05-2024 HHTF Packet
10210E Sprague Avenue | Spokane Valley WA 99206
Phone: (509) 720-5000 | Fax: (509) 720-5075 | www.spokanevalleywa.gov
SPOKANE VALLEY HOMELESS HOUSING TASK FORCE
Thursday 05/10/24 at 10:00 a.m.
Spokane Valley City Hall, 10210 E Sprague Ave, Room N212Second Floor Conference Roomand virtuallyon Zoom:
https://spokanevalley.zoom.us/j/82384515204?pwd=WgD4HTEX76LDJlN9yNA4NAt2HGVeaX.1
Meeting ID: 823 8451 5204| Passcode: 211610
AGENDA
ItemLead
1Call to OrderChair
2General Public Comment Opportunity:
This is an opportunity for the public to speak on any subject except agenda action items, as public comments will
be taken on those items where indicated.
Please keep comments onmatters within the jurisdiction of the city government.
This is not an opportunity for questions or discussion.
Diverse points of view are welcome, but please keep remarks civil. Remarks will be limited to three minutes per
person.
ActionItems
3 Motion Consideration: Request for Proposals - Homeless Outreach ServicesGloria Mantz
Information and DiscussionItems
4Administrative Report: 5-Year Plan to Prevent and End Homelessness UpdateEric Robinson
5Adjournment
Page 1 of 89
10210E Sprague Avenue | Spokane Valley WA 99206
Phone: (509) 720-5000 | Fax: (509) 720-5075 | www.spokanevalleywa.gov
SPOKANE VALLEY HOMELESS HOUSING TASK FORCE
Thursday 05/10/24 at 10:00 a.m.
Spokane Valley City Hall, 10210 E Sprague Ave, Room N212Second Floor Conference Roomand virtuallyon Zoom:
https://spokanevalley.zoom.us/j/82384515204?pwd=WgD4HTEX76LDJlN9yNA4NAt2HGVeaX.1
Meeting ID: 823 8451 5204| Passcode: 211610
AGENDA
ItemLead
1Call to OrderChair
2General Public Comment Opportunity:
This is an opportunity for the public to speak on any subject except agenda action items, as public comments will
be taken on those items where indicated.
Please keep comments onmatters within the jurisdiction of the city government.
This is not an opportunity for questions or discussion.
Diverse points of view are welcome, but please keep remarks civil. Remarks will be limited to three minutes per
person.
ActionItems
3 Motion Consideration: Request for Proposals - Homeless Outreach ServicesGloria Mantz
Information and DiscussionItems
4Administrative Report: 5-Year Plan to Prevent and End Homelessness UpdateEric Robinson
5Adjournment
Page 2 of 89
10210 E Sprague Avenue | Spokane Valley WA 99206
Phone: (509) 720-5000 | Fax: (509) 720-5075 | www.spokanevalleywa.gov
SPOKANE VALLEY HOMELESS HOUSING TASK FORCE
Meeting Date:May 10, 2024
AGENDA ITEM TITLE: Motion Consideration - Spokane Valley Homeless Outreach Services
BACKGROUND:
On July 25, 2023, Spokane Valley City Council adopted a resolution to assume control over available document recording fees
and establish a Spokane Valley homeless housing program. Spokane County administered the City’s share of document
recording fees up to Aug. 7, 2023 and the County provided homeless services in Spokane Valley through Dec. 31, 2023. Staff
coordinatedwith Spokane County to ensure no disruption to the existing 2023 contracts and received instruction on the
accounting and administrative requirements for administering these funds. Spokane ValleyPartnerswas awarded $186,644
of Homeless Housing and Assistance Act (HHAA) fundingin 2023.
Spokane Valley Partners outreach team (consisting of two staff from Spokane Valley Partners and one Spokane Valley Patrol
officer) received HHAA funding in 2022 and 2023to provide homeless outreach services exclusively within Spokane Valley city
limits. The outreach team respondedto citizen complaints and connectedhomeless individuals to available resources including
housing programs, shelters, drug and alcohol treatment facilities, behavioral health, food and clothing banks, etc.
On Oct. 13, 2023,the HHAA Task Force recommended that the City Council earmark $100,000 for outreach services to provide
services from January 1, 2024 through June 30, 2024. The Council approved thisfunding recommendationon Oct. 24, 2023
and the City entered into a new agreement with Spokane Valley Partners.
On March 5, 2024, Spokane Valley Partners notified the city thatthey wouldnot be able to provide homeless outreach services
after March 25, 2024 due to staffing issues and workload.
On March 8, 2024, the City released a Request for Proposals(RFP)for replacement service providers and received two
proposals (see attached). Both Frontier Behavioral Health and Salvation Army were interviewed by the Homeless Outreach
Officer, Spokane Valley’s Housing & Homeless Coordinator, and other City Staff. Staff invited the Lived Experience Task Force
members to the interviews but they were not available. Staff will discuss the interviews with the Task Force at the May 10,
2024 meeting.
RECOMMENDED ACTION: Recommend Spokane Valley City Council awards the Homeless Outreach Services contract to
Frontier Behavioral Health.
STAFF CONTACT: Gloria Mantz, City Services Administrator
ATTACHMENTS:
1.Request for ProposalsDocument
2.Proposalfrom Frontier Behavioral Healthand Updated Proposed Budget
3.Proposal from Salvation Armyand Updated Proposed Budget
4.Interview Summaries
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10210 E Sprague Avenue Spokane Valley WA 99206
Phone: (509) 720-5000 Fax: (509) 720-5075 www.spokanevalleywa.gov
Email: cityhall@spokanevalleywa.gov
CITY OF SPOKANE VALLEY
REQUEST FOR PROPOSALS
Homeless Outreach Services
Due Date: 10:00 a.m., Monday March 25, 2024
The City of Spokane Valley (the “City”) is seeking to enter into aContract Agreementwith an
organization to provide homeless outreachservices to the community. The City has allocated a total of
$200,000of funds for these purposes. The City will consider all proposals for the services related
outreach and homeless relief efforts and anticipates awarding to one entity based on the quality of
submissions to this Request for Proposals (RFP)24-068.00.
City of Spokane Valley
The City of Spokane Valley is a non-charter code city organized under Title 35A RCW, and has a Council-
Manager form of government. The City Council consists of seven members elected at-large. The Mayor
is elected by their fellow Councilmembers and serves as the Chair of the Council. The City Manager directs
app
service delivery.
The City of Spokane Valley incorporated March 31, 2003, and is currently the ninth largest city in
is part of the larger Spokane metropolitan area of ap
itself to be a “contract” city, with many core services provided by contract with private or other public
General Guidelinesand Eligibility:
Funding is open to for-profit organizations, non-profit organizations, faith-based institutions, and
local jurisdictionsto provide secular homeless outreach and relief services.
The term and Period of Performance for this contract is anticipated to befor 12 months, May1,
2024 through April30, 2025.
The applying organization may be requiredto deliver an in-person presentation tohighlight their
proposalor be asked to participate in an interview.
All required sections must be completed to be considered for funding.
Eric Robison, Housing & Homeless Coordinator at
erobison@spokanevalleywa.gov, or (509)720-5048.
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RFP Process
Submission will be accepted by emailing the completed packet to Sarah FarrFinance
th
Program Manager, at sfarr@spokanevalleywa.gov p
rior to the deadline of Monday, March 25 at 10:00
a.m.
th
Monday, March 25, shall not be considered by the City.
Background
The City currently contracts for an Outreach Team consisting of two Outreach Specialist, and one
Homeless Outreach Officer. Combining these two specialties into a single Outreach Team has been a
unique and effective strategy that is central to the City of Spokane Valley’s approach to providing outreach
services. Along with the City’s Housing and Homeless Coordinator, this team is responsible for conducting
pro-active outreach activities to contact and engage
Outreach Team is also responsible for helping to respond to concerns directed to the City regarding issues
related to homelessness. This requires close coordination and cooperation with City staff and the
-up needed to address
the situation is occurring. Outreach Specialists regularly ride with the Homeless Outreach Officer and work
as a single unit while in the field, each specializing in and focusing on their respective roles to provide
more versatile and responsive
at large.
In addition to proactively responding to emergent needs, the Outreach team is also responsible for
seeking out and fostering relationships with other area providers to coordinate services and bring
This includes managing a regular Spokane Valley case
conferencing meeting with other area providers, and keeping an up-to-date client list that includes
clients. It
also includes participation in and knowledge of the homeless response system in the Spokane County
area, and an understanding of what resources are available to help in different situations. All members of
the Outreach team are also Collecting client survey data (similar
to Point In Time count surveys), and data about occupied or abandoned camps, trash, or occupied vehicles
is critical, as this data is used to analyze needs and direct resources.
Evaluation and Selection
The City reserves the right to enter into a contract with the responding entity which best meets the needs
and interests of the City, or to reject all responses as set forth below. The City will consider all proposals
for homeless outreach services and anticipates awarding one entity to provide these services based on
the quality of submissions to this Request for Proposals (RFP). The combined amount of the agreement
ll be issued and makes no
guarantee that proposals will be funded.
All applications are subject to administrative review to ensure they are complete and eligible.
Following administrative review, all complete applications will be provided to the City’s Interim Homeless
and Housing Task Force (“Homeless Task Force”) for review and recommendation to City Council. City
Council will make a final determination to award the funding at a public meeting. The City anticipates
that City Council consideration and award for the contract will occur in April 2024.
Page 5 of 89
Criteria
The City is focused on providing homeless outreach services and
health resources, food and clothing banks, among others. will include
applicants’
The Homeless Task Force and City Council will consider and
evaluate projects with those goals in mind and will consider the following
process:
Emphasis on homeless outreach and relief efforts provided to the Spokane Valley community.
Focus on projects that will have full funding with receipt of the City’s funding.
Emphasis on proposals from entities with a demonstrated record of high success rates.
Current access to and use of CMIS data management system and Coordinated Entry.
Current participation in the region’s homelessness response system.
The City Council retains sole authority to award funding to one, multiple, or no proposals at its discretion.
Proposal Requirements
:
1. Cover page on organization letterhead, and brief description of organization, mission statement,
and primary function. (1-2 pages)
2. Detailed Project Budget – Propose an award amount up to $200,000 that will allow your
organization to fulfill the objectives of the outreach project, and describe other funding sources,
including the status of those funds, that will be utilized in operating your proposed program.
amount of funds needed, please indicate how to include a specific, alternative plan for
consideration.
3. Annual Operational Budget - Most recently adopted overall organizational budget.
4. Project Summary and Scope of Work – Provide a concise summary of your request and how it will
accomplish the goals for the City’s homeless outreach program. If it is part of a larger project, you
may briefly describe the overall project. Fully describe the scope of the project.
a. Metrics – List specific goals related to the number of clients to be served per month, and
the number of clients each month who will receive case management services such as
assistance restoring identification documents, housing referrals, relocation assistance,
etc.
b. Data collection – Describe how your outreach team will ensure that data is collected and
, and weather your team has
c. Case Conferencing – D
active list of clients, and to use the list in regular case conferencing meetings with other
Page 6 of 89
area providers. Describe the applicant’s participation in regional case conference
meetings, if any.
d. Stakeholder coordination – Describe your approach for coordinating with
when working with unhoused individuals. This includes direct collaboration and
communication with the City staff, homeless outreach officer, other regional outreach
teams, and service providers.
e. Homeless Outreach Team and services – Describe the composition of the proposed
outreach team, available schedule, and approach to reaching out to unsheltered
individuals and connecting them to services.
5. Management and Operations – Address the project administration from award date through
completion including the team composition and costs for operation and management.
6. - A list identifying the names of the organization’s owners, Board of Directors
members, officers, and principal staff.
Finalize a Scope of Work
funding shall be required to enter into an agreement as a pre-
The funding for the outreach program will be provided on a reimbursement basis upon submission of
the City do not agree on the terms of the agreement, then the recipient will not receive the funding.
Contract Agreement Terms
The City’s proposed grant agreement, with the terms and conditions, will be required for any awarded
project. The proposed contract includes standard terms and conditions, including certain federal
requirements. Some key contract terms are provided below. Please note that the City expects all
submitting entities to consent to the City contract, identified terms and conditions below, including without
limitation all federal requirements, and does not anticipate agreeing to any modifications or exceptions.
Any proposed exceptions or modifications to the contract terms and conditions provided below must be
noted in the responsive submittal. The exception to this is in the drafting of the Scope of Work. The City
reserves the right to negotiate and revise any or all contract terms and conditions prior to contract
signature.
Key contract terms include, but are not limited to, the following:
1. Recipient may not use the funds for any purpose other than the agreed upon Scope of Work.
2. Recipient must use the funds for secular purposes in compliance with all applicable laws, including
but not limited to the Revised Code of Washington, the Washington State Constitution, and the
United States Constitution.
Page 7 of 89
Insurance Requirements
As part of the agreement, the City requires recipients to maintain commercial general liability insurance
in the amount of $2,000,000 General Aggregate and $2,000,000 per occurrence, automobile insurance,
an
with the contract.
right to obtain services through other means.
Non-Collusion
or refrain from proposing.
No Costs
ty selected by the City prior to the date of the contract.
ndorsement
Non-E
Ownership of Documents
property of the City.
Public Records
Under Washington State law, the documents (including all such items as described in RCW 42.56.010 for
submission to the City, subject to mandatory disclosure upon request by any person, unless the
mail and electronic mail if the person has provided an e-
Page 8 of 89
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Frontier Behavioral HealthUpdated
FTEAnnual Budget
Salary
Supervisor 0.15 13,901
Case Manager II 1.50 80,777
Salary Subtotal 94,678
Benefits (30%) 28,403
Other Direct 11,055
Discretionary 16,195
Startup costs 8,000
Indirect (21%) 42,088
200,419
NOTES:
1) Other Direct costs @ $7,370 per FTE
2) Startup costs include $8,000 which includes office furniture,
laptops, cellphones, etc.
Page 12 of 89
Frontier Behavioral Health
Spokane Valley City Proposal
Budget Narrative
Salary Narrative:
Includes a 0.15Full-time Equivalent (FTE) Supervisor and a 1.5 FTE Case Manager II.
Benefits Narrative:
Includes estimate of FICA, Retirement, Medical/Dental, Life Insurance, and other miscellaneous
benefits.
Other Direct Costs Narrative:
Includes Rent Expensesof $2,458 (copier leases, building lease); Office/Operating Supplies of
$1,565 (pens, pencils, folders, paper, planners, household supplies such as tissues, paper
towels, etc.), Repairs/Maintenance of $3,577 (small repairs of equipment, maintenance of the
property), Transportation of $1,417 (staff mileage at the approved IRS rate & cab fees), Training
of $339, Professional Fees of $435 (Interpreters, software licensing fees), Telephone/Postage of
$925 (cell phone, landline, etc.), Insurance of $258 (building and professional liability), and
Other of $83 (printing, dues/subscriptions, etc.)
Discretionary Narrative:
Costs associated with maintaining consumers in the least restrictive setting. May include
temporary rental, prescription drugs, food, utilities, repairs. In no circumstance is cash
advanced directly to the consumer.
Startup Costs Narrative:
Includes office furniture, laptops, cellphones, printers, etc.
Indirect Costs Narrative:
Frontier Behavioral Health maintains consistency in allocating costs across all direct
departments and revenue sources regardless of funding. Wherever possible, costs are
allocated directly to the program or revenue source receiving benefit. Where it is impractical to
directly cost expenses, those costs are allocated based on FTE, square footage, or other
reasonable methodologies. When it is impractical to allocate costs directly to a specific
revenue source, those costs are accumulated in separate pooled departments. These
departments are categorized into Direct Program Support Departments and General and
Administrative Departments as is consistent with BARS. The Direct Program Support
departments consist of Front Office Support, Back Office Support, Client Account
Page 13 of 89
Representatives, Medical Records, Facilities and Technical Support. The General and
Administrative departments consist of Administration, Human Resources and Accounting.
Costs in these indirect pooled departments are allocated across all direct service revenue
sources using the Direct Allocation Method typically used for nonprofit organizations in their
development of an indirect cost rate. Direct Program Support costs are allocated to the
program benefiting from the activity using reasonable and consistent methods. Costs in
General and Administration departments are allocated based on the total cost of the direct
revenue source. Costs which must be excluded based on grant management standards, OMB
circular requirements or cannot otherwise be charged to the specific cost center are
accumulated and are designated as a non-funded and not allocated to any external grantor.
Indirect costs are allocated to this non-contracted cost center according to the consistent
methodology described above.
Page 14 of 89
requesting twoexpand
services in Spokane Valley
. is t is structured to provide
-centered
-
Street o
o
rying to
-
.
-
to connect to long-
-
o
daily: Mobile o
e,
connection to and services
services and
support. Additional services include ssist in
ing nd barriers until
can
and and ll out SOAR
. e
cousing services
Page 15 of 89
are provided, including
care services, ob training, education services and relevant
services. Intensive case develop
p, pon need.
--centered recovery.
are trained in a wide-
--
-
vulnerable in
and continuing and support
and
idatabase
record
served.
Currently,
CMIS
decades
, veterans
-
reduce duplication. care,
-15 unduplicated individuals
per week. In order to do intensive -15
individuals at any given
Page 16 of 89
obtaining
-
: to assist in
obtaining individuals
Social Security cards
a
unique
s
daily.
is to be current
resources . We do not expect are
211 provides a single
ices, legal resources, disaster and crisis support,
.
clinical supervisor
will operate during
10- a - a week. We would be
work week.
Page 17 of 89
Frontier Behavioral Health
2024 Board of Directors
Officers
Scott Crawford, Fire Captain, President (joined 9/96)
Mike Hazel, Associate Professor, PhD Vice President (joined 2/20))
Pat Terhaar, CPA, Treasurer (joined 12/91)
Dawn Gray, LICSW Secretary (joined 2/20)
Mary Giannini, JD, Immediate Past President (joined 1/16)
Members
Daniel G. Byrne, CPA (joined)
James Hawley (joined 4/97)
Maria Hernandez-Peck, PhD (joined 5/92)
Nathan Jeffries, Fire Division Chief (joined 10/21)
Tad Patterson, MD, (joined 1/09)
Karen Shields (joined 12/10)
Ex Officio
Kelli Miller, Interim CEO
Page 18 of 89
David and Kelly Cain, Captain Douglas Riley, Commissioner
Corps Officers Territorial Commander
Ashley Cunningham, LieutenantLyndon Buckinham
Assistant Corps Officer General
Cindy and Tim Foley, Lt. Colonels William Booth
Northwest Divisional Commander Founded in 1865 Founder
The Salvation Army
Spokane Valley Street Level Proposal
The Salvation Army Agency History, Qualifications, and Similar Work:
The Salvation Army is one of the largest private sector service providers for poor and homeless
families in Eastern Washington. With more than 125 years of experience working with families and
individuals struggling with homelessness and those living in extreme poverty, the Salvation Army has the
experience and capacity to provide homeless outreach and coordination and sustain this project.
The Salvation Army has a long history of providing a full continuum of services for families and
individuals struggling with homelessness. This includes life skills and financial literacy, access to substance
abuse counseling, an emergency foodbank for all guests at its emergency shelter, its 30-unit transitional
housing program, two emergency receiving centers for children who have been removed from their homes
and its bridge shelter, the Way Out, that provides 60 men and women with emergency overnight shelter and
our newest shelter, the Trent Resource and Assistance Center (TRAC), serving 250 guests per night.
The Salvation Army is committed to helping the whole person and we share our founders, Catherine and
William Booth's vision of bringing salvation to the poor, destitute and hungry by meeting their “physically,
emotionally and spiritually ". Since 1891, The Salvation Army’s primary goal has been to serve those most
in need without discrimination and with dignity and respect. Each year our programs serve more than 40,000
people in Spokane. Meeting this goal is done by providing:
* Support for adults through our emergency shelter, our bridge shelter, The Way Out, and Trent Resource
and Assistance Center (TRAC), offering overnight shelter and resources for homeless men and women, and
transitional housing for homeless families. We also currently run a Street Level Outreach program, building
relationships with those who are currently unhoused.
222 E. Indiana Ave. 99207 • Spokane, Washington • Phone: (509) 325-6810 • Fax: (509) 325-6828 • makingspokanebetter.org
Corps Ministries • Sally’s House • Community Center • Family Emergency Shelter • Camp Gifford • Transitional Housing • Chewelah Services •
Emergency Food Assistance • Holiday Distribution Programs • Emergency Disaster Services • Life Skills Education • Counseling & Visitation Services
Page 19 of 89
89
of
20
Page
$600
$6,600$3,560
$76,640$30,080$11,726$10,160$19,381
$119,046$148,587
Valley
Request
Spokane
ADMIN
Updated Budget
Operating Costs
TOTAL (all categories)
Outreach,
Spokane Valley Proposal, Street Level
Project Expenses
SalariesBenefitsTaxesStreet Level Cell phone Subtotal: Admin Costs Gas Technology Subtotal: OperationsIndirect Costs It sounded like for at least the first 6 months the need would be
1 employee to ride along with the officer and then within 6-9 months the need could increase to 2 staff. I am presenting a budget for a full-time employee for the full 12 months and
adding another employee 6 months into the program. I am also including 1 cell phone for street level; the cost of computer supplies and gas for when we are driving our own vehicles.
I am also including 4 hours per week for our Social Services director who will be overseeing these employees and providing additional support as needed. The indirect is based on 15%
of expenses. I also want to include that we do have a 25.5% NICRA which is our federally negotiated indirect cost. I just want to be transparent with our indirect.
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Project Summary and Scope of Work
Funding from the City of Spokane Valley will be used to hire outreach teams for The Salvation
Army’s Homeless Outreach program, Street Level. Street Level teams are designed to identify and
proactively reach areas throughout the City of Spokane Valley that are occupied by people
experiencing homelessness.
Street Level outreach teams will partner with Behavioral Health Units and work with the
unsheltered community members in order to decrease and eliminate any barriers that may be
keeping them from gaining housing stability. This includes mental health assistance and addiction
recovery services.
Street Level will consist of four teams dedicated to responding to the needs of homeless men,
women, and families, making contact with the City of Spokane Valley's unhoused population, and
providing resources to those experiencing homelessness.
These teams regularly do outreach, taking to the streets and visiting commonly inhabited areas in
order to provide hygiene items, food bags, referrals to shelters, food banks, and any other needed
services. The teams are modeled after The Salvation Army’s successful Street Outreach in Seattle
(https://caringmagazine.org/salvation-army-expands-northwest-streetlevel-program-to-reach-
more-people-living-in-cars/), which is a one-stop resource shop for people living on the streets in
western Washington.
coldest nights, typically from November through March, and during times when we are dealing with
Project Activity Management
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connect with the City of Spokane Valley's homeless population to connect each client with
resources. These connections will be tracked through HMIS and The Salvation Army's data
collection system. The Salvation Army will partner with established Behavioral Health Units
throughout the City and provide the following activities and services:
• Street-based education and outreach
• Access to emergency shelters
• Survival aid
• Individual assessments
• Trauma-informed treatment and counseling
• Information and referrals
• Crisis intervention
• When guests are ready to exit homelessness, Street Level will arrange for transportation to
shelters.
• Follow-up support
Project/Activity Outcomes
Each outreach vehicle in the Street Level program will be equipped with a driver and at least one
outreach specialist. Vans will also have a laptop computer onboard to immediately enter and track
data on homeless individuals. This data will be used to provide information to the City and track our
successes. The Street Level Outreach teams anticipate the following outcomes:
1) Build relationships with the unhoused, homeless service providers, and the community
2) Make connections to shelters and services
3) Work regionally to collect and analyze data to inform recommendations
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Coordination
The Street Level program currently works 24-hours per day, 7 days a week. Each day there are two 2
vans that operate 6am-11:00pm and 1 team that works graveyard. The Salvation Army, Street Level
program, The Way Out Center and TRAC meet monthly with the regional outreach team in order to
coordinate services as needed. This is also a meeting where agencies can ask the whereabouts of
individuals. This has helped to get housing secured for those who have been on waitlist.
Project Alternatives if not fully funded
Salvation Army would reduce the street outreach teams if not fully funded which would impact the
services available to homeless individuals within the City of Spokane Valley. We are seeking funding
were to not receive the full funding requested from Spokane Valley we can scale the program
appropriately to still provide services.
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of
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Homeless Outreach Respondent Interview SUMMARY
Rating302010
Excellent30 20 10
Respondent: Frontier Behavioral Health
Above Average25167
Average 15 10 5
Below Average853
Not Acceptable000
CategorySummarized Reviewer Comments:Average
Score
Previous operation and performance Strengths: 26/30
Experience operating homeless outreach 10 outreach employees, manager has 23+ yrs.
programs, including staffing, services offered, experience, holds weekly meetings to assess
client transportation, etc. Experience collecting progress, collects data and records in CMIS,
data. Past outcomes from outreach programs. Regional crisis response, EWA 211, True Blood
grantee, evaluate and treatment both voluntary
and involuntary, elder services case mgmt.,
County policy background checks, HOST, HOT
Challenges:
Access to client transportation?
Experience and qualifications of key staff Strengths: 18/20
Experience and qualifications of existingstaff BA in human services field required, policies
assigned to the program, or requirements for are in place for integrations with multiple
staff to be hired. Knowledge of available providers, 80% time spent in field, current
resources in the community. Ability to integrate process for case management, coordinate with
program and staff to coordinate with and work Partners INW (SVP) and SNAP, 2 locations in
with City’s Homeless Outreach Officer and Valley (Argonne & Pines)
related staff. Challenges:
No substance abuse program, 2-3 months out
due to hiring new staff
Availability/Responsiveness Strengths: 16/20
Availability of key personnel to perform Can adjust current staff to fill in during hiring
outreach services. Availability/ability to period, willing to expand to 7 days per week
respond to emergent requests for service from when necessary, respond within reasonable
City as needed. time, continuity of care with use of service
records paperwork.
Challenges:
Hiring time, staff vehicle not for transporting
clients, request for satellite office space
Integration with regional homeless response Strengths: 9/10
system Experiences and currently utilizing CMIS, Point
Knowledge of/integration with CMIS data in Time, COC Board, access to HOST,
system, Point In Time count, CoC board and additional data in own service record
sub-committees, regional case conferencing.
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Homeless Outreach Respondent Interview SUMMARY
paperwork, Community Court, regional
outreach case conferencing efforts.
Challenges:
None referenced.
Budget Strengths: 16/20
Proposed budget. Ability to scale budget to fit Flexible - Scaled initial budget back to 1.5 FTE
funding availability. (can program be from 2 FTE, modified related costs
appropriately modified if needed?) appropriately.
Challenges:
Need more detail in line items to understand
where expenses are going. Direct vs indirect
unclear. Indirect @ 21%
Complete Submittal**Respondent was asked to submit a revised
Y / N
All required sections have been submitted. budget with more detail and an
explanation/narrative of the direct and indirect
costs. Updated budget and explanation are
attached to proposal.
Average Composite Score of Reviewers85/100
Page 29 of 89
Homeless Outreach Respondent Interview SUMMARY
Rating302010
Excellent30 20 10
Respondent: Salvation Army
Above Average25167
Average 15 10 5
Below Average853
Not Acceptable000
CategorySummarized Reviewer Comments:Average
Score
Previous operation and performance Strengths: 16/30
Experience operating homeless outreach 24-hour team, 800-1000 individuals per mo.,
programs, including staffing, services offered, several housing options, provides housing
client transportation, etc. Experience collecting center (TRAC), access to transport vehicles,
data. Past outcomes from outreach programs. team has persons with lived experience, metrics
for success include demographics/treatment
referrals/#of contacts & transports to
shelter/resources offered.
Challenges:
Data collection, don’t currently utilize CMIS,
current program appears to mainly utilize
TRAC, only 1 staff has degree, little interaction
with Valley (historically)
Experience and qualifications of key staff Strengths: 13/20
Experience and qualifications of existingstaff Using existing staff – start immediately,
assigned to the program, or requirements for communicate with officer within 24 hrs., peer
staff to be hired. Knowledge of available support certification, team of 5 – lead has 25
resources in the community. Ability to integrate years’ experience, CPR/right response training,
program and staff to coordinate with and work pioneer intake training, currently running TRAC
with City’s Homeless Outreach Officer and shelter.
related staff. Challenges:
No current formal tracking system in place,
limited education level of staff
Availability/Responsiveness Strengths:16/20
Availability of key personnel to perform 24/7 staff available immediately, van transport
outreach services. Availability/ability to available, not hiring but using existing staff.
respond to emergent requests for service from Challenges:
City as needed. City staff have not seen the street level or van
around Valley, not worked with their street level
team.
Integration with regional homeless response Strengths:6/10
system 1 person knows the CMIS system, attends
regional meetings, have an in-house database,
Page 30 of 89
Homeless Outreach Respondent Interview SUMMARY
Knowledge of/integration with CMIS data PIT participation, community consortium,
system, Point In Time count, CoC board and provide shelter as needed.
sub-committees, regional case conferencing. Challenges:
Collecting data on paper, not currently using
CMIS, staff not integrated in Valley
Budget Strengths:10/20
Proposed budget. Ability to scale budget to fit Willing to be flexible, propose new budget.
funding availability. (can program be Challenges:
appropriately modified if needed?) Respondent stated they were confused by the
instructions and responded from a regional
perspective, allocating one third of the total
budget to the Valley. Funding from County and
City was not received so they will have to
regroup with a new budget proposal anyway.
Complete Submittal**Respondent was asked to submit a revised
Y / N
All required sections have been submitted. budget with an explanation of how the services
would be modified to be Spokane Valley
centric.
Updated budget and explanation are
attachedto proposal.
Average Composite Score of Reviewers60/100
Page 31 of 89
10210 E Sprague Avenue | Spokane Valley WA 99206
Phone: (509) 720-5000 | Fax: (509) 720-5075 | www.spokanevalleywa.gov
SPOKANE VALLEY HOMELESS HOUSING TASK FORCE
Request for Recommendationto City Council
MEETING DATE: May 10, 2024
AGENDA ITEM TITLE: AdministrativeReport -5-Year Strategic Plan to Prevent and End Homelessness
BACKGROUND: Washington State law requires that each local homeless housing task force develop and recommend a five-
year homeless housing plan for its jurisdictional area to its local government legislative authority. In order to begin
expenditures of eligible fundsthrough the Homeless Housing Assistance Act (HHAA) in 2024, a 5-Year plan must be in effect.
Due to the lack of time to develop a Spokane Valley plan before the end of 2023, the Task Force recommended the adoption
of the 2020-2024 Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness Planin
October 2023. The City is required to adopt a new five-yearplan by the end of 2024.
Staff will discuss the current efforts by the Continuum of Care to develop the plan for the next five-yearcycle and howthe
task force can collaborate with the regional efforts tomeet the state deadline for adopting the plan for the City.
RECOMMENDED ACTION: Discussion only
STAFF CONTACT: Eric Robison, Housing and Homeless Coordinator
ATTACHMENTS:
1.Draft 2025-2030 Local Homeless Housing Plan
2.Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness
Page 32 of 89
*DRAFT* 2025-2030 LOCAL
HOUSING DIVISIONHOMELESS HOUSING PLAN GUIDANCE
*DRAFT* 2025-2030 Local Homeless Housing Plan
Guidance
Submit written comments and questions on this draft by June 7, 2024:
Commerce Website
Oliver Crain
Link: https://www.commerce.wa.gov/serving-
communities/homelessness/state-strategic-plan-annual-report-and-audits/
Homelessness Assistance Unit
Online Form
oliver.crain@commerce.wa.gov
Link: https://forms.office.com/g/UdaX7nAUAU
Introduction
Under Washington state law, each county government must create a local homeless housing task force in
1
order to prepare a five-year homeless housing plan. The local plan must provide goals, strategies, activities,
performance measures, and timelines to eliminate homelessness within the entire county jurisdictional area,
2
regardless of incorporated or unincorporated status except as provided otherwise in statute.
The local plans shall be consistent with guidance issued by the Washington State Department of Commerce
3
(Commerce). Commerce last published guidance for the planning period 2019-2024 in December 2018. In
preparation for the next five-year planning cycle, Commerce has prepared this guidance for counties, cities and
local homeless housing task forces to support alignment between state and local homeless housing efforts.
There are several ways to meet the local homeless housing plan requirement:
Develop a new local plan consistent with this state guidance.
Develop an addendum to an existing plan to fulfill the missing elements required by this state guidance.
Such an addendum would be subject to the "Process Requirements" and "Local Plan Required
Components" included in this state guidance.
1
RCW 43.185C.050, "Each local housing task force shall prepare and recommend to its local government legislative authority a five-
year homeless housing plan for its jurisdictional area, which shall be not inconsistent with the department’s statewide guidelines…”,
https://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.050
2
RCW 43.185C.080, i.e. when a city asserts responsibility for the homeless response within its borders, and does not intend to adopt
the county plan to guide its response efforts, https://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.080
3
RCW 43.185C.160, "Each county shall create a homeless housing task force to develop a five-year homeless housing plan addressing
short-term and long-term housing for homeless persons…", https://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.160
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In cases where the existing local plan uses different language and structure, but is otherwise consistent,
develop a written explanation mapping the current local plan language and structure to this state guidance.
Key Terms
Counties and cities have discretion in how to prepare their local plans and whom they charge with leading the
development process. Where necessary this guidance clearly delineates between counties and cities.
Otherwise, Commerce uses the term "lead entity" to refer to:
Any individual, party or organization tasked with developing the local plan. This could include but is not
limited to the local homeless housing task force, local government staff or a third-party consultant.
Commerce uses the term "local government" to refer to:
Any municipal corporation leading the local jurisdictional response to homelessness: a county, city, special
purpose district OR any governmental entity leading the local jurisdictional response to homelessness via
interlocal agreement or memorandum of understanding.
Commerce uses the term "legislative authority" to refer to:
4
The elected legislative body of a city or county, empowered by law to adopt the final local plan.
Process Requirements
Lead entities preparing local plans or addenda to existing local plans, and local governments adopting those
plans or addenda must follow the process requirements below.
Public Notice
Notice of Plan Development
Once the lead entity is prepared to begin the local plan development process, the local government approving
the final plan must publish on its website, social media and in a local newspaper of record a notice of the
development of the local homeless housing plan. This notice should include an applicable schedule of all
opportunities for in-person participation and/or written comments, and the date of the local government's
public hearing(s) when the local government legislative authority will review and adopt the plan.
Notice of Public Hearing & Public Engagement Documentation
At least 30 days prior to the public hearing, the local government must give a similar public notice (as above)
of the scheduled public hearing. The lead entity must document efforts to distribute such notice to
communities with lived experience of homelessness and/or housing instability. They must then document
such engagement efforts in an exhibit, attachment or appendix to the final local plan.
Key Stakeholder Participation and Collaboration
Lead entities must include all of the following key stakeholders in the development of local plans pursuant to
RCW 43.185C.080 and RCW 43.185C.160.
4
RCW 43.185C.050
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The lead entities developing the local plan must coordinate with and include at least the two largest cities
within the county or multi-county region in both the development and finalization of the local plan prior to
its adoption.
Except where a city has asserted responsibility for the homeless response within its borders, lead
entities must prepare a county or multi-county plan that provides goals, strategies, activities,
performance measures and timelines to reduce homelessness within the entire county jurisdictional
area, regardless of incorporated or unincorporated status.
In cases where cities have:
1)asserted responsibility for homeless housing within their borders, AND;
2)have elected to prepare their own local homeless housing plan separate from the county or multi-
5
county plan
Lead entities must coordinate with and include representatives of the local government coordinating the
county or multi-county homeless response in both the development and finalization of the city's local plan
prior to its adoption.
In addition to local government representation, the lead entity must ensure that the following stakeholders
sit on the local homeless housing task force AND participate in the development of the local plan:
A representative of a Behavioral Health Administrative Service Organization OR a Managed Care
Organization
A representative from a by and for organization within the lead entity’s jurisdiction. Commerce may
grant an exemption if a lead entity cannot fulfill this requirement.
One or more representatives from homeless service provider organizations such as:
Emergency shelter operators,
Domestic violence/sexual assault shelter and housing providers,
Homeless outreach providers,
Rental subsidy administrators,
Permanent Supportive Housing providers and operators, and
Coordinated entry staff
Lead entities must document compliance with this section in an exhibit, attachment or appendix to the final
local plan.
Finalizing the Plan
Following applicable law, this guidance's process requirements, this guidance's local plan required
components and upon the completion of the plan or addendum, the lead entity must:
Secure adoption by the relevant legislative authority, AND
Submit the final plan or addendum to Commerce no later than December 2025.
5
RCW 43.185C.080,Homeless housing grants—Participation, https://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.080
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Local Plan Required Components
To support local responses to homelessness and ensure statewide coordination of efforts, lead entities must
include the following components in local homeless housing plans or addenda.
Planning Period
Purpose: To coordinate statewide homeless crisis response systems' efforts within a common planning
window for the next five years.
Unless otherwise approved by Commerce, the plan must be for a five-year planning period from 2025-2030.
If a local government already adopted a plan covering a different planning period prior to the issuance of this
state guidance, Commerce will not require that the local government change the local plan's planning period to
comply with this guidance.
Required Plan Objectives
Purpose: To align local planning processes with the state homeless housing strategic plan, and ensure a
coordinated and complementary state and local homeless housing crisis response.
The local plan or addendum must include the following objectives derived from the statewide plan:
Promote an equitable, accountable and transparent homeless crisis response system
Strengthen the homeless service provider workforce
Prioritize assistance based on the greatest barriers to housing stability and the greatest risk of harm
House everyone in a stable setting that meets their needs
Local plans may include additional objectives.
All objectives must have specific strategies or actions to achieve them, timelines for completion and measure
of success or performance.
For local governments that adopted a local plan prior to the issuance of this guidance, Commerce will require
that the local government either:
1)Adopt an addendum that incorporates the required statewide objectives. Such local governments must
submit the addendum to Commerce by December 2025. The process of preparing and adopting the
addendum must comply with the requirements laid out in this state guidance.
2)In cases where the existing local plan uses different language and structure, but is otherwise
consistent, develop a written explanation mapping the current local plan language and structure to this
state guidance.
Required Alignment with County Comprehensive Plan & Growth
Management Act
Introduction
Following RCW 43.185C.160(1), each county or city must create a local homeless housing task force "to
develop a five-year homeless housing plan addressing short-term and long-term housing for homeless
persons." Additionally, per RCW 36.70A.070(2), each county or city planning under the Growth Management
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Act must prepare a housing element to the local comprehensive plan that analyzes existing and projected
housing needs, and identifies sufficient capacity of land for housing, including emergency housing and
extremely low-income housing. This section provides a series of required components that address the nexus
between the creation, expansion or preservation of local homeless housing capital facilities and local long-
range land use planning.
Local Permanent and Emergency Housing Needs
Purpose: To support a clear linkage between long-term land use planning and the development of adequate
6
homeless housing capital facilities.
The local plan must include an exhibit, attachment or appendix that acknowledges and documents estimated:
Permanent housing need for households making 0-30% of the Area Median Income (AMI), and
Emergency housing need (emergency shelter, transitional housing, etc.)
Lead entities and local governments must derive their need projections from Commerce's estimates prepared
7
in response to HB 1220 (2021). Such estimates must provide for the entire geographic jurisdiction covered by
8
the plan regardless of incorporated or unincorporated status except as provided otherwise in statute. Lead
entities may include the full 20-year projection of needed housing units, or a pro-rated five-year projection in
line with the planning period of the local plan.
Planning For Homeless Housing Capital Projects
Purpose: To support the development of homeless housing capital facilities that comply with the Growth
Management Act and local comprehensive plans on sites with compatible uses, appropriate infrastructure and
9
necessary amenities
Where local homeless housing plans identify actions related to the pre-development, development or
construction of homeless housing capital projects, lead entities must acknowledge and document, either
directly in the plan or in an exhibit, attachment or appendix, that such projects will comply with the Growth
Management Act, the applicable local government's comprehensive plan, and any laws or regulations derived
thereof.
If a local government is not required to plan for housing under the Growth Management Act, the lead entity
must instead acknowledge and document,either directly in the plan or in an exhibit, attachment or appendix,
that such projects will comply with the local government's planning policies.
The lead entity must further acknowledge and document, either directly in the plan or in an exhibit, attachment,
or appendix, the criteria used to evaluate prospective homeless housing capital projects. Such criteria must
include all relevant factors that the Homeless Housing Task Force and local government would take into
consideration when prioritizing homeless housing capital projects for public investment. The lead entity must
further acknowledge and document a procedure describing how the Homeless Housing Task Force or local
6
RCW 43.185C.160
7
Commerce, Updating GMA Housing Elements, https://www.commerce.wa.gov/serving-communities/growth-management/growth-
management-topics/planning-for-housing/updating-gma-housing-elements/
8
RCW 43.185C.080
9
RCW 43.185C.160; RCW 36.70A.070(2), Comprehensive plans—Mandatory elements,
https://app.leg.wa.gov/rcw/default.aspx?cite=36.70A.070
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government would apply these criteria when considering a homeless housing capital project investment (e.g.
new construction, expansion, renovation, rehabilitation, or preservation).
Funding Homeless Housing Assistance Programs and Capital Projects
Purpose: To communicate resources available to the local government, whether actual or potential, to
implement the local homeless housing plan and support the local homeless crisis response system.
Lead entities must acknowledge and document in an exhibit, attachment or appendix to the local plan all fund
sources, actual or potential, available to the local government and the local homeless housing task force in
large part for homeless housing and assistance. At a minimum, lead entities must provide information related
to the following:
Local funds authorized by RCW 82.14.460 (Mental Health Sales and Use Tax)
Local funds authorized by RCW 82.14.530 (Housing and Related Services Sales and Use Tax)
Local funds authorized by RCW 82.14.540 (Affordable and Supportive Housing Sales and Use Tax)
Local funds authorized by RCW 84.52.105 (Local Housing Levies)
Local funds authorized by RCW 36.22.250 (Document Recording Surcharge, Local Portion)
Consolidated Homeless Grant
Housing and Essential Needs Grant
Emergency Solutions Grant
Community Development Block Grant
Continuum of Care Grant (except Balance of State counties)
Youth Homelessness Demonstration Project Grants (except Balance of State counties)
Note: For lead entities' reference, the Washington State Department of Revenue provides the "Local Sales Tax
Distributions Tool" and the "Local taxing district levy detail".
For the fund sources listed previously, lead entities must document if a local government does not meet the
required criteria. Unless otherwise approved by Commerce, lead entities must use the following format to
share this information:
Amount
received Actual/Projected
Fund Source Source Status Allowable Uses SFY24 received SFY25
Definitions of Table Terms:
Fund source: Official name of the fund source per law, regulation or funder
Source: Private, local, state, or federal source
Status: Not eligible/NA, not receiving/collecting, receiving/collecting, expired
Allowable uses: Operating, and/or capital
Amount received SFY24: Total dollars received from the fund source during state fiscal year 2024
Actual/Projected received SFY25: Total dollars received or expected from fund source during state fiscal
year 2025
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Lead entities may choose to include other information about funding sources in addition to the listed
requirements.
Reporting
Per RCW 43.185C.045, local governments are responsible for annually reporting updates to Commerce on the
status of their plan and its activities for the prior fiscal year. This report must include “the current condition of
homelessness in its jurisdiction, its performance in meeting the goals in its local homeless housing plan, and
any significant changes made to the plan.” This report is due to Commerce in December each year and is
posted on the department’s website at https://www.commerce.wa.gov/serving-
communities/homelessness/local-government-5-year-plans/
Along with each local government’s annual report, the department posts information on the local government's
homelessness spending from all sources by project during the prior state fiscal year. This is called the Annual
Expenditure Report and Commerce sends a document to lead entities after the end of each fiscal year for
review. The Annual Expenditure Report is posted on the department’s website under Reports at
https://www.commerce.wa.gov/serving-communities/homelessness/state-strategic-plan-annual-report-and-
audits/
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Glossary
Addendum: A supplement to the plan
By and for organization: A By and For organization is a part of a community of people that see themselves as
unique and defined by the members’ identities, traditions, and values. A By and For organization is one where
leadership and staff belong to the same community they serve, promote, and work to preserve. By and For
organizations build trust, advocate, respond, and solve problems specific to community members. By and For
organizations have roots in their respective communities as change agents and providers of mitigating
systems of community service. They invest in and work with community members to improve their quality of
10
life.
Comprehensive plan: a generalized coordinated land use policy statement of the governing body of a county
or city that is adopted pursuant to Chapter 36.70A RCW.
Emergency housing: Temporary indoor accommodations for individuals or families who are homeless or at
imminent risk of becoming homeless that is intended to address the basic health, food, clothing, and personal
hygiene needs of individuals or families. Emergency housing may or may not require occupants to enter into a
11
lease or an occupancy agreement.
Growth management act: A series of state statutes, first adopted in 1990, that requires fast-growing cities and
counties to develop a comprehensive plan to manage their population growth. It is primarily codified under
12
Chapter 36.70A RCW, although it has been amended and added to in several other parts of the RCW.
HB 1220 (2021): More information can be found on Commerce's website.
Lead entity: Any individual, party or organization tasked with developing the local plan. This could include but
is not limited to: the local homeless housing task force, local government staff or a third-party consultant.
Legislative authority: The elected legislative body of a city or county, empowered by law to adopt the final local
13
plan.
Local government: Any municipal corporation leading the local jurisdictional response to homelessness: a
county, city, special purpose district OR any governmental entity leading the local jurisdictional response to
homelessness via interlocal agreement or memorandum of understanding.
Local homeless housing plan: A plan aimed at eliminating homelessness prepared by a local homeless
14
housing task force and recommended for adoption to its local government legislative authority.
Local homeless housing task forces: A body created by a county or city government to develop a five-year
15
homeless housing plan addressing short-term and long-term housing for homeless persons.
10
Commerce, Community Reinvestment Plan Report: Appendix D,
https://deptofcommerce.app.box.com/s/76v6uffhtcy09eucf4du255y0dacen41
11
RCW 36.70A.030(14), Definitions, https://app.leg.wa.gov/RCW/default.aspx?cite=36.70a.030
12
MRSC, Growth Management Act, https://mrsc.org/explore-topics/planning/gma/growth-management-act
13
RCW 43.185C.050
14
RCW 43.185C.050
15
RCW 43.185C.160
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16
Objective: something toward which effort is directed: an aim, goal, or end of action.
Planning period: The period covered by a planning activity. For local homeless housing plans, this is 2025-
2030.
State plan, state homeless housing strategic plan: A plan prepared and published by Commerce that outlines
17
statewide goals and performance measures.
State fiscal year: the state's 12-month accounting period running from July 1 to June 30 of the following year.
16
Merriam-Webster, "objective", https://www.merriam-webster.com/dictionary/objective
17
RCW 43.185C.040, Homeless housing strategic plan—Program outcomes and performance measures and goals—Coordination—
Statewide data gathering instrument—Reports, https://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.040
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SpokaneCity/CountyContinuumofCare
5-YearStrategicPlan
toPreventandEndHomelessness
Page 42 of 89
SpokaneCity/CountyContinuumofCare
5-YearStrategicPlantoPreventandEndHomelessness
2020to2025
TableofContents
1.Acronyms............................................................................................................................................................5
2.Introduction........................................................................................................................................................7
2.1.AlignmentwiththeContinuumofCareMission........................................................................................7
2.2.CurrentStateoftheCoCGeographicRegionandHomelessResponse.....................................................7
2.2.1.Governance........................................................................................................................................7
2.2.2.RegionalIntegration...........................................................................................................................7
2.2.3.Partnership.........................................................................................................................................8
2.2.4.ServiceProvision.................................................................................................................................8
2.2.5.Communication..................................................................................................................................8
2.2.6.Encampments.....................................................................................................................................9
2.2.7.BusinessCommunity..........................................................................................................................9
2.2.8.AffordableHousing.............................................................................................................................9
2.2.9.AgingPopulation..............................................................................................................................10
2.2.10.Data-DrivenSolutions...................................................................................................................10
2.3.Objectivesofthe5-YearStrategicPlan....................................................................................................10
2.3.1.ObjectiveOne...................................................................................................................................10
2.3.2.ObjectiveTwo...................................................................................................................................11
2.3.3.ObjectiveThree................................................................................................................................11
2.3.4.ObjectiveFour..................................................................................................................................11
2.3.5.ObjectiveFive...................................................................................................................................11
3.ObjectiveOne:Quicklyidentifyandengagepeopleexperiencinghomelessness...........................................11
3.1.Introduction..............................................................................................................................................11
3.2.MeasuresofSuccessandPerformance....................................................................................................12
3.3.Strategies..................................................................................................................................................13
3.4.CurrentCondition.....................................................................................................................................13
3.4.1.OutreachEfforts...............................................................................................................................13
3.4.2.CommunityCourt.............................................................................................................................14
3.4.3.CoordinatedEntryImprovements....................................................................................................15
3.4.4.EmergencyServices..........................................................................................................................16
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Page 43 of 89
3.4.5.Prevention........................................................................................................................................16
3.4.6.Diversion...........................................................................................................................................17
3.5.ActionstoMeettheObjectives................................................................................................................17
4.ObjectiveTwo:Prioritizationofhomelesshousingforpeoplewiththehighestneeds..................................19
4.1.Introduction..............................................................................................................................................19
4.2.MeasuresofSuccessandPerformance....................................................................................................20
4.3.Strategies..................................................................................................................................................20
4.4.CurrentConditions...................................................................................................................................21
4.5.ActionstoMeettheObjectives................................................................................................................21
5.ObjectiveThree:Effectiveandefficienthomelesscrisisresponsehousingandservicesthatswiftlymoves
peopleintostablepermanenthousing....................................................................................................................22
5.1.Introduction..............................................................................................................................................22
5.2.MeasuresofSuccessandPerformance....................................................................................................22
5.3.Strategies..................................................................................................................................................23
5.4.CurrentCondition.....................................................................................................................................23
5.4.1.CoCFundingandRFPCommittee.....................................................................................................23
5.5.ActionstoMeettheObjectives................................................................................................................24
6.ObjectiveFour:Aprojectionoftheimpactofthefullyimplementedlocalplanonthenumberofhouseholds
housedandthenumberofhouseholdsleftunsheltered,assumingexistingresourcesandstatepolicies............26
6.1.Introduction..............................................................................................................................................26
6.2.MeasuresofSuccessandPerformance....................................................................................................27
6.3.Strategies..................................................................................................................................................27
6.4.CurrentConditions...................................................................................................................................27
6.4.1.EmergencyShelter............................................................................................................................28
6.4.2.TransitionalHousing.........................................................................................................................28
6.4.3.RapidRe-Housing.............................................................................................................................28
6.4.4.PermanentSupportiveHousing.......................................................................................................29
6.5.ActionstoMeettheObjectives................................................................................................................29
7.ObjectiveFive:Addressracialdisparitiesamongpeopleexperiencinghomelessness....................................29
7.1.Introduction..............................................................................................................................................29
7.2.MeasuresofSuccessandPerformance....................................................................................................30
7.3.Strategies..................................................................................................................................................31
7.4.CurrentConditions...................................................................................................................................31
7.4.1.ComparisontoLike-SizedCommunities...........................................................................................31
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7.5.ActionstoMeettheObjectives................................................................................................................32
8.ReviewProcess.................................................................................................................................................33
8.1.ActionSteps..............................................................................................................................................33
8.2.Timeline....................................................................................................................................................34
8.3.ModificationsandUpdates......................................................................................................................34
9.Attachment1....................................................................................................................................................35
HousingInventoryChart(HIC)..............................................................................................................................35
10.Attachment2................................................................................................................................................38
ObjectiveFourExcelDocument...........................................................................................................................38
11.Attachment3................................................................................................................................................39
PerformanceManagementPlan..........................................................................................................................39
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SpokaneCity/CountyContinuumofCare
5-YearStrategicPlantoPreventandEndHomelessness
2020to2025
1.Acronyms
ACIAnchorCommunityInitiative
AHARAnnualHomelessAssessmentReport
ALTSAAgingandLongTermSupportAdministration
APPAnnualPerformancePlan
APRAnnualPerformanceReport
BNLBy-NameList
CACollaborativeApplicant
CAPCorrectiveActionPlan
CDBGCommunityDevelopmentBlockGrantProgram(CPDProgram)
CECoordinatedEntry
CFDACatalogofFederalDomesticAssistance
CFRCodeofFederalRegulations
CHHSCommunity,Housing,andHumanServices(aCityofSpokaneDepartment)
CoCContinuumofCareapproachtoassistancetothehomeless
TheFederalagencyresponsiblefornegotiatingwithagrantrecipientonbehalf
CognizantAgency
ofallfederalagenciestherecipientreceivesfundsfrom
CollaborativeApplicantThepartyresponsibleforapplyingonbehalfoftheregionforCoCfunds
ContinuumofCareFederalprogramstressingpermanentsolutionstohomelessness
ConsolidatedPlan;alocallydevelopedplanforhousingassistanceandurban
ConPlandevelopmentundertheCommunityDevelopmentBlockGrantandotherCPD
programs
CPDCommunityPlanning&Development
DCYFDivisionofChildren,Youth,andFamilies
Federalagencycanexercisejudgmentinselectingtherecipientthrougha
DiscretionaryGrants
competitivegrantprocess
EPLSExcludedPartiesListSystem
ESEmergencyShelter
ESGEmergencyShelterGrants(CPDProgram)
1968act(amendedin1974and1988)providingHUDSecretarywithfair
FairHousingAct
housingenforcementandinvestigationresponsibilities
FCSFoundationalCommunitySupports
FederalFiscalYearBeginsonOctober1andendsonSeptember30ofthenextcalendaryear
FederalRegisterTheofficialjournaloftheFederalGovernment.
FMRFairMarketRate(maximumrentforSection8rentalassistance)
Aformulagrantisatypeofmandatorygrantthatisawardedbasedon
statisticalcriteriaforspecifictypesofwork.Theauthorizinglegislationand
FormulaGrantsregulationsdefinethesestatisticalcriteriaandtheamountoffundstobe
distributed.So,theterm“formula”referstothewaythegrantfundingis
allocatedtorecipients.
FUPFamilyUnificationProgram
GOSHGovernor'sOpportunityforSupportiveHousing(GOSH)Services
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Grantee
HousingandCommunityDevelopmentAdvisoryBoardforSpokaneCounty
HCDAC
CSHCD
HEARTHActHomelessEmergencyandRapidTransitiontoHousingAct
HHAAHomelessHousingAssistanceAct
HICHousingInventoryChart
HMISHomelessManagementInformationSystem
HOMEHomeInvestmentPartnerships(CPDprogram)
HOPWAHousingforPeopleLivingwithHIV/AIDs
HUDU.S.DepartmentofHousingandUrbanDevelopment
HUD-VASHHUD-VeteransAffairsSupportiveHousingprogram
Lesbian,Gay,Bisexual,Trans,Queer/Questioning,Intersex,Asexual,More
LGBTQIA+
(sexualities,sexes,andgenders)
Grantsafederalagencyisrequiredtoawardiftherecipientmeetsthe
MandatoryGrants
qualifyingconditions
McKinney-VentoActFederalLegislationprovidingarangeofservicestohomelesspeople
MOUMemorandumofUnderstanding
NAEHNationalAlliancetoEndHomelessness
NOFANoticeofFundingAvailability
OMBOfficeofManagement&Budget
PATHPreventionAssistanceandTemporaryHousing(Homelessprogram)
P&PsPoliciesandProcedures
PHPermanentHousing
PSHPermanentSupportiveHousing
RecipientDirectrecipientoffundsfromFederalAgency
RFPRequestforProposal
RRHRapidRe-housing
S+CShelterPlusCare
SHPSupportiveHousingProgram
SOARSSI/SSDIOutreach,Access,andRecovery
SRCSpokaneResourceCenter:AHUDEnVisionCenter
SROSingleRoomOccupancyProgram
Sub-GranteeAnagencywhoreceivespass-throughfundingtooperateaproject
Sub-RecipientIndirectrecipientofFederalFundsthroughapass-throughagency(Recipient)
TBRATenant-BasedRentalAssistance
THTransitionalHousing
UFAUnifiedFundingAgency
USCUnitedStatesCode
VAVeteransAdministration
VASHVeteransAffairsSupportiveHousing
YABYouthAdvisoryBoard
YouthBuildHUDprogramtopromoteapprenticeshipsforneedyyouthinbuildingtrades
YYAYouth(17andunder)andYoungAdults(18to24-years)
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2.Introduction
2.1.AlignmentwiththeContinuumofCareMission
The5-YearStrategicPlantoPreventandEndHomelessness(“5-YearPlan”)isintendedtoalignwiththemission
oftheContinuumofCare(CoC),astheadvisorybodyoftheregion’shomelesscrisisresponsesystem.TheCoC’s
missionistomakehomelessnessrare,brief,andnon-recurringbyfosteringsharedresponsibilityamong
stakeholdersandcoordinatingresourcesessentialtothesuccessoflocalplanstoendhomelessness.
2.2.CurrentStateoftheCoCGeographicRegionandHomelessResponse
ThehomelesscrisisresponsesystemandthewaysinwhichtheCoCBoardandlocalgovernmentsrespondis
impactedbythecurrentcontextonanumberofkeyissues,including:
2.2.1.Governance
ThecurrentCoCgovernancestructurewasimplementedin2017andwasdesignedtoconnecta
varietyofsectorsthatintersectwithhomelessnessinanefforttoprovideaholisticperspectiveto
addresscomplexneedsandleverageavailableresources.
TheCoCBoardiscomprisedofmorethan20representatives,includingpeoplewithlivedhomeless
experience,homelessserviceproviders,publichousing,behavioralhealthandchemical
dependency,workforce,healthcare,lawandjustice,advocates,education,funders,localbusiness,
andregionalgovernment.Theserepresentativesaresystemleaderswhoareabletomakedecisions
thatquicklychangethewayweaddresskeychallengesandberesponsivetochangingneeds.
Therearealsofivestandingcommittees(Executive,PlanningandImplementation,Dataand
Evaluation,FundingandRFP,andDiversion)andfourpopulation-specificsub-committees(Youth,
Families,SingleAdults,andVeterans).Thesecommitteesandsub-committeesconsistoffront-line
staff,peoplewithlivedhomelessexperience,andexpertsthatadvisetheCoCBoardandhelpto
guidethehomelesscrisisresponsesystem.
In2019,theSpokaneCity/CountyContinuumofCarewasawardedUnifiedFundingAgency(UFA)
designation.Thisisaprestigiousdesignation,withonlytencommunitiesinthecountryholdingit,
andisawardedbecauseoftheCollaborativeApplicant’sexpertiseinfinancialmanagement,
monitoringandevaluation,governance,andstrategicleadership.UFAcommunitieshaveincreased
controlovercertainfederalfundingstreams,leadingtobetterabilitytomanageprojectslocallyand
allocatefundstomeetchangingneeds.
2.2.2.RegionalIntegration
TheCoCisaregionalbody,consistingoftwelvecitiesandtowns,alongwithunincorporatedareas
throughoutSpokaneCounty.Assuch,ourCoCcontinuestostriveforregionalsolutionsthatmeet
thespecificneedsofthoseexperiencinghomelessnessineachofthosepartsofthecounty,
includingbothurbanandruralenvironments.Thisincludeslocalgovernmentscomingtogetherto
addressthevaryingneedsofbothruralandurbancommunitiesandtheirresponseto
homelessness.Itiscriticalthatstrategiesaddressgapsandopportunitiesthroughouttheregion.
ThishasincludedhavingrepresentationfromtheCityofSpokane,theCityofSpokaneValley,and
SpokaneCountyontheCoCBoard,aswellaspartneringonsurveys/datacollectionandanalysisto
ensurethegeographicdiversityoftheregionisconsideredinprogramdesignandtostreamline
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accesstoservicesforpeoplemostinneed.Furthermore,in2019aregionalgovernancework-group
wasestablishedtofosterthispartnershipandcontinuetoaddressneedsthroughouttheregion.
2.2.3.Partnership
Thereisanextraordinarylevelofcommunitypartnershipsthatspanacrossmunicipalities,service
providers,faithleaders,andcitizens.Therearecurrentlynearlyadozenagenciesfundedby
recommendationsoftheCoCBoardtooperatemorethantwentydifferentprogramstoserve
peopleexperiencinghomelessness,withevenmorepartnersandprogramsintegratedintothe
coordinatedresponsesystem.ThereisincreasedparticipationintheCoCSub-Committeesbyboth
publicandprivatelyfundedagencies,broadeningthelensbywhichweassessthesystem,
contributingdatafromacrosssystemsintotheHomelessManagementInformationSystem(HMIS),
workingtogetheroncomplexandmulti-facetedissuesimpactingthoseexperiencinghomelessness,
andclosingthegaptoensureeffectiveandefficientservicedelivery.Finally,withtheCoC’s
geographiccoveragespanningacrosstheentirecounty,thereisregionalleadershipinvolvingthe
CityofSpokane,theCityofSpokaneValley,andSpokaneCountyinsupportofregionaleffortsto
preventandendhomelessness.
2.2.4.ServiceProvision
Thesystemhasseenanumberofnewprojectscomeonlineinthelastfewyears,aswellasa
significantnumberofnewHMISusersthatcontributedatathataidsinprogramdesignandfunding
allocations.Coordinatedeffortstoaddressneedsofspecializedpopulations(e.g.LGBTQIA+,people
fleeingdomesticviolence,veterans,justice-involved,andyouthandyoungadults)haveledto
improvedservicedeliveryandopportunitiesforpeopletogetengagedwiththesystemandresolve
theirhomelessnessquickly.
Thesystemhasalsoinvestedsignificantlyintrainingopportunitiesforalloftheserviceproviders
withinthehomelesscrisisresponsesystem.Forexample,in2019,thesysteminvestedintraining
approximately50serviceprovidersinDiversionstrategies,withhalfbeingtrainedastrainers,to
moveoursystemtowardsDiversionFirst,anationalbestpracticeinhelpingpeopleself-resolvetheir
homelessness.Sincethen,community-widetrainingshavetakenplace,asmorepartnersstriveto
adoptandintegratethesestrategiesintotheirservicedeliverymodel.
InJuneof2018,theSpokaneResourceCenterwasdesignatedaU.S.DepartmentofHousingand
UrbanDevelopment(HUD)EnVisionCentersite–oneofonly17inthecountry.Thiscameonthe
heelsofayear’sworthofplanninganddesignforanintegratedsocialservicessitethatwouldoffer
wrap-aroundservicestopeopleatriskofbecominghomelessandthatcouldofferprevention
resources.Withtherecognitionthatsingleadulthomelessnessisthefastestgrowinghomeless
populationnationallyandthatpeoplearebecominghomelessforthefirsttimeingreaternumbers
thaninpreviousyears,havingasitededicatedtoaddressingtheseneedsisincreasinglycritical.
2.2.5.Communication
Communicatingthecomplexityofhomelessness,theavailablefundingstreamsandfederaland
statefunderpriorities,andtheCoC’sallocationofresourcesandplanninghasposedchallenges.
Therehasbeenlittlealignmentofmessagingandanover-useofjargon,whichhascausedconfusion
tothosewhoarenotdirectlyinvolvedinthehomelesscrisisresponsesystem.Thishasledtomissed
opportunitiestogetcitizensappropriatelyengaged,mixedmessages,andlackofunderstandingthat
leadstoproductivedialogueandsupport.Thereisaneedtobuildoutajointcommunication
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strategyandcommunityengagementplanthatisadoptedbyallpartiesoftheCoCBoardand
fundedpartners,aswellastodevelopanexternal-facingcommunicationsplantohelpcitizens
betterunderstandthesituationsandcircumstancesofourregion’shomelessstrategy.Finally,
regularCoCbriefingstoelectedofficialsonregionalefforts,challenges,progress,andfunding
directedathomelessnesswouldbebeneficial,aswellasprovidingcommunicationoncapital
resourcesinpermanentrentalhousing,emergencyshelter/transitionalhousing,andotherfocused
investmentstomeettheneedsofpeopleexperiencinghomelessnessthroughouttheregion.
2.2.6.Encampments
Overthelasttwoyears,theCityofSpokanehasworkeddiligentlyonaddressingunsheltered
homelessness,asthosenumbersappeartoincreaseandvisibilityofencampmentshasimpacted
citizen’sperceptionsofsafety.Asaresult,theCityofSpokanehasinvestedmoredeeplyinstreet
outreach,aninterventionthathasprovenresultsthroughdirectengagementwithpeopleliving
unsheltered,andinre-engagingacoordinatedoutreachnetworktocaseconferenceandsupport
effortstohelpcomplexcasesandtoensureoutreachprofessionalareabletosupporteffortsto
reachpeopleinneedthroughoutthecounty.
TheCityofSpokanehasalsobegunutilizingadatabaseandanintegratedsystemtobettertrackand
mapencampmentsandimproveopportunitiestosendtargetedservicesupportstothoseareas.
Outreachthenisutilizedtoprovideaservice-richengagementstrategywhenencampmentshaveto
becleanedupinordertotryandgetpeopleintothehomelessservicesystemtopreventthecamps
frombeingre-formed.
Inlightofthelegalcontextforencampmentsinourregion,therehasbeenanincreasedemphasis
oncreatingemergencyshelterandfocusonhowthatcomponentofthesystemisaddressingthe
communityneed.Thishasledtoanemphasisonthefundingofemergencyshelteratpreviously
unprecedentedlevels.
Evenstill,theCoCrecognizesthatshelterdoesnotendhomelessnessandthatdeeperinvestments
inpermanenthousingwillberequiredinordertohavelong-termimpact.Thebalanceispartof
ongoingdiscussionsatalllevelsandwilllikelyremainattheforefrontduringthistransitionphase.
2.2.7.BusinessCommunity
TheCoCBoardhasfocusedonengagingthebusinesscommunityindiscussionsandplanningfora
varietyofstrategiestoaddressamultitudeofcommunityneeds(e.g.partnershipsbetweenbusiness
andserviceagencies,mentorship,trainingforstaffonhomelessness,andemployment/skillstraining
forclients),creatingapositionontheCoCBoardtobeheldbyabusinessrepresentativetoensure
thatlensisconsideredinallconversations,andcontinuingtoprovidetrainingandeducationonthe
homelesscommunitytoallbusinessthatrequestit.
2.2.8.AffordableHousing
Spokanehasspentmultipleyearsinanaffordablehousingcrisis,withhistoricallylowvacancyrates.
Coupledwithagrowinggeneralpopulation,thishascreatedadditionalchallengestohousingpeople
experiencinghomelessness,astheystruggletocompeteforscarcehousingresources.
Withmanypeoplelookingforplacestorent,thosewhoutilizevouchersand/orhavelessincomeor
rentalhistoriesarelesscompetitiveforthefewunitsthatareavailable.Furthermore,increasing
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rentsaresignificantlylimitingtheavailabilityofaffordablehousingandhavetheeffectofaddingto
localhomelessness.Itisimportanttocontinuefocusingonaffordablerentalhousinginorderto
preventandendhomelessness.Thisincludessupportingcapitalinvestments–usinglocal,state,and
federalresourcestoaddandpreserveaffordablehousingthroughouttheregion.
ALandlordLiaisonCommitteewasdevelopedtoaddresstheneedsofclientsandtoworkwith
landlordstorenttothosebeingservedthroughhomelessprogramdollars.ThisCommittee,which
hasrepresentativesfromtheSpokaneHousingAuthorityandlocalhomelesshousingproviders,has
organizedpublictrainings,heldmeetings,supportedclientsthroughlandlordnegotiations,and
supportedhousingsearch.ThisCommitteehasbeeneffectiveandcontinuestoimproveits
strategiestoengagelandlordsinwaysthatleadtopeoplegettingsuccessfullyhoused.
Intheunincorporatedareasandtwelvecitiesandtowns,HomelessPreventionhassignificantly
curtailedhomelessnessforfamilieswhowouldotherwisebecomehomelessandeventuallyseek
servicesintheCityofSpokane.Thisresourceiscriticalforthosehouseholds.
Despitechallenges,thehomelesscrisisresponsesystemhascontinuedtohousepeopleat
increasingratesoverthelastthreeyears,utilizinginnovativesolutionsandworkingonimproved
landlordengagementstrategies.
2.2.9.AgingPopulation
ThefastestgrowingdemographicinourregionistheMedicare-agepopulation.Thismeansashiftin
thetypesofservicesthatmaybenecessarytoaddresstargetedneeds,aswellasconnectionsto
resourcesthatpreviouslyhavenotbeenutilized.
2.2.10.Data-DrivenSolutions
AsmoreprojectscontributedatatotheHMIS,thedepthandscopeofknowledgecontinuesto
increase.Thislocaldata,alongsidebestpracticeresearchfromaroundthecountry,hasledtothe
designofdata-drivenprograms.
TheCityofSpokanehasmovedtowardsperformance-basedfundinginitsmostrecentfive-year
fundingcycleforstateandlocalfunds.Aspartofthis,theCityofSpokanereleasedaPerformance
ManagementPlanthatwasapprovedbytheCoCBoard.ThePerformanceManagementPlansets
1
bothminimumperformancestandardsandperformancetargetsforallhomelessserviceprojects.
Asoutlinedintheplan,quarterlyperformancereportswillbesharedwiththeCoCBoardandwillbe
postedontheCityofSpokane’swebsite.Fundingdecisionswillbemade,inpart,basedon
performanceachievedbyprojectsonanannualbasis,ensuringthatthecommunityisinvestingin
interventionsthataremeetingorexceedingoutcomesforoursystem.
2.3.Objectivesofthe5-YearStrategicPlan
TheplanfollowsguidancefromtheWashingtonStateDepartmentofCommerce,inassociationwithHUDand
theSpokaneCity/CountyContinuumofCareBoardandSub-Committees.
2.3.1.ObjectiveOne:Quicklyidentifyandengagepeopleexperiencinghomelessness.
1
SeeAttachment3.
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2.3.2.ObjectiveTwo:Prioritizationofhomelesshousingforpeoplewiththehighestneeds.
2.3.3.ObjectiveThree:Effectiveandefficienthomelesscrisisresponsehousingandservicesthat
swiftlymovespeopleintostablepermanenthousing.
2.3.4.ObjectiveFour:Aprojectionoftheimpactofthefullyimplementedlocalplanonthenumberof
householdshousedandthenumberofhouseholdsleftunsheltered,assumingexistingresourcesand
statepolices.
2.3.5.ObjectiveFive:Addressracialdisparitiesamongpeopleexperiencinghomelessness.
3.ObjectiveOne:Quicklyidentifyandengagepeopleexperiencinghomelessness
3.1.Introduction
Sinceitsinception,theSpokaneCity/CountyContinuumofCare(CoC)hasmademajorsystem-widechangesto
betteraddresshomelessness.OneofthesignatureachievementswasdevelopingaCoordinatedEntry(CE)
systemwithseparateanddistinctcomponentsdesignedtobetterservehomelessfamiliesandsingleindividuals.
SpokanewasanearlyadopteroftheCEsystem.Implementedin2012,CEutilizesHomelessManagement
InformationSystem(HMIS)tofacilitatetheidentificationofindividualslivinginhomelessnessbylinkingthemto
theresourcesnecessarytosupportmovementtopermanenthousing.TheCEsystemgainednational
recognitionbytheNationalAlliancetoEndHomelessness(NAEH)forutilizingHousingFirstprinciples,expanding
accesstosatellitesites,andcomprehensivelyassessingandprioritizingfamiliesbyvulnerabilityandseverityof
needs.InSpokaneCounty,CEbeganwithonecoordinatedaccesspointthatincludedreferralsforsingleadults
(includingchronicallyhomelessandveterans),householdswithminorchildren,andyouth.
Afterthreeyearsofassessmentandrevisiontoensureeffectiveness,theCoCbeganreplicatingthisbestpractice
modeltoestablishaCEsystemforhouseholdswithchildren(“families”).Thismeanttwocoordinatedaccess
pointswereoperational:oneforsingleadultsandoneforfamilies.EachCEsystemcomponentoffersintake,
assessment,referrals,housingplacementanddiversion,andsupportiveservicesallunderoneroof.Satellite
sitesthroughoutthecountycreatea“nowrongdoor”approachtothiscentralizedandintegratedone-stopcrisis
responsesystemthatexpediteslinkagetohousingandsupports.
In2016,theCEsystemadoptedaninnovativehomelessdiversionprogram,enablingtheCoCtodivert,
streamline,andimproveassessmentprocesses.Thissystemhasresultedinshorterwaitinglists,eliminationof
barrierstohousingplacement,andmaximaluseofresources.
Althoughthereisnotcurrentlyaseparateaccesssystemforyouth,Spokanehasmadegreatstridesinlearning
whatneedswouldhavetobeaddressedforaneffectiveYouthCEsysteminourcommunitytocatertothe
uniqueneedsofthispopulation.Inthemeantime,youthenterthrougheitherthesinglesorfamiliessystem,
dependingonfamilystatusandage,bothofwhichhaveadoptedchangestobetterserveyouth.Thesechanges
include,butarenotlimitedto:youth-specificwalk-inhourstocreatesafer,morewelcomingenvironmentsand
theintroductionofsatellitesitesforyouthtobeassessedinlocationstheyalreadyfrequent(e.g.
unaccompaniedyouthshelteranddrop-incenters).
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ManyContinuumsofCarearoundthecountryarejustbeginningtoimplementtheirfirstCoordinatedEntry
system,ashavingoneimplementedinahomelessservicesystemonlyjustbecamearequirementfromHUDin
2
January2018.However,becauseCEhasbeenawell-establishedsystemwithinourcommunityforthepastsix
years,ourCoCwasintheuniquepositiontobeabletoevaluateandimproveoursystembasedofffeedbackand
performancemeasurestakenfromwithinourowncommunity,ratherthanbroadertheoreticaldata,andhas
beenworkingtirelesslytodososince.
A“By-NameList”(BNL)isareal-timelistofallpeopleinagivensubpopulationexperiencinghomelessness.By-
namelistsareaknownbestpracticeforhomelessservicesystemsbecausetheyareabletocontainarobustset
ofdatapointsthatcoordinateaccessandserviceprioritizationatahouseholdlevel,allowforeasiercase
conferencing,areacollectivetoolofownershipandresponsibilityamongdifferingagencies,andallow
stakeholderstounderstandthehomelesssysteminflowandoutflowatasystemslevel.Notonlydoesthistool
allowforatriageofservicesandsystemperformanceevaluationonamicrolevel,butitallowsforadvocacyfor
policychangesandadditionalfundingforresourcesnecessarytoendhomelessnessonasystemslevel.
InSpokane,theVeteranBNL,knownasthe“VeteranMasterList”,wasdevelopedin2016.TheVeteranMaster
ListiscurrentlyaHMIStool,whichreflectseveryveteraninourcommunityidentifiedasbeinginahomeless
circumstance,theirhomelessstatus,andwheretheyarebeingserved.Thetoolcollectsdataprovidedby
veteransandcentralizesitinasingleelectronicform,regardlessofwheretheveteranfirstinterfacedwiththe
homelesssystem.Amongmanyotherdatapoints,thetooltracksoffersofhousingthataremadeandtheresults
ofthosereferralsforeachveteranonthelist.TheVeteranMasterListhelpsdeterminewhatinterventionsare
orarenotworkingandwhichveteransinourcommunityaregoingtoneedadditionalresourcesandeffortto
house.Thetoolhasdirectlycontributedtoareducedlengthoftimehomelessforveteransduetotheabilityof
outreachteamsandcaseworkerstomorequicklyidentifywhoisaveteranandexperiencinghomelessnessin
ourcommunity.Thefasterweareabletoprovidehousingand/orsuitableinterventions,thecheaperandmore
effectiveoursystembecomes.
DuetothesuccessoftheVeteranMasterList,theAnchorCommunityInitiative(ACI)CoreTeamhasbeen
partneringwiththeCityofSpokane’sCommunity,Housing,andHumanServices(CHHS)Departmentandthe
SpokaneYouthAdvisoryBoard(YAB)tohelpwiththedevelopmentofaYouthBy-NameListsinceMarch2019.
TheCoreTeam,whichismadeupofindividualswhorepresentvarioushomelessyouthproviders,aswellas
representativesfromthepublicschoolsystem,juvenilejustice,coordinatedentryandbehavioralhealth
treatment,isbuildingtheYouthBy-NameListinaccordancewiththebestpracticeCommunitySolution’sBuiltto
Zeroframework.Thehopeisthatthisprojectwillbecompletedbytheendof2019andcontinuetohelpmake
theyouthhomelessservicesysteminSpokanemoreeffectiveandefficient.
3.2.MeasuresofSuccessandPerformance
1.Compliancewithstateandfederalcoordinatedentryrequirementsforallprojectsreceivingfederal,
3
stateandlocalhomelessfunds.ConsiderimplementationoftheCEcoreelementrecommendations.
2.CompliancewithstateandfederalCEdatacollectionrequirementsinordertobuildandmaintainactive
listsofpeopleexperiencinghomelessness,andtotrackthehomelessstatus,engagementsandhousing
placementsofeachhousehold.
2
http://www.commerce.wa.gov/wp-content/uploads/2018/03/hau-wa-ce-guidelines-1-2018.pdf
3
StartingJanuary2018HUDmandatedhousingprogramsfundedbystateandfederalgrantsmustparticipateincoordinatedentry,mandatedthateach
systemdesignatealeadagencyandthatparticipatingprogramsmustfillprogramopeningsexclusivelythroughthesystem,eliminatingallsidedoors.
ThereareadditionalguidelinesonproceduresandpoliciesoutlinedbytheDepartmentofCommerce;http://www.commerce.wa.gov/wp-
content/uploads/2018/03/hau-wa-ce-guidelines-1-2018.pdf.
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3.ForcommunitiesinStreetOutreachprojects:Increasethepercentageofexitstopositiveoutcome
destinationstothelevelofthetop20%ofhomelesscrisisresponsesystemsnationwide.
3.3.Strategies
1.Useoutreachandcoordinationbetweeneverysystemthatencounterspeopleexperiencing
homelessnesstoquicklyidentifyandengagepeopleexperiencinghomelessnessintoservicesthatresult
inahousingsolution.
2.Applyforadditionalfundingsourcestoaidtheoutreachandengagementprocess.
3.Continuetoleveragecurrentstreetoutreachprogramsand/orpartnerwithagencies’outreachefforts
thatquicklyidentifyandengagepeopleexperiencinghomelessness.
4.Identifyandimplementstafftrainingssuchasdiversion,progressiveengagement,motivational
interviewing,traumainformedcare,etc.
3.4.CurrentCondition
3.4.1.OutreachEfforts
4
ThePerformanceManagementPlan,whichwasdesignedinlinewithexpectationsfromHUD
andtheDepartmentofCommerceandapprovedbytheCoCBoard,setoutminimum
performancestandardsandsystemperformancetargetsforstreetoutreachprojects.When
released,thegoalsetbytheCoCBoardwasthattheminimumperformancestandards,the
applicableoneherebeing65%successfulexitsfromstreetoutreachprojects,wouldbemetby
projectswithintwoyears.Additionally,projectsareexpectedtomeetsystemperformance
targets,or80%successfulexitsfromstreetoutreachprojects,withinfiveyearsorby2025.
WhilethePerformanceManagementPlanisnewlyestablished,Spokane’shomelesscrisis
responsesystemiswellonitswaytoachievingthesegoalswith68.2%successfulexitsfrom
streetoutreachprojectswellbeforethattwoyeargoal.
In2018,theCityofSpokanewasabletoleveragefundinginordertoincreaseoutreacheffortsin
SpokaneCountythroughapartnershipwithSpokaneNeighborhoodActionPartners(SNAP)and
FrontierBehavioralHealth(FBH).Withthisfunding,streetoutreachamplifiedfromtwopart-
timeemployeestofourfull-timededicatedoutreachstaffwhofocusontheadultpopulation.
HomelessOutreachteamshelpindividualslivinginhomelessnessaccessservicestomeettheir
basicsurvivalneedsandworkwithcommunitypartnerstopromotetransitiontopermanent
housing.TheOutreachstaffmeetindividualswheretheyarebygoingtopopulatedareasand
buildingrapportbyofferingakindsmile,supplies(suchassocksorpersonalhygieneproducts),
andsnacksuntilindividualsarereadyandabletoseeksafershelter.Thegoalistoidentifyand
engageunshelteredhouseholdswhoarenotconnectedwithexistingservicesandconnectthem
toappropriatehousingresources,supportingthemuntilanappropriatehandoffofservicesis
available.
ThroughtheAnchorCommunityInitiative(ACI),theCityofSpokane,inconjunctionwith
VolunteersofAmericaofEasternWashingtonandNorthernIdaho(VOA),hasbeenabletofund
anewoutreachprogramsotherearetwonewhousingnavigatorswhowillbeworkingwith
unaccompaniedstudentsexperiencinghomelessnessinconcertwiththeMcKinneyVento
Liaisonsinthesixschooldistrictsinthecountymostdramaticallyimpactedmyunaccompanied
4
SeeAttachment3.
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youthhomelessness.“HousingNavigators”walkalongsideyouththroughouttheirpathtostable
housingbyofferingcoordinatedentryassessment;diversion;assistanceinlocatingandapplying
foridentificationandotherdocumentationneededforhousingplacement;transportationor
accompanimenttopotentialhousingoptionsandnecessaryappointments;andcase
managementtomaintainengagement,supportindependence,andconnecttoneededservices
suchaslegalassistance,employment,education,non-cashbenefits,mentalhealth,and
chemicaldependencyservices.
InadditiontotheoutreachorganizationsfundedbytheCityofSpokane,therearenumerous
additionaloutreacheffortswithinSpokaneCountythatarefundedthroughothermeans.For
example,YouthREACHisaprojectofVOAthatemployees2.5full-timeemployeestoprovide
peeroutreach,accesstoshelterservices,referrals,andothernecessarysupportstoat-risk
youthandyoungadultsstrugglingonthestreetsandinotherunsafelocationsinSpokane
County.YouthREACHutilizesanoutreachteamcomprisedofyoungpeoplepartneredwith
adultstoprovideoutreach,andacasemanagerknowledgeableofarearesourcesandservices,
andskilledatengagementandmotivationwiththetargetpopulation.Theprimaryfunctionof
theoutreachteamsistoengageyouth,establishtrustandbuildrelationshipsthatwilllead
youthtocasemanagementservices;connectingthemtofinancial,housing,employment,
education,healthcare,andlegalservicesthatwillmeettheirneedsandcreatesuccessfulfuture
outcomes.InadditiontoYouthREACH,VOAisintheprocessofforminganin-reachteamthat
willbetakingyouthandyoungadultreferralsfromothersystemsthatworkwithhomelessor
at-riskyouth,suchasbehavioralhealthproviders,schoolsandthejuvenilejusticesystem.
Utilizingbothin-reachandoutreach,VOAwillbeenabledtomakecontactwithawidevarietyof
youthandyoungadultsinordertoassisttheminnavigatingthesystem,whichwillgreatly
improveaccessibility.Additionally,CatholicCharitiesofEasternWashington(CCEW)hasan
OpioidUseDisorderPeerSupportProgramthatprovidesoutreach,aswellasspecialized
assistancetoindividualsengagingintreatmentservices.And,finally,thereisspecialized
SupportiveServicesforVeteranFamilies(SSVF)outreachstaffwhotargetinterventionsfor
veterans.
Inadditiontoincreasingoutreachfundinginrecentyears,theSpokaneCity/CountyCoChas
reinvigoratedtheOutreachHuddle,whichseekstojointheareaoutreachworkers,agencystaff,
localbehavioralhealthstaff,andthecriminaljusticesystemtounitedlycaseconference
chronicallyhomelessand/orotherhighbarrierclients.Caseconferencingisanationally
recognizedbestpracticemodelthatourcommunityhassoughttoimplementacross
populations.Thesemeetingsoccureverytwoweeksandareachanceforstafftodiscussmore
challengingcasesinordertocreateacareplanwherethedifferentserviceprovidersareableto
takeaunifiedfrontandaddressindividualneedsinaholisticandtargetedway.Anarrayof
representativesserviceprovidersrangingfromthemedicalandbehavioralhealthcommunity,to
lawenforcementandfirepersonnel,andCommunityCourtlegalstaffconversedirectlywiththe
outreachworkersinordertocreateaunifiedfrontandaddressindividualneedsinaholisticand
targetedway.
3.4.2.CommunityCourt
Startedin2013,CommunityCourtisatherapeuticcourtstemmingoutsidetheSpokane
MunicipalCourtwhichseekstoreduceandeffectivelyaddressqualityoflifeoffensesinthe
downtowncorridor,suchas:TrespassandSitandLiecharges.ThefoundationofCommunity
Courtisacollaborationofcourtandsocialserviceprofessionals,dedicatedtohelping
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participantsreachpracticalandtargetedsolutions.Ratherthanemphasizingpunishment,
problem-solvingcourtsfocusonparticipantaccountabilitythroughgraduatedsanctionsand
5
incentivesinordertoencouragepositivechanges.CommunityCourtisan“atwill”justice
alternativethatcoordinatestheresolutionofcriminalcaseswithemploymentandotherlife
skillseducation,aswellasanymentalhealthoraddictiontreatmentplandeemednecessaryby
socialserviceandrestorativejusticeproviders.WhileanindividualisparticipatingintheCourt,
HomelessOutreachteamsbuildrapportwithparticipantstoassistthemstayingengagedinthe
processbyattendingtheirappointmentsandcourtdates.Ifatanytimeaparticipantnolonger
wishestoopt-intotheircourtorderedplan,theymayterminatetheirrelationshipwiththe
courtandreturntheircasetotheMunicipalCourtdockets.
CommunityCourtoffersanarrayofsocialservices,including:behavioralhealthservices,case
management,housingassistance,educationandjobtraining,accesstohealthcare,assistance
withinsurance,aswellassocialsecurityanddisabilityassistanceapplications,identifying
documentationretrieval,crimevictimadvocacy,andmore.Criminalchargesarenotrequiredto
accesstheseservices.
Sixyearsafteritsinception,CommunityCourtdatareleasedbyresearchersfromWashington
StateUniversityfoundthatparticipantsintheprogramhadlowerrecidivismratesthan
6
equivalentindividualsinSpokaneMunicipalCourtwhodidnotgothroughit.Only20percentof
theCommunityCourtparticipantswerechargedwithanotheroffensewithinsixmonthsof
completingtheprogram,comparedto32percentofthecomparisonsamples.Similarly,within
12monthsofcompletingtheprogram,30percentofCommunityCourtparticipants
accumulatedanothercharge,comparedto46percentoftheothersamplegroups.
Thereportalsonotedthaton-siteserviceswereutilizedbybothCommunityCourtparticipants
andwalk-inclientsatveryhighrates.Roughly90percentofparticipantsreceivedahousing
referral,while41percentofwalk-inclientsaccessedservicesfromthestateDepartmentof
7
SocialandHealthServicesand50percentpursuedemploymentservices.
3.4.3.CoordinatedEntryImprovements
WiththerecentevaluationoftheCoC’scoordinatedentrysystem,oneoftheprioritiesthathas
beenestablishedisthedevelopmentofacoordinatedentrysystemthatspecificallymeetsthe
needsoftheyouthandyoungadulthomelesspopulation.Thissystemwouldbeinformed
entirelybytheexpertiseandcapacityofallyouth-servingprovidersandorganizationswithinthe
communityandbelocatedinayouth-friendlyvenue,ensuringthattheentireexperienceis
appropriateandwelcomingfortheagedemographic.Whilecreatingayouth-specific
coordinatedentrysystemisthegoal,inordertomakethissystemarealitytheCoCwouldneed
seedfundingforitscreationandmaintenance.TheCityofSpokane’sCHHSDepartmentwill
continuetoapplyforstateandfederalgrantsthatbecomeavailablethatcanbeusedinthis
manner;however,inthemeantime,thereareotherstrategiesthattheCoCistakingtoensure
5
Hamilton,ZacharyK.,Ph.D.,MiaA.Holbrook,Ph.D.,AlexKigerl,Ph.D.“CityofSpokaneMunicipalCommunityCourt:ProcessandOutcomeEvaluation”
WashingtonStateInstituteforCriminalJustice.August2019.
6
Hamilton,ZacharyK.,Ph.D.,MiaA.Holbrook,Ph.D.,AlexKigerl,Ph.D.“CityofSpokaneMunicipalCommunityCourt:ProcessandOutcomeEvaluation”
WashingtonStateInstituteforCriminalJustice.August2019.
7
Hamilton,ZacharyK.,Ph.D.,MiaA.Holbrook,Ph.D.,AlexKigerl,Ph.D.“CityofSpokaneMunicipalCommunityCourt:ProcessandOutcomeEvaluation”
WashingtonStateInstituteforCriminalJustice.August2019.
Page 15 of 48
Page 56 of 89
thatyouthandyoungadultsarebeingledtothebestoutcomes.Thesestrategiesinclude:
creatingHousingNavigatorpositionsforyouthandyoungadultsthataidindividualsinapplying
forandobtainingpermanenthousing;theutilizationofbestpracticetheoriesforyouthcase
management(i.e.criticaltransitioncoaching);andtheemploymentofdiversionstrategiesthat
aretailoredtotheneedsoftheagedemographic.
3.4.4.EmergencyServices
SpokaneCountyoffersnumerousemergencyhotlines.EasternWashington211isafreeand
confidentialserviceviaaneasyaccessphonenumberwhichindividualscancallortextto
8
receiveinformationabouthealthandhumanservicesfromatrainedReferralSpecialist.211
canprovideinformationaboutfoodsubsidyapplications,homelesshousingpre-screenings,
healthandwellnesssupport,utility/energyassistance,veteranservices,legalresources,disaster
andcrisissupport,transportation,freetaxpreparation,andveterinarianservices.However,ifan
individualhasadistinctissuethattheyneedhelpwith,thereareotherspecializedhotlinesfor
assistance.TheYWCAoffersa24-hourdomesticviolencehelplinewhereanadvocatelocatedat
theirsafeshelterispreparedtohelptodiscussoptions,safetyplans,andothercommunity
9
resources.LutheranCommunityServicesoffersa24-hourcrisislineforsurvivorsofsexual
assaulttoseekoutinformationabouttheiroptionsintermsofmedicalcare,healingandlegal
services.Additionally,FrontierBehavioralHealthoffersamentalhealthorsubstanceuse
conditiondisorderhotlinecalledthe24HourRegionalCrisisLine,whichgivesassessmentsto
thoseincrisiswhosehealthand/orsafetyareincrisis.
SpokaneFireDepartmenthaspartneredwithFBHtocreateaBehavioralResponseUnitthat
respondsexclusivelytomentalhealthcalls.Theprogramstaffsoneparamedicwhoispaired
withalicensedmentalhealthcounselor.Onceithasbeenestablishedthatthereisabehavioral
healthcase,thementalhealthcounselorandparamedicapproachtheindividualtotrytotalk
andfindwhattheirneedsareandthebestwaystosupportthemthroughtheircrisis.Spokane
PoliceDepartmenthasasimilarprogramcalledtheCommunityDiversionUnitwhichalsopairs
withmentalhealthprofessionalstorespondtoindividualsinthecommunityexperiencinga
mentalhealthcrisis,aimingtodivertindividualsawayfromjailsandhospitalsandconnectthem
totheservicesandresourcestheymayneed.
3.4.5.Prevention
In2019,theSpokaneResourceCenter:aHUDEnVisionCenter,openeditsdoorsasameansto
helpwithpeople’shousing,cultural,financial,legal,pre-employment,healthresources,aswell
asbasicneedsbeforetheybecomehomelessasaformofdiversion.Over15areaproviders
workinaone-stopmodeltoprovideawiderangeofnecessaryresourcestokeepthosealready
inhousinghousedbyprovidingthemwithdesiredandneededwraparoundservices.Programs
servingat-riskpopulations,includingrecentlyincarceratedindividualsandSupplemental
NutritionAssistanceProgramrecipients,aredesignedtoidentifyandmitigatebarriersand
connectindividualstoemploymentandtrainingservicesinordertostabilizetheirincomeand
resultinlongtermself-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 48
Page 57 of 89
CCEWhastheHomelessStudentStabilizationProgramwheretheyworkinconjunctionwith
PrioritySpokane,SpokaneRegionalHealthDistrict(SRHD)andBuildingChangetoplaces
communityhealthworkersinlocalelementaryschools.Familiesofstudentsareabletomeet
one-on-onewithatrusted,compassionateprofessionalwhocanguidethemoutofcrisisand
intostabilitytohelppreventchildtraumafromhomelessnessandincreasethechancethat
studentswillgraduatehighschool.
3.4.6.Diversion
Diversionisahousingfirst,person-centered,andstrengths-basedapproachtohelphouseholds
identifythechoicesandsolutionstoendtheirhomelessexperiencewithlimitedinteractionwith
thehomelesscrisisresponsesystem.Itassistshouseholdstoquicklysecurepermanentor
temporaryhousingbyencouragingcreativeandcost-effectivesolutionsthatmeettheirunique
needs.Itisashort-terminterventionfocusedonidentifyingimmediate,safehousing
arrangements,oftenutilizingconflictresolutionandmediationskillstoreconnectpeopleto
theirsupportsystems.Diversionoffersflexibleservicesthatmaybecoupledwithminimal
financialassistancewhenneeded.Thisuniqueapproachengageshouseholdsearlyintheir
housingcrisis.Astaffmembertrainedinthetechniquesofdiversioninitiatesanexploratory
conversationtobrainstormpracticalsolutionsforhouseholdstoresolvetheirhomelessness
quicklyandsafely.Staffhelphouseholdsseebeyondtheircurrentcrisisbyencouragingthemto
generatecreativeideasandidentifyrealisticoptionsforsafehousingbasedontheirown
availableresourcesratherthanthoseofthecrisisresponsesystem.
In2019,theCoCcommittedtoaDiversion-FirstModel.Assuch,theCityofSpokaneandits
partnersinvestedintrainingbytheCenterforDialogueandResolution,basedoutofTacoma,
Washington,inDiversionstrategies.Fiftyfront-lineserviceprovidersweretrained,withnearlya
dozenbecomingtrainersinDiversionandcommittingtocontinuetrainingstafffromacrossthe
system.
3.5.ActionstoMeettheObjectives
ActionActivityResponsiblePartyTimeline
3.5.1.DevelopaprojectDeterminefeasibilitySub-Committees2020
planforBNLintheCoCSub-Committee
HMISbycollaboratewiththe
subpopulationHMISTeamfor
development
PresenttoCoCBoardfor
approvalofproject
3.5.1a.VeteranBNLContinuetomanagelistVeteranLeadershipCOMPLETED
Committee
3.5.1b.YouthBNLDevelopmentofBNLYouthSub-Committee,ACI2019
reportinHMISusingCoreTeam
VeteranBNLframework
Establishpoliciesand
procedurestoformalize
coordinationbetween
homelesssystem,public
schools,DCYF,Spokane
Page 17 of 48
Page 58 of 89
CountyJuvenileCourt
Services,Regional
BehavioralHealth
Providers
3.5.2.IncreaseCommunityCEaccessmarketingplanSub-Committees,CoCOngoing
EducationImproveCEaccessandBoard,Collaborative
responseApplicant
Increaseeducationand
trainingonhomelessness
tocommunityandother
systems(e.g.education,
criminaljustice,
behavioralhealth,etc.)
Annualtraining
opportunitieson:data,
diversionstrategies,
homelessprevention,
systemaccessandCE,
myths/facts,trauma-
informedcare,racial
equity
Requireagenciesto
attendcommunity-wide
trainingsandkeep
traininglogsfor
employee’sengagement
efforts
3.5.3.ImproveaccessandAssesssatellitesitesandCEProvidersOngoing
accessibilitytoCEtheneedforanychanges
(e.g.needforincreased
rurallocations)
Ensureongoingtraining
forsatellitesites
Determineifthereare
gapswherepeopleare
accessingservicesandif
thereisfurtherneedfor
additionalsites
3.5.4.ImplementationofaRequireagenciestoDiversionSub-CommitteeJune2020
DiversionFirstmodelattendsystem-wide
diversiontraining
Developdiversion
guidancefor“front-door”
projectsutilizinga
diversionstrategy
Developmechanismto
measureeffectivenessof
Page 18 of 48
Page 59 of 89
thediversionstrategyin
“front-door”projects
3.5.5.DevelopaCEAssessinternalandCEProviders,Sub-2020
marketingstrategyexternalmarketingCommittees,CoCBoard,
needs,includinggapsinCollaborativeApplicant
peopleawarenessofCE
Developguidancefor
homelesscrisisresponse
systempartnersonhow
totalkaboutCE,
includingconsistent
language2021
Implementmarketing
strategy
3.5.6.ImprovestreetContinuetoapplyforStreetOutreachProviders,June2020
outreacheffortsfundingforoutreachCollaborativeApplicant
supplies(e.g.socks,
snacks,busstops),
document-readyprocess,
andincreasedstaff
capacity
Integrateoutreachinto
othercomplimentary
organizationswithinthe
community
Ensureincreasedinput
fromoutreachproviders
toinformdecisions
Increasecoordination
betweenoutreach
providersandCityof
Spokanedepartments
3.5.7.CreateaYouthCEContinuetoincreaseYouthSub-Committee,2021
SystemaccessibilityforyouthCollaborativeApplicant,
ContinuetoapplyforCoCBoard
fundingforyouth
projects
4.ObjectiveTwo:Prioritizationofhomelesshousingforpeoplewiththehighest
needs
4.1.Introduction
CoordinatedAssessmentreferstotheContinuum-wideefforttoassessthevulnerabilityofhomelesshouseholds
throughCEandconnectthemtotheappropriatehousingresource(s)baseduponlevelofneedasquantified
duringtheirAssessment.Theimplementationofcoordinatedassessmentisnowarequirementofreceivingboth
Page 19 of 48
Page 60 of 89
CoCfundsfromHUDandstatehomelessservicefundsfromtheWAStateDepartmentofCommerce,andis
consideredanationalbestpractice.
Coordinatedentryassessmentsareusedinordertoprioritizethemostvulnerablehomelesshouseholdsand
connectthemtotheappropriatelevelofhousingandsupport.AsthehomelessservicesystemofSpokane
continuestodevelopandstrengthen,systemchangesarefocusedonwhatworksbestforhomelesshouseholds
andrapidexitstopermanenthousingsolutions.On-goingevaluationprocessesinclude:collectingfeedback
fromhouseholdsexperiencinghomelessnessthatareseekingassistancethroughthecoordinatedassessment
systems,aswellas,collaborationbetweenCitystaffandhomelessserviceproviderstodiscusssystem
improvements.Informationgatheredthroughthecoordinatedentryprocessisusedtoguidehomeless
assistanceplanningandsystemchangeeffortsinthecommunity.
TheSpokaneCity/CountyCoCacknowledgesthatnotwohomelessexperiencesarethesameandthat
circumstancesandsituationsareunique;therefore,needtargetedresponses.Thehomelesspopulationismade
upofnumeroussubpopulations,whichisindicativethatinordertoeffectivelycatertotheuniqueneedsof
each,differentsetsofprioritiesshouldbeestablished.Therefore,CoCsub-committeeshavebeenextensively
discussingandreorganizingCEprioritizationmeasuresofeachpopulation.
Alongwiththereorganizationofprioritizationmeasures,theCoCcontinuestoreviewtheHousingInventory
10
Count(HIC)toensurethatthesystemhasanadequatehousinginventorytomeettheneedsofour
community’smostvulnerable.
4.2.MeasuresofSuccessandPerformance
1.CompliancewithstateandfederalCoordinatedEntryrequirementsforallprojectsreceivingfederal,
stateandlocalhomelessfunds.
2.ConsiderimplementationoftheCoordinatedEntryCoreElementrecommendationsandtheOfficeof
HomelessYouth's"FiverecommendationsformakingCoordinatedEntryworkforyouthandyoung
11
adults.”
3.Successfulimplementationofprioritizationpoliciesforallprojectsreceivingfederal,stateandlocal
homelessfunds,resultinginprioritizedpeopleconsistentlybeinghousedinatimelymanner.
4.Prioritizeunshelteredhomelesshouseholdsandincreasepercentservedofunshelteredhomeless
12
householdsby5%ormaintaincompliancelevel.
5.Averagelengthofstayinnight-by-nightemergencyshelter(target30days)andexittopermanent
13
housingfromnight-by-nightshelter(target50%).
4.3.Strategies
1.ImproveCaseConferencingmechanismsinordertoeffectivelymeettheneedofourmostvulnerable.
2.HaveCoCSub-Committeesreevaluatevulnerabilitypriorityfactorsbysubpopulationandcontinuously
re-evaluateforusebyCoordinatedEntrySystem.
10
SeeAttachmentOne
11
https://deptofcommerce.app.box.com/s/s1cabcfobjev039u3qfl8r4f8cb0380f
12
DepartmentofCommerceCHGGrantsections2.1.1,8.4.2and8.4.4
13
Singlesareourmostpopularsubpopulationpopulatingnight-by-nightemergencyshelters.Oneofthebiggestindicatorsforvulnerabilitythatweusefor
adultsinglesinourcoordinatedentrysystemislengthofhomelessness.Ifourlengthofdaysinemergencyshelterweretodecrease,thenthiswouldbea
majorindicatorthatourmostvulnerablearebeingeffectivelyserved.
Page 20 of 48
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4.4.CurrentConditions
OursystemhasbeenworkingonanevaluationofCEincludingprioritizationbysubpopulation,including
characteristicsthatindicatevulnerability.CEhasadoptedmarkersforvulnerabilitytohelpdetermine
prioritizationforhousing,whilealsoallowingHMIStopulldatainordertodetermineifprioritizedpeopleare
14
consistentlybeinghousedinatimelymannerinaccordancewiththePerformanceManagementPlan.
4.5.ActionstoMeettheObjectives
ActionActivityResponsiblePartyTimeline
4.5.1.CreateuniversalCEEvaluatecurrentP&PsbyCEProviders,CoCBoardJune2020
policiesandCEsystemandadjust
procedures(P&Ps)tobasedon
beadoptedbytherecommendationsforthe
CoCsystem
Evaluateandrestructure
CEifnecessarytocreate
aregionalapproach
ImplementCEP&Psand
MOUforpartner
agencies,as
recommendedbyCE
providersandapproved
bytheCoCBoard
4.5.2.CoordinatedEntryPlanandhostanCEProvidersJune2020
Symposiumeducationopportunity
foragenciestoshare
theirprograms
Requirementtocontinue
asasatellitesiteforCE
4.5.3.ImplementSub-CommitteesevaluateSub-Committees,CoCOngoing
prioritizationP&PsforvulnerabilitiestobeBoard,Collaborative
allsub-populationsprioritizedbypopulationApplicant
basedoffcommunity
needs
CEworkgroupto
recommendprioritization
policies
CoCBoardapprovalof
policies
Continuetoreevaluate
processesinprioritization
ongoing
14
Appendix3.
Page 21 of 48
Page 62 of 89
5.ObjectiveThree:Effectiveandefficienthomelesscrisisresponsehousingand
servicesthatswiftlymovespeopleintostablepermanenthousing
5.1.Introduction
Spokane’shomelessserviceresponsesystemhighlightstheimportanceofnotonlyhousingindividualsina
permanentsolution,butenablingthemtoremaininhousingevenafterservicesterminate.Inordertomeetthe
growingneedsofourcommunity,itisvitaltocontinuetoincreaseaccesstostableandaffordablehousingby
expandingthesupplyofaffordablerentalunits,utilizinghousingsubsidies,increasingservice-enriched
permanenthousingforindividualswithhighbarriers,andclearingapathwayfromhousingprogramsto
affordableindependenthousing.
Withinthelargersystemofhousingservices,itisvitalthathousingprogramswithinthecommunitycontinueto
beenabledtoconnectparticipantstoexistinganddevelopingresources,whichmaketheirexperiencemore
thanjustaplacetostay,rathertrulygivingparticipantstheskillsandresourcestoassisttheminstayinghoused.
Thegoalistoengageourparticipantsintothegreatercommunityinordertocreateandidentifyopportunities
forpersonalgrowthanddevelopment;obtainingexperienceswhichwillallowthemtoutilizeadifferentsetof
skillsleadingtoagreaterchanceforself-sufficiencyandindependentliving.
Asacommunity,wemuststrategize,design,andimplementanoverarchingbest-practicemove-onstrategyto
beadapteduniversallyacrossourCoCandsystem.“Moving-On”isnotjustastrategybutasystemframework
thatrecognizesthatPermanentSupportiveHousing(PSH)isnotnecessarilytheendpointforpeoplecurrently
residinginhousingprograms.AMoving-OnstrategyisusedforclientsinPSHwhomaynolongerneedorwant
theintensiveservicesofferedtothemwhileintheprogram,butcontinuetoneedassistancetomaintaintheir
housing.HUDrecognizesthathelpingthesehouseholdsmove-ontoanenvironmentwherethereisnoton-site
accesstoat-willintensiveservicesisanimportantstrategythatcanbebeneficialtotheparticipantsand
communitiesworkingtoendhomelessnessbecauseitnotonlyenablesparticipantstobeinalessfacility-like
environment,butitisalsoacost-effectivestrategyforcommunities.Additionally,thisstrategythensetsfreea
PSHbedforanothervulnerableindividualinthecommunitytousewhomaywishtouseandneedtheintensive
servicesmorethanthepreviousparticipant.Aligninghigh-serviceorientedhousingprogramswithmainstream,
lessservice-intensivehousingassistanceprogramsprovidesmoreoptionsforhouseholdsexperiencing
homelessness,andcreatesflowinacommunity’shomelessresponsesystem.
Moving-Onshouldsupportchoice;therefore,inlinewiththisdevelopment,thereneedstobeaprocessfor
collaborativelyidentifyingwithaclientwhentheyarereadytomove-onindependently.
5.2.MeasuresofSuccessandPerformance
1.Increasepercentageofexitstopermanenthousingtothelevelofthetopperforming20percentof
1516
homelesscrisisresponsesystemsnationwide(59%orgreater).
2.Reducereturnstohomelessnessafterexittopermanenthousingtolessthan10percentwithin2
17
years.
15
AsdefinedbyHUDSystemPerformanceMeasure7,Metric7b.1.Includespeoplewhoexitedemergencyshelter,transitionalhousing,rapidrehousing,or
otherpermanenthousingtypeprojectstopermanenthousingdestinations,suchasPSHandRRH.
16
Lengthoftimeinshelters:Forunder18-year-oldhomelessyouth,thereareveryfewoptionsforpermanenthousingifayoungpersoncannotgohome.
PerHUD,fostercareisnotconsideredpermanent.Thisisanissuethatisbeingdiscussedatthestatelevel,especiallyfortheolderyouth(16and17-year-
olds),whocannotgohomeorintofostercare.
17
AsdefinedbyHUDSystemPerformanceMeasure2,Metric2b.
Page 22 of 48
Page 63 of 89
18
3.Reduceaveragelengthoftimehomelesstothoseservedtolessthan90days.
5.3.Strategies
1.Maximizeresourcestohousepeople,especiallywherefundsexistfortargetedsubpopulations(e.g.
variousfundssuchasVASH,HOPWA,SSVF,localgrants,OfficeofHomelessYouth,localorganizations).
2.Improvedataqualitytominimizeerrorresponsestohousingdestinationthatimpact"exitsto
permanenthousing"andimprovesconfidenceinthedatameasuringthisoutcome.
3.CoordinatedEntrycollaborateswithallshelterstoensureprogramparticipantsarereferredto
coordinatedentryandhaveaccesstothehousingsystematlarge.
4.EnsurethatDiversion-Firststrategiesareimplementedatallaccesspointsofthehomelesscrisis
responsesystemtoensurethatpeopleareabletoenterandmovethroughtostablepermanent
housing.
5.4.CurrentCondition
InadditiontotheDepartmentofCommerce’sperformancemeasuresthatarelistedunderthe“Measuresof
19
SuccessandPerformance”inSection5.2,in2019theCoCadoptedaperformancemanagementplanthat
evaluatedbaselinedata,createdminimumperformancestandardsandsystemperformancetargetsforfive
yearsoffunding,andwasdesignedtohelpachievetheobjectivesoftheFiveYearPlan.Currently,47%oftotal
participantsexittopermanenthousingoptions,19%ofparticipantsreturntohomelessnessafterexitto
20
permanenthousingwithintwoyears,andtheaveragelengthoftotaltimehomelessis157days.Whilethereis
stillampleprogresstobemadeinordertoachievethebenchmarkscreatedthroughthesetwoavenues,
Spokaneistakingstridesinthecorrectdirectioninordertoachievethesegoals.
Overthelast24months,SpokaneCityandCountyHomelessServiceshasfinancedapproximately$22million
intohousingandsupportiveservicesthroughfederal,stateandlocalgrantsanddollars.Asofthe2019Housing
InventoryCount,SpokaneCountywashometo16emergencyshelterprojects,17THprojects,22RRHprojects,
21
6OPHprojects,and14PSHprojects.
5.4.1.CoCFundingandRFPCommittee
TheCoCFundingandRFPCommitteeoverseestheRequestforProposal(RFP)process;including
coordinatingCoCprogramfundingawardswithotherfundingpartners.TheCommitteereviews
projectandsystemperformancedatafromthepastawardyearandmakesrecommendationsto
theCollaborativeApplicantregardingmonitoringplansandfundingallocationsand/or
reallocations.Additionally,theCoCFundingandRFPCommitteeisresponsibleforreviewingand
updatingthePerformanceManagementPlanonanannualbasis,includingworkingwiththe
CollaborativeApplicanttosetminimumperformancestandardsandsystemperformance
targets,inordertoestablishasystemperformanceimprovementstrategyfortheCoC.Indoing
so,HUD’sprojectperformanceobjectivesandsystemperformancemeasures,Commerce’s
systemperformanceexpectations,andSpokaneCity/Countyprojects’combinedperformance
onthoseobjectiveswereconsideredindeterminingwheretosetminimumstandardsand
systemtargetsfortheCoC’sprojectportfolio.
18
AsdefinedbyHUDSystemPerformanceMeasure1,Metric1a.IncludespeopleinEmergencyshelter,SafeHavenandTransitionalHousing.Datacomes
fromlookingstrictlyatentersandexitsenteredintoHMIS.
19
SeeAttachment3
20
https://public.tableau.com/profile/comhau#!/vizhome/WashingtonStateHomelessSystemPerformanceCountyReportCardsSFY2018/ReportCard
21
https://static.spokanecity.org/documents/chhs/hmis/reports/2018-spokane-coc-housing-inventory-count.pdf.
Page 23 of 48
Page 64 of 89
5.5.ActionstoMeettheObjectives
ActionActivityResponsiblePartyTimeline
5.5.1.Createasystem-wideAssesssystemreadinessCollaborativeApplicant,
move-onstrategyformove-onstrategySub-Committees,CoC
ConvenePSHprovidersBoardJanuary2019
alreadyutilizingan
agency-specificmove-on
strategy
Receiveagencyfeedback
onsystem-wide
strategies
SolicitCoCBoardJune2020
approval
5.5.2.Implementsystem-System-widemove-onCollaborativeApplicant,July2020
widemove-onstrategytrainingSub-Committees,CoC
strategyAgencytrainingBoard
Developmove-on
strategyguidance
Developmechanismto
measureeffectivenessof
themove-onstrategy
CoCBoardapprovalof
policies
5.5.3.Achievehigh-RequireandmonitorCollaborativeApplicant,June2024
performingagencytraininglogsforSub-Committees,CoC
communityemployees(e.g.systemBoard
performancesetoutdataquality,trauma-
inthePerformanceinformedcare,
22
ManagementPlanprogressiveengagement,
forallprojecttypescasemanagement,
motivational
interviewing,follow-up,
racialequity,LGBTQIA+)
ReviewHICdataregularly
toensureadequate
interventionstockfor
eachsubpopulation,and
increaseasnecessaryto
supportgrowingneed
andgaps(e.g.PSHset
asideforyoungadults,
etc.)
ContinuetoprioritizePH
fornewprojectmodels
22
SeeAttachment3
Page 24 of 48
Page 65 of 89
Identifyandapplyfor
morefundingtocontinue
togrowinventoryof
availablehousingand
supportiveservicesas
needed
Increaseuseofdedicated
subsidies(e.g.Housing
ChoiceandVASH
Vouchers)
Monitordataforlength
oftimebetweenendof
supportiveservicespost-
moveoutandreturn
backintosystem
Standardizeaftercare
servicesbasedoffalocal
bestpractice
Ongoingdiversion
trainingand
implementation
Increaseincome
potentialofthose
receivingservices
throughstronger
partnershipswith
employmentagencies,
careerdevelopment
agencies(e.g.the
AmericaJobCenter,
WorkSourceSpokane,
andNextGeneration
Zone),childcareservices,
transportation
availability,etc.
Increasemarketing
strategyoftheSpokane
ResourceCenter:AHUD
EnVisionCenter,whichis
tobeutilizedasa
Diversionmechanism
Improveaccessto
mainstreambenefits(e.g.
SOAR,DSHS,TANF,ABD,
VABenefits,etc.)
Identifynewstrategiesto
developaffordable
housingforall
Page 25 of 48
Page 66 of 89
subpopulationsthrough
communityforumsand
businesspartnerships
Determineifthereare
gapswherepeopleare
accessingservicesandif
thereareneedfor
DiversionSpecialistsin
anygivenareas
FinalizeLandlord
EngagementStrategyto
strengthenengagement
withLandlordstoaccess
availablehousingunits
Determinetheneedfor
andifsofundadditional
dedicatedLandlord
liaisonpositionstoassist
withlandlord
relationships.
Improvedataqualityto
minimizeerrorresponses
andincreasereliability
(e.g.HMIS,etc.)
5.5.4.DevelopaCoCSub-EnsureparticipationofCoCBoard,Sub-July2020
CommitteeforPeoplepeoplewithlivedCommittees
WithLivedExperienceexperienceon
population-specificsub-
committees
Engagepeoplewithlived
experiencetodevelop
theirownsub-committee
oftheCoCBoard
Determineavailable
fundstocompensate
peoplewithlived
experiencefor
participationintheCoC
6.ObjectiveFour:Aprojectionoftheimpactofthefullyimplementedlocalplanon
thenumberofhouseholdshousedandthenumberofhouseholdsleft
unsheltered,assumingexistingresourcesandstatepolicies
6.1.Introduction
TheDepartmentofCommerceandtheSpokaneCity/CountyCoCrecognizethattheoreticalformulasproduce
imperfectinformationasthestateofournationandthegrowingpopulation,aswellastherealestatemarket,
Page 26 of 48
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23
cannotbeperfectlyprojected.Inpreparationforthisnextobjective,theDepartmentofCommercereleaseda
24
toolthatwhenenteredwithourcurrenthousinginventoryandhomelesspopulationwouldproducegoodfaith
andtransparentestimatesoftheimpactofthevarietyoflocalstrategiesbeingconsidered,tailoredtolocal
priorities.Thoughthenumbersarenotmeanttobeinterpretedliterally,thistoolhasenabledtheCityof
Spokane’sCHHSDepartment,theCollaborativeApplicant,toexplorehowfutureplansforcreatingmoreunits
withindifferentinterventionswouldaffectthesystem.
Additionally,thetoolcalculatesannualfundingandincreasesprojectedtobeneededduetoinflationandrent-
drivenincrease.Thisknowledge,thoughnotexact,willhelptheCHHSDepartmentprepareinadvancefor
additionalneededfundingstreams.
6.2.MeasuresofSuccessandPerformance
1.Alocalplanthatincludesanestimateofpeopleexperiencinghomelessnessthatwillbehousedduring
2025aftersuccessfulimplementationofthelocalplanusingexistingresources,andthecountof
householdsleftunshelteredatapointintimein2025,basedoncredibledataandresearch;including
thedata,assumptions,calculations,andrelatedcitationsnecessaryforoutsidepartiestoreviewand
reproducetheestimate.
6.3.Strategies
25
1.UsetheDepartmentofCommerceModelingTooltoassistinthe2025Point-in-Timeprediction.
2.EnterintotheSystemPerformanceTargetsadoptedbytheCoCintothetool.Thesetargetswere
adoptedin2019fortheCHHSDepartment’sfive-yearfundingcycle,aswellasthe5-YearPlan,andare
tobemetby2025.
3.Usedatafromavarietyofsystemsourcestoprojectanestimateofhousingsourcesthatarecurrently
projectedtojointheSpokanehomelesssystem.
4.UsethedatatoidentifyhousingsolutionsthatwillassisttheCoCinplanningforthefuturefinancial
expenditures,systemimpactandstrategicinvestment.
6.4.CurrentConditions
Inthe2019Point-in-Timecount,1,309individualslivinginhomelessnessweredocumented,315ofthembeing
unsheltered.Overthelastdecade,SpokaneCountyhasseena46%increaseinhomelessnessamongsingle
adults,atrendthatmirrorsnationaldata.Atthesametime,theCityhaslookedforwaystoimproveoutreachto
thoselivingunsheltered,inordertodeterminegapsinservicestomeettailoredneeds,overcomebarriers,and
supportopportunitiestoconnectpeopletotheappropriateinterventionstogetthemoffthestreetandensure
theirhomelessnessisrare,brief,andnon-reoccurring.
SpokaneCountyhasrecentlyexperiencedeconomicgrowthandhasseensimilarincreasesinthecostofhousing
andconsistentlylowvacancyrates.Low-incomeandhomelesshouseholdsfacemanybarrierstohousingina
highlycompetitiverentalmarket.Toincreasetherateofpermanentplacementfromshelter,TH,andRRH,the
CoChasincreaseditsinvestmentinlandlordincentivestrategies,facilitatedgreatercoordinationbetween
landlordliaisons,andsupportedlegislativeactionstodecreasebarriersforhomelesshouseholds.Additionally,
someexistingresourceswerereallocatedtoproviderentalassistanceprogramsmoreopportunitiesto
incentivizelandlordstorenttohomelesshouseholdsandmitigateperceivedriskofrentingtothem.Inorderto
23
http://www.commerce.wa.gov/wp-content/uploads/2013/01/hau-ofah-local-plan-guidance-12-10-2018.pdf
24
SeeAttachment1
25
https://www.commerce.wa.gov/serving-communities/homelessness/state-strategic-plan-annual-report-and-audits/
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meetthegrowingneedandimprovesystemoutcomes,theCoCcontinuestolooktowardsaddingadditional
housingunitsacrossinterventiontypes,aswellasincreasingprojectperformancemeasures,particularlyin
percentagesofsuccessfulandpermanentexitsfromtheinterventions.
6.4.1.EmergencyShelter
Emergencyorlow-barriersheltersplayanimportantroleinacrisisresponsesystem,providing
bedsonafirstcome,firstservedbasis,toanypersonexperiencinghomelessness.TheCity-
fundedemergencysheltersystemisHousing-Firstandincludeshousing-focusedservicesby
populationtype.Combinedwithotherpublicandprivatefundedshelters,thecurrent
emergencysheltersystemofferstargetedsheltersforsingleadults(householdswithout
children),families,andminoryouth.In2019,therehasbeenanincreasedfocusonoffering
“targeted-capacityshelters”,withservicestailoredtomeetthespecificneedsofsub-
populationsinordertorapidlymoveclientsfromshelterintopermanenthousing.Thisincludes
offeringmorediverseshelterspaces,toincludebothnight-by-nightandcontinuousstay
shelters.Overthenextfiveyears,thereisanintentiontobringnewsheltersonlineforkey
populationsthathavechallengesaccessingtheexistingsheltersystemorwhoareparticularly
vulnerable(e.g.LGBTQIA+,youngadults,couples,andseniors).Thereiscontinuedneedfor
regionalsolutionsforemergencyshelter,includingastrategicallylocatedspacethatcouldmeet
theholisticneedsofthosethroughouttheregion.
6.4.2.TransitionalHousing
Transitionalhousing(TH)referstoasupportive–yettemporary–typeofaccommodationthat
ismeanttobridgethegapfromhomelessnesstopermanenthousingbyofferingstructure,
supervision,supports,lifeskills,andinsomecases,educationandtraining.Inpastyears,funding
availabilityforTHhasdeclinednationally,andSpokaneCountyhasbeenimpactedbythese
reductions.However,theCoCcontinuestopursuetailoredhousingresourcesforthe
populationsforwhichTHisconsideredabestpractice(e.g.youthandyoungadults,veterans,
andsurvivorsofdomesticviolence).Servicemodelsvarybypopulation,butincludemaster
leasedunitsandtheopportunityforprojectparticipantsto“transitioninplace”,thereby
reducingimpactontheindividualandallowingthemtomovefromtheTHprojectinto
permanenthousingwithouthavingtomove.Innovativesolutions,includingsharedhousingfor
youngpeopleandjointTH-RRHinterventions,arebeingbroughtonline.Continuingtoexpand
thesecreativesolutionsiscriticalforcreatingdiversityinhousinginventoryandforsupporting
individualizedneeds.TheCoCwouldliketocontinuemonitoringdataandexpandthis
interventionaccordingly.
6.4.3.RapidRe-Housing
Rapidre-housing(RRH)providesshort-termrentalassistanceandservices,withthegoalof
helpingpeopleobtainhousingquickly,increaseself-sufficiency,andstayhoused.Itisoffered
withoutpreconditions(e.g.employment,income,absenceofcriminalrecord,orsobriety)and
theresourcesandservicesprovidedaretypicallytailoredtotheneedsoftheperson.TheCoCis
dedicatedtocontinuetotailordifferentRRHprogramstomeetuniqueneedsofsubpopulations,
continuingtorefinemodelsofRRHtomeettheindividualizedneedsofthepopulations.
Currently,RRHprovidersemployaprogressiveengagementmodeltoprovideabetterservice
intensitytomeetdifferentneeds.Progressiveengagementisthepracticeofhelpinghouseholds
endtheirhomelessnessasrapidlyaspossible,despitebarriers,withminimalfinancialand
Page 28 of 48
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26
supportresources.Moresupportsareappliedtothosehouseholdswhocontinuetostruggleto
stabilize.Progressiveengagementacknowledgesindividualizationandthefactthat
homelessnessisacomplexstruggle;therefore,whenaparticipantshowsthattheyareinneed
ofmorehelp,itcanbeprovidedtomeettheirneeds.Ontheotherhand,byavoidingmore
assistancethanisrequiredtoendhomelessnessandpreventanimmediatereturntothestreets
orshelter,programscanhelpmorepeople,closehousingplacementgaps,andreducethetime
peopleremainhomeless.TheCoChasutilizedRRHasacriticalinterventionwithsignificant
success.Continuingtomovethisforward–throughstandardRRH,TH-RRHjointprojects,and
other–willbeimportantoverthenextfiveyears.
6.4.4.PermanentSupportiveHousing
PermanentSupportiveHousing(PSH)continuestobeapriorityfortheregion.Thecurrent
systemoperatesbothfacility-basedandscattered-sitePSHprojectsand,forthelastfewyears,
newPSHprojectshavecomeonlinetoimproveaccesstotheseservice-intensivesupport
interventionsforchronicallyhomelessadults.Atthesametime,existingprojectshavebegunto
utilizeFCSandGOSH(spellout–I’mnotawarethatthishasbeendefined.Ialsosuggestadding
ittotheacronymslistatthebeginning)toenhancethelevelandqualityofsupportiveservices
forPSHinterventions,whichalsoenhancetheuseoflimitedfederalresources.Whilepoint-in-
timecountdataindicatesareductioninchronicallyhomelessthroughoutSpokaneCounty,the
CoCisfocusingonensuringPSHavailabilityforspecificsub-populationswhomaybenefitfrom
improvedaccessandaccessibilityofthisinventory.Forexample,therecurrentlyisnotaset-
asideofPSHunitsforyouthoryoungadults,andcurrentprioritizationpolicymeansthis
demographicoftenstrugglestobeprioritizedforexistingunits.Asaresult,focusedattention
andareviewofCEpoliciesandproceduresisunderwaybytheCoCtoensuretheneedismet.
Furthermore,theCoCandtheVeteran’sAdministrationaredeepeningtheirpartnershipto
improveaccesstoVASHvouchersforveterans.
6.5.ActionstoMeettheObjectives
ActionActivityResponsiblePartyTimeline
6.5.1.ProjectionofUsetheDepartmentofCollaborativeApplicantCOMPLETED
UnshelteredCommerceToolforthis
IndividualsLivinginCalculation
Homelessnessin2024
6.5.2.UpdateAnnuallywithUsetheDepartmentofCollaborativeApplicantOngoing
HousingInventoryCommerceToolforthis
InfluxCalculation
7.ObjectiveFive:Addressracialdisparitiesamongpeopleexperiencing
homelessness
7.1.Introduction
Therearesignificantracialdisparitiesamongthehomelesspopulationinourcommunitythatmustbe
addressed.Acknowledgingthatracialandethnicdisparitiespersistandresultindisproportionateimpactsfor
26
https://www.ncceh.org/media/files/files/27e2a2d9/7b-progressive-engagement-as-a-system-approach-k-moshier-mcdivitt.pdf
Page 29 of 48
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peopleofcolor,immigrantandtherefugeecommunitiesinanumberofsocialdeterminantsofwell-beingisa
foundationalcomponentofworkingtowardsracialequityinourcommunity.
Becauselocalgovernmentshaveauniqueresponsibilitytoallresidents,theseracialinequitiescanandmustbe
addressed.Thepublicsectormustbeforthepublicgood;currentracialinequitiesaredestructive.Welook
furtherthanindividualdiscriminationoractsofbigotry,andexaminethesystemsinwhichwealllive.Wemust
honestlyinvestigatehowourlongstandingsystems,policies,andpractices,unintentionallyornot,havecreated
andcontinuetomaintainracialinequityandwemustchangethem.RacialEquityActionPlanscanputatheory
ofchangeintoactiontoachieveacollectivevisionofequalopportunity.Thegoalisinstitutionalandstructural
change,whichrequiresresourcesandwilltoimplement:time,skills,andeffort.Itrequireslocalgovernments’
drivetochangeourpolicies,thewaywedobusiness,ourhabits,andcultures.
Ourtheoryofchangerequiresnormalizingconversationsaboutrace,andmakingsurewehaveashared
understandingofcommonlyhelddefinitionsofimplicitbiasandinstitutionalandstructuralracism.Normalizing
andprioritizingoureffortscreatesgreaterurgencyandallowschangetotakeplacemoreexpeditiously.We
mustalsooperationalizeracialequity,integratingitintoourroutinedecision-makingprocesses,oftenviauseof
aRacialEquityTool,anddevelopingandimplementatingmeasurableactions.Operationalizingavisionforracial
equitymeansapplicationofnewtoolsfordecision-making,measurement,andaccountability.Wealsoorganize,
bothinsideourinstitutionsandinpartnershipwithothers,toeffectchangetogether.Organizinginvolves
buildingstaffandorganizationalcapacitythroughtrainingfornewskillsandcompetencieswhilealsobuilding
internalinfrastructuretoadvanceracialequity.
RacialEquityPlansarebothaprocessandaproduct.Asuccessfulprocesswillbuildupcapacityandknowledge
whichcanbevaluableduringimplementation.Theprocessphasecanalsoservetofamiliarizegovernment
officials,staffandcitizenswiththejurisdiction’sdisparities,racialequityvisionanditstheoryforchange.To
reachthe5-YearPlan’sgoalsforObjection5,theCoCwillemployaseriesofstrategiestorespondtoemerging
communityneedsandservicegaps,makestrategicinvestmentsinnonprofitagenciesandemployarangeof
socialchangestrategies;however,firstathoroughassessmentoftheseneedsmustbedoneandthehomeless
servicesystemmustcollectivelyformulateapracticalstrategythatwillbeuniversallyimplementedthroughout
theContinuumofCareandhomelessservicesystem.
Thehopeistoidentifypotentialareasforpartnershipwithotherhumanservice,government,advocacy
organizationsandotherstakeholderstoeliminateracialandethnicdisparities.Thisdatamaybeusedbythe
regionalgovernment,CoC,policyadvocates,andcommunity-basedorganizationsinordertoraiseracial
awareness,holdthesystemaccountablebydocumentingunresolvedissues,andmostimportantly,adviseon
practicalapproachestoaddressingtheverifiedconcerns.Additionally,thoughtheprocessisinitiatingasaracial
equitystrategy,thesystemandprocessputintoplacecanactasacatalystforchangeandbeusedtoaddress
otherinequitiesfacedbymembersofthepopulationcausedbyLGBTQIA+identity,age,disability,family
structure,andmore.
7.2.MeasuresofSuccessandPerformance
1.CompletionofaninitialanalysisutilizingaracialequitytoolandthedataprovidedbytheDepartmentof
Commerce.
2.DesignaRacialEquityStrategythatisimplementedacrosstheCoCandthebroaderhomelesscrisis
responsesystem.
3.Improveaccessibilityandoutcomesforallpeopleexperiencinghomelessness.
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7.3.Strategies
1.Workincollaborationwithlocalgovernment,communityandagencystakeholderstogather
quantitativeandqualitativedatathatfurtherexplainsthecurrentstateofracialinequityinSpokane
County’shomelessservicesystem.
2.Developamonitoringandevaluationtool,andadaptitasaCoCsystemforongoinglearning.
7.4.CurrentConditions
Accordingtothe2019Point-in-TimeCount(PIT),27%ofthehomelesspopulationidentifiesasapersonofcolor,
27
whichisanevidentracialdisparitywhenamere11%oftheSpokaneCountypopulationidentifiesasso.One
ofthestrikingdisproportionalitiesmeasuredwasamongtheAfricanAmericanorBlackpopulationwho,
accordingtotheU.S.Census,makeup2%ofthoselivinginSpokaneCountyand1%ofthefamilieswithchildren.
Accordingto2019PITdata,AfricanAmericanorBlackindividualsmakeup9%ofsingleslivinginhomelessness,
and6.3%oftheoverallunsheltered,aswellas15%ofthehomelessfamilieswithchildren.Thisrepresentationis
28
morethanquadrupledinhomelessnessthaninthegeneralpopulation—thisisasignificantracialdisparity.
AnotherexamplefallswithintheNativeAmericanpopulation.AccordingtotheU.S.Census,1.8%ofthoseliving
inSpokaneCountyareNativeAmericanorAmericanIndian.Accordingto2019PITdata,NativeAmericansmake
up8%ofsingleslivinginhomelessness,10.5%oftheoverallunshelteredpopulation,and9%ofthehomeless
familieswithchildren.
Whilethisdataisveryisolated,theresultswereconcerningandthepatternsseenamongracedatarequire
deeperresearchinordertomitigateanyinequitythatmaybebeingexperiencedwithinthecurrenthomeless
systeminSpokaneCounty.TheSpokaneCity/CountyCoCisdedicatedtoprovidingtrainingsandsupportforthe
entireContinuumofCareonracialequity,biasandsensitivity.Additionally,theCityofSpokane’sCHHS
Departmentisplanningonthoroughlyevaluatingthehomelessservicesystem,andresearchingand
implementingbestpracticeinterventionstomitigateanyfindings.
29
7.4.1.ComparisontoLike-SizedCommunities
SpokaneCountycanbecomparedtosimilarcommunities.Mostspecifically,withinWashington
State,arePierceandSnohomishCounties,andneighboringBoise,Idaho.
AccordingtotheU.S.Census,PierceCountyhasademographicmake-upof75%whiteand25%
personsofcolor,namely:7%Black,1%NativeAmerican,7%Asian/PacificIslander,andthe
remainderbeingmultiracial.TheCoCAnalysisTool,whichdrawson2017PITdataandthe
AmericanCommunitySurveydatatofacilitateanalysisofracialdisparities,reportsthatinPierce
County56%ofthoseexperiencinghomelessnessidentifyaswhite,while43%identifyasa
personofcolor;thedemographicbreakdownbeing:18%Black,3%NativeAmerican,8%
Asian/PacificIslander,and14%multiracial.
SnohomishCountyismadeupof79%ofindividualswhoidentifyaswhite,and21%aspersons
ofcolor.Morebrokendown,thepopulationis3%Black,1%NativeAmerican,10%Pacific
27
Inthiscontext,peopleofcolorencompassesBlackorAfricanAmerican,AmericanIndianandAlaskaNative,NativeHawaiianorOtherPacificIslander
AsianorMulti-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/
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Islanderand7%multiracial.Outofthoseexperiencinghomelessness,75%identifyaswhite,10%
asBlack,4%asNativeAmerican,3%asAsian/PacificIslanderand8%asmultiracial.
Lastly,accordingtotheU.S.Census,Boise,Idahohasapopulationmadeupof91%White,1%
Black,1%NativeAmerican,3%Asian/PacificIslander,and4%multiracial.Ofthoseexperiencing
homelessness,accordingtothe2017PITdata,88%identifyaswhite,6%asBlack,2%Native
American,1%Asian/PacificIslanderand3%multiracial.
7.5.ActionstoMeettheObjectives
ActionActivityResponsiblePartyTimeline
7.5.1EvaluateinitialdataViewandevaluatedataCollaborativeApplicantCOMPLETED
utilizingDepartmentfromthetoolasasystem
ofCommerce’sRacialtobegintoformulate
EquityToolplansthatwillminimize
andeventuallyeliminate
disparities
7.5.2DevelopaprojectConducttheoreticalCollaborativeApplicant,COMPLETED
planforin-depthacademicresearchCoCSubCommittees,CoC
racialequityresearch(researchstudies,Board
inthehomelesscomparableinitiatives
systemfromsimilar
communities)andform
draftpreliminary
researchmethodology
COMPLETED
Connectwithculturally-
specificorganizations,
Dec2019
advocatesandresources
toformpartnerships
GotoSub-Committees
forinputandfeedback
Methodologyfor
researchpresentedto
andapprovedbyCoC
Board
7.5.3PerformresearchandCollectquantitativeandCollaborativeApplicant,June2020
informationgatheringqualitativedatafromallCoCSub-Committees
phaseofthesubpopulations(e.g.
approvedfamilies,singles,
methodologysheltered/unsheltered,
youth,andveterans)
Researchracialbias
withinCoordinated
Assessment’sVI-SPDAT
andpossibleimplications
forlocalwork
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Includefeedbackfrom
peoplelivingin
homelessness,agency
front-linestaffand
administrators,etc.
Evaluaterepresentation
ofracialminoritieswithin
thehomelessresponse
system(e.g.service
providers,CoCBoard,
etc.)
Assessmenttoconsider
additionalneededHMIS
datafields(e.g.language)
7.5.4AnalyzedataCollect,compile,CollaborativeApplicant,Dec2020
organize,andevaluateCoCSub-Committees
7.5.5DevelopinterventionResearchfundingoptionsCollaborativeApplicant,June2021
strategiesResearchbestpracticeCoCSubCommittees,CoC
Developsystem-wideBoard
trainingprogram(e.g.
equitytrainingforCoC
Board,providers,
landlords,etc.)
Trainserviceproviderson
interventions
Institutechangesas
approvedbytheCoC
Board
7.5.6MeasureongoingDevelop/adaptaCollaborativeApplicant,June2022
evaluationandmonitoringtoolCoCSubCommittees,CoC
learningEvaluateeffectivenessofBoardOngoing
racialequity
interventions
Institutechangesas
approvedbytheCoC
Board
8.ReviewProcess
Onanannualbasis,theCoCBoardisentrustedtoreviewthe5-YearPlantoevaluateprogresstowardsstated
goals.Simultaneously,theCoCCommitteesandSub-Committeesshouldusethisplantoguidetheirworkplans
onanongoingbasis.
8.1.ActionSteps
1.ReviewoftheObjectives,includingtheActionStepstoMeettheObjectives,todetermineifobjectives
havebeenmetand/orareontracktomeettimelines
2.MobilizerelevantResponsiblePartiestoaddressshortfallsand/oropportunities
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3.Proposemodificationsorupdates,asneeded,toaddressObjectives
4.SeekCoCBoardapproval
5.TrainfundedandCoCpartnersonanychangesmadetothe5-YearPlan
8.2.Timeline
Inthelastquarterofeachyearduringthelifespanofthis5-YearPlan,theCoCBoardoritsdelegateCommittee
(e.g.PlanningandImplementationCommittee)willreviewtheplaninaccordancewiththeReviewProcess.
8.3.ModificationsandUpdates
AllmodificationsandupdatestothisplanneedtobeapprovedbytheCoCBoard.Thiscanbecompletedonan
ad-hocbasisorduringtheannualreviewprocess.
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89
of
85
332714801240602560493618105335254652
151120186100275
76
Page
TotalBeds
Victim
Service
Provider
NoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoYesNoNoNoNoNo
TargetPop.
NANANANANANANANANANANANANANANANANANANADVNANANANANA
InventoryType
CCCCCCCCCCCCCCCCCCCCCCCCC
531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488
GeoCode
19647195501928419518196791969219709197111971219710193041957619577191961956219310193201957819653195311970119256196011925919501
HMISProjID
ProjectName
HousingInventoryChart(HIC)
CC--ES--HOCMedicalRespiteCC--ES--HOCShelterCC--ES--SMSShelterFPS--ES--BridgesFamilyShelterFPS--ES--OpenDoorsHCHV--ES--CRSGA--ES--CannonSt.WarmingCenterGA--ES--LutheranChurchWarmingCenterGA--ES--Westm
insterChurchWarmingCenterTSA--ES--ErminaWarmingCenterTSA--ES--FamilyShelterTruthMinistries--ES--ShelterUGM--ES--Men'sShelterUGM--ES--Women'sCrisisShelterVOA--ES--HopeHouseMedicalRespiteVOA--ES--HopeH
ouseShelterVOA--ES--WA0127--CrosswalkYouthShelterYFA--ES--CrisisResidentialCenterYFA--ES--HOPEProjectYWCA--ES--DomesticViolenceShelterCC--PH--SisterHavenCC--PSH--WalnutCornersSNAP--PH--AvondaleAptsSN
AP--PH--Riverwalk(538)SHV--PH--WiltonApts
OrganizationName
CatholicCharitiesCatholicCharitiesCatholicCharitiesFamilyPromiseofSpokaneFamilyPromiseofSpokanePioneerHumanServicesTheGuardiansFoundationIncTheGuardiansFoundationIncTheGuardiansFoundationIncTheSalvat
ionArmyTheSalvationArmyTruthMinistriesUnionGospelMissionUnionGospelMissionVolunteersofAmericaVolunteersofAmericaVolunteersofAmericaYouthFamily&AdultConnectionsYouthFamily&AdultConnectionsYWCACatholic
CharitiesCatholicCharitiesSNAPSNAPSpokaneHousingVentures
Proj.Type
ESESESESESESESESESESESESESESESESESESESESOPHOPHOPHOPHOPH
Attachment1
355488355472355473355452355503386253386195386201386202386205355444355453355454355455355510355447355445355470355489355461386191355465355475386258386255
Row#
9.
89
of
41670046019
345025255021505128141025112610
487121124
77
48
of
Page
36
Page
NoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNo
NANANANANANANANANANANANANANANANANANANANANANANANANANANANANA
CCCCCCCCCCCCCCCCCCCCCCCCCCCCC
531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488539063531488531488531488531488531488539063
1956419551196061968319658196881957919543193221965919316193181932119473196551954619635196571963219639196541964019680197051969619661196691966519569
Transitions--PH--HFAPCC--PSH--FatherBachHavenCC--PSH--WA0285--HansonHouseCC--PSH--WA0374--DonnaHansonHavenCH--PSH--BuderHavenHCHV--PSH--VASHSHA--PSH--VASH--ThePearlAptsTransitions--PSH--MiryamsHouseV
OA--PSH--WA0130--LloydAptsVOA--PSH--TheMarileeApartmentsVOA--PSH--WA0111--ScatteredSitesVOA--PSH--WA0128--HopeHouseVOA--PSH--WA0129--OffsiteCombinedVOA--PSH--WA0218--LloydAptsIIVOA--PSH--WA0332--Coll
insAptsScatteredSitesCCPartnership--RRH--Rehousing(CHG)CCPartnership--RRH--Rehousing(ESG)CC--RRH--PrioritySpokaneCC--RRH--WA0288--RapidRehousingCC--RRH--WA0302--RapidRehousingforFamiliesCC--RRH--WA03
53--RRHforHHwithChildrenGI--RRH--HENRapidRehousingGI--RRH--ReEntryInitiativeGI--RRH--SSVFSNAP--RRH--CHGYouth(164Y)SNAP--RRH--CityCHG(164)SNAP--RRH--ESGRRH(174)SNAP--RRH--RelocationAssistanceProgram(1
06)SNAP--RRH--WA0119--SmallCities(158)
TransitionsCatholicCharitiesCatholicCharitiesCatholicCharitiesCatholicCharitiesHealthcareforHomelessVeteransSpokaneHousingAuthorityTransitionsVolunteersofAmericaVolunteersofAmericaVolunteersofAmerica
VolunteersofAmericaVolunteersofAmericaVolunteersofAmericaVolunteersofAmericaCatholicCharitiesCatholicCharitiesCatholicCharitiesCatholicCharitiesCatholicCharitiesCatholicCharitiesGoodwillIndustriesGoo
dwillIndustriesGoodwillIndustriesSNAPSNAPSNAPSNAPSNAP
OPHPSHPSHPSHPSHPSHPSHPSHPSHPSHPSHPSHPSHPSHPSHRRHRRHRRHRRHRRHRRHRRHRRHRRHRRHRRHRRHRRHRRH
355478355471355481355512355500386062355457355501355449355486355458355467355485355477355517355504355460355493355483355495355494355484355516384683386260355497355496386362355466
89
of
57871816558
1819111412242390182444111010
78
3109
48
of
Page
37
Page
NoNoNoNoNoNoNoYesNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNo
NANANANANANANADVNANANANANANANANANANANANANANANANANA
CCCCCCCCCCCCCCCCCCCCCCCCC
531488531488531488539063539063539063531488531488531488539063531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488
19293196621966319646196111968519257196901928519595196821966419305193001967119695193011958519693196871969419707193171931919699
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ObjectiveFourExcelDocument
Attachment2
10.
11.Attachment3
PerformanceManagementPlan
SpokaneCity/CountyContinuumofCare
5-YearPerformanceManagementPlan
CityofSpokane
Community,Housing,andHumanServices
UpdatedNovember2019
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SpokaneCity/CountyContinuumofCare
PerformanceManagementPlan
TableofContents
Introduction......................................................................................................................................41
Background.......................................................................................................................................41
BasicsofPerformanceMeasurement..............................................................................................41
SystemPerformanceTargets........................................................................................................41
MinimumPerformanceStandards................................................................................................41
SettingPerformanceObjectives...................................................................................................41
MonitoringProjectandSystemPerformance..................................................................................42
QuarterlyPerformanceReporting................................................................................................42
AnnualPerformanceReview........................................................................................................42
VictimServicesProviders..............................................................................................................42
SharingQPRData..........................................................................................................................42
CorrectiveActionPlanning...........................................................................................................42
System-LevelPerformanceReporting..........................................................................................43
ImplementingthePerformanceManagementPlan........................................................................43
Providers’ResponsibilitiesandMeetingPerformanceObjectives..................................................43
EnsureHMISDataQuality.............................................................................................................43
RunandReviewQuarterlyProjectReport....................................................................................43
DevelopInternalImprovementPlansasNeeded.........................................................................44
ParticipateinCorrectiveActionPlanasRequired........................................................................44
SpokaneCity/CountyCoCProjectPerformanceObjectives............................................................44
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Introduction
TheSpokaneCity/CountyContinuumofCare(CoC)PerformanceManagementPlanidentifiesminimum
performanceexpectationsandsystemperformancetargetsfortheCoCandoutlineshowperformanceis
measuredandmonitored.
Thisplanshouldhelphomelessassistanceprojectsinmanagingtheirperformanceandensuringaccessto
ongoingfunding.
Background
TheCoC’sgeographicareaincludestheentiretyofSpokaneCounty.TheCityofSpokane’sCommunity,
Housing,andHumanServices(CHHS)DepartmentservesastheCollaborativeApplicantforthe
DepartmentofHousingandUrbanDevelopment(HUD)ContinuumofCaregrant,theleadgranteeforthe
DepartmentofCommerceConsolidatedHomelessGrant(CHG),andsitsastheCity’srepresentativeon
theCoCBoard.
TheCoC’sFundingandRFPCommitteeupdatesthisplanannually.
BasicsofPerformanceMeasurement
SystemPerformanceTargets
ForSpokaneCity/CountyCoCpurposes,thesystemisdefinedasallpubliclyfundedhomelessservices
projectsoperatingwithinthegeographyoftheCoC.Measuringperformanceofthesystemisimportant,
asithelpsusunderstandhowwellwearedoingataddressingandendinghomelessness.Additionally,it
canhelpourcommunityidentifyareasofthesystemthatcouldbereplicatedormayneedimprovement.
Lastly,aspartoftheCoCProgramregulations,HUDisrequiringthatallCoCsmonitortheperformanceof
theirsystem.Inordertodrivebetteroutcomesforparticipantsinthehomelesssystemandtoachievethe
goalofendinghomelessnessforallpopulations,theSpokaneCity/CountyCoChasset5-yearsystem
targetsforallperformancemeasuresdeemedkeyindicatorsofhighperformingsystems.Allprojects
withinthehomelesssystemareexpectedtomakeprogresstowardsthesystemtargetsforallapplicable
projectperformancemeasures.
MinimumPerformanceStandards
Measuringtheperformanceofhomelessassistanceprojectsiscriticalforanumberofreasons.Ithelpsus
understandhowwellprojectsaredoingatendinghomelessness,aswellaswhatissuesprojectsmayneed
toimproveupon.Ithelpsusidentifyprojecttypes/modelsthatmaybemoresuccessfulatending
homelessnessthanothers.Additionally,HUD,theWAStateDepartmentofCommerce,andotherkey
fundersrequireprojectperformancereportingandmonitoring.Inordertohelpdrivesystem
performance,theSpokaneCity/CountyCoChassetminimumperformancestandardsthatfunded
projectsareexpectedtomaintainoverthecourseofthe5-yearawardperiod.
SettingPerformanceObjectives
TheCoCFundingandRFPCommitteechargedtheCHHSDepartmentwithcreatingthisPerformance
ManagementPlan,includingsettingtheminimumperformancestandardsandsystemperformance
targets,inordertoestablishasystemperformanceimprovementstrategyfortheCoCandanannual
reviewprocessforprojectsfundedundertheCity’s5-yearRFP.CHHSstaffconsideredHUD’sproject
performanceobjectivesandsystemperformancemeasures,Commerce’ssystemperformance
expectations,andSpokaneCity/Countyprojects’combinedperformanceonthoseobjectivesin
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determiningwheretosetminimumstandardsandsystemtargetsfortheCoC’sprojectportfolio.CHHS
reviewedcurrentprojects’performance,aswellasanecdotalcommunityandprojectinformation,tohelp
determinewhatgoaltoset.
MonitoringProjectandSystemPerformance
QuarterlyPerformanceReporting
Homelessassistanceprojects’performanceismonitoredonaquarterlybasisviatheHomeless
ManagementInformationSystem(HMIS)generatedQuarterlyPerformanceReport(QPR).TheQPR
providesproject-levelperformanceinformationforeachmeasurelistedinthisplanandissharedwiththe
CoCBoardandfundedproviderseachquarter.
TheQPRismeanttobegeneratedfromHMISaftertheendofeachquarter;however,itisavailablefor
agenciestorunandreviewatanytimeforacustomperformanceperiod.Providersshouldbesuretheir
HMISdatahasbeenfullyupdatedandisaccuratepriortothegenerationofeachreport.Thequartersare
asfollows:
FirstQuarter=July1–September30
o Reportsperformancedataforfirstquarter
SecondQuarter=July1–December31
o Reportsperformancedataforfirstandsecondquarters
ThirdQuarter=July1–March31
o Reportsperformancedataforfirst,second,andthirdquarters
FourthQuarter=July1–June30
o Reportsperformancedataforthefullyear
AllprojectsshouldreviewtheirquarterlyperformancedataandcontactCHHSwithanyquestionsor
concerns.Projectsthatconsistentlyfailtomeetprojectperformanceobjectivesshoulddevelopinternal
plansandprocessesforimprovement.
AnnualPerformanceReview
Onanannualbasis,theCoC’sFundingandRFPCommitteewillreviewperformancedatafromthepast
awardyear(JulytoJune)andmakerecommendationstoCHHSandtheCoCBoardregardingmonitoring
plansandfundingallocations/reallocations.
VictimServicesProviders
DomesticViolence(DV)victimservicesprovidersarenotrequiredtoparticipateinHMISbutmust
maintainacomparabledatabase.Whilevictimserviceprovidersdonothavetheirperformancedata
generatedoutofHMISviatheQPR,allfundedDVproviderswillberequiredtosubmitperformancedata
toCHHSstaffasrequestedforannualprojectevaluation,fundingapplication,ormonitoringpurposes.
SharingQPRData
Eachquarter,projectQPRssubmittedtoCHHSwillbepostedontheCHHSwebsiteforallfundedprojects
within45daysoftheendofthequarter.CHHSstaffwillworkwithproviderstoensurethatall
performancedatatobesharedwiththepublicisaccurateaspossible.Performancenarrativeswillbe
includedintheposteddashboardforeachproject.
CorrectiveActionPlanning
Projectsthatfailtomaintainminimumperformancestandardsormakeprogresstowardssystem
performancetargets(outlinedintheperformanceimprovementtimelinesectionofeachCHHSgrant
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agreement)foratleastoneyearwillberequiredtoparticipateinaCorrectiveActionPlanning(CAP)
process.Ongoingpoorperformancecouldultimatelyresultinthelossorreductionoffunding.More
detailontheCAPprocesscanbefoundintheCorrectiveActionPlanGuide.
System-LevelPerformanceReporting
Thesystem-levelperformancewillbereportedonannuallytotheCoCBoardinaccordancewiththeHUD
SystemPerformanceMeasures(SPM)Report.Pleasenotethatnotallperformancemeasuresoutlinedin
thisplannedareincludedintheSPM.
ImplementingthePerformanceManagementPlan
CHHSstaffareresponsibleforimplementingthisPerformanceManagementPlanonbehalfofthe
SpokaneCity/CountyCoC.ImplementationinvolvesworkingwithHMISstaffandproviderstopublicly
sharetheQPR,reviewingalldatatherein,andsharingprojectandsystemperformanceinformationwith
theCoConaquarterlybasis.Inreviewingquarterlyandannualprojectperformanceinformation,CHHS
staffwillalsoworkwiththeSpokaneCity/CountyCoCFundingandRFPCommitteetoidentifyany
consistentlyunder-performingprojectsandtargetthemforCAPdevelopmentasneeded.TheCHHSstaff
willreportonsystemperformanceonthemeasuresinthisplanatleastannually.
Inadditiontomonitoringprojectandsystemperformance,CHHSstaffworkwiththeSpokaneCity/County
CoCFundingandRFPCommitteetoannuallyreviewandupdatethePerformanceManagementPlan
measuresandgoals.
Providers’ResponsibilitiesandMeetingPerformanceObjectives
EnsureHMISDataQuality
BecausetheQPRsusedtomonitorprojectperformancearegeneratedfromHMIS,itiscriticalthatHMIS
databeaccurate,timely,andcomplete.Tothisend,itisessentialthatprovidersadheretothedata
qualitystandardsoutlinedintheSpokaneHMISDataQualityPlan.AlldataenteredintotheCoC’sHMIS
shallbeareflectionofinformationprovidedbytheclient,asdocumentedbytheintakeworkeror
otherwiseupdatedbytheclientanddocumentedforreference.Allrequireddataelementsforeach
th
programtypemustbeenteredbythe5dayofthefollowingmonth(includingweekendsandholidays)
forallclientactivityduringtheprecedingmonth.Thepercentageofrequireddataelementsidentified,as
‘missing/datanotcollected’shouldbenomorethan1%,dependingonprojecttypeanddataelement.
Averageratesof‘clientdoesn’tknow’or‘clientrefused’mustadheretotheacceptableaverage
determinedfortheprojecttypeassetbytheHMISCommittee.Foracomprehensiveoutlineofdata
qualityexpectationsforparticipationintheCoC’sHMIS,pleaseseetheSpokaneHMISDataQualityPlan.
RunandReviewQuarterlyProjectReport
TohelphomelessprovidersmanagetheirperformanceontheobjectiveslaidoutinthisPerformance
ManagementPlan,HMISstaffhavemadetheQPRavailabletoproviders.TheQPRprovidesdetailed
informationaboutaproject’sperformanceonalltheobjectivesinthisplanincludingclient-leveldata.
ProviderscanruntheQPRontheirprojectsusingHMISwhenevertheylikeinordertobetterunderstand
inreal-timehowtheyperformedonalltheobjectivesinthisPerformanceManagementPlan.Ata
minimum,though,providersarerequiredtoruntheQPRonaquarterlybasisandtosubmitthereportto
CHHSstaffwithin15daysoftheendofthequarter.Submissionsshallbeaccompaniedbyabrief
narrativeoverviewexplainingquarterlyoutcomesforeachperformancemeasureinclusiveofstepstaken
duringthequartertoimproveperformance,externalfactorsthatinfluencedperformanceduringthe
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quarter,andplannedactionstoimproveormaintainhighperformanceinthefollowingquarter.This
narrativeisanopportunitytohighlightchallengesfacedbytheproject,areasofsuccess(particularly
thosewhichbereplicablebyotherproviders),andtoaddressstepsforperformanceimprovement.
Performancenarrativeswillbeincludedinthepublishedreportforallprojects.
DevelopInternalImprovementPlansasNeeded
Providersshouldmonitortheirownperformanceonallprojectperformanceobjectiveson,atminimum,a
quarterlybasis.IfprovidersnoticeintheQPRthattheyarenotmeetinganobjective,itistheir
responsibilitytodevelopinternalplanstoaddressthepoorperformanceandtheyshouldensurethat
improvementismade.Aspreviouslymentioned,projectsthatfailtomeetanobjectiveforatleastone
yearmaybetargetedfordevelopmentofaCAP.OnceonaCAP,aprojectrunstheriskoflosingrenewal
fundingiftheyarenotabletoimprovetheirperformancewithinaspecifictimeframe.Ensuringthat
projectperformanceobjectivesaremetwillkeepprojectsfrombeingtargetedforCAPdevelopment.
ParticipateinCorrectiveActionPlanasRequired
Asmentionedpreviously,projectsthatfailtomaintainminimumperformancestandardsortomake
adequateprogresstowardssystemperformancetargetsforatleastoneyearmayberequiredto
participateinaCAP.Ongoingpoorperformance,orfailuretofullyparticipateintheCAP,couldultimately
resultinthelossorreductionoffunding.MoredetailsontheCAPprocesscanbefoundintheCorrective
ActionPlanGuide.
SpokaneCity/CountyCoCProjectPerformanceObjectives
ThefollowingaretheprojectperformanceobjectivesforSpokaneCity/CountyCoChomelessassistance
projects.ThegoalsapplytoallCoC-fundedhomelessprojectsandallCity-fundedemergencyshelters,
rapidre-housing,transitionalhousing,diversion,streetoutreach,andpermanentsupportivehousing
projects.Generally,overflowandseasonalemergencysheltersareexemptfromtheperformance
standards.
Projectsthatarenewlyfundedunderthe5-yearRFPorwhosebaselineperformancepriortothe5-year
awardperioddoesnotmeettheminimumperformancestandardswillhavetwoyearstoachievethe
minimumperformanceexpectationsoutlinedbelow.Projectsthatdonotmeetminimumperformance
standardsbytheendofthefirstyearofthe5-yearawardperiodwillberequiredtodevelopaCorrective
ActionPlan(CAP).Projectsthatdonotmeetminimumperformancestandardsorfailtofullyparticipatein
theCAPbytheendofthesecondyearofthe5-yearawardperiodmayfacealossorreductionoffunding.
Projectsfundedunderthe5-YearRFPwhosebaselineperformancepriortothe5-yearawardperiodare
requiredtomakeannualprogresstowardsthe5-yearsystemperformancetargetsinaccordancewiththe
performanceimprovementtimelineoutlinedintheproject’sgrantagreement.Projectsthatfailtomeet
annualperformancemilestonesmayberequiredtodevelopaCAP.
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HomelessnessDiversionProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
Atleast88%ofpersonsinHomelessAtleast95%ofpersonsinHomeless
ExitstoPermanent
DiversionprojectsexittopermanentDiversionprojectsexittopermanent
Housing
housingatprogramexit.housingatprogramexit
DiversionprojectswillhavenomorethanDiversionprojectswillhavenomorethan
ReturnstoHomelessness6%ofpersonswhoexitedtopermanent
3%ofpersonswhoexitedtopermanent
housingreturntohomelessnesswithinhousingreturntohomelessnesswithin
twoyearsofexit
twoyearsofexit
StreetOutreachProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
ExitstoPermanentAtleast40%ofpersonsinStreetAtleast50%ofpersonsinStreet
HousingOutreach(SO)projectswillmoveintoOutreach(SO)projectswillmoveinto
(SPMMetric7a.1)permanenthousingatexit.permanenthousingatexit
ExitstoTemporaryorAtleast25%ofpersonsinSOprojectsAtleast30%ofpersonsinSOprojects
willmovetocertaintemporaryandwillmovetocertaintemporaryand
InstitutionalSettings
(SPMMetric7a.1)institutionalsettingsatprogramexitinstitutionalsettingsatprogramexit
Atleast65%ofpersonsinSOprojectsAtleast80%ofpersonsinSOprojects
SuccessfulExitsfrom
willmoveintopermanenthousingortowillmoveintopermanenthousingorto
StreetOutreach
certaintemporaryandinstitutionalcertaintemporaryandinstitutional
(SPMMetric7a.1)
settingsatprogramexitsettingsatprogramexit
SOprojectswillhavenomorethan20%SOprojectswillhavenomorethan10%
ReturnstoHomelessness
ofadultswhoexitedtopermanentofadultswhoexitedtopermanent
(SPMMetric2b)
housingreturntohomelessnesswithinhousingreturnhomelessnesswithin
twoyearsofexittwoyearsofexit
TheaveragelengthoftimeforpersonsTheaveragelengthoftimeforpersons
enrolledinSOprojectsbetweenenrolledinSOprojectsbetween
AverageLengthofTime
enrollmentandtheperson’sdateofenrollmentandtheperson’sdateof
toDateofEngagement
engagementshallbenogreaterthan60engagementshallbenogreaterthan30
daysdays
Servingthosewiththe
Atleast64%ofpersonsservedbySOAtleast75%ofpersonsservedbySO
LongLengthsofprojectswillhavelengthsofprojectswillhavelengthsof
homelessnessgreaterthan12monthshomelessnessgreaterthan12months
Homelessness
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Night-by-nightEmergencyShelterProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
LengthofTimeEmergencyShelter(ES)projectswillEmergencyShelter(ES)projectswillhave
HomelessinEShaveanaveragelengthofstayofnoanaveragelengthofstayofnomore
(SPMMetric1a.1)morethan90daysthan30days
ExitstoPermanentAtleast40%ofpersonsinESprojectsAtleast50%ofpersonsinESprojects
Housingwillmoveintopermanenthousingatwillmoveintopermanenthousingat
(SPMMetric7b.1)exitexit
ESprojectswillhavenomorethan20%ofESprojectswillhavenomorethan10%
Returnsto
adultswhoexitedtopermanenthousingofadultswhoexitedtopermanent
Homelessness
returntohomelessnesswithintwoyearshousingreturntohomelessnesswithin
(SPMMetric2b)
ofexittwoyearsofexit
TheaveragelengthoftimeforpersonsTheaveragelengthoftimeforpersons
enrolledinESprojectsbetweenenrolledinESprojectsbetween
AverageLengthofTime
enrollmentandtheperson’sdateofenrollmentandtheperson’sdateof
toDateofEngagement
engagementshallbenogreaterthan30engagementshallbenogreaterthan10
daysdays
ContinuousStayEmergencyShelterProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
LengthofTimeHomelessEmergencyShelter(ES)projectswillhaveEmergencyShelter(ES)projectswillhave
inESanaveragelengthofstayofnomorethananaveragelengthofstayofnomorethan
(SPMMetric1a.1)90days30days
ExitstoPermanent
Atleast55%ofpersonsinESprojectswillAtleast80%ofpersonsinESprojectswill
Housing
moveintopermanenthousingatexitmoveintopermanenthousingatexit
(SPMMetric7b.1)
ESprojectswillhavenomorethan20%ofESprojectswillhavenomorethan10%of
ReturnstoHomelessnessadultswhoexitedtopermanenthousingadultswhoexitedtopermanenthousing
(SPMMetric2b)returntohomelessnesswithintwoyearsreturntohomelessnesswithintwoyears
ofexitofexit
TheaveragenumbersofpersonsenrolledTheaveragenumbersofpersonsenrolled
AverageRateofinESprojectspernightwillrepresentnoinESprojectspernightwillrepresentno
Utilizationlessthanthe85%ofprojects’totalbedlessthanthe95%ofprojects’totalbed
inventoryinventory
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TransitionalHousingProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
TransitionalHousing(TH)projectswillTransitionalHousing(TH)projectswill
LengthofTimeHomeless
haveanaveragelengthofstayofnomorehaveanaveragelengthofstayofnomore
inTH
than160days(270foryouthandyoungthan90days(120foryouthandyoung
(SPMMetric1a.2)
adultprojects)adultprojects)
ExitstoPermanent
Atleast55%ofpersonsinTHprojectswillAtleast80%ofpersonsinTHprojectswill
Housing
moveintopermanenthousingatexitmoveintopermanenthousingatexit
(SPMMetric7b.1)
EmploymentandIncomeAtleast35%ofpersonsinTHprojectswillAtleast50%ofpersonsinTHprojectswill
Growthgainorincreaseemploymentornon-gainorincreaseemploymentornon-
employmentcashincomeoratexitemploymentcashincomeoratexit
(SPMMetric4.6)
THprojectswillhavenomorethan10%ofTHprojectswillhavenomorethan5%of
ReturnstoHomelessnessadultswhoexitedtopermanenthousingadultswhoexitedtopermanenthousing
(SPMMetric2b)returntohomelessnesswithintwoyearsreturntohomelessnesswithintwoyears
ofexitofexit
TheaveragenumbersofpersonsenrolledTheaveragenumbersofpersonsenrolled
AverageRateofinTHprojectspernightwillrepresentnoinTHprojectspernightwillrepresentno
Utilizationlessthanthe85%ofprojects’totalbedlessthanthe95%ofprojects’totalbed
inventoryinventory
RapidRe-HousingProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
RapidPlacementRRHprojectswillplacepersonsintoRRHprojectswillplacepersonsinto
intoPermanentpermanenthousingwithin30daysofpermanenthousingwithin20daysof
projectentry
Housingprojectentry
ExitstoPermanentAtleast70%ofpersonsenteringRRHAtleast80%ofpersonsenteringRRH
Housingprojectswillremaininpermanenthousingprojectswillremaininpermanenthousing
(SPMMetric7b.1)atexitatexit
EmploymentandIncomeAtleast20%ofpersonsinRRHprojectsAtleast40%ofpersonsinRRHprojects
Growthwillgainorincreaseemploymentornon-willgainorincreaseemploymentornon-
employmentcashincomeoratexitemploymentcashincomeatexit
(SPMMetric4.6)
RRHprojectswillhavenomorethan10%
RRHprojectswillhavenomorethan5%of
Returnsto
ofadultswhoexitedtopermanent
adultswhoexitedtopermanenthousing
Homelessness
housingreturntohomelessnesswithinreturntohomelessnesswithintwoyears
(SPMMetric2b)
twoyearsofexitofexit
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PermanentSupportiveHousing/OtherPermanentHousingProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
Atleast93%ofhousedpersonsremaininAtleast95%ofhousedpersonsremainin
ExitstoorRetentionofPermanentSupportiveHousing(PSH)PermanentSupportiveHousing(PSH)
PermanentHousingprojectorexittopermanenthousing(PH)projectorexittopermanenthousing(PH)
(SPMMetric7b.2)
asoftheendofthereportingperiodoratasoftheendofthereportingperiodorat
programexitprogramexit
Atleast50%ofpersonsenteringaPSHAtleast55%ofpersonsenteringaPSH
EmploymentandIncomeprojectwillgainorincreaseemployment
projectwillgainorincreaseemployment
ornon-employmentcashincomeduringornon-employmentcashincomeduring
GrowthforStayers
thereportingperiodoratannualthereportingperiodoratannual
(SPMMetric4.3)
assessment
assessment
EmploymentandIncomeAtleast45%ofpersonsenteringaPSH
Atleast50%ofpersonsenteringaPSH
GrowthforLeaversprojectwillgainorincreaseemploymentprojectwillgainorincreaseemployment
ornon-employmentcashincomeatexitornon-employmentcashincomeatexit
(SPMMetric4.6)
PSHprojectswillhavenomorethan5%ofPSHprojectswillhavenomorethan3%of
ReturnstoHomelessnessadultswhoexitedtopermanenthousingadultswhoexitedtopermanenthousing
(SPMMetric2b)returntohomelessnesswithintwoyearsreturntohomelessnesswithintwoyearsof
ofexitexit
TheaveragenumbersofpersonsenrolledTheaveragenumbersofpersonsenrolled
AverageRateofinPSHprojectspernightwillrepresentnoinPSHprojectspernightwillrepresentno
Utilizationlessthanthe85%ofprojects’totalbedlessthanthe95%ofprojects’totalbed
inventoryinventory
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