.
Racial Equity Plans are both a process and a product. A successful process will build up capacity and knowledge
which can be valuable during implementation. The process phase can also serve to familiarize government
officials, staff and citizens with the jurisdiction's disparities, racial equity vision and its theory for change. To
reach the 5-Year Plan's goals for Objection 5, the CoC will employ a series of strategies to respond to emerging
community needs and service gaps, make strategic investments in nonprofit agencies and employ a range of
social change strategies; however, first a thorough assessment of these needs must be done and the homeless
service system must collectively formulate a practical strategy that will be universally implemented throughout
the Continuum of Care and homeless service system.
The hope is to identify potential areas for partnership with other human service, government, advocacy
organizations and other stakeholders to eliminate racial and ethnic disparities. This data may be used by the
regional government, CoC, policy advocates, and community -based organizations in order to raise racial
awareness, hold the system accountable by documenting unresolved issues, and most importantly, advise on
practical approaches to addressing the verified concerns. Additionally, though the process is initiating as a racial
equity strategy, the system and process put into place can act as a catalyst for change and be used to address
other inequities faced by members of the population caused by LGBTQIA+ identity, age, disability, family
structure, and more.
7.2. Measures of Success and Performance
1. Completion of an initial analysis utilizing a racial equity tool and the data provided by the Department of
Commerce.
2. Design a Racial Equity Strategy that is implemented across the CoC and the broader homeless crisis
response system.
3. Improve accessibility and outcomes for all people experiencing homelessness.
Page 30 of 49
7.3. Strategies
1. Work in collaboration with local government, community and agency stakeholders to gather
quantitative and qualitative data that further explains the current state of racial inequity in Spokane
County's homeless service system.
2. Develop a monitoring and evaluation tool, and adapt it as a CoC system for ongoing learning.
7.4. Current Conditions
According to the 2019 Point -in -Time Count (PIT), 27% of the homeless population identifies as a person of color,
which is an evident racial disparity when a mere 11% of the Spokane County population identifies as so27. One
of the striking disproportionalities measured was among the African American or Black population who,
according to the U.S. Census, make up 2% of those living in Spokane County and 1% of the families with children.
According to 2019 PIT data, African American or Black individuals make up 9% of singles living in homelessness,
and 6.3% of the overall unsheltered, as well as 15% of the homeless families with children. This representation is
more than quadrupled in homelessness than in the general population —this is a significant racial disparity.28
Another example falls within the Native American population. According to the U.S. Census, 1.8% of those living
in Spokane County are Native American or American Indian. According to 2019 PIT data, Native Americans make
up 8% of singles living in homelessness, 10.5% of the overall unsheltered population, and 9% of the homeless
families with children.
While this data is very isolated, the results were concerning and the patterns seen among race data require
deeper research in order to mitigate any inequity that may be being experienced within the current homeless
system in Spokane County. The Spokane City/County CoC is dedicated to providing trainings and support for the
entire Continuum of Care on racial equity, bias and sensitivity. Additionally, the City of Spokane's CHHS
Department is planning on thoroughly evaluating the homeless service system, and researching and
implementing best practice interventions to mitigate any findings.
7.4.1. Comparison to Like -Sized Communities29
Spokane County can be compared to similar communities. Most specifically, within Washington
State, are Pierce and Snohomish Counties, and neighboring Boise, Idaho.
According to the U.S. Census, Pierce County has a demographic make-up of 75% white and 25%
persons of color, namely: 7% Black, 1% Native American, 7% Asian/Pacific Islander, and the
remainder being multiracial. The CoC Analysis Tool, which draws on 2017 PIT data and the
American Community Survey data to facilitate analysis of racial disparities, reports that in Pierce
County 56% of those experiencing homelessness identify as white, while 43% identify as a
person of color; the demographic breakdown being: 18% Black , 3% Native American, 8%
Asian/Pacific Islander, and 14% multiracial.
Snohomish County is made up of 79% of individuals who identify as white, and 21% as persons
of color. More broken down, the population is 3% Black, 1% Native American, 10% Pacific
27In this context, people of color encompasses Black or African American, American Indian and Alaska Native, Native Hawaiian or Other Pacific Islander
Asian or Multi -Racial; https://static.spokanecity.org/documents/ending-homelessness/everybody-counts/2019-everybody-counts-campaign-presentation-
2019-04-18.pdf
28 https://static.spokanecity.org/documents/ending-homelessness/everybody-counts/2019-everybody-counts-campaign-presentation-2019-04-18.pdf
29 https://www.hudexchange.info/resource/5787/coc-analysis-tool-race-and-ethnicity/
Page 31 of 49
Islander and 7% multiracial. Out of those experiencing homelessness, 75% identify as white, 10%
as Black, 4% as Native American, 3% as Asian/Pacific Islander and 8% as multiracial.
Lastly, according to the U.S. Census, Boise, Idaho has a population made up of 91% White, 1%
Black, 1% Native American, 3% Asian/Pacific Islander, and 4% multiracial. Of those experiencing
homelessness, according to the 2017 PIT data, 88% identify as white, 6% as Black, 2% Native
American, 1% Asian/ Pacific Islander and 3% multiracial.
7.5. Actions to Meet the Objectives
Action
Activity
Responsible Party
Timeline
7.5.1
Evaluate initial data
utilizing Department
of Commerce's Racial
Equity Tool
•
View and evaluate data
from the tool as a system
to begin to formulate
plans that will minimize
and eventually eliminate
disparities
Collaborative Applicant
COMPLETED
7.5.2
Develop a project
plan for in-depth
racial equity research
in the homeless
system
•
■
■
■
Conduct theoretical
academic research
(research studies,
comparable initiatives
from similar
communities) and form
draft preliminary
research methodology
Connect with culturally-
specific organizations,
advocates and resources
to form partnerships
Go to Sub -Committees
for input and feedback
Methodology for
research presented to
and approved by CoC
Board
Collaborative Applicant,
CoC Sub Committees, CoC
Board
COMPLETED
COMPLETED
Dec 2019
7.5.3
Perform research and
information gathering
phase of the
approved
methodology
•
■
Collect quantitative and
qualitative data from all
subpopulations (e.g.
families, singles,
sheltered/unsheltered,
youth, and veterans)
Research racial bias
within Coordinated
Assessment's VI-SPDAT
and possible implications
for local work
Collaborative Applicant,
CoC Sub -Committees
June 2020
Page 32 of 49
■
■
■
Include feedback from
people living in
homelessness, agency
front-line staff and
administrators, etc.
Evaluate representation
of racial minorities within
the homeless response
system (e.g. service
providers, CoC Board,
etc.)
Assessment to consider
additional needed HMIS
data fields (e.g. language)
7.5.4
Analyze data
•
Collect, compile,
organize, and evaluate
Collaborative Applicant,
CoC Sub -Committees
Dec 2020
7.5.5
Develop intervention
strategies
•
•
■
■
■
Research funding options
Research best practice
Develop system -wide
training program (e.g.
equity training for CoC
Board, providers,
landlords, etc.)
Train service providers on
interventions
Institute changes as
approved by the CoC
Board
Collaborative Applicant,
CoC Sub Committees, CoC
Board
June 2021
7.5.6
Measure ongoing
evaluation and
learning
•
•
■
Develop/adapt a
monitoring tool
Evaluate effectiveness of
racial equity
interventions
Institute changes as
approved by the CoC
Board
Collaborative Applicant,
CoC Sub Committees, CoC
Board
June 2022
Ongoing
8. Review Process
On an annual basis, the CoC Board is entrusted to review the 5-Year Plan to evaluate progress towards stated
goals. Simultaneously, the CoC Committees and Sub -Committees should use this plan to guide their work plans
on an ongoing basis.
8.1. Action Steps
1. Review of the Objectives, including the Action Steps to Meet the Objectives, to determine if objectives
have been met and/or are on track to meet timelines
2. Mobilize relevant Responsible Parties to address shortfalls and/or opportunities
Page 33 of 49
3. Propose modifications or updates, as needed, to address Objectives
4. Seek CoC Board approval
5. Train funded and CoC partners on any changes made to the 5-Year Plan
8.2. Timeline
In the last quarter of each year during the lifespan of this 5-Year Plan, the CoC Board or its delegate Committee
(e.g. Planning and Implementation Committee) will review the plan in accordance with the Review Process.
8.3. Modifications and Updates
All modifications and updates to this plan need to be approved by the CoC Board. This can be completed on an
ad -hoc basis or during the annual review process.
Page 34 of 49
9. Attachment 1
Housing Inventory Chart (HIC)
Row#
Proj. Type
Organization Name
Project Name
HMIS Proj ID
Geo Code
Inventory Type
Target Pop.
Victim
Service
Provider
Total Beds
355488
ES
Catholic Charities
CC--ES--HOC Medical Respite
19647
531488
C
NA
No
33
355472
ES
Catholic Charities
CC--ES--HOC Shelter
19550
531488
C
NA
No
151
355473
ES
Catholic Charities
CC--ES--SMS Shelter
19284
531488
C
NA
No
27
355452
ES
Family Promise of Spokane
FPS--ES--Bridges Family Shelter
19518
531488
C
NA
No
14
355503
ES
Family Promise of Spokane
FPS--ES--Open Doors
19679
531488
C
NA
No
80
386253
ES
Pioneer Human Services
HCHV--ES--CRS
19692
531488
C
NA
No
12
386195
ES
The Guardians Foundation Inc
GA--ES--Cannon St. Warming Center
19709
531488
C
NA
No
40
386201
ES
The Guardians Foundation Inc
GA--ES--Lutheran Church Warming Center
19711
531488
C
NA
No
60
386202
ES
The Guardians Foundation Inc
GA--ES--Westminster Church Warming Center
19712
531488
C
NA
No
25
386205
ES
The Salvation Army
TSA--ES--Ermina Warming Center
19710
531488
C
NA
No
120
355444
ES
The Salvation Army
TSA--ES--Family Shelter
19304
531488
C
NA
No
60
355453
ES
Truth Ministries
Truth Ministries--ES--Shelter
19576
531488
C
NA
No
49
355454
ES
Union Gospel Mission
UGM--ES--Men's Shelter
19577
531488
C
NA
No
186
355455
ES
Union Gospel Mission
UGM--ES--Women's Crisis Shelter
19196
531488
C
NA
No
100
355510
ES
Volunteers of America
VOA--ES--Hope House Medical Respite
19562
531488
C
NA
No
8
355447
ES
Volunteers of America
VOA--ES--Hope House Shelter
19310
531488
C
NA
No
36
355445
ES
Volunteers of America
VOA--ES--WA0127--Crosswalk Youth Shelter
19320
531488
C
NA
No
18
355470
ES
Youth Family & Adult Connections
YFA--ES--Crisis Residential Center
19578
531488
C
NA
No
10
355489
ES
Youth Family & Adult Connections
YFA--ES--HOPE Project
19653
531488
C
NA
No
5
355461
ES
YWCA
YWCA--ES--Domestic Violence Shelter
19531
531488
C
DV
Yes
53
386191
OPH
Catholic Charities
CC--PH--Sister Haven
19701
531488
C
NA
No
275
355465
OPH
Catholic Charities
CC--PSH--Walnut Corners
19256
531488
C
NA
No
35
355475
OPH
SNAP
SNAP--PH--Avondale Apts
19601
531488
C
NA
No
25
386258
OPH
SNAP
SNAP--PH--Riverwalk (538)
19259
531488
C
NA
No
46
386255
OPH
Spokane Housing Ventures
SHV--PH--Wilton Apts
19501
531488
C
NA
No
52
355478
OPH
Transitions
Transitions--PH--HFAP
19564
531488
C
NA
No
34
355471
PSH
Catholic Charities
CC--PSH--Father Bach Haven
19551
531488
C
NA
No
50
355481
PSH
Catholic Charities
CC--PSH--WA0285--Hanson House
19606
531488
C
NA
No
25
355512
PSH
Catholic Charities
CC--PSH--WA0374--Donna Hanson Haven
19683
531488
C
NA
No
25
355500
PSH
Catholic Charities
CH--PSH--Buder Haven
19658
531488
C
NA
No
50
386062
PSH
Healthcare for Homeless Veterans
HCHV--PSH--VASH
19688
531488
C
NA
No
487
355457
PSH
Spokane Housing Authority
SHA--PSH--VASH--The Pearl Apts
19579
531488
C
NA
No
4
355501
PSH
Transitions
Transitions--PSH--Miryams House
19543
531488
C
NA
No
1
355449
PSH
Volunteers of America
VOA--PSH--WA0130--Lloyd Apts
19322
531488
C
NA
No
21
355486
PSH
Volunteers of America
VOA--PSH--The Marilee Apartments
19659
531488
C
NA
No
50
355458
PSH
Volunteers of America
VOA--PSH--WA0111--Scattered Sites
19316
531488
C
NA
No
51
355467
PSH
Volunteers of America
VOA--PSH--WA0128--Hope House
19318
531488
C
NA
No
6
355485
PSH
Volunteers of America
VOA--PSH--WA0129--Offsite Combined
19321
531488
C
NA
No
28
355477
PSH
Volunteers of America
VOA--PSH--WA0218--Lloyd Apts II
19473
531488
C
NA
No
14
355517
PSH
Volunteers of America
VOA--PSH--WA0332--Collins Apts Scattered Sites
19655
531488
C
NA
No
10
355504
RRH
Catholic Charities
CC Partnership--RRH--Rehousing (CHG)
19546
531488
C
NA
No
7
355460
RRH
Catholic Charities
CC Partnership--RRH--Rehousing (ESG)
19635
531488
C
NA
No
0
355493
RRH
Catholic Charities
CC--RRH--Priority Spokane
19657
531488
C
NA
No
25
355483
RRH
Catholic Charities
CC--RRH--WA0288--Rapid Rehousing
19632
531488
C
NA
No
0
355495
RRH
Catholic Charities
CC--RRH--WA0302--Rapid Rehousing for Families
19639
531488
C
NA
No
11
355494
RRH
Catholic Charities
CC--RRH--WA0353--RRH for HH with Children
19654
531488
C
NA
No
4
355484
RRH
Goodwill Industries
GI--RRH--HEN Rapid Rehousing
19640
531488
C
NA
No
121
355516
RRH
Goodwill Industries
GI--RRH--ReEntry Initiative
19680
539063
C
NA
No
26
384683
RRH
Goodwill Industries
GI--RRH--SSVF
19705
531488
C
NA
No
124
386260
RRH
SNAP
SNAP--RRH--CHG Youth (164Y)
19696
531488
C
NA
No
6
355497
RRH
SNAP
SNAP--RRH--City CHG (164)
19661
531488
C
NA
No
10
355496
RRH
SNAP
SNAP--RRH--ESG RRH (174)
19669
531488
C
NA
No
0
386362
RRH
SNAP
SNAP--RRH--Relocation Assistance Program (106)
19665
531488
C
NA
No
1
355466
RRH
SNAP
SNAP--RRH--WA0119--Small Cities (158)
19569
539063
C
NA
No
9
Page 36 of 49
355487
RRH
SNAP
SNAP--RRH--WA0122--General RRH (159)
19293
531488
C
NA
No
5
355505
RRH
SNAP
SNAP--RRH--WA0331--Singles Only (175)
19662
531488
C
NA
No
18
355498
RRH
SNAP
SNAP--RRH--YAHP
19663
531488
C
NA
No
7
355499
RRH
Spokane County
County--RRH--CHG RRH
19646
539063
C
NA
No
19
355480
RRH
Spokane County
County--RRH--Homeless Student Program
19611
539063
C
NA
No
11
355515
RRH
Spokane County
County--RRH--Singles RRH (179)
19685
539063
C
NA
No
8
355446
RRH
Volunteers of America
VOA--RRH--IYHP
19257
531488
C
NA
No
14
386267
RRH
YWCA
YWCA--RRH--Housing Assistance Program
19690
531488
C
DV
Yes
12
355462
TH
Catholic Charities
CC--TH--WA0109--SMS
19285
531488
C
NA
No
24
355502
TH
Naomi
Naomi--TH--Naomi Transitional Housing
19595
539063
C
NA
No
23
355459
TH
SNAP
SNAP--TH--WA0113--Comprehensive Youth Hsg (168)
19682
531488
C
NA
No
7
355506
TH
SNAP
SNAP--TH--YAHP
19664
531488
C
NA
No
1
355456
TH
The Salvation Army
TSA--TH--Stepping Stones
19305
531488
C
NA
No
90
355469
TH
Transitions
Transitions--TH--Miryams House
19300
531488
C
NA
No
8
355492
TH
Transitions
Transitions--TH--Private Fund--Miryam's House
19671
531488
C
NA
No
1
355507
TH
Transitions
Transitions--TH--Private Fund --TLC
19695
531488
C
NA
No
18
355448
TH
Transitions
Transitions--TH--TLC
19301
531488
C
NA
No
24
355463
TH
Union Gospel Mission
UGM--TH--Anna Ogden Hall
19585
531488
C
NA
No
44
355468
TH
Volunteers of America
VOA--TH--Bridge Housing
19693
531488
C
NA
No
6
355508
TH
Volunteers of America
VOA--TH--Expansion Project (THE)
19687
531488
C
NA
No
5
355476
TH
Volunteers of America
VOA--TH--Service Intensive
19694
531488
C
NA
No
5
386263
TH
Volunteers of America
VOA--TH--Service Intensive 19
19707
531488
C
NA
No
11
355451
TH
Volunteers of America
VOA--TH--WA0113--Aston-Bleck
19317
531488
C
NA
No
10
355474
TH
Volunteers of America
VOA--TH--WA0126--Alexandria's House
19319
531488
C
NA
No
10
386266
TH
Volunteers of America
VOA--TH--YAHP
19699
531488
C
NA
No
8
3109
Page 37 of 49
10. Attachment 2
Spokane county
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Page 38 of 49
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Page 39 of 49
11.Attachment 3
Performance Management Plan
Spokane City/County Continuum of Care
5-Year Performance Management Plan
City of Spokane
Community, Housing, and Human Services
Updated November 2019
Page 40 of 49
Spokane City/County Continuum of Care
Performance Management Plan
Table of Contents
Introduction 42
Background 42
Basics of Performance Measurement 42
System Performance Targets 42
Minimum Performance Standards 42
Setting Performance Objectives 42
Monitoring Project and System Performance 43
Quarterly Performance Reporting 43
Annual Performance Review 43
Victim Services Providers 43
Sharing QPR Data 43
Corrective Action Planning 43
System -Level Performance Reporting 44
Implementing the Performance Management Plan 44
Providers' Responsibilities and Meeting Performance Objectives 44
Ensure HMIS Data Quality 44
Run and Review Quarterly Project Report 44
Develop Internal Improvement Plans as Needed 45
Participate in Corrective Action Plan as Required 45
Spokane City/County CoC Project Performance Objectives 45
Page 41 of 49
Introduction
The Spokane City/County Continuum of Care (CoC) Performance Management Plan identifies minimum
performance expectations and system performance targets for the CoC and outlines how performance is
measured and monitored.
This plan should help homeless assistance projects in managing their performance and ensuring access to
ongoing funding.
Background
The CoC's geographic area includes the entirety of Spokane County. The City of Spokane's Community,
Housing, and Human Services (CHHS) Department serves as the Collaborative Applicant for the
Department of Housing and Urban Development (HUD) Continuum of Care grant, the lead grantee for the
Department of Commerce Consolidated Homeless Grant (CHG), and sits as the City's representative on
the CoC Board.
The CoC's Funding and RFP Committee updates this plan annually.
Basics of Performance Measurement
System Performance Targets
For Spokane City/County CoC purposes, the system is defined as all publicly funded homeless services
projects operating within the geography of the CoC. Measuring performance of the system is important,
as it helps us understand how well we are doing at addressing and ending homelessness. Additionally, it
can help our community identify areas of the system that could be replicated or may need improvement.
Lastly, as part of the CoC Program regulations, HUD is requiring that all CoCs monitor the performance of
their system. In order to drive better outcomes for participants in the homeless system and to achieve the
goal of ending homelessness for all populations, the Spokane City/County CoC has set 5-year system
targets for all performance measures deemed key indicators of high performing systems. All projects
within the homeless system are expected to make progress towards the system targets for all applicable
project performance measures.
Minimum Performance Standards
Measuring the performance of homeless assistance projects is critical for a number of reasons. It helps us
understand how well projects are doing at ending homelessness, as well as what issues projects may need
to improve upon. It helps us identify project types/models that may be more successful at ending
homelessness than others. Additionally, HUD, the WA State Department of Commerce, and other key
funders require project performance reporting and monitoring. In order to help drive system
performance, the Spokane City/County CoC has set minimum performance standards that funded
projects are expected to maintain over the course of the 5-year award period.
Setting Performance Objectives
The CoC Funding and RFP Committee charged the CHHS Department with creating this Performance
Management Plan, including setting the minimum performance standards and system performance
targets, in order to establish a system performance improvement strategy for the CoC and an annual
review process for projects funded under the City's 5-year RFP. CHHS staff considered HUD's project
performance objectives and system performance measures, Commerce's system performance
expectations, and Spokane City/County projects' combined performance on those objectives in
Page 42 of 49
determining where to set minimum standards and system targets for the CoC's project portfolio. CHHS
reviewed current projects' performance, as well as anecdotal community and project information, to help
determine what goal to set.
Monitoring Project and System Performance
Quarterly Performance Reporting
Homeless assistance projects' performance is monitored on a quarterly basis via the Homeless
Management Information System (HMIS) generated Quarterly Performance Report (QPR). The QPR
provides project -level performance information for each measure listed in this plan and is shared with the
CoC Board and funded providers each quarter.
The QPR is meant to be generated from HMIS after the end of each quarter; however, it is available for
agencies to run and review at any time for a custom performance period. Providers should be sure their
HMIS data has been fully updated and is accurate prior to the generation of each report. The quarters are
as follows:
• First Quarter = July 1— September 30
o Reports performance data for first quarter
• Second Quarter =July 1 — December 31
o Reports performance data for first and second quarters
• Third Quarter = July 1— March 31
o Reports performance data for first, second, and third quarters
• Fourth Quarter = July 1—June 30
o Reports performance data for the full year
All projects should review their quarterly performance data and contact CHHS with any questions or
concerns. Projects that consistently fail to meet project performance objectives should develop internal
plans and processes for improvement.
Annual Performance Review
On an annual basis, the CoC's Funding and RFP Committee will review performance data from the past
award year (July to June) and make recommendations to CHHS and the CoC Board regarding monitoring
plans and funding allocations/reallocations.
Victim Services Providers
Domestic Violence (DV) victim services providers are not required to participate in HMIS but must
maintain a comparable database. While victim service providers do not have their performance data
generated out of HMIS via the QPR, all funded DV providers will be required to submit performance data
to CHHS staff as requested for annual project evaluation, funding application, or monitoring purposes.
Sharing QPR Data
Each quarter, project QPRs submitted to CHHS will be posted on the CHHS website for all funded projects
within 45 days of the end of the quarter. CHHS staff will work with providers to ensure that all
performance data to be shared with the public is accurate as possible. Performance narratives will be
included in the posted dashboard for each project.
Corrective Action Planning
Projects that fail to maintain minimum performance standards or make progress towards system
performance targets (outlined in the performance improvement timeline section of each CHHS grant
Page 43 of 49
agreement) for at least one year will be required to participate in a Corrective Action Planning (CAP)
process. Ongoing poor performance could ultimately result in the loss or reduction of funding. More
detail on the CAP process can be found in the Corrective Action Plan Guide.
System -Level Performance Reporting
The system -level performance will be reported on annually to the CoC Board in accordance with the HUD
System Performance Measures (SPM) Report. Please note that not all performance measures outlined in
this planned are included in the SPM.
Implementing the Performance Management Plan
CHHS staff are responsible for implementing this Performance Management Plan on behalf of the
Spokane City/County CoC. Implementation involves working with HMIS staff and providers to publicly
share the QPR, reviewing all data therein, and sharing project and system performance information with
the CoC on a quarterly basis. In reviewing quarterly and annual project performance information, CHHS
staff will also work with the Spokane City/County CoC Funding and RFP Committee to identify any
consistently under -performing projects and target them for CAP development as needed. The CHHS staff
will report on system performance on the measures in this plan at least annually.
In addition to monitoring project and system performance, CHHS staff work with the Spokane City/County
CoC Funding and RFP Committee to annually review and update the Performance Management Plan
measures and goals.
Providers' Responsibilities and Meeting Performance Objectives
Ensure HMIS Data Quality
Because the QPRs used to monitor project performance are generated from HMIS, it is critical that HMIS
data be accurate, timely, and complete. To this end, it is essential that providers adhere to the data
quality standards outlined in the Spokane HMIS Data Quality Plan. All data entered into the CoC's HMIS
shall be a reflection of information provided by the client, as documented by the intake worker or
otherwise updated by the client and documented for reference. All required data elements for each
program type must be entered by the 5th day of the following month (including weekends and holidays)
for all client activity during the preceding month. The percentage of required data elements identified, as
'missing /data not collected' should be no more than 1%, depending on project type and data element.
Average rates of 'client doesn't know' or 'client refused' must adhere to the acceptable average
determined for the project type as set by the HMIS Committee. For a comprehensive outline of data
quality expectations for participation in the CoC's HMIS, please see the Spokane HMIS Data Quality Plan.
Run and Review Quarterly Project Report
To help homeless providers manage their performance on the objectives laid out in this Performance
Management Plan, HMIS staff have made the QPR available to providers. The QPR provides detailed
information about a project's performance on all the objectives in this plan including client -level data.
Providers can run the QPR on their projects using HMIS whenever they like in order to better understand
in real-time how they performed on all the objectives in this Performance Management Plan. At a
minimum, though, providers are required to run the QPR on a quarterly basis and to submit the report to
CHHS staff within 15 days of the end of the quarter. Submissions shall be accompanied by a brief
narrative overview explaining quarterly outcomes for each performance measure inclusive of steps taken
during the quarter to improve performance, external factors that influenced performance during the
Page 44 of 49
quarter, and planned actions to improve or maintain high performance in the following quarter. This
narrative is an opportunity to highlight challenges faced by the project, areas of success (particularly
those which be replicable by other providers), and to address steps for performance improvement.
Performance narratives will be included in the published report for all projects.
Develop Internal Improvement Plans as Needed
Providers should monitor their own performance on all project performance objectives on, at minimum, a
quarterly basis. If providers notice in the QPR that they are not meeting an objective, it is their
responsibility to develop internal plans to address the poor performance and they should ensure that
improvement is made. As previously mentioned, projects that fail to meet an objective for at least one
year may be targeted for development of a CAP. Once on a CAP, a project runs the risk of losing renewal
funding if they are not able to improve their performance within a specific timeframe. Ensuring that
project performance objectives are met will keep projects from being targeted for CAP development.
Participate in Corrective Action Plan as Required
As mentioned previously, projects that fail to maintain minimum performance standards or to make
adequate progress towards system performance targets for at least one year may be required to
participate in a CAP. Ongoing poor performance, or failure to fully participate in the CAP, could ultimately
result in the loss or reduction of funding. More details on the CAP process can be found in the Corrective
Action Plan Guide.
Spokane City/County CoC Project Performance Objectives
The following are the project performance objectives for Spokane City/County CoC homeless assistance
projects. The goals apply to all CoC-funded homeless projects and all City -funded emergency shelters,
rapid re -housing, transitional housing, diversion, street outreach, and permanent supportive housing
projects. Generally, overflow and seasonal emergency shelters are exempt from the performance
standards.
Projects that are newly funded under the 5-year RFP or whose baseline performance prior to the 5-year
award period does not meet the minimum performance standards will have two years to achieve the
minimum performance expectations outlined below. Projects that do not meet minimum performance
standards by the end of the first year of the 5-year award period will be required to develop a Corrective
Action Plan (CAP). Projects that do not meet minimum performance standards or fail to fully participate in
the CAP by the end of the second year of the 5-year award period may face a loss or reduction of funding.
Projects funded under the 5-Year RFP whose baseline performance prior to the 5-year award period are
required to make annual progress towards the 5-year system performance targets in accordance with the
performance improvement timeline outlined in the project's grant agreement. Projects that fail to meet
annual performance milestones may be required to develop a CAP.
Page 45 of 49
Homelessness Diversion Projects Performance Measures
Measure
Minimum Performance Standard
System Performance Target
Exits to Permanent
Housing
At least 88% of persons in Homeless
Diversion projects exit to permanent
housing at program exit.
At least 95% of persons in Homeless
Diversion projects exit to permanent
housing at program exit
Returns to Homelessness
Diversion projects will have no more than
6% of persons who exited to permanent
housing return to homelessness within
two years of exit
Diversion projects will have no more than
3% of persons who exited to permanent
housing return to homelessness within
two years of exit
Street Outreach Projects Performance Measures
Measure
Minimum Performance Standard
System Performance Target
Exits to Permanent
Housing
(SPM Metric 7a.1)
At least 40% of persons in Street
Outreach (SO) projects will move into
permanent housing at exit.
At least 50% of persons in Street
Outreach (SO) projects will move into
permanent housing at exit
Exits to Temporary or
Institutional Settings
(SPM Metric 7a.1)
At least 25% of persons in SO projects
will move to certain temporary and
institutional settings at program exit
At least 30% of persons in SO projects
will move to certain temporary and
institutional settings at program exit
Successful Exits from
Street Outreach
(SPM Metric 7a.1)
At least 65% of persons in SO projects
will move into permanent housing or to
certain temporary and institutional
settings at program exit
At least 80% of persons in SO projects
will move into permanent housing or to
certain temporary and institutional
settings at program exit
Returns to Homelessness
(SPM Metric 2b)
SO projects will have no more than 20%
of adults who exited to permanent
housing return to homelessness within
two years of exit
SO projects will have no more than 10%
of adults who exited to permanent
housing return homelessness within
two years of exit
Average Length of Time
to Date of Engagement
The average length of time for persons
enrolled in SO projects between
enrollment and the person's date of
engagement shall be no greater than 60
days
The average length of time for persons
enrolled in SO projects between
enrollment and the person's date of
engagement shall be no greater than 30
days
Serving those with the
Long Lengths of
Homelessness
At least 64% of persons served by SO
projects will have lengths of
homelessness greater than 12 months
At least 75% of persons served by SO
projects will have lengths of
homelessness greater than 12 months
Page 46 of 49
Night -by -night Emergency Shelter Projects Performance Measures
Measure
Minimum Performance Standard
System Performance Target
Length of Time
Homeless in ES
(SPM Metric 1a.1)
Emergency Shelter (ES) projects will
have an average length of stay of no
more than 90 days
Emergency Shelter (ES) projects will have
an average length of stay of no more
than 30 days
Exits to Permanent
Housing
(SPM Metric 7b.1)
At least 40% of persons in ES projects
will move into permanent housing at
exit
At least 50% of persons in ES projects
will move into permanent housing at
exit
Returns to
Homelessness
(SPM Metric 2b)
ES projects will have no more than 20% of
adults who exited to permanent housing
return to homelessness within two years
of exit
ES projects will have no more than 10%
of adults who exited to permanent
housing return to homelessness within
two years of exit
Average Length of Time
to Date of Engagement
The average length of time for persons
enrolled in ES projects between
enrollment and the person's date of
engagement shall be no greater than 30
days
The average length of time for persons
enrolled in ES projects between
enrollment and the person's date of
engagement shall be no greater than 10
days
Continuous Stay Emergency Shelter Projects Performance Measures
Measure
Minimum Performance Standard
System Performance Target
Length of Time Homeless
in ES
(SPM Metric 1a.1)
Emergency Shelter (ES) projects will have
an average length of stay of no more than
90 days
Emergency Shelter (ES) projects will have
an average length of stay of no more than
30 days
Exits to Permanent
Housing
(SPM Metric 7b.1)
At least 55% of persons in ES projects will
move into permanent housing at exit
At least 80% of persons in ES projects will
move into permanent housing at exit
Returns to Homelessness
(SPM Metric 2b)
ES projects will have no more than 20% of
adults who exited to permanent housing
return to homelessness within two years
of exit
ES projects will have no more than 10% of
adults who exited to permanent housing
return to homelessness within two years
of exit
Average Rate of
Utilization
The average numbers of persons enrolled
in ES projects per night will represent no
less than the 85% of projects' total bed
inventory
The average numbers of persons enrolled
in ES projects per night will represent no
less than the 95% of projects' total bed
inventory
Page 47 of 49
Transitional Housing Projects Performance Measures
Measure
Minimum Performance Standard
System Performance Target
Length of Time Homeless
in TH
(SPM Metric 1a.2)
Transitional Housing (TH) projects will
have an average length of stay of no more
than 160 days (270 for youth and young
adult projects)
Transitional Housing (TH) projects will
have an average length of stay of no more
than 90 days (120 for youth and young
adult projects)
Exits to Permanent
Housing
(SPM Metric 7b.1)
At least 55% of persons in TH projects will
move into permanent housing at exit
At least 80% of persons in TH projects will
move into permanent housing at exit
Employment and Income
Growth
(SPM Metric 4.6)
At least 35% of persons in TH projects will
gain or increase employment or non-
employment cash income or at exit
At least 50% of persons in TH projects will
gain or increase employment or non-
employment cash income or at exit
Returns to Homelessness
(SPM Metric 2b)
TH projects will have no more than 10% of
adults who exited to permanent housing
return to homelessness within two years
of exit
TH projects will have no more than 5% of
adults who exited to permanent housing
return to homelessness within two years
of exit
Average Rate of
Utilization
The average numbers of persons enrolled
in TH projects per night will represent no
less than the 85% of projects' total bed
inventory
The average numbers of persons enrolled
in TH projects per night will represent no
less than the 95% of projects' total bed
inventory
Rapid Re -Housing Projects Performance Measures
Measure
Minimum Performance Standard
System Performance Target
Rapid Placement
into Permanent
Housing
RRH projects will place persons into
permanent housing within 30 days of
project entry
RRH projects will place persons into
permanent housing within 20 days of
project entry
Exits to Permanent
Housing
(SPM Metric 7b.1)
At least 70% of persons entering RRH
projects will remain in permanent housing
at exit
At least 80% of persons entering RRH
projects will remain in permanent housing
at exit
Employment and Income
Growth
(SPM Metric 4.6)
At least 20% of persons in RRH projects
will gain or increase employment or non-
employment cash income or at exit
At least 40% of persons in RRH projects
will gain or increase employment or non-
employment cash income at exit
Returns to
Homelessness
(SPM Metric 2b)
RRH projects will have no more than 10%
of adults who exited to permanent
housing return to homelessness within
two years of exit
RRH projects will have no more than 5% of
adults who exited to permanent housing
return to homelessness within two years
of exit
Page 48 of 49
Permanent Supportive Housing/Other Permanent Housing Projects Performance Measures
Measure
Minimum Performance Standard
System Performance Target
Exits to or Retention of
Permanent Housing
(SPM Metric 7b.2)
At least 93% of housed persons remain in
Permanent Supportive Housing (PSH)
project or exit to permanent housing (PH)
as of the end of the reporting period or at
program exit
At least 95% of housed persons remain in
Permanent Supportive Housing (PSH)
project or exit to permanent housing (PH)
as of the end of the reporting period or at
program exit
Employment and Income
Growth for Stayers
(SPM Metric 4.3)
At least 50% of persons entering a PSH
project will gain or increase employment
or non- employment cash income during
the reporting period or at annual
assessment
At least 55% of persons entering a PSH
project will gain or increase employment
or non- employment cash income during
the reporting period or at annual
assessment
Employment and Income
Growth for Leavers
(SPM Metric 4.6)
At least 45% of persons entering a PSH
project will gain or increase employment
or non- employment cash income at exit
At least 50% of persons entering a PSH
project will gain or increase employment
or non- employment cash income at exit
Returns to Homelessness
(SPM Metric 2b)
PSH projects will have no more than 5% of
adults who exited to permanent housing
return to homelessness within two years
of exit
PSH projects will have no more than 3% of
adults who exited to permanent housing
return to homelessness within two years of
exit
Average Rate of
Utilization
The average numbers of persons enrolled
in PSH projects per night will represent no
less than the 85% of projects' total bed
inventory
The average numbers of persons enrolled
in PSH projects per night will represent no
less than the 95% of projects' total bed
inventory
Regional Project Charter
Spokane County
SP
Spokane Valley
Project Title: Regional Bridge Housing Center: "The Way Out Center"
Revised 06/11/20
Business Case Justification:
Homelessness in the Spokane Region is bigger than any one entity is able to address alone. The shelter system consists
community -provided assistance to vulnerable individuals spanning from drop -in emergency overnight placement and
warming centers, to life readiness locations, also called "bridge services", to supportive housing vouchers. The desire is
for those, once homeless, to experience a life-long change to live independently within a community. This type of large
scale impact may only be realized through a collection of closely aligned efforts, versus standalone initiatives, within a
portfolio of projects aligned with regional strategic goals.
Additionally, with the COVID-19 pandemic, new elements have been introduced to this project to ensure long-term
provisioning and capacity for healthy sheltering, physical distancing and isolation capacity.
At present, a gap exists in our shelter system for continuous stay options among homeless adults without children. The
Bridge Housing model has been used for other population groups with verified, metric -based outcome successes'. This
effort is the beginning of a larger initiative to construct effective, efficient, sustainable and accountable enhancements
to our regional system intended to specially address:
• Coordinated and consolidated fiscal resources aligned at the regional -level solutions (versus municipal bed
count)
• Establish public -private partnerships for funding
• Alignment with the Regional 5 Year Strategic Plan for Homelessness submitted to the WA State Department of
Commerce2
• Regional oversight with decision making and funding authority
Shelter System Focus Warming Center Overnight Day Center Conitinious Stay Supportive Housing Healthy Sheltering Index
Youth (up to 24 yrs)
Families
Women Only
Adult (24 yrs and older)
Project Manager:
Ariane Schmidt, Regional Project Manager
Project Focus
Project Team:
Tim Sigler*, City of Spokane Community, Housing & Human Services (CHHS)
Director
Tija Danzig*, City of Spokane CHHS Senior Manager
Scott Rasmussen*, City of Spokane CHHS Housing Program Manager
Tim Crowley*, Spokane County Housing and Community Development
(CHSCD) Program Manager
Morgan Koudelka*, City of Spokane Valley Senior Administrative The
Kenneth Perine*, The Salvation Army of Spokane
Gary Redden*, The Salvation Army of Spokane
Kristine Ruggles*, The Salvation Army of Spokane
Aerial Anderson
1
Project Team
High
Low
Medium
Medium
Advisory Committees
Subject Matter Experts - SMEs
Stakeholders
1- https://my.spokanecity.org/endinghomelessness/about/coc/
2- Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness (adopted December 2019)
Regional Project Charter
Spokane County
SPOKANE
Pl1 slp tN
] Spokan
p Vaelley
Subject Matter Experts (SMEs):
Kathleen Torella, CHSCD and BH-ASO Director
David Lewis, City of Spokane HMIS Manager
Megan Phillips*, Spokane Fire Marshall
David Singley*, Captain Spokane Police Department Downtown Precinct
Spokane Valley Fire Department (TBD)
Dave Ellis*, Spokane Sheriff's Office/Spokane Valley Police Department
Garcia, Luis*, City of Spokane Code Enforcement
Alison Poulsen, Better Health Together
Pam Tietz, Spokane Housing Authority and Spokane Continuum of Care Board Chair
Mark Richards, Downtown Business Partnership (DSP)
Tom Hormel, Spokane County HCDAC Advisory Board Member
Rusty Barnett*, Community Member
Consideration for additional lived experience representative(s)
*Also on site selection recommendation committee.
Project Objectives and Deliverables:
Objectives:
1. Assess and recommend a Bridge Housing location options that meet the needs of the partner entities
2. Assess and recommend service options within the Bridge Housing Center
3. Assess estimated new (or shifted) capacity at drop -in emergency shelters
4. Document the needs of the partner entities in a regional system
Deliverables include:
1. Purchase and site readiness
2. Construct of an Operating Proforma including Memorandums of Understanding (MOU) between partner entities
for capital and operating contributions
3. Documentation and visual for the system continuum, including local, WA State and Federal touchpoints
4. Contract with Provider(s)
5. Center operational before the cold weather season of 2020
Project Scope (Boundaries):
The center will operate for approximately sixty (60) individuals. The individuals will come to the center based on a
referral basis. Ongoing case managed care, life readiness skill as well as living space will be included in the operational
model. Individuals will stay at the center for approximately 30-90 days prior to moving on to supportive or independent
housing.
Project Assumptions and Risks:
Assumptions:
- A location will be selected.
Additional capacity at drop -in emergency shelters will be available to individuals throughout Spokane County.
A sustainable funding model will rely on public, private partnerships
2
Regional Project Charter
Risks:
Spokane County
SPOI�AIVE
ni >valley
\i
Funding will be tied to defines, outcome based metrics for accountability for contracted providers and local
government entities
The strategies of this project will align with the five (5) years strategic plan for homelessness adopted by
Spokane County, City of Spokane and Spokane Valley
An agreed upon location cannot be determined by stakeholders
Local Government partnerships do not materialize
Private partnerships do not materialize
Insufficient capital funding is allocated
Capacity allocation continues to be municipality "bed county" divine
Project Budget:
Capital
1. City of Spokane: $1.9M of City CDBG funds under consideration for this purpose
2. Spokane County/Valley: $1.5M of County/Valley CDBG funds could be considered with confirmation from the
Valley.
Operating
1. City of Spokane $1.9M over five (5) years
2. Spokane County (includes Spokane Valley) $1.9M over (5) years
3. Avista Foundation partnerships $1.9M over five (5) years
Project Timeline:
•Location
Selected
•Needed Captial
Funding Secured
•Project Chaarter
Authorized
•DRAFT Operating
Proforma
Additional Key Stakeholders:
City of Spokane Council
City of Spokane Valley City Council
Avista Utilities
Downtown Business Partnership
Veterans Administration
HUD
•Pogressive
Design Build RFP
•Construction
•Finalize
Operating
Proforma
*Confirm
Outcome
Metrics
3
•Site Readiness
•Intake
Requirements
and Capcility
Shifting for
Emergency
Shelters
•Open for Cold
Weather Season
Regional Project Charter
Project Sponsor Approval:
June 17, 2020
Josh Kerns, Spokane County Commissioner District 1
Mary Kuney, Spokane County Commissioner District 2
Al French, Spokane County Commissioner District 3
Nadine Woodward, City of Spokane Mayor
Ben Wick, City of Spokane Valley Mayor
Breean Beggs, City of Spokane Council President
Latisha Hill, Avista Foundation
Spokane County
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: June 16, 2020
Check all that apply: ❑ consent ❑ old business
❑ information ® admin. report
Department Director Approval:
❑ new business ❑ public hearing
❑ pending legislation ❑ executive session
AGENDA ITEM TITLE: Aging & Long Term Care of Eastern Washington
GOVERNING LEGISLATION:
PREVIOUS COUNCIL ACTION TAKEN:
BACKGROUND: Aging & Long Term Care of Eastern Washington's Executive Director Lynn
Kimball will give an update on her agency.
OPTIONS: Discussion
RECOMMENDED ACTION OR MOTION: Discussion
BUDGET/FINANCIAL IMPACTS: n/a
STAFF CONTACT:
ATTACHMENTS: PowerPoint
Agingg
TNG
ERM care
OF EASTERN WASHINGTON
Lynn Kimball, Executive Director
June 16, 2020
1222 N. Post St. I Spokane, WA 99201 I TEL 509-458-2509
FAX 509-458-2003
WWW.ALTCEW.ORG
ADVOCACY. ACTION . ANSWERS.
SERVING: Northern Ferry, Pend Oreille, Spokane, Stevens & Whitman counties
1
Aging& Who We Are
TERM Care
OF EASTERN WASHINGTON
• We help older adults and people living with
disabilities stay at home
• Serve Ferry, Stevens, Pend Oreille, Spokane and
Whitman counties
• Services are provided with support from the City of
Spokane Valley and other local government partners
WWW.ALTCEW.ORG
ADVOCACY. ACTION . ANSWERS.
Aging& TERM Care COVID-19 Impacts
OF EASTERN WASHINGTON
• Increased demand for services
• Services being provided by phone or with social
distancing wherever possible
• All services continue to operate
• Adding new services and expanding existing services
to meet community need
WWW.ALTCEW.ORG
ADVOCACY. ACTION . ANSWERS.
Aging Community Living
NG
T�ERMCare Connections HelpLine
OF EASTERN WASHINGTON
(509) 960-7281
• We help older adults and their family members
connect to resources in the community
• We help identify needs and build a plan
• We help people access public benefits and navigate
the process
W W W.ALTCE W.ORG
ADVOCACY. ACTION . ANSWERS.
Agingg
LONG Our Services — Spokane Valley
TERM dare
OF EASTERN WASHINGTON
Community Living Connections
• Information, Assistance and Referral
• Options Counseling
• Senior Reassurance Calls
Senior Services
• Adult Day Care and Day Health
• Bathing Assistance
• Fall Prevention Classes
• Group Meal Sites
• Home Delivered Meals
• Legal Assistance
• Minor Home Repair
• Farmer's Market Vouchers
Caregivers and Families
• Family Caregiver Support
• Kinship Caregiver Support
• Kinship Navigator
Community Services
• Medicare and Public Insurance
Counseling
• Care Coordination
• Medicaid In -Home Case
• Veteran's Directed Home Care
• Long Term Care Ombudsman
Aging&
LONG TERM care Our Partners in Spokane
OF EASTERN WASHINGTON
• Greater Spokane County Meals on Wheels
• Frontier Behavioral Health - Elder Services
• Spokane Neighborhood Action Partners (SNAP)
• Catholic Charities of Eastern Washington
• University Legal Assistance
• Family Resource Home Care
• Providence Adult Day Health
• Medicaid Home Care Agencies: 11 businesses
• Medicaid Support Services: 45 businesses
W W W.ALTCE W.ORG
ADVOCACY. ACTION . ANSWERS.
Aging&
LONG
TERM
OF EASTERN WASHINGTON
Senior HelpLine: (509) 960-7281
Office: (509) 458-2509
Email: action@altcew.org
Website: www.altcew.org
1222 N. Post St. I Spokane, WA 992o1
TEL 509-458-2509 I FAX 509-458-2003
WWW.ALTCEW.ORG
ADVOCACY. ACTION . ANSWERS.
SERVING: Northern Ferry, Pend Oreille, Spokane, Stevens & Whitman counties
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: June 16, 2020 Department Director Approval: El
Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information ® admin. report ❑ pending legislation ❑ executive session
AGENDA ITEM TITLE: COVID-19 Impact on Parks and Recreation Summer Programs
GOVERNING LEGISLATION: N/A.
PREVIOUS COUNCIL ACTION TAKEN: City Council approved the 2020 Parks and Recreation
Department budget on November 12, 2019.
BACKGROUND: No one could have predicted COVID-19 or its impact on the State of
Washington. Presently, the Parks and Recreation Department finds itself facing tough decisions
related to our pool and recreation programs. We are facing the challenge of providing these
activities amid a wide variety of orders, restrictions, requirements, and guidelines from the
Governor as well as State and Local Health Officials. Key COVID-19 dates include:
• March 14, 2020, the first confirmed cases of COVID-19 were identified in Spokane County.
• March 19, 2020, the Local Health Officer issued an order requiring "public" playgrounds and
playground equipment be closed to public use.
• March 20, 2020 a state of emergency within Spokane County due to COVID-19 was
declared.
• On March 25, 2020, Governor Inslee Imposed a Stay Home, Stay Healthy order that lasted
through the end of May.
• On May 1, 2020, the Governor announced Washington's Phased Approach plan. This plan
outlined what activities, programs and gatherings could take place in each phase.
• Phase 1 began on May 5, 2020 for Spokane County.
• Phase 2 begin on May 22, 2020 for Spokane County.
Staff is now anticipating Phase 3, which would allow outdoor group activities of up to 50 people.
While this limitation places challenges on our staff to provide services similar to past years, we
feel confident that we can provide revised or alternate programming for our citizens when
Spokane County reaches Phase 3. We have been working closely with the City of Spokane and
Spokane County on aquatic issues in an effort to be consistent. Staff will be presenting an
aquatic program for a four, six, or eight -week season and an alternate program that would
replace our typical summer day camp. Staff will be seeking consensus from the City Council as
to whether or not we proceed with our proposed programming this summer.
OPTIONS: Council discussion.
RECOMMENDED ACTION OR MOTION: Seeking City Council consensus to proceed with a
modified swimming pool season and a replacement program for the Summer Day Camp
program.
BUDGET/FINANCIAL IMPACTS: There will be no additional financial impacts for these
modifications as the anticipated expenditures will be within our existing 2020 Parks and
Recreation Department budget.
STAFF CONTACT: Michael D. Stone, CPRP, Director of Parks and Recreation; Tina
Gregerson, Recreation Coordinator
ATTACHMENTS: PowerPoint Presentation; Washington's Phased Approach Guide
IMPACT OF COVID-1 9 ON
PARKS AND RECREATION
SUMMER PROGRAMS
2020 PARKS AND RECREATION PROGRAMS
AQUATICS
• OVERVIEW
• MODIFIED PROGRAMS, OPERATIONS &
SCHEDULES
• FINANCIAL IMPACTS
• REGIONAL FACILITIES
• PROS & CONS
RECREATION PROGRAMS
• SUMMER DAY CAMPS
• PARK PROGRAMS
• OUTDOOR MOVIES
• ANNUAL EVENTS
0)
SPOKANE VALLEY
AQUATICS
2020 COVID-1 9 IMPACTS
FACILITIES OVERVIEW
THE SPOKANE VALLEY OWNS AND OPERATES THREE SEASONAL POOLS.
PARK ROAD POOL, TERRACE VIEW POOL, & VALLEY MISSION POOL
Spokane Valley contracts with the Spokane Valley YMCA to operate and maintain the pools.
4
2020 AQUATICS & COVID-1 9 GUIDELINES
FACILITY CAPACITY
PHASE 3 ALLOWS PUBLIC POOLS TO OPEN
Limits capacity per facility to 50 people (staff
and patrons), which is 25% of typical facility
capacity which is 200 patrons + staff.
SCENARIOS PROPOSED
4 week season / 6 week season / 8 week season
Proposed seasons will run within the 2020
aquatics budget. No additional budget funds
will be required.
MODIFIED PROGRAMMING
To comply with Washington State Department of Health
mandates and CDC guidelines, our daily operational model
would change.
• Closure of some Feature Pools
(Terrace View Lazy River and Park Road Pool Slide)
• Swim Lessons Canceled
• Shortened Open Swim Sessions
6
VALLEY YMCA MODIFIED OPERATIONS
• Dedicated staff for screening swimmers as they enter (possible
temperature checks).
• Dedicated staff for monitoring / enforcing physical distancing.
• Dedicated staff for sanitizing locker rooms and other high touch areas.
• COVID-1 9 expenditures (PPE, sneeze guards, sanitization, signs).
Staff hours normally budgeted for Swim Lessons and full capacity use of
pools will be re -tasked to the screening, monitoring and sanitizing duties
listed above.
7
ALTERED POOL SCHEDULE FOR 2020
• LAP SWIM*
• OPEN SWIM — SHORTENED SESSIONS (1.5 HOUR PER SESSION)
TYPICAL OPEN SWIM SESSIONS ARE 4.5 HOURS
• SWIM TEAM (NO SWIM MEETS)
• WATER EXERCISE*
All programs would comply with CDC and regional Department of
Health recommendations of social distancing and staggering
drop-off/pick up times for programming.
*Besides the reduction in season length, lap swim and water exercise will not experience reduced programming.
8
Terrace View Pool Schedule
MONDAY
�' � iAY
WEDNESDAY
THURSDAY
FRIDAY
SAT
SUN
7AM
Swim Team
Swim Team
Swim Team
Swim Team
In-service
7:30AM
8AM
Swim Team
Swim Team
Swim Team
Swim Team
8:30AM
9AM
Swim Team
Swim Team
Swim Team
Swim Team
9:30AM
10AM
Swim Team
Swim Team
Swim Team
Swim Team
10:30AM
11AM
11:30AM
Water Exercise
Water Exercise
Water Exercise
Water Exercise
Water Exercise
Open Swim
12PM
12:30PM
1PM
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
1:30PM
Open Swim
2PM
2:30PM
3PM
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
3:30PM
Open Swim
4PM
4:30PM
5PM
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
5:30PM
6PM
6:30PM
Valley Mission and Pai r\
Pool Schedule
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
SAT
SUN
7AM
Swim Team
Swim Team
Swim Team
Swim Team
In-service
7:30AM
SAM
Swim Team
Swim Team
Swim Team
Swim Team
8:30AM
9AM
Swim Team
Swim Team
Swim Team
Swim Team
9:30AM
10AM
Swim Team
Swim Team
Swim Team
Swim Team
10:30AM
11AM
11:30AM
Lap Swim
Lap Swim
Lap Swim
Lap Swim
Lap Swim
Open Swim
12PM
12:30PM
1PM
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
1:30PM
Open Swim
2PM
2:30PM
3PM
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
3:30PM
Open Swim
4PM
4:30PM
5PM
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
Open Swim
5:30PM
6PM
6:30PM
10
PHASE 3 2020 FINANCIAL IMPACTS
• 8-week season would bring in 42% of normal revenue with 74% of the normal expenses.
• 6-week season would bring in 36% of normal revenue with 55% of the normal expenses.
• 4-week season would bring in 30% of normal revenue with 37% of the normal expenses.
• No additional revenue would be needed to operate any of the above seasons.
• Revenue will be less due to the lack of swim lessons and reduced number of swimmers we are able to
accommodate.
11
4 week Season
6 week Season
8 week Season
Typical Season
Patrons Served
0
5,000 10,000
15,000 20,000
25,000 30,000
12
PROS AND CONS FOR OPENING
PROS
• Citizens will have access to neighborhood
aquatic facilities and programs.
• Swim team, lap swim, open swim, water fitness
• Healthy, low cost recreational opportunities for
community members.
• Life guarded, safe access to water.
• Creates jobs for youth in Spokane Valley.
• Ability to provide needed programming within
COVID-1 9 guidelines.
CONS
• Shortened season/Less
• Decreased programming/availability.
• Decreased revenue.
• Potential for negative feedback from community
regarding low pool access.
swimmers served.
• Potential for negative feedback regarding new
COVID-1 9 procedures.
• No swim lessons
13
PARTICIPANT COMPARISON
2019
• 25,339 open swim visitors
• 113 lap swimmers
• 176 swim team members
• 1,412 children participating in
swimming lessons
2020
• 20,160 open swim visitors
• 1,600 lap swimmers
• 288 swim team members
A CURRENT LOOK AT
AQUATICS
AROUND THE REGION
Town aE•:
Country
fli
Spokane
GI en rose
Pasadena Park
Millwood
Spokane
V II y :GREENACRrS
`(ERADALE
oishrnar sera
Mer Creek
Conservation
Area
flier Creek
Otis State Line
Orchards -East
Farms
ra
Liberty Lake
Map Cats 202P Goagre
SPOKANE
Has 6 pools and they may open a limited number of pools
in Spokane. If opening is approved, pools will provide
limited open swim, swim team, and lap swim. Swim lessons*
will be canceled until phase 4.
SPOKANE COUNTY
May open Southside Aquatic facility. Northside Aquatic
facility is undergoing extensive construction. Has already
announced cancelation of all swimming lessons*. If open,
only limited open swim would be offered.
*Many indoor aquatic facilities planning to open in Phase 3 have
postponed swimming lesson programming until Phase 4.
15
RECREATION PROGRAMS 2020
COVID-19 ALTERED PROGPA AA AA Ik`
SPOKANE VALLEY
MODIFIED RECREATION PROGRAMMING
• Arbor Day moved to Fall 2020 (Phase 4)
• Free Summer Park Program modified for to -go options
• Outdoor Movies altered to COVID-1 9 guidelines
• No in -person Summer Day Camps or Teen Camps
• Game On (Terrace View Park event) canceled
[Ifl fN
Spokane
CITY OF SPOKANE VALLEY PARKS AND RECREATION
FREE
MONDAY - THURSDAY DUNE 15 -AUGUST 27
e rta vt ur c e Dy
*Meals include
lunch and
�. _e _m breakfast for
Spokar a Va Parks fit the next day.
"'" reation. Children do not
need to be
EVSD students
to receive
meats.
Ed c ecliff
ark
800 S Park Rd
11:00-11:30AM
11123 E Mission
11:15-11:45AM
For more info: O9-72O-52OO spokaneva
13525 E 24th Ave
11:30AM-12:OOPM
Ley.org/recreation
18
OUTDOOR MOVIES TRANSFORM TO
DRIVE-IN Movies
• Showing at Valley Mission Park
• Sponsored in part by WSECU
• July 24 & August 7 @ sunset
• Washington State COVID-19 approved
guidelines for drive-in showings in
Phase 2 & 3
• Free online registration
19
TYPICAL SUMMER DAY CAMP OUTINGS TRANSFORM TO
CAMP IN A BOX
THEMED CAMP BOXES FOR KIDS 6-1 1
CRAFTS (ALL SUPPLIES INCLUDED)
GAMES
ACTIVE OUTDOOR IDEAS TO PLAY WITH FAMILY
VIRTUAL FIELD TRIPS
RECIPE CARDS
PARTNERING WITH RIVER CITY PIZZA TO SUPPLY
BOXES AND COUPONS
CURBSIDE PICKUP ONLY
ONLINE REGISTRATION AND PAYMENT
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ALSO INCLUDED:
• MOON SAND RECIPE CARD
• GALAXY BARK RECIPE CARD
• STAR BRACELET SUPPLIES
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COVID-1 9 IMPACTS PROGRAMMING AND REVENUE FOR THE
PARKS AND RECREATION DEPARTMENT FOR 2020
A01 J ATI CS
SUMMER DAY CAMPS
EVENTS
Requesting Council consensus to move forward
with altered programming for 2020
No additional funds requested.
21
0)
QUESTIONS?
WASHINGTON'S PHASED APPROACH
Reopening Business and Modifying Physical Distancing Measures
High -Risk
Populations*
Recreation
Gatherings
(social, spiritual)
Travel
Business/
Employers
Phase 1
Continue to Stay Home, Stay Healthy
Some outdoor recreation
(hunting, fishing, golf, boating, hiking)
- None
- Drive in spiritual service with
one household per vehicle
Only essential travel
- Essential businesses open
- Existing construction that meet
agreed upon criteria
- Landscaping
- Automobile sales
- Retail (curb -side pick-up orders only)
- Car washes
- Pet walkers
Phase 2
Continue to Stay Home, Stay Healthy
All outdoor recreation involving fewer than
5 people outside your household
(camping, beaches, etc.)
Gather with no more than 5 people
outside your household per week
Limited non -essential travel
within proximity of your home
- Remaining manufacturing
- New construction
- In-home/domestic services
(nannies, housecleaning, etc.)
- Retail (in-store purchases allowed
with restrictions)
- Real estate
- Professional services/office-based
businesses (telework remains strongly
encouraged)
- Hair and nail salons/Barbers
- Housecleaning
- Restaurants <50% capacity table size
no larger than 5
Phase 3
Continue to Stay Home, Stay Healthy
- Outdoor group rec, sports activities
(5-50 people)
- Recreational facilities at <50% capacity
(public pools, etc.)
Allow gatherings with no more than
50 people
Resume non -essential travel
- Restaurants <75% capacity/ table size
no larger than 10
- Bars at <25% capacity
- Indoor gyms at <50% capacity
- Movie theaters at <50% capacity
- Government
(telework remains strongly encouraged)
- Libraries
- Museums
- All other business activities not yet
listed except for nightclubs and events
with greater than 50 people
4
Phase 4
Resume public interactions,
with physical distancing
Resume all recreational activity
Allow gatherings with >50 people
Continue non -essential travel
- Nightclubs
- Concert venues
- Large sporting events
- Resume unrestricted staffing of worksites,
but continue to practice physical
distancing and good hygiene
High -risk populations are currently defined by CDC as: persons 65 years of age and older; people of all ages with underlying medial conditions (particularly not well controlled) including people with chronic lung disease or moderate to severe asthma, people who have serious heart conditions, people who are
immunocompromised, people with severe obesity, people with diabetes, people with chronic kidney disease undergoing dialysis, and people with liver disease: people who live in a nursing home or long-term care facility.
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: June 16, 2020 Department Director Approval:
Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information ® admin. report ❑ pending legislation ❑ executive session
AGENDA ITEM TITLE: Spokane Valley Police Department Behavioral Health Unit
GOVERNING LEGISLATION: N/A
PREVIOUS COUNCIL ACTION TAKEN: Presentation on April 16, 2019
BACKGROUND: In October 2018, the Spokane County Sheriff's Office (SCSO) created a
Behavioral Health team consisting of a specially trained deputy and a mental health professional
riding side -by -side. The purpose of this team is to increase safety, divert individuals from the
criminal justice system and emergency resources, and connect individuals to community
resources to support the vulnerable in our community where they are. The unit responds to
crisis calls, stabilizes individuals, creates a safety plan, and provides follow-up visits to help
individuals maintain stability.
Funding to pay for the mental health professional is provided by Washington Association of
Sheriffs and Police Chiefs (WASPC) .
The funding for 2019-20 and 2020-21 is $698,000 for state fiscal year for Spokane County
including the City of Spokane. This funding covers the cost of the mental health professional for
SVPD and half of the deputy costs for 2019-20 and all of the deputy costs for 2020-21.
The SVPD behavioral health team started in November of 2019 and participates in a combined
Behavioral Health Unit consisting of four teams in SVPD, the SCSO, and the Spokane Police
Department. All four units respond as needed throughout the County.
OPTIONS: Discussion
RECOMMENDED ACTION OR MOTION: Discussion
BUDGET/FINANCIAL IMPACTS: Existing officers used and mental health professionals paid
for by grants. No additional costs for the City. The City budgeted $100,000 in 2020 in the event
that the grant was not renewed starting July 1, 2020.
STAFF CONTACT: Undersheriff Dave Ellis, Senior Administrative Analyst Morgan Koudelka
ATTACHMENTS: PowerPoint, March 2020 Snapshot
Behavioral
Health Unit
Spokane Valley Police Department
Spokane County Sheriff Office
Spokane Police Department
Frontier Behavioral Health
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Behavioral Health Unit
► Made possible through a partnership with Frontier
Behavioral Health (FBH), Spokane Valley Police
Department, Spokane Police Department, and the
Spokane County Sheriff's Office.
..r t• C:i
Spa &Joe T4+
ap
Behavioral Health Unit
► The Mission of the team is to:
► Increase safety
Diversion from the criminal justice system and
emergency departments
► Connection to community resources to support the
vulnerable in our community where they are
Behavioral Health Unit
► Grant Overview
► Funding Source: State funds dispersed by the Washington
Association of Sheriffs Et Police Chiefs (WASPC)
► In 2019, grant monies ($698,000) paid for four master level
clinicians in partnership with FBH, as well as half of the
salary costs for a SVPD Deputy and a SCSO Deputy.
Supplemental WASPC funding also paid for two new patrol
vehicles for these teams.
► Starting in July of 2020, the grant will be renewed for an
additional $698,000. This will now cover the complete
salary costs for the SVPD Deputy, as well as four clinicians.
The
Difference
in Response
How does the team differ in
response from a regular patrol
officer?
Behavioral Health Unit
The difference in response: High Utilizers
► The team makes efforts to check in and support
persons with limited support after the crisis.
► Often frequent utilizers of emergency services
"Bill" with over 200 calls in the last two years
► "Tom" threatening "suicide by cop"
Behavioral Health Unit
The difference in response: Training
► Team cross trains together both on the job and in the
classroom.
► Common risk assessment
► Motivational Interviewing
► Law Enforcement In -Service training and FBH monthly
Community Diversion Unit (CDU) training.
Crisis Intervention Training (CIT)
► Combined these increase the unit's effectiveness
Behavioral Health Unit
The difference in response: Resources
► The teams uniquely have access and familiarity with
many community resources.
FBH has worked to provided dedicated shelter beds for
CDU teams.
► Resources such as VA Emergency Room for Veterans,
detox, shelters, and other resources that officers may
not be able to access or are familiar with.
Data Driven
and Response
Proven
How the unit uses data to deploy and
collection of data to illustrate outcomes.
Behavioral Health Unit
► Data collected from a 22 month period prior to the
grant revealed 1806 suicidal call types.
► This information indicates that crisis work done
between Noon and 10 PM would have the biggest
impact.
The following illustrates peak days and time period.
Suicidal Calls By The Hour
Suicidal calls by the hour over a 22 month period
140 133 127
120 110 10
102
94
88
100
20
0
123
.6) 00 00 .00 00 00 .6) 00 .00 .00 .00 00 00 .6) 00 00 .00 00 .00 .00 .00 00 .00 .00 .00
''). x. 4i. b. A' 9. q. �O. \N. <`L. �). t\�. <4;. 4b. <:•. ��. �q. ,LO. '\>. 'i)/ ,L''�. O. t. 1 '''.
Suicidal Calls By The Week Day
300
290
280
270
260
250
240
230
220
210
200
294
25
Over last 22 months
282
257
241
223 223
Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday
12
Behavioral Health Unit
► Grant Outcomes Year to Date:
► 355 calls for service - City of Spokane Valley
► 314 calls for service - Spokane County
► 1,029 calls for service - City of Spokane
► 1,698 total calls for service
Behavioral Health Unit
Sample Success Story
► A female called 911 multiple times a day. She is diagnosed Bipolar and
has a Personality Disorder. She also has delusions about what she is
hearing and believes people are coming into her apartment and taking
her belongings. A plan was developed by BHU to have her keep a
journal of all the incidents instead of calling 911 every time. A weekly
visit by the co -deployed teams then goes over the journal entries. This
process thereby eliminates the numerous 911 calls and responses.
Behavioral Health Unit
Summary
The team is capable of efficiently and safely responding to a
vulnerable population and providing a higher level of care in
the field than possible in any other form.
WASPC CO -DEPLOYED
TEAM DATA
March 2020
88% OF CONTACTS HAD AN OUTCOME
OTHER THAN JAIL OR
HOSPITAI
1.7% WERE ARRESTED
7.7% EMERGENTLY DETAINED
0.0% FORCE BEYOND HANDCUFFING USED
12% DIVERTED FROM ARRESTABLE OFFENSE AND
DIVERTED FROM HOSPITAL
299 TOTAL CALL RELIEVED FROM PATROL
132 GRANT
CONTACTS OVER
MONTH OF
MARCH, AND 49
SHIFTS.
2.7 AVG. GRANT
CONTACTS
PERSHIFT
AVG. TIME ON
CALL: 45 MIN
10,497 Minutes,
Nearly 175
hours, Time the
team spent to
resolve calls
that patrol did
not have to.
70% OF CRISIS
CONTACTS
RESULTED IN A
REFERAL.
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: June 16, 2020 Department Director Approval:
Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information ® admin. report ❑ pending legislation ❑ executive session
AGENDA ITEM TITLE: Administrative report — chapter 3.65 Spokane Valley Municipal Code — Cable
Code.
GOVERNING LEGISLATION: Chapter 3.65 SVMC; Federal Cable Act, 47 U.S.0 5.
PREVIOUS COUNCIL ACTION TAKEN: Adoption of chapter 3.65 SVMC in 2009; adoption of a 10-
year franchise agreement with Comcast on December 1, 2009 with an effective date of August 6, 2010.
BACKGROUND: The City recently began negotiations with TDS Metrocom, LLC (TDS), a cable
television provider that recently entered the market as a competitor to Comcast in Spokane In those
discussions, TDS proposed various changes to the franchise format that we sent them, which was strongly
based on our Cable Code in chapter 3.65 SVMC. In turn, our Cable Code was taken in large measure from
the franchise agreement the City granted to Comcast. In short, and in order to be equitable, any future
franchise to a competitor needed to be very consistent with what the Council allowed Comcast to do.
In reviewing the proposed draft franchise changes from TDS, staff looked closely at chapter 3.65 SVMC
to determine whether our Code allowed for those types of deviations. In doing so, staff held internal
meetings to analyze what we understood to be the intended rationale for a number of the sections in the
Cable Code, and whether we felt those purposes were being accomplished. Following those actions, staff
made a track changes version of chapter 3.65 SVMC, adding clarification in several areas, adding language
relating to how a new cable provider would enter the market in the City, and to remove a number of sections
and subsections throughout the chapter.
In doing so, staff kept in mind the general theme Council has expressed many times about maintaining a
business -friendly environment by reducing unnecessary burdens, with the understanding that our primary
goal is to protect our ability to manage the rights -of -way so they remain safe and available for general use.
Additionally, most of the relevant regulations are already contained in the Federal Cable Act and do not
need to be repeated in chapter 3.65 SVMC. Lastly, we were guided by the understanding that the City does
not attempt to regulate any other business or industry to the extent it does with cable television (particularly
including having customer service standards) and other agencies such as the Federal Communications
Commission, the Washington State Attorney General's Office, and the Better Business Bureau are better
suited to address such issues.
It is important to note that while this type of reduced regulatory approach is not yet common in Washington,
our research shows more jurisdictions are starting to adopt this approach. Part of this is being driven by a
series of administrative orders issued by the Federal Communications Commission, the agency charged
with regulating the cable, phone, and internet industries. The trend over the last 10 years or so is for less
local control, including financial disincentives for certain types of regulation that can reduce the amount of
cable franchise fee ultimately going to a city. For Spokane Valley, that averages around $1 million per
year. Staff will talk more about this during the administrative report. Staff believes additional financial
disincentives will be approved in the future, and changes proposed now can assist the City is gaining needed
flexibility for avoiding some of those.
A summary of the major proposed revisions is below:
1. Once chapter 3.65 is revised, have much shorter franchise agreements that mostly refer to
compliance with Code;
2. Remove technical specifications for the cable system that are already set forth in federal law;
3. In providing regulations for a new provider, requirements were drafted for how soon the new
provider would have to provide what is referred to as "buildout" to most of the City. This would
need to be phased over time due to the large cost of installing cable throughout the City. There are
various arguments for and against having buildout requirements, which staff will discuss with
Council;
4. Remove specific programming requirements, instead letting the market determine if the choices
are appropriate;
5. Remove ability by the City to regulate rates the provider can charge (City does not currently
regulate rates due to competitive equity from satellite providers);
6. Add language relating to Public, Educational, and Government (PEG) channel requirements to
identify that the City may provide notice to opt out of requiring PEG channels in the City, and
similarly remove the per -subscriber PEG fee from the monthly bill. That monthly fee is 35 cents
per subscriber. Staff will verbally explain the reason for the opt -out language. Additionally, staff
are working to determine whether the total number of dedicated PEG channels can be reduced
from six to one, with one additional reserved for potential use after notice. Staff believes this will
continue to meet the actual PEG needs of the cable television providers' needs;
7. Remove the ability to use the cable system for an institutional network. The City never used this,
it is likely future use of one would have a substantial cost to the City, and the City has other
options it currently uses;
8. Remove requirements for parental control because essentially all televisions sold over the past 20
years already include this, and Comcast relates that it is almost never used;
9. Remove customer service requirements and reports detailing compliance or lack of compliance
with customer service standards. As stated previously, the City does not attempt to intrude into the
business practices in any other type of industry in the City, and staff could not come up with
appropriate reasons why we should do so here;
10. In conjunction with removal of customer service standards, there would be no need for the section
on liquidated damages, and instead the only damages would relate to whether the appropriate 5%
cable fee had been paid, which we could calculate.
Staff want to make clear that the City is not proposing any change that would likely impact the amount
received from the 5% cable fee (averages roughly $1 million annually).
Staff will engage Council in discussions on these issues during the meeting. At this point, staff will be
looking for general Council feedback on whether to consider this type of significant revision to City Code.
If so, staff will quickly bring back specific proposed revisions for further discussion and direction.
OPTIONS: Provide general consensus on whether Council would like to see draft revisions to chapter 3.65
SVMC relating to franchising cable providers.
RECOMMENDED ACTION OR MOTION: Consensus for Council to move forward with considering
draft revisions to chapter 3.65 SVMC.
BUDGET/FINANCIAL IMPACTS: Unknown at this time, expected to be minimal if the
recommendations are approved by Council.
STAFF CONTACT: Morgan Koudelka, Senior Administrative Analyst; John Pietro, Administrative
Analyst; Cary Driskell, City Attorney.
ATTACHMENTS: Pros and cons of various proposed code amendments.
Chapter 3.65 COSV Cable Code; Pros and Cons of Potential Revisions
1. Customer Service Standards Eliminated
Basis: Current competitors for subscription television services (satellite and internet-based) are not
subject to the same customer service requirements and we feel that such requirements are better set
by the FCC and addressed by the Washington State Attorney General's Office and the Better Business
Bureau. We also feel with the number of competitors available now in the City, our citizens have
options to choose from if they are unhappy with their service, and cable operators will be forced to
provide good service in order to remain competitive.
Pros:
• Reduces administrative burden on reception desk and contract administration.
• Provides parity by eliminating a requirement that doesn't exist for similar, non -cable businesses
operating in the City.
• Eliminates City interfering with business operations of a service that is not a City responsibility
and is not an essential public utility.
Cons:
• Potential for poorer customer service outcomes including 1) longer wait times while telephoning
the customer service number, 2) less frequent notification of rate changes 3) increased possibility
of installation and repair delays.
2. Liquidated Damages Eliminated
Basis: By removing the customer service requirements, there is no need to assess liquidated damages
for failures. There are other means to address right-of-way violations and failure to pay franchise
fees.
Pros:
• Eliminates a requirement that doesn't exist for similar, non -cable businesses operating in the City.
Cons:
• Eliminates a strong enticement to force compliance including the requirement that PEG channels
and PEG fees be provided. This can, however, be addressed in the PEG section.
3. Programming Requirement Eliminated
Basis: It appears to be a gross overreach for the City to dictate what type of programming a television
service operator should provide.
Pros:
• Eliminates a requirement that doesn't exist for similar, non -cable businesses operating in the City
Cons:
• Broad categories of programming would be allowed to be dropped including the category,
Children and Family Oriented and Educational Programming.
4. Parental Control (Lockout Devices) Provision Eliminated
Basis: For the last twenty years televisions have included a v-chip that allows parents to filter content
and all programming is required to be classified by rating level.
Pros:
• Eliminates duplication and inconsistencies with FCC requirements.
Cons:
• Certain subscribers may not have v-chip enabled televisions.
5. Institutional Network Connection Provision Eliminated
Basis: The City has never utilized I -Net and the cost of doing so would be offset against franchise fees
as an in -kind service.
Pros:
• Eliminates unnecessary language and protects the City's Franchise Fee revenue.
Cons:
• None identified.
6. Build -out Schedule Eliminated
Basis: While staff has initially left this requirement in, there was much discussion about removing it.
The FCC prohibits unreasonable buildout requirements and promotes the ability to gain new entrants
into cable television markets. Some feel that a City should not force a provider to build -out without
knowing what their financial capabilities are. Others feel that all citizens should have equal access to
competition.
Pros:
• Federal Cable Code prohibits unreasonable buildout provisions for new entrants.
• Leaves it to the cable operator to determine whether it has the financial means to continue build -
out.
• Provides parity as no such requirements exist for satellite and internet-based competitors.
• Comcast is already built -out and multiple competitors would now be trying to reach new areas.
• Not requiring a new entrant to meet reasonable buildout requirements could result in a claim by
the existing cable provider(s) of an unfair market since they were required to provide coverage to
the entire City.
Cons:
• Potential exists that certain areas of the City may not receive service, which would otherwise meet
density requirements.
• Additional administrative and legal work through semi-annual build -out progress meetings
between the City and the cable operator.
• While we are not allowed to regulate internet, cable lines often bring internet service along with
them and reduced internet coverage may occur.
7. Public, Educational, and Governmental Channels and Fees Eliminated
Basis: While we have initially left in some PEG provisions, staff considered removing this requirement
entirely as the FCC is moving toward allowing cable operators to offset associated costs against
franchise fees, and the following pros and cons address removing PEG altogether:
Pros:
• Eliminates staff time required to administer contracts with PEG providers.
• Eliminates concern about content contained on PEG channels.
• Eliminates paying for the equipment for broadcasting Council meetings with revenue coming from
only Comcast subscribers.
Cons:
• Would eliminate annual PEG revenue of approximately $80,000 used to fund equipment and
capital costs associated with programming on PEG channels, (including Council Chambers video
equipment).
• Would potentially eliminate the ability to broadcast Council meetings on Comcast Channel 14.
• Would potentially eliminate all PEG channels from Spokane Valley Comcast subscribers.
• The City has in the past provided capital funding to the Spokane County Library branch in
Spokane Valley for producing public content. Removing this would potentially impact the future
funding for the Library's studio.
To:
From:
Re:
DRAFT
ADVANCE AGENDA
as of June 11, 2020; 1:45 p.m.
Please note this is a work in progress; items are tentative
Council & Staff
City Clerk, by direction of City Manager
Draft Schedule for Upcoming Council Meetings
June 23, 2020, Formal Meeting Format, 6:00 p.m. [due Tue June 16
1. Advance Agenda
June 30, 2020, Study Session, 6:00 p.m.
Oath of Office: Administered to New Police Chief
ACTION ITEMS:
1. Consent Agenda (claims, payroll, minutes)
2. Motion Consideration: Potential Grant Opp.Pedestrian/Bike Safe
NON -ACTION ITEMS:
3. Potential Grant Opportunity: Transportation Improvement Board
4. Motorized Foot Scooters — Erik Lamb
5. Vaping — Erik Lamb
6. Advance Agenda — Mayor Wick
7. Info only: Department Monthly Reports
July 7, 2020, Study Session, 6:00 p.m.
1. CARES Grant — Chelsie Taylor
2. Governance Manual Revisions — Chris Bainbridge, Cary Driskell
3. Advance Agenda — Mayor Wick
[due Tue June 23
(5 minutes)
Rts to School — Adam Jackson (10 min)
(TIB) — Adam Jackson
July 14, 2020, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Admin Report: Council Goals & Priorities for Use of Lodging Tax —
3. Admin Report: Advance Agenda — Mayor Wick
(15 minutes)
(10 minutes)
(10 minutes)
(5 minutes)
[*estimated meeting: 55 mins]
[due Tue June 301
(15 minutes)
(20 minutes)
(5 minutes)
[*estimated meeting: 40 mins]
Chelsie Taylor
[due Tue July 71
(5 minutes)
(15 minutes)
(5 minutes)
[*estimated meeting: 25 mins]
July 21, 2020, Study Session, 6:00 p.m. 1due Tue July 141
1. Advance Agenda
July 28, 2020, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Motion Consideration: Council Goals & Priorities for Use of Lodging Tax — Chelsie Taylor
3. Admin Report: Spokane Arts Council Sculpture Presentation — Mike Stone
4. Admin Report: Advance Agenda — Mayor Wick
5. Info Only: Department Monthly Reports
(5 minutes)
[due Tue July 211
(5 minutes)
(10 minutes)
(10 minutes)
(5 minutes)
[*estimated meeting: 30 mins]
August 4, 2020, Special Meeting: Budget Workshop 8:30 a.m. — 2:30 p.m. [due Tue July 281
August 4, 2020, Study Session, 6:00 pan. - Cancelled
August 11, 2020, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Admin Report: Advance Agenda — Mayor Wick
[due Tue Aug 41
(5 minutes)
(5 minutes)
Draft Advance Agenda 6/11/2020 2:36:11 PM Page 1 of 2
August 18, 2020, Study Session, 6:00 p.m.
1. Council 2021 Budget Goals — Chelsie Taylor
2. Advance Agenda
August 25, 2020, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Admin Report: Advance Agenda — Mayor Wick
3. Info Only: Department Monthly Reports
Sept 1, 2020, Study Session, 6:00 p.m.
1. Advance Agenda
Sept 8, 2020, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Admin Report: Estimated Revenues & Expenditures, 2021 Budget — Chelsie Taylor
3. Admin Report: Advance Agenda — Mayor Wick
Sept 15, 2020, Study Session, 6:00 p.m.
1. Outside Agency Presentation (max 5 minutes each) — Chelsie Taylor
2. Advance Agenda — Mayor Wick
Sept 22, 2020, Formal Meeting Format, 6:00 p.m.
1. Public Hearing #1 — 2020 Budget Revenues and Property Taxes — Chelsie Taylor
2. Consent Agenda (claims, payroll, minutes)
3. Motion Consideration: Set 2021 Budget Hearing #2 for Oct 27 — Chelsie Taylor
4. Admin Report: Washington State Dept. of Trans Land Acquisition, Flora Road — C. Driskell
5. Admin Report: Advance Agenda — Mayor Wick
6. Info Only: Department Monthly Reports
Sept 29, 2020, Study Session, 6:00 p.m.
1. Proposed Ordinance Adopting 2021 Property Taxes — Chelsie Taylor
2. Advance Agenda
*time for public or Council comments not included
OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS:
Appleway Trail Amenities
Art Sculptures Placements
Artwork & Metal Boxes
Comp Plan Amendments
Core Beliefs Resolution
Donation Recognition
Fee Resolution Cost of Service Analysis
Flashing Beacons/School Signage
Health District Re SV Stats
Mirabeau Park Forestry Mgmt.
Naming City Facilities Protocol
Park Lighting
PFD Presentation
SPEC Report/Update
[due Tue Aug 111
(20 minutes)
[due Tue Aug 181
(5 minutes)
(5 minutes)
[due Tue Aug 251
(5 minutes)
[due Tue Sept 11
(5 minutes)
(15 minutes)
(5 minutes)
[due Tue Sept 81
(- 60 mins)
(5 minutes)
[due Tue Sept 151
(15 minutes)
(5 minutes)
(5 minutes)
(10 minutes)
(5 minutes)
[due Tue Sept 221
(10 minutes)
(5 minutes)
St. Illumination (owners, cost, location)
St. O&M Pavement Preservation
Tourism Venues (12/8/2020)
Trunk or Treat
Utility Facilities in ROW
Water Districts & Green Space
Way Finding Signs
Draft Advance Agenda 6/11/2020 2:36:11 PM Page 2 of 2