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12-2024 HHTF Packet 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 SPECIALMEETINGAGENDA Monday, December 16,2024 | 2:00p.m. Spokane Valley City Hall, 10210 E Sprague Ave, Room N212Second Floor Conference Roomand virtuallyon Zoom: Click here to: Join the meeting online Meeting ID:823 8451 5204| Passcode:211610 1. Call to Order 2. Roll Call 3.General 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. ACTION ITEMS 4.Approval of October 24, 2024Meeting Minutes 5.Cancellation of January 2025 Meeting INFORMATION AND DISCUSSION ITEMS 6.Homeless Housing Task ForceComposition 7.Shelter Bed Contracts for 2025 8.Five-YearContinuum of CarePlan Update 9. Adjournment 4 SPOKANE VALLEY HOMELESS HOUSING TASK FORCE Special ber 24, 20242:00pm a 1: Thewas called 2:02pm. 2 A (in-person) Mayor Pam Haley, Chair Edwin Repp SVPD Arielle Anderson (online) Chris Sarah Farr, - 3 Mr. Repp ACTION ITEMS 4 Lance 4a Task Force on . prior Spokane Valley Homeless Housing Task Force 10.24.24-DRAFTPage 1 of 2 5 5-– gress Regional 5-Year Plan to Prevent and End Homelessness -Year Plan) and Spokane County Consolidated Plan one-year - Arielle - -2030 plan. 6 rd -family housing and more. The (RFP) for mixed- are RFPs. 7 Eric shared ; she shared some of her 8 : 3:11pm -Lehman, Spokane Valley Homeless Housing Task Force 10.24.24 - DRAFT Page 2 of 2 AGENDA ITEM 6 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:December 16, 2024 AGENDA ITEM TITLE: Future of Homeless Housing Task Force BACKGROUND:In August of 2023 the City decided to take over management of some recording fee dollars that are earmarked for housing and homeless services. To comply with state law for management of these dollars, the City Council approved a resolution in September 2023 to create an interim Homeless Housing Task Force. Theresolutionstates: “The interim Homeless and Housing Task Force is created as an advisory body to the City Council. The task force will make recommendations for the five-year Housing and Homeless Plan; use of the revenue derived from the "Homeless Housing and Assistance Act" (HHAA) surcharge funds; and the final composition of the task force and terms to the City Council.” “The Interim Housing and Homeless Task Force shall remain in existence until the earlier of (1) such time as all responsibilities and duties as set forth in this Resolution have been completed, (2) a permanent Housing and Homeless Task Force has been established and members appointed, or 3) December 31, 2024, at which time the InterimHousing and Homeless Task Force shall automatically end. All members appointed to the Interim Housing and Homeless Task Force shall serve for the duration ofthe Interim Housing and Homeless Task Force.” The current interim Task Force could be extended for a definedperiod of timeand/or a different permanent Task Force composition recommended. If the current interim Task Force recommends a composition for a permanent body, members currently serving are eligible tocontinue service on the permanent Task Force. The group will need to discuss which stakeholders to include as part of a permanent Task Force, as well as possible board recruitment to fill specific roles. RECOMMENDED ACTION:Information and Discussion STAFF CONTACT: Eric Robison, Homeless & Housing Coordinator ATTACHMENTS:Resolution No. 23-010 AGENDA ITEM 7 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:December 16, 2024 AGENDA ITEM TITLE: Shelter bed contracts for 2025 BACKGROUND:In 2024, asthe recommendedbythe Task Force, the Spokane Valley City Council approved contracts between the city and shelter providers to make beds available for Spokane Valley referrals. Truth Ministries, a low-barrier shelter for men, sets aside two beds for Spokane Valley referrals at a cost of $20/day total. Hope House, a low-barrier shelter for women, sets asideone “respite” bed at a cost of $136/night, and a second respite bed that the City can use on a per-diem basis at the same rate. The City first contracted for these beds in the environment of the now-overturned Martin v Boise and Grants Pass rulings that regulated how a city could enforce no-camping regulations based on shelter bed availability. At the time it was determined that contracts for these bed spaces would keep the City in compliance with case law, in addition to providing a place for people to go who were interested in shelter services. Drafts of legislation toenshrine the protections conferred under the Martin v Boise decision are circulating among some lawmakers in Washington state, but at this time the City is not legally required to continue contracting for shelter beds. The shelter system in Spokane County has undergone significant contractions over the past six months, with a loss of about 350 total bed spaces across all sub-populations, including the TRAC Shelter which was a low-barrier facility that accepted all genders, couples, and pets. The City of Spokane is actively working to set up several smaller scatteredsite shelters in their city, but it is not anticipatedthat the number of new beds will come anywhere close to the number of beds that were recently lost. Volunteers of America, which operates the Hope House shelter for women, has indicated that they will be making necessary changes to their model that could affectthe availability of the “respite beds” that the city current contracts to have available for Spokane Valley referrals. They are currently able to commit to having these beds available through at least June 30, 2025. They are optimistic the beds will continue to be available after July 1, but no details are yet available. VOA has stated that in 2025they will be charging $135/night for a respite bed, and $150/night for a per diem bed. In 2025 the Task Force could recommend that the City continue the existing contracts with existing providers (prices for 2025 have been determined) orcould choose to go a different direction. Other options could potentially include contracting with alternative providers (although options are limited), or not contracting with any providers for shelter services. The City could potentially contract for a certain number of beds for certain populations during winter weather only as well, although no shelter provider outside of the two providers with which the city is currently contracting has yet expressed openness to such an arrangement RECOMMENDED ACTION:Information and Discussion STAFF CONTACT: Eric Robison, Homeless & Housing Coordinator AGENDA ITEM 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:December 16, 2024 AGENDA ITEM TITLE: 5-Year Continuum of Care Plan Update BACKGROUND:On July 25, 2023, the City Council adopted a resolution to assume control over available document recording fees and establish a Spokane Valley homeless housing program. Per RCW 43.185C.160, the City is required to adopt a 5-year homeless housing plan and develop guidelines as needed for emergency shelters, short-term housing needs, temporary encampments, supportive housing for individuals experiencing chronically homelessnessand long- term housing. The Department of Commerce (DOC) requires that the plan covers a specific five-year period. The City was required to adopt a plan for the period of 2020 to 2024 and then a new plan for the next five years. Developing a City Plan by December 31, 2023 was an extremely aggressive timeline given the statutory requirements, required public process and the need to adopt a new plan for the next five year cycle after only one year. For these reasons, the Council adopted the Continuum of Care (CoC) Regional 5-Year Plan to Prevent and End Homelessness (Plan) in October 2023 for the 2020- 2024 period. The current Plan was created in partnership between Spokane County, the City of Spokane, and the CoCBoard. The City of Spokane Valley participates in the CoC board and subcommittees. The Planprovides the road map used to distribute funding, define metrics for success, and establish priorities. The current regional 5-Year Plan meets requirements from both the DOC and the U.S. Department of Housing and Urban Development (HUD). A 5-Year Homeless Housing Plan (Plan) is required to administer state and federal dollars related to homelessness, including the local recording fee that the City uses to fund outreach and shelter bed contracts. In mid-October, DOC released the 2025-2030 Local Homeless Housing Plan Guidance, which outlines the various requirements for the next 5-Year Plan. Toallow time toincorporate the recently released guidelines, DOC extended the deadline for the new plan adoption to December 31, 2025. However, the Department of Urban Development (HUD) did not. To meet the HUDdeadlines, the CoC has developed a draft Plan based off community feedback and will finalize revisions and submit the Plan to HUD in early 2025However, the plan will continue to be updated throughout2025 to meet local/regional expectations established by DOC. The required objectives for the updated Plan are different from the required objectives during the last 5-year period. Below is a summary of new and old objectives and where they overlap. Updated objectives (2025-2030) Past objectives (2020-2024), and where they overlap with new objectives Promote an equitable, accountable and Address racial disparities among people transparent homeless crisis response system. experiencing homelessness. Strengthen the homeless service provider (No existing Objectives related to strengthening workforce.provider network/) Prevent episodes of homelessness whenever Quickly identify and engage people experiencing possible. homelessness. Prevent episodes of homelessness whenever possible. Prioritize those with the greatest barrier to Prioritization of homeless housing for people housing stability and the greatest risk of harm. with the highest needs. House everyone in a stable setting that meets A projection of the impact of the fully their need. implemented local plan on the number of households housed and the number of households left unsheltered, assuming existing resources and state policies. While each of the above objectives is required in a local plan, the strategies to achieve these objectives are not prescribed. Similarly, past DOC guidance states that “local plans can adopt measures or performance targets if they meet the following criteria: 1) Credibly measures success implementing the objective; 2) Can be updated at least annually; and 3) Targeted performance level is based on the performance of communities who have achieved good results in the context of local conditions.” The CoC has been doing outreach and soliciting feedback for revisions to the Plan, particularly through the CoC’s sub- committees, which are populated by a variety of service providers, people with lived experience, and anyone from the general public that is interested in participating. A survey seeking input was also developed. The city’s housing and homeless coordinator is directly involved with several of the Coc’s subcommittees, and the city services administrator sits on the CoC Board. Feedback from the CoC identified seven different priority areas related to the new 5-Year Plan: 1) Governance – enhance transparency, accountability and equity 2) Regional integration – develop shared resources, collaborate across jurisdictions/providers 3) Service delivery and coordination – Improve coordinated entry system, outreach, holistic service plans 4) Data collection and analysis – collect and use data to identify patterns/needs 5) Housing solutions and investment – increase housing options, but also supportive housing services 6) Funding and resources – leverage public/private partnerships, secure sustainable funding 7) Community engagement – increase public awareness, engage stakeholders Moving forward, there will be multiple opportunities to provide feedback and help shape the Regional 5-Year Plan. A draft of the proposed plan was released on November 13, 2024 that incorporates the input collected from the CoC’s various subcommittees and community input so far. The City Council and citizens are invited to provide input prior to the plan adoption by the CoC board. A survey is available at https://forms.office.com/r/41zxRubXwG. After the Plan has been updated and submitted to HUD , the CoC will continue to review and make changes to the Plan before the December 2025 deadline set by DOC. In 2025, the City Council would have the option to adopt this plan to meet the requirements for administering the local recording fees. RECOMMENDED ACTION: Information and Discussion STAFF CONTACT: Eric Robison, Homeless & Housing Coordinator ATTACHMENTS: 1. 2024 Draft Subcommittee Recommendations 2. Draft 5-Year CoC Plan These recommendations aim to provide a comprehensive framework for enhancing the inclusion of specific local data and stakeholder feedback will be essential in tailoring these strategies to Spokane County's unique needs. Governance Recommendations: Enhance Transparency and Accountability: To build trust and engage the community, implement transparent governance practices, including regular public reporting on progress and outcomes. Apply an equity lens to the structures, processes and practices of the CoC to address disparities in the services and outcomes. Regional Integration Recommendations: Foster Collaboration: Strengthen partnerships with neighboring regions, municipalities, and service providers to ensure a cohesive approach to homelessness. Develop Shared Resources: Create a shared database and resource pool to optimize service delivery and reduce duplication of efforts. Integrate crisis response and emergency planning into homelessness planning and discussion across the region. Service Delivery and Coordination Recommendations: Improve Coordination: Implement a coordinated entry system to streamline access to services for individuals experiencing homelessness. Expand Outreach: Increase outreach efforts to identify and engage individuals experiencing homelessness who are not currently accessing services. Holistic Approaches: Adopt holistic and individualized service plans that address mental health, substance abuse, employment, and housing needs. Data Collection and Analysis Recommendations: Enhance Data Collection: Develop comprehensive data collection methods to track homelessness trends and measure the effectiveness of interventions. Utilize Data Analytics: Use data analytics to identify patterns, forecast needs, and allocate resources efficiently. Housing Solutions Recommendations: !Increase Affordable Housing: Advocate for developing affordable housing units, both rental and homeownership, to meet the demand of low-income individuals and families. !Supportive Housing Models: Expand supportive housing options that combine housing assistance with wraparound services to ensure long-term stability for vulnerable populations. !Rental Assistance Programs: Strengthen rental assistance programs to prevent at- risk individuals from becoming homeless. Funding and Resources Recommendations: !Secure Sustainable Funding: Identify and secure diverse funding streams, including federal, state, local, and private sources, to support long-term initiatives. !Leverage Public-Private Partnerships: Encourage collaboration between public entities and private sector partners to maximize resource availability and impact. Community Engagement Recommendations: !Increase Public Awareness: Launch public awareness campaigns to educate the community about homelessness issues and foster a culture of empathy and support. !Engage Stakeholders: Actively involve stakeholders, including individuals with lived experience, in planning and decision-making processes to ensure initiatives are responsive to real needs. Objective 1: Quickly Identify and Engage People Experiencing Homelessness !Develop and maintain By-Name Lists for sub-populations: chronic singles, veterans, and youth to achieve functional zero. o! Distribute the Veteran By Names list out to VA Providers- Monthly Increasing community education. Understanding how to refine Veteran criteria in CMIS/confirmation. Getting Veteran By Names list out to VA Providers- Monthly Focus on increasing community education and how we can refine Veteran eligibility criteria in CMIS. Review the built for zero/functional zero model o!Develop a project plan for BNL in the HMIS by subpopulation A Hub, phone or hotline connected to some kind of shelter, would be more appropriate o!Create BNL reports in HMIS, formalize coordination policies, and enhance CE access. !Increase education and training, assess satellite site needs, and develop diversion strategies. !Secure funding for outreach supplies, integrate outreach efforts and increase youth accessibility. !Strengthen healthcare linkages and formalize partnerships in MOU !Adopt a trauma-informed approach !Prioritize equity and inclusion in engagement efforts. !Map homeless camps, improve communication, and require CMIS compliance in outreach contracts. !Universal intake may alleviate some of these. Other CoC policies and procedures are still needed. Further conversations around prioritization are needed. Objective 2: Prioritization of Homeless Housing for People with the Highest Needs ! !Expand CE assessment sites to buy/for organizations. !Include refugee needs in assessments, increase language services, and improve outreach to refugee organizations. !Match people to the right intervention instead of the next intervention. Ensure people receive the choice of service level they need to be successful. !Expand intervention choices offered by Coordinated Entry to meet various needs of individuals and families. ! Implement prioritization P&Ps for CE for all sub-populations o!True research, to identify vulnerabilities needs to be done.There is a need to analyze the interventions available in our community, to ensure that the interventions match the community. Instead of matching interventions with level of vulnerability, we are putting them into programs or interventions that might not be a good fit. For instance, is the level that we are funding RRH, consistent with the level of need, as a percentage of the community. o!Prioritizing the most vulnerable population such as those experiencing chronic homelessness and looking into other co-occurring disorders or disabilities that impact long-term housing rather than just longevity. o!Needing a better way to manage Anon enrollments as the YMCA has difficulty in getting good data when each agency keeps their own anon list discussion on how other cities manage their anon system. Objective 3: Effective and Efficient Homeless Crisis Response Housing and Services !Develop a (CE marketing and education) strategy-general information about what CE is, how it works, and what it means to access a program through it, for both those being served, and for other service providers. !The CoC and the Homeless Coalition create info sheets, and disseminate that information, over listservs, and community calls/providers. A good example of a platform that helped with these kinds of things, is sheltermespokane.org so people did not have to call every shelter. !Host office hours, so the CoC would not necessarily set up the info, but maybe coordinate those office hours, and the provider explains what is going on during those office hours. People come to specific topics. It seems like other CoC's have more contact with their HUD rep. !Host a CE Symposium: !As well as ongoing and regular training opportunities for CE and prioritization are needed. !Maintain the CoC website as a hub of relevant training, resources and providers. It could also serve as a platform for engagement and keep folks/organizations informed. !Create a once a year subcommittee open info and community forum day, so that people can learn from the different CE's and providers, similar to the CE symposium !Make parts or all of the HFCA being available online, or at kiosks, would increase accessibility, and make it more regional, and less City of Spokane Centric. CC already does a pre-screening, which helps increase some accessibility, but it still necessitates an in-person contact. Regardless of the means, it is clear the expanding accessibility of CE is a need, and further community discussion is needed. !Achieve high-performing community performance set out in the Performance Management Plan for all project types Move-on Strategy HUD-VASH folks in SHA units preparing to move on into units within the community after 1 year in their SHA unit !Implement standardized aftercare services, improve access to mainstream benefits, and strengthen partnerships with employment agencies. !Develop and implement a system-wide move-on strategy with continuous training and feedback. !Develop a CoC subcommittee for people with lived experience and ensure diverse participation and compensation. !Improve access and accessibility to CE !Pursue more flexible funding would go a long way to increase service speed, service quality, and allow us to better serve families. !A standardized form, and agreement, so that when people are calling we don't have to do the "can't confirm or deny" dance. A general ROI, not for Anon clients, would ease communication between agencies. !Research to identify vulnerabilities needs to be done. There is a need to analyze the interventions available in our community, to ensure that the interventions match the community. Instead of matching interventions with level of vulnerability, we are putting people into programs or interventions that might not be a good fit. For instance, is the level that we are funding RRH, consistent with the level of need, as a percentage of the community. !Implementation of a Diversion First model-The family system is increasing satellite sites. Sarah wants more people in schools, not MV staff, but more school- based/community-based people trained to do CE. perhaps also available at healthcare hotspots, or DSHS, like community health workers. !Create universal CE policies and procedures (P&Ps) !CE working with the CoC and CHHS department to identify low-performing projects, and provide assistance to correct. !Increase TA and support. !Identify high-performing agencies that can serve as guide to assist with correction !Improve subcommittee function and participation. !Create and adopt structure !How should meetings be run? !Goals of each Subcommittee-beyond agency updates. !Training for new chairs. !Review and analyze performance metrics and how they seem way too high for many programs but especially for Diversion !Coordinate with health systems and formalize with MOU Objective 4: A projection of the impact of the fully implemented local plan on the number of households housed and the number of households left unsheltered, assuming existing resources and state policies !Establish data-sharing agreements between CHHS and the Spokane Regional Health District and integrate health, chronically homeless, and rental data. !Utilize a rental registry for a comprehensive snapshot of available units and promote a single repository for affordable housing units. !Develop projections for housed and unsheltered households, adjust strategies based on data, and engage stakeholders for continuous improvement. Objective 5: Address Disparities Among People Experiencing Homelessness !Ensure equity in outcomes by tracking and addressing disparities in housing and services. !Analyze project-level disparities and improve access to the CE system for all racial and ethnic groups. !Conduct quarterly measurements and integrate diverse agencies into the CE system. !Enhance language access, implement annual community surveys, and connect individuals with supportive living services. !Develop housing solutions for justice-involved individuals facing significant barriers, particularly those with sex offender backgrounds. !Quarterly assessment of SALA tool based on measurements identified by the community and providers. !Implement training on microaggressions. ! !Improve system performance and incorporate racial equity and increased access to the system for 2sLGBTQIA !Create a system-wide move-on strategy: utilize the previous move-on strategy !evaluate it for current relevance !create a strategy for implementation. (Perhaps a one strategy, one size fits all is not appropriate, perhaps a collection of strategies, right fit, for right situation. so that common denominators can be addressed.) !Perform research and information gathering phase of the approved methodology ! Analyze data !Develop intervention strategies !Evaluate possible data gathered from SSVF,HCHV, and CMIS. !Create a structure to review this as a group and identify possible disparities. !Shift focus of the group to review racial disparities each month along with BNL and Master List updates. . ! Homelessness Diversion Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to Permanent At least 88% of persons in At least 95% of persons in Housing Homeless Diversion projects exit Homeless Diversion to permanent housing at program projects exit to permanent exit. (Temporary Stay with Family housing at program exit. is a successful outcome.) Returns to Diversion projects will have no Diversion projects will have Homelessness more than 6% of persons who no more than 3% of persons exited to permanent housing who exited to permanent return to homelessness within 1 housing return to year. homelessness within 1 year. Street Outreach Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exis to Permanent At least 40% of persons in Street At least 25% of persons in Housing (SPM Metric Outreach (SO) projects will move Street Outreach (SO) 7a.1 into permanent housing at exit. projects will move into permanent housing at exit. Average time from The average length of time for Engagement to Exit persons from date of engagement (Changed from to exit is 90 days. Average Length of Time to Date of Engagement) Exits to Temporary or At least 25% of persons in SO At least 30% of persons in Institutional Settings projects will move to certain SO projects will move to (SPM Metric 7a.1) temporary and institutional certain temporary and settings at program exit institutional settings at program exit. Successful Exits At least 65% of persons in SO At least 55% of person in from Street Outreach projects will move into permanent SO projects will move into (SPM Metric 2b) housing or to certain temporary permanent housing or to and institutional settings at certain temporary housing program exit. and institutional settings at program exit. (Change from 80%) Returns to SO projects will have no more than SO projects will have no Homelessness (SPM 20% of adults who exited to more than 10% of adults Metric 2b) permanent housing return to who exited to permanent homelessness within two years of housing return exit homelessness withing two years of exit. Serving those with At least 64% of persons served by At least 75% of persons the Long Lengths of SO projects will have lengths of served by SO projects will Homelessness homelessness greater than 12 have lengths of months. homelessness greater than 12 months. Continuous Stay Emergency Shelter Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Emergency Shelter (ES) projects Emergency Shelter (ES) Homeless in ES (SPM will have an average length of stay projects will have an Metric 1a.1) of no more than 90 days. average length of stay of no more than 30 days Exits to Permanent At least 55% of persons in ES At least 80% of persons in Housing (SPM Metric projects will move into permanent ES projects will move into 7b.1) housing at exit permanent housing at exit. Returns to ES projects will have no more than ES projects will have no Homelessness (SPM 20% of adults who exited to more than 10% of adults Metric 2b) permanent housing return to who exited to permanent homelessness within two years of housing return to exit homelessness within two years of exit Average Rate of Family: The average numbers of Utilization Singles: persons enrolled in ES The average numbers of persons projects per night will enrolled in ES projects per night represent no less than the will represent no less than 85% of 95% of projects; total bed inventory (different rates for families and singles) Homeless Prevention Projects Performance Measures Measure Minimum Performance Standard System Performance Target Employment and At least 20% of persons in HP At least 40% of persons in Income Growth (SPM projects will gain or increase HP projects will gain or Metric 4.6) employment or non-employment increase employment or cash income at exit. non-employment cash income at exit Exits to Permanent At least 70% of persons in At least 80% of persons in Housing Homeless Prevention projects exit Homeless Prevention to permanent housing at program projects exit to permanent exit. housing at program exit. Returns to Homeless Prevention projects will Homeless Prevention Homelessness have no more than 10% of persons projects will have no more who exited to permanent housing than 15% of persons who return to homelessness within 2 exited to permanent years. housing return to homelessness within 2 years Transitional Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Transitional Housing (TH) projects Transitional Housing (TH) Homeless in TH will have an average length of stay projects will have an (SPM Metric 1a.2) of no more than 160 days (270 for average length of stay no youth and young adult projects) more than 90 days (120 days for youth and young adults) Exits to Permanent At least 55% of persons in TH At least 80% of persons in Housing (SPM Metric projects will move into permanent TH projects will move into 7b.1) housing at exit permanent housing at exit Employment and At least 35% of person in TH At least 50% of persons in Income Growth (SPM projects will gain or increase TH projects will gain or Metric 4.6) employment or non-employment increase employment or cash income or at exit non-employment cash income or at exit Returns to TH projects will have no more than TH projects will have no Homelessness (SPM 10% of adults who exited to more than 5% of adults who Metric 2b) permanent housing return to exited to permanent homelessness within two years of housing return to exit homelessness within two years of exit Average Rate of The average numbers of persons The average numbers of Utilization enrolled in TH projects per night persons enrolled in TH will represent no less than the projects per night will represent no less than 85% inventory. Both unit and bed utilization. inventory Rapid Re-Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Rapid Placement RRH projects will place persons RRH projects will place into Permanent into permanent housing within 90 persons into permanent Housing days of project entry housing within 60 days of project entry Exits to Permanent At least 70% of persons entering At least 80% of persons housing (SPM Metric RRH projects will remain in entering RRH projects will 7b.1) permanent housing at exit remain in permanent housing at exit Employment and At least 20% of persons in RRH At least 40% of persons in Income Growth (SPM projects will gain or increase RRH projects will gain or Metric 4.6) employment or non-employment increase employment or cash income at exit non-employment cash (Specify SIngles and Families) income at exit Returns to RRH projects will have no more RRH projects will have no Homelessness (SPM than 10% of adults who exited to more than 5% of adults who Metric 2b) permanent housing return to exited to permanent homelessness within two years of housing return to exit homelessness within two years of exit Permanent Supportive Housing/ other Permanent Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to or Retention At least 93% of housed persons At least 95% of housed of Permanent remain in Permanent Supportive persons remain in Housing (SPM Metric Housing (PSH) project or exit to Permanent Supportive 7b2) permanent housing (PH) as of the Housing (PSH) project or end of the reporting period or at exit to permanent housing program exit. (PH) as of the end of the reporting period or at Will further break this down to program exit families and singles. Employment and At least 50% of persons entering a At least 55% of persons Income Growth for PSH project will gain or increase entering a PSH project will stayers (SPM Metric employment or non- employment gain or increase 4.3) cash income during the reporting employment or non- period or at annual assessment employment cash income during the reporting period or at annual assessment Employment and At least 45% of persons entering a At least 50% of persons Income Growth for PSH project will gain or increase entering a PSH project will Leavers employment or non- employment gain or increase (SPM Metric 4.6) cash income at exit employment or non- employment cash income at exit Returns to PSH projects will have no more PSH projects will have no Homelessness (SPM than 5% of adults who exited to more than 3% of adults who Metric 2b) permanent housing return to exited to permanent homelessness within two years of housing return to exit homelessness within two years of exit Average Rate of The average numbers of persons The average numbers of Utilization enrolled in PSH projects per night persons enrolled in PSH will represent no less than the projects per night will represent no less than the inventory. Measure applies to unit utilization and bed utilization. inventory Notes on changes to the Performance Measures. Add Homeless Prevention Projects Performance Measures Homeless Diversion Projects Performance Measures !Successful Exits Include: Temporary Stay with Family !Returns to Homelessness: Contract says 90 day returnDiversion measured at 1 year, rather than 2 years, as the intervention does not have subsidy attached to it. !System Performance Target: Returns to Homelessness: Also, changed to 1 year. Street Outreach Projects Performance Measures: !Measures: Add a measure from engagement to exit. !Setting to 90 days to gain understanding of the duration. !System Performance Target: Suggested change from 50% to 25% will move to permanent housing at exit. TH Project Performance Measures: !For Families in TH and PSH-utilization for beds is tricky. We are suggesting that for Families, unit utilization also be considered and measured. PSH Project Performance Measures: !Suggested that Families and Singles be considered and tracked as well as aggregate. Spokane City/County Continuum of Care 5-YearStrategic Plan to Prevent and End Homelessness Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness 2025-2030 Table of Contents 1. Acronyms ............................................................................................................................................. 6 2. Introduction ......................................................................................................................................... 8 2.1. Alignment with the Continuum of Care Mission ........................................................................ 8 2.2. Current State of the CoC Geographic Region and Homeless Response ..................................... 8 2.2.1. Governance ......................................................................................................................... 8 2.2.2. Regional Integration............................................................................................................ 8 2.2.3. Partnership and Community Engagement.......................................................................... 9 2.2.4. Service Delivery ................................................................................................................. 10 2.2.5. Funding and Resources ..................................................................................................... 10 2.2.6. Encampments ................................................................................................................... 10 2.2.7. Affordable Housing ........................................................................................................... 11 2.2.8. Aging Population ............................................................................................................... 12 2.2.9. Data-Driven Solutions ....................................................................................................... 12 2.3. Objectives of the 5-Year Strategic Plan .................................................................................... 12 2.31 Objective One ............................................................................................................................ 12 2.32 Objective Two ............................................................................................................................ 12 2.33 Objective Three ......................................................................................................................... 12 2.34 Objective Four ........................................................................................................................... 12 3. Objective One: Promote and equitable, accountable, and transparent homeless crisis response system. ...................................................................................................................................................... 12 3.1. Introduction .............................................................................................................................. 12 3.2. Measures of Success and Performance .................................................................................... 15 3.3. Strategies .................................................................................................................................. 15 3.4. Current Condition ..................................................................................................................... 15 3.4.1. Outreach Efforts ................................................................................................................ 15 3.4.2. Community Court .............................................................................................................. 17 3.4.3. Coordinated Entry Improvements .................................................................................... 18 3.4.4. Emergency Services .......................................................................................................... 18 Page 2 of 57 3.4.5. Prevention ......................................................................................................................... 19 3.4.6. Diversion ........................................................................................................................... 19 3.5. Actions to Meet the Objectives ................................................................................................ 19 4. Objective Two: Prioritize those with the most significant barriers to housing stability and the greatest risk of harm. ................................................................................................................................ 22 4.1. Introduction .............................................................................................................................. 22 4.2. Measures of Success and Performance .................................................................................... 23 4.3. Strategies .................................................................................................................................. 23 4.4. Current Conditions .................................................................................................................... 23 4.5. Actions to Meet the Objectives ................................................................................................ 23 5. Objective Three: Effective and efficient homeless crisis response housing and services that swiftly moves people into stable permanent housing ......................................................................................... 25 5.1. Introduction .............................................................................................................................. 25 5.2. Measures of Success and Performance .................................................................................... 25 5.3. Strategies .................................................................................................................................. 26 5.4. Current Condition ..................................................................................................................... 26 5.4.1. CoC Funding and RFP Committee ..................................................................................... 26 5.5. Actions to Meet the Objectives ................................................................................................ 27 6. Objective Four: Seek to house everyone in a stable setting that meets their needs. ...................... 29 6.1. Introduction .............................................................................................................................. 29 6.2. Measures of Success and Performance .................................................................................... 30 6.3. Strategies .................................................................................................................................. 30 6.4. Current Conditions .................................................................................................................... 30 6.4.1. Emergency Shelter ............................................................................................................ 31 6.4.2. Transitional Housing ......................................................................................................... 31 6.4.3. Rapid Re-Housing .............................................................................................................. 31 6.4.4. Permanent Supportive Housing ........................................................................................ 32 6.5. Actions to Meet the Objectives ................................................................................................ 32 7. Objective Five: Strengthen the homeless provider workforce ......................................................... 33 7.1. Introduction .............................................................................................................................. 33 7.2. Measures of Success and Performance .................................................................................... 33 Page 3 of 57 7.3. Strategies .................................................................................................................................. 33 7.4. Actions to Meet the Objectives ................................................................................................ 33 8. Review Process .................................................................................................................................. 34 8.1. Action Steps .............................................................................................................................. 34 8.2. Timeline..................................................................................................................................... 35 8.3. Modifications and Updates ....................................................................................................... 35 9. Attachment 1 ..................................................................................................................................... 36 Housing Inventory Chart (HIC) .............................................................................................................. 36 10. Attachment 2 ................................................................................................................................ 43 Objective Four Excel Document ............................................................................................................ 43 11. Attachment 3 ................................................................................................................................ 44 Performance Management Plan ........................................................................................................... 44 Introduction .............................................................................................................................................. 46 Background ............................................................................................................................................... 46 Basics of Performance Measurement ....................................................................................................... 46 System Performance Targets ................................................................................................................ 46 Minimum Performance Standards ........................................................................................................ 46 Setting Performance Objectives ............................................................................................................ 46 Monitoring Project and System Performance .......................................................................................... 47 Quarterly Performance Reporting ........................................................................................................ 47 Annual Performance Review ................................................................................................................. 47 Victim Services Providers ...................................................................................................................... 47 Sharing QPR Data .................................................................................................................................. 47 Corrective Action Planning .................................................................................................................... 48 System-Level Performance Reporting ................................................................................................... 48 Implementing the Performance Management Plan ................................................................................. 48 ........................................................... 48 Ensure HMIS Data Quality ..................................................................................................................... 48 Run and Review Quarterly Project Report ............................................................................................ 48 Develop Internal Improvement Plans as Needed ................................................................................. 49 Participate in Corrective Action Plan as Required ................................................................................ 49 Page 4 of 57 Spokane City/County CoC Project Performance Objectives ..................................................................... 49 Page 5 of 57 Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness 2025 to 2030 1. !¢±®¸¬² ACI Anchor Community Initiative AHAR Annual Homeless Assessment Report APP Annual Performance Plan APR Annual Performance Report ARPA American Rescue Plan Act BNL By-Name List CA Collaborative Applicant CAP Corrective Action Plan CDBG Community Development Block Grant Program (CPD Program) CE Coordinated Entry CFDA Catalog of Federal Domestic Assistance CFR Code of Federal Regulations CHHS Community, Housing, and Human Services (a City of Spokane Department) CoC Continuum of Care approach to assistance to the homeless The Federal agency responsible for negotiating with a grant recipient on behalf Cognizant Agency of all federal agencies the recipient receives funds from Collaborative Applicant The party responsible for applying on behalf of the region for CoC funds Continuum of Care Federal program stressing permanent solutions to homelessness Consolidated Plan; a locally developed plan for housing assistance and urban Con Plan development under the Community Development Block Grant and other CPD programs CPD Community Planning & Development DCYF Division of Children, Youth, and Families Federal agency can exercise judgment in selecting the recipient through a Discretionary Grants competitive grant process EPLS Excluded Parties List System ES Emergency Shelter ESG Emergency Shelter Grants (CPD Program) 1968 act (amended in 1974 and 1988) providing HUD Secretary with fair Fair Housing Act housing enforcement and investigation responsibilities Federal Fiscal Year Begins on October 1 and ends on September 30 of the next calendar year Federal Register The official journal of the Federal Government. FMR Fair Market Rate (maximum rent for Section 8 rental assistance) A formula grant is a type of mandatory grant that is awarded based on statistical criteria for specific types of work. The authorizing legislation and Formula Grants regulations define these statistical criteria and the amount of funds to be allocated to recipients. FUP Family Unification Program Grantee Page 6 of 57 Housing and Community Development Advisory Board for Spokane County HCDAC CSHCD HEARTH Act Homeless Emergency and Rapid Transition to Housing Act HHAA Homeless Housing Assistance Act HIC Housing Inventory Chart HMIS Homeless Management Information System HOME Home Investment Partnerships (CPD program) HOPWA Housing for People Living with HIV/AIDs HUD U.S. Department of Housing and Urban Development HUD-VASHHUD-Veterans Affairs Supportive Housing program Lesbian, Gay, Bisexual, Trans, Queer/Questioning, Intersex, Asexual, More LGBTQIA+ (sexualities, sexes, and genders) Grants a federal agency is required to award if the recipient meets the Mandatory Grants qualifying conditions McKinney-Vento Act Federal Legislation providing a range of services to homeless people MOU Memorandum of Understanding NAEH National Alliance to End Homelessness NOFA Notice of Funding Availability OMB Office of Management & Budget PATH Prevention Assistance and Temporary Housing (Homeless program) P&Ps Policies and Procedures PH Permanent Housing PSH Permanent Supportive Housing Recipient Direct recipient of funds from Federal Agency RFP Request for Proposal RRH Rapid Re-housing S+C Shelter Plus Care SHP Supportive Housing Program SOAR SSI/SSDI Outreach, Access, and Recovery SRC Spokane Resource Center: A HUD EnVision Center SRO Single Room Occupancy Program Sub-Grantee An agency who receives pass-through funding to operate a project Sub-Recipient Indirect recipient of Federal Funds through a pass-through agency (Recipient) TBRA Tenant-Based Rental Assistance TH Transitional Housing UFA Unified Funding Agency USC United States Code YAB Youth Advisory Board YHDP Youth Homeless Demonstration Grant YHSI Youth Homelessness System Improvement YouthBuild HUD program to promote apprenticeships for needy youth in building trades YYA Youth (17 and under) and Young Adults (18 to 24-years) Page 7 of 57 2. Introduction 2.1. !«¨¦¬¤³ ¶¨³§ ³§¤ #®³¨´´¬ ®¥ # ±¤ -¨²²¨® The 5-- of the Continuum of Care (CoC), as the advisory mission is to make homelessness rare, brief, and non-recurring by fostering shared responsibility among stakeholders and coordinating resources essential to the success of local plans to end homelessness. 2.2. #´±±¤³ 3³ ³¤ ®¥ ³§¤ #®# '¤®¦± ¯§¨¢ 2¤¦¨® £ (®¬¤«¤²² 2¤²¯®²¤ The homeless crisis response system and the ways in which the CoC Board and local governments respond is impacted by the current context on a number of key issues, including: 2.2.1. Governance The current CoC governance structure was implemented in 2017 and was designed to connect a variety of sectors that intersect with homelessness in an effort to provide a holistic perspective to address complex needs and leverage available resources. The CoC Board is comprised of more than 20 representatives, including people with lived homeless experience, homeless service providers, public housing, behavioral health and chemical dependency, workforce, healthcare, law and justice, advocates, education, funders, local business, and regional government. These representatives are system leaders who can make decisions that quickly change the way we address key challenges and be responsive to changing needs. There are also six standing committees (Executive, Planning and Implementation, HMISand Evaluation, Funding and RFP, Coordinated Entry, and Diversion) and four population-specific sub- committees (Youth, Families, Single Adults, Equity and Veterans). These committees and sub- committees consist of front-line staff, people with lived homeless experience, and experts that advise the CoC Board and help to guide the homeless crisis response system. In 2019, the Spokane City/County Continuum of Care was awarded Unified Funding Agency (UFA) designation. This is a prestigious designation, with only ten communities in the country holding it, se in financial management, monitoring and evaluation, governance, and strategic leadership. UFA communities have increased control over certain federal funding streams, leading to better ability to manage projects locally and allocate funds to meet changing needs. 2.2.2. 2¤¦¨® « )³¤¦± ³¨® The CoC is a regional body, consisting of twelve cities and towns, along with unincorporated areas throughout Spokane County. As such, our CoC continues to strive for regional solutions that meet the specific needs of those experiencing homelessness in each of those parts of the county, including both urban and rural environments. This includes local governments coming together to address the varying needs of both rural and urban communities and their response to homelessness. It is critical that strategies address gaps and opportunities throughout the region. This has included representation from the City of Spokane, the City of Spokane Valley, and Spokane County on the CoC Board, as well as partnering on surveys/data collection and analysis to ensure the Page 8 of 57 geographic diversity of the region is considered in program design and to streamline access to services for people most in need. Furthermore, in 2019 a regional governance work-group was established to foster this partnership and continue to address needs throughout the region. In 2023, locally there is a broad-based effort to develop a Regional Homeless Collaborative seeking to increase collaboration, and strategic coordination of regional resources. This effort has built deeper collaboration with the homeless and housing funding coordination between the City of Spokane, Spokane County and the city of Spokane Valley. 2.2.3. Partnership a£ #®¬¬´¨³¸ %¦ ¦¤¬¤³ There is an extraordinary level of community partnerships that span across municipalities, service providers, faith leaders, and citizens. There are currently nearly a dozen agencies funded by the recommendations of the CoC Board to operate more than twenty different programs to serve people experiencing homelessness, with even more partners and programs integrated into the coordinated response system. There is increased participation in the CoC Sub-Committees by both public and privately funded agencies, broadening the lens by which we assess the system, contributing data from across systems into the Homeless Management Information System (HMIS), working together on complex and multi-faceted issues impacting those experiencing homelessness, and closing the gap to ensure effective and efficient service delivery. geographic coverage spanning across the entire county, there is regional leadership involving the City of Spokane, the City of Spokane Valley, and Spokane County in support of regional efforts to prevent and end homelessness. Communicating the complexity of homelessness, the available funding streams and federal and There has been little alignment of messaging and an over-use of jargon, which has caused confusion to those who are not directly involved in the homeless crisis response system. This has led to missed opportunities to get citizens appropriately engaged, mixed messages, and lack of understanding that leads to productive dialogue and support. There is a need to build out a joint communication strategy and community engagement plan that is adopted by all parties of the CoC Board and funded partners, as well as develop an external-facing communications plan to help citizens better tegy.Finally, regular CoC briefings on the regional efforts to elected officials on challenges, progress, and funding directed at homelessness would be beneficial, as well as providing communication on capital resources in permanent rental housing, emergency shelter/transitional housing, and other focused investments to meet the needs of people experiencing homelessness throughout the region The CoC Board has focused on engaging the business community in discussions and planning for a variety of strategies to address a multitude of community needs (e.g. partnerships between business and service agencies, mentorship, training for staff on homelessness, and employment/skills training for clients), creating a position on the CoC Board to be held by a business representative to ensure that lens is considered in all conversations, and continuing to provide training and education on the homeless community to all business that request it. Further with the opioid epidemic and its intersection with homelessness, continued work with emergency services, healthcare systems, will need to be further strengthened and deeper coordination between the homeless systems and healthcare systems. Page 9 of 57 2.2.4. 3¤±µ¨¢¤ Delivery The system has seen a number of new projects come online in the last few years, as well as a significant number of new HMIS users that contribute data that aids in program design and funding allocations. Coordinated efforts to address needs of specialized populations (e.g. 2S-LGBTQIA+, people fleeing domestic violence, veterans, justice-involved, and youth and young adults) has led to improved service delivery and opportunities for people to get engaged with the system and resolve their homelessness quickly. The system has also invested significantly in training opportunities for all of the service providers within the homeless crisis response system. For example, in 2019, the system invested in training approximately 50 service providers in Diversion strategies, with half being trained as trainers, to move our system towards Diversion First, a national best practice in helping people self-resolve their homelessness. Since then, community-wide training continues to get as many trained in Diversion, as more partners strive to adopt and integrate these strategies into their service delivery model. In June of 2018, the Spokane Resource Center was designated a U.S. Department of Housing and Urban Development (HUD) EnVision Center site one of only 17 in the country. This came on the wrap-around services to people at risk of becoming homeless and that could offer prevention resources. With the recognition that single adult homelessness is the fastest growing homeless population nationally and that people are becoming homeless for the first time in greater numbers than in previous years, having a site dedicated to addressing these needs is increasingly critical. In November of 2024, TRAC shelter, which was primarily funded by ARPA funds was closed. The city of Spokane opened a navigation center and is moving away from large congregate shelters and adopted a scattered site approach to emergency shelter. This shift and lack of current funding have left a gap in shelter beds and it will take time to bring more scattered site shelters into the system. 2.2.5. Funding £ 2¤²®´±¢¤² Secure Sustainable Funding: Identify and secure diverse funding streams, including federal, state, local, and private sources, to support long-term initiatives. Leverage Public-Private Partnerships: Encourage collaboration between public entities and private sector partners to maximize resource availability and impact. 2.2.6. Encampments In 2022-2023, Spokane had the largest encampment in Washington State. Over 600 people camped on WSDOT land, locally this became known as Camp Hope. This created significant safety and public health challenges for the neighborhood as well as lawsuits between the city of Spokane, and service providers and residents. The camp was decommissioned using significant funding from the State Department of Commerce. While there were significant challenges at Camp Hope, services brought to the encampment assisted in hundreds of homeless individuals attaining their state IDs, enrollment in Health Care, phones, food benefits, and medical care on site. This investment of Department of Commerce funds created several new projects and utilized robust outreach services. The Catalyst project repurposed an old motel into an 80-unit supportive emergency shelter program; A 16 bed sobering center and scattered transitional houses. Page 10 of 57 Over the last four years, the City of Spokane has worked diligently on addressing unsheltered homelessness, as those numbers appear to increase and visibility of encampments have impacted eply in street outreach, an intervention that has proven results through direct engagement with people living unsheltered, and in re-engaging a coordinated outreach network to case conference and support efforts to help complex cases and to ensure outreach professional are able to support efforts to reach people in need the county. The City of Spokane has also begun utilizing a database and an integrated system to better track and map encampments and improve opportunities to send targeted service supports to those areas. Outreach then is utilized to provide a service-rich engagement strategy when encampments have to be cleaned up in order to try and get people into the homeless service system to prevent the camps from being re-formed. Even still, the CoC recognizes that shelter does not end homelessness and that deeper investments in permanent housing will be required to have long-term impact. The balance is part of ongoing discussions at all levels and will likely remain at the forefront during this transition phase. 2.2.7. !¥¥®±£ ¡«¤ (®´²¨¦ Spokane has spent multiple years in an affordable housing crisis, with historically low vacancy rates Coupled with growing general population, this has created additional challenges to housing people experiencing homelessness, as they struggle to compete for scarce housing resources. With many people looking for places to rent, those utilizing vouchers and/or have less income or rental histories are less competitive for the few units that are available. Furthermore, increasing rents are significantly limiting the availability of affordable housing and has the effect of adding to local homelessness. It is important to continue focusing on affordable rental housing in order to prevent and end homelessness. This includes supporting capital investments using local, state, and federal resources in adding and preserving affordable housing throughout the region. A Landlord Liaison Committee was developed to address the needs of clients and to work with landlords to rent to those being served through homeless program dollars. This Committee, which has representatives from the Spokane Housing Authority and local homeless housing providers, has organized public trainings, held meetings, supported clients through landlord negotiations, and supported housing search. This Committee has been effective and continues to improve its strategies to engage landlords in ways that lead to people getting successfully housed. In the unincorporated areas and twelve cities and towns, Homeless Prevention has significantly curtailed homelessness for families who would otherwise become homeless and eventually seek services in the City of Spokane. This resource is critical for those households. Despite challenges, the homeless crisis response system has continued to house people at increasing rates over the last three years, utilizing innovative solutions and working on improved landlord engagement strategies. Page 11 of 57 2.2.8. !¦¨¦ 0®¯´« ³¨® The fastest growing demographic in our region is the Medicare-age population. This means a shift in the types of services that may be necessary to address targeted needs, as well as connections to resources that previously have not been utilized. 2.2.9. Data-$±¨µ¤ 3®«´³¨®² As more projects contribute data to the HMIS, the depth and scope of knowledge continues to increase. This local data, alongside best practice research from around the country, has led to the design of data-driven programs. The City of Spokane has moved towards performance-based funding in its most recent five-year funding cycle for state and local funds. As part of this, the City of Spokane released a Performance Management Plan that was approved by the CoC Board. The Performance Management Plan sets both minimum performance standards, as well as performance targets for all homeless service 1 projects. As outlined in the plan, quarterly performance reports will be shared with the CoC Board Funding decisions will be made, in part, based on performance achieved by projects on an annual basis, ensuring that the community is investing in interventions that are meeting or exceeding outcomes for our system. 2.3. /¡©¤¢³¨µ¤² ®¥ ³§¤ Θ-9¤ ± 3³± ³¤¦¨¢ 0« The plan follows guidance from the Washington State Department of Commerce, in association with HUD and the Spokane City/County Continuum of Care Board and Sub-Committees. 2.31 Objective One: Promote and equitable, accountable, and transparent homeless crisis response system. 2.32 Objective Two: Prioritize those with the greatest barrier to housing stability and the greatest risk of harm. 2.33 Objective Three: Prevent episodes of homelessness whenever possible. 2.34 Objective Four: Seek to house everyone in a stable setting that meets their needs. 2.35 Objective Five: Strengthen the homeless provider workforce. 3. /¡©¤¢³¨µ¤ /¤Ȁ 0±®¬®³¤ £ ¤°´¨³ ¡«¤Ǿ ¢¢®´³ ¡«¤Ǿ £ ³± ²¯ ±¤³ §®¬¤«¤²² ¢±¨²¨² ±¤sp®²¤ ²¸²³¤¬ȁ 3.1. Introduction Since its inception, the Spokane City/County Continuum of Care (CoC) has made major system-wide changes to better address homelessness. One of the achievements was developing a Coordinated Entry (CE) system with separate and distinct components designed to each better serve homeless families, youth and single individuals. Spokane was an early adopter of the CE system. Implemented in 2012, CE utilizes Homeless Management Information System (HMIS) to identify individuals living in homelessness by linking them to the resources necessary to support movement to permanent housing. The CE system gained national recognition by the National Alliance to End Homelessness (NAEH) for utilizing Housing First principles, expanding access to satellite sites, and comprehensively assessing and prioritizing families by vulnerability and severity of needs. 1 See Attachment 3. Page 12 of 57 In Spokane County, CE began with one coordinated access point that included referrals for single adults (including chronically homeless and veterans), households with minor children, and youth. There are significant racial disparities among the homeless population in our community that must be addressed. Acknowledging that racial and ethnic disparities persist and result in disproportionate impacts for people of color, immigrant and the refugee communities a number of social determinants of well-being is a foundational component of working towards racial equity in our community. Because local governments have a unique responsibility to all residents, these racial inequities can and must be addressed. The public sector must be for the public good; current racial inequities are destructive. We look further than individual discrimination or acts of bigotry and examine the systems in which we all live. We must honestly investigate how our longstanding systems, policies, and practices, unintentionally or not, have created and continue to maintain racial inequity and we must change them. Racial Equity Action Plans can put a theory of change into action to achieve a collective vision of equal opportunity. The goal is institutional and structural change, which requires resources and will to implement drive to change our policies, the way we do business, our habits, and cultures. Our theory of change requires normalizing conversations about race and ensuring we have a shared understanding of commonly held definitions of implicit bias and institutional and structural racism. Normalizing and prioritizing our efforts creates greater urgency and allows change to take place more expeditiously. We must also operationalize racial equity; integrating it into our routine decision-making processes, often via use of a Racial Equity Tool, development and implementation of measurable actions. Operationalizing a vision for racial equity means application of new tools for decision-making, measurement, and accountability. We also organize, both inside our institutions and in partnership with others, to effect change together. Organizing involves building staff and organizational capacity through training for new skills and competencies while also building internal infrastructure to advance racial equity. The CoC needs to identify potential areas for partnership with other human service, government, advocacy organizations and other stakeholders to eliminate racial and ethnic disparities. This data may be used by the regional government, CoC, policy advocates, and community-based organizations in order to raise racial awareness, hold the system accountable by documenting unresolved issues, and most importantly, advise on practical approaches to addressing the verified concerns. Additionally, through the process is initiating as a racial equity strategy, the system and process put into place can act as a catalyst for change and be used to address other inequities faced by members of the population caused by LGBTQIA+ identity, age, disability, family structure, and more. After three years of assessment and revision to ensure effectiveness, the CoC began replicating this best practice model to establish a CE system for households with children . This meant two coordinated access points were operational: one for single adults and one for families. Each CE system component offers intake, assessment, referrals, housing placement and diversion, and supportive services all under one roof. Satellite centralized and integrated one-stop crisis response system that expedites linkage to housing and supports. In 2016, the CE system adopted an innovative homeless diversion program, enabling the CoC to divert, streamline, and improve assessment processes. This system has resulted in shorter waiting lists, elimination of barriers to housing placement, and maximized use of resources. In 2023, a new Youth centered YYA (Youth and Young Adult) entry system was added to CE. The YYA CE is administered by VOA, a youth and young adult provider. Young adults may continue to enter through either the Page 13 of 57 singles or families system, depending on family status and age, both of which have adopted changes to better serve youth. These changes include but are not limited to: youth-specific walk-in hours to create safer, more welcoming environments and the introduction of satellite sites for youth to be assessed in locations they already frequent (e.g. unaccompanied youth shelter and drop-in centers). Many Continuums of Care around the country are just beginning to implement their first Coordinated Entry system, as having one implemented in a homeless service system only became a requirement from HUD in 2 January 2018. However, because CE has been a well-established system within our community for the past six years, our CoC was in the unique position to be able to evaluate and improve our system based off feedback and performance measures taken from within our own community, rather than broader theoretical data, and has been working tirelessly to do so since. --time list of all people in each subpopulation experiencing homelessness. By- name lists are a known best practice for homeless service systems because they can contain a robust set of data points that coordinate access and service prioritization at a household level, allow for easier case conferencing, are a collective tool of ownership and responsibility among differing agencies, and allow stakeholders to understand the homeless system inflow and outflow at a systems level. Not only does this tool allow for a triage of services and system performance evaluation on a micro level, but it allows for advocacy for policy changes and additional funding for resources necessary to end homelessness on a systems level. In Spokane, the Veteran BNL List is currently a HMIS tool, which reflectsevery veteran in our community identified as being in a homeless circumstance, their homeless status, and where they are being served. The tool collects data provided by veterans and centralizes it in a single electronic form, regardless of where the veteran first interfaced with the homeless system. Among many other data points, the tool tracks offers of housing that are made and the results of those referrals for each veteran on the list. The Veteran Master List helps determine what interventions are or are not working and which veterans in our community are going to need additional resources and effort to house. The tool has directly contributed to a reduced length of time homeless for veterans due to the ability of outreach teams and caseworkers to more quickly identify who is a veteran and experiencing homelessness in our community. The faster we are able to provide housing and/or suitable interventions, the cheaper and more effective our system becomes. Due to the success of the Veteran Master List, the Anchor Community Initiative (ACI) Core Team has been (CHHS) Department and the Spokane Youth Advisory Board (YAB) to help with the development of a Youth By-Name List since March 2019. The Core Team, which is made up of individuals who represent various homeless youth providers, as well as Commented \[SB1\]: Update this representatives from the public school system, juvenile justice, coordinated entry and behavioral health treatment, are building the Youth By- to Zero framework . The hope is that this project will be completed by the end of 2019 and continue to help make the youth homeless service system in Spokane more effective and efficient. 2 https://homesnow.org/wp-content/uploads/2022/05/Final-CE-Guidelines-10-21.pdf Page 14 of 57 3.2. -¤ ²´±¤² ®¥ 3´¢¢¤²² £ 0¤±¥®±¬ ¢¤ 1.!Compliance with state and federal coordinated entry requirements for all projects receiving federal, 3 state and local homeless funds. Consider implementation of the CE core element recommendations. Commented \[SB2\]: with the core element recommendations, if not change P & 2.!Compliance with state and federal CE data collection requirements in order to build and maintain active lists of people experiencing homelessness, and to track the homeless status, engagements and housing placements of each household. 3.!For communities in Street Outreach projects: Increase the percentage of exits to positive outcome destinations to the level of the top 20% of homeless crisis response systems nationwide. 3.3. Strategies 1.!Use outreach and coordination between every system that encounters people experiencing homelessness to quickly identify and engage people experiencing homelessness into services that result in a housing solution. 2.!Apply for additional funding sources to aid the outreach and engagement process. 3.!Continue to leverage current street outreach programs and/or partner with agencies outreach efforts that quickly identify and engage people experiencing homelessness 4.!Identify and implement staff trainings such as diversion, progressive engagement, motivational interviewing, trauma informed care, etc. 3.4. #´±±¤³ #®£¨³¨® 3.4.1. /´³±¤ ¢§ %¥¥®±³² 4 The Performance Management Plan, which was designed in line with expectations from HUD and the Department of Commerce and approved by the CoC Board, set out minimum Commented \[SB3\]: Are these goals realistic? performance standards and system performance targets for street outreach projects. When released, the goal set by the CoC Board was that the minimum performance standards, the applicable one here being that 65% successful exits from street outreach projects, would be met by projects within two years. Additionally, projects are expected to meet system performance targets, or 80% successful exits from street outreach projects, within five years or by 2025. response system is well on its way to achieving these goals with 68.2% successful exits from street outreach projects well before that two year goal. In 2018, the City of Spokane was able to leverage funding in order to increase outreach efforts in Spokane County through a partnership with Spokane Neighborhood Action Partners (SNAP) and Frontier Behavioral Health (FBH). With this funding, street outreach amplified from two part- time employees to four full-time dedicated outreach staff who focus on the adult population. Homeless Outreach teams help individuals living in homelessness access services to meet their basic survival needs and works with community partners to promote transition to permanent housing. The Outreach staff meet individuals where they are at by going to populated areas and building rapport by offering a kind smile, supplies (such as socks or personal hygiene products), 3 Starting January 2018 HUD mandated housing programs funded by state and federal grants must participate in coordinated entry, mandated that each system designate a lead agency and that participating programs must fill program openings exclusively through the system, eliminating all side doors. There are additional guidelines on procedures and policies outlined by the Department of Commerce; https://homesnow.org/wp- content/uploads/2022/05/Final-CE-Guidelines-10-21.pdf . 4 See Attachment 3. Page 15 of 57 and snacks until individuals are ready and able to seek safer shelter. The goal is to identify and engage unsheltered households who are not connected with existing services and connect them to appropriate housing resources, supporting them until an appropriate hand off of services are available. Through the Anchor Community Initiative (ACI), the City of Spokane, in conjunction with Volunteers of America of Eastern Washington and Northern Idaho (VOA), has been able to fund a new outreach program so there are two new housing navigators who will be working with unaccompanied students experiencing homelessness in concert with the McKinney Vento Liaisons in the six school districts in the county most dramatically impacted my unaccompanied youth homelessness. housing by offering coordinated entry assessment; diversion; assistance in locating and applying for identification and other documentation needed for housing placement; transportation or accompaniment to potential housing options and necessary appointments; and case management to maintain engagement, support independence, and connect to needed services such as legal assistance, employment, education, non-cash benefits, mental health, and chemical dependency services. In addition to the outreach organizations funded by the City of Spokane, there are numerous additional outreach efforts within Spokane County that are funded through other means. For example, YouthREACH is a project of VOA that employees 2.5 full-time employees to provide peer outreach, access to shelter services, referrals, and other necessary supports to at-risk youth and young adults struggling on the streets and in other unsafe locations in Spokane County. YouthREACH utilizes an outreach team comprised of young people partnered with adults to provide outreach, and a case manager knowledgeable of area resources and services, and skilled at engagement and motivation with the target population. The primary function of the outreach teams is to engage youth, establish trust and build relationships that will lead youth to case management services; connecting them to financial, housing, employment, education, healthcare, and legal services that will meet their needs and create successful future outcomes. In addition to YouthREACH, VOA is in the process of forming an in-reach team that will be taking youth and young adult referrals from other systems that work with homeless or at-risk youth, such as behavioral health providers, schools and the juvenile justice system. Utilizing both in-reach and outreach, VOA will be enabled to make contact with a wide variety of youth and young adults in order to assist them in navigating the system, which will greatly improve accessibility. Additionally, Catholic Charities of Eastern Washington (CCEW) has an Opioid Use Disorder Peer Support Program that provides outreach, as well as specialized assistance to individuals engaging in treatment services. And, finally, there is specialized Supportive Services for Veteran Families (SSVF) outreach staff who target interventions for veterans. In addition to increasing outreach funding in recent years, the Spokane City/County CoC has reinvigorated the Outreach Huddle, which seeks to join the area outreach workers, agency staff, local behavioral health staff, and the criminal justice system to unitedly case conference chronically homeless and/or other high barrier clients. Case conferencing is a nationally recognized best practice model that our community has sought to implement across populations. These meetings occur every two weeks and are a chance for staff to discuss more Commented \[SB4\]: Is this case conferencing related to single adults? challenging cases in order to create a care plan where the different service providers are able to take a unified front and address individual needs in a holistic and targeted way. An array of Page 16 of 57 representatives service providers ranging from the medical and behavioral health community, to law enforcement and fire personnel, and community court legal staff converse directly with the outreach workers in order to create a unified front and address individual needs in a holistic and targeted way. 3.4.2. #®¬¬´¨³¸ #®´±³ Started in 2013, Community Court is a therapeutic court stemming outside the Spokane Municipal Court which seeks to reduce and effectively address quality of life offenses in the downtown corridor, such as: Trespass and Sit and Lie charges. The foundation of Community Court is a collaboration of court and social service professionals, dedicated to helping participants reach practical and targeted solutions. Rather than emphasizing punishment, problem-solving courts focus on participant accountability through graduated sanctions and 5 incentives in order to encourage positive changes. alternative that coordinates the resolution of criminal cases with employment and other life skills education, as well as any mental health or addiction treatment plan deemed necessary by social service and restorative justice providers. While an individual is participating in the Court, Homeless Outreach teams build rapport with participants to assist them staying engaged in the process by attending their appointments and court dates. If at any time a participant no longer wishes to opt-in to their court ordered plan, then they may terminate their relationship with the court and return their case to the Municipal Court dockets. Community Court offers an array of social service, including: behavioral health services, case management, housing assistance, education and job training, access to healthcare, assistance with insurance, as well as social security and disability assistance applications, identifying documentation retrieval, crime victim advocacy, and more. Criminal charges are not required to access these services. Six years after its inception, Community Court data released by researchers from Washington State University found that participants in the program had lower recidivism rates than 6 equivalent individuals in Spokane Municipal Court who did not go through it. Only 20 percent of the Community Court participants were charged with another offense within six months of completing the program, compared to 32 percent of the comparison samples. Similarly, within 12 months of completing the program, 30 percent of Community Court participants accumulated another charge, compared to 46 percent of the other sample groups. The report also noted that on-site services were utilized by both Community Court participants and walk-in clients at very high rates. Roughly 90 percent of participants received a housing referral, while 41 percent of walk-in clients accessed services from the state Department of 7 Social and Health Services and 50 percent pursued employment services. 5 Washington State Institute for Criminal Justice. August 2019. 6 Washington State Institute for Criminal Justice. August 2019. 7 Washington State Institute for Criminal Justice. August 2019. Page 17 of 57 3.4.3. #®®±£¨ ³¤£ %³±¸ )¬¯±®µ¤¬¤³² One of priorities that was previously identified was the development of a coordinated entry system that specifically meets the needs of the youth and young adult homeless population. In 2024, the CoC created the YYA CE, a youth-specific coordinated entry system. Through the YHDP funding VOA was selected to administer the YYA CE. Additional strategies include creating Housing Navigator positions for youth and young adults that aid individuals in applying for and obtaining permanent housing; the utilization of best practice theories for youth case management (i.e. critical transition coaching); and the employment of diversion strategies that are tailored to the needs of the demographic age group 3.4.4. %¬¤±¦¤¢¸ 3¤±µ¨¢¤² Spokane County offers numerous emergency hotlines. Eastern Washington 211 is a broad 24- hour a day, free and confidential service via an easy access phone number where individuals can 8 call to receive information about health and human services by a trained Referral Specialist. 211 can provide information about food subsidy applications, homeless housing pre-screenings, health and wellness support, utility/energy assistance, veteran services, legal resources, disaster and crisis support, transportation, free tax preparation, and veterinarian services. However, if an individual has a distinct issue that they are needing help with, then other specialized hotlines for assistance. The YWCA offers a 24-hour domestic violence helpline where an advocate located at their safe shelter is prepared to help to discuss options, safety plans, and other community 9 resources. Lutheran Community Services offers a 24-hour crisis line for survivors of sexual assault to seek out information about their options in terms of medical care, healing and legal services. Additionally, Frontier Behavioral Health offers a mental health or substance use condition disorder hotline called the 24 Hour Regional Crisis Line, which gives assessments to those in crisis whose health and/or safety are in crisis. Spokane Fire Department has partnered with FBH to create a Behavioral Response Unit that responds exclusively to mental health calls; this is a two-personteam consisting of a paramedic and a licensed mental health counselor. With the increase of fentanyl overdoses and opioid settlement funding, a substance use disorder professional, a social worker and case manager were added to this team.Once it has been established that there is a behavioral health case, the team is engaged to try to assess their immediate needs and the best ways to support them through their crisis. Spokane Police Department has a similar program called the Community Diversion Unit which also pairs with mental health professionals to respond to individuals in the community experiencing a mental health crisis, aiming to divert individuals away from jails and hospitals and connect them to the services and resources they may need. Additional funding from the opioid settlement was used to create a High Utilizer and Complex Care Initiative. This includes a contracted community-based provider to coordinate care, provide intensive wrap-around services, and launch case management services for individuals cycling between jail, emergency departments and local shelters. 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 18 of 57 3.4.5. Prevention In 2019, the Spokane Resource Center: a HUD EnVision Center, opened its doors as a way means -employment, health resources, as well as basic needs before they become homeless as a form of diversion. Over 15 area providers work in a one-stop model to provide a wide range of necessary resources to keep those already in housing housed by providing them with desired and neededwrap around services. Programs serving at-risk populations, including recently incarcerated individuals and Supplemental Nutrition Assistance Program recipients, are designed to identify and mitigate barriers and connect individuals to employment and training services in order to stabilize their income and result in long term self-sufficiency. The Homeless Student Stabilization Program where they work in conjunction with Priority Spokane, Spokane Regional Health District (SRHD) and Building Change to places community health workers in local elementary schools. Families of students can meet one-on-one with a trusted, compassionate professional who can guide them out of crisis and into stability to help prevent child trauma from homelessness and increase the chance that students will graduate high school. 3.4.6. Diversion Diversion is a housing first, person-centered, and strengths-based approach to help households identify the choices and solutions to end their homeless experience with limited interaction with the homeless crisis response system. It assists households to quickly secure permanent or temporary housing by encouraging creative and cost-effective solutions that meet their unique needs. It is a short-term intervention focused on identifying immediate, safe housing arrangements, often utilizing conflict resolution and mediation skills to reconnect people to their support systems. Diversion offers flexible services that may be coupled with minimal financial assistance when needed. This unique approach engages households early in their housing crisis. A staff member trained in the techniques of diversion initiates an exploratory conversation to brainstorm practical solutions for households to resolve their homelessness quickly and safely. Staff help households see beyond their current crisis by encouraging them to generate creative ideas and identify realistic options for safe housing based on their own available resources rather than those of the crisis response system. In 2019, the CoC committed to a Diversion-First Model. As such, the City of Spokane and its partners invested in training by the Center for Dialogue and Resolution, based out of Tacoma, Washington, in Diversion strategies. Fifty front-line service providers were trained, with nearly a dozen becoming trainers in Diversion and committing to continue training staff from across the system. 3.5. !¢³¨®² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Objective 1: Promote and equitable, accountable, and transparent homeless crisis response system. Action Activity Responsible Party Timeline 3.5.1 Develop and maintain Sub-Committees & 2024-BNL !Distribute the Veteran BNL By-Name-Lists BNL for sub-CHHS HMIS Team 2027- out to VA Providers- Monthly populations: Project Plan !Refine Veteran criteria in 1.!chronic singles CMIS/confirmation. 2.!veterans Page 19 of 57 3.!youth to achieve functional zero. 3.5.1b Develop a project plan Sub-Committees & 2027 !Review the built for for BNL in the HMIS by CHHS HMIS Team zero/functional zero model subpopulation !Create BNL reports in HMIS !Analyze Data from reports quarterly. !Develop Intervention Strategies base on the analyzed reports 3.5.2 Sub-Committees, 2027 !Evaluate initial data using Ensure equity in outcomes Collaborative Commerces Racial Equity Applicant, CoC Tool Board !Establish reports for subcommittees and projects to analyze disparities for all racial groups. !Review the report quarterly !Quarterly assessment of the SALA tool. 3.5.2b Sub-Committees, 2027 !Translate annual community Enhance language access Collaborative surveys in Spanish, Russian, Applicant and Marshallese. !Conduct annual community surveys. 3.5.3 Increase the number of Sub-Committees, Ongoing !Sub-Committees establish an BIPOC, Immigrant/Refugee, CoC Board, organizational outreach plan 2S-LGBTQ+, Disability, Collaborative for: Medical, and Justice Involved Applicant o!BIPOC Organizations in the CoC and o!Immigrant/Refugee CE o 2S-LGBTQ+ o!Disability o!Medical o!Justice Involved !Report on the progress of the plan at meetings. !Strengthen Medical/Healthcare linkages and formalize partnerships in MOU 3.54!Increase Community Sub-Committees, Ongoing !Create a CoC Media and Education CoC Board, Education Sub-Committee Collaborative that prioritizes equity and Applicant, CoC inclusion. Page 20 of 57 Media and !Create a CoC and CE Education Sub- marketing and Education Plan Committee !Develop a (CE marketing and education) strategy-general information about what CE is, how it works, and what it means to access a program through it, for both those being served, and for other service providers. !Host a Symposium ! Annual training opportunities on: data, diversion strategies, homeless prevention, system access and CE, myths/ facts, trauma-informed care, racial equity !Require agencies to attend community-wide trainings and keep training logs for employees engagement efforts !Maintain the CoC Website !Create a state of Housing Dashboard for public. 3.5.5!Improve access and CE Providers, Sub-Ongoing !Assess satellite sites and the accessibility to CE Committees, CoC need for any changes (e.g. Board, Collaborative need for increased rural applicatn locations) !Ensure ongoing training for satellite sites !Determine where there are gaps where people are accessing services and if there is further need for additional sites !Host CE office hours-Topic Specific or Updates. !Make parts or all of the HFCA being available online, or at kiosks, would increase accessibility, and make it more regional, and less City of Spokane Centric. CC already does a pre-screening, which helps increase some accessibility, but it still Page 21 of 57 necessitates an in-person contact. !Create info sheets for the CoC Website. !Develop a universal intake. !Update CoC and CE policies and procedures. 3.5.6!Improve system Sub-Committees, CE 2025 & !Quarterly review performance Providers, CoC Ongoing performance measures as a Board, Collaborative system Applicant !Quarterly review measures for underperforming projects. !Develop a performance improvement plan for underperforming projects. 3.5.7!Train CE Providers ! and CoC Board and sub-committees in diversity, equity, inclusion. 4. /¡©¤¢³¨µ¤ 4¶®Ȁ Prio±¨³¨¹¤ ³§®²¤ ¶¨³§ ³§¤ ¬®²³ ²¨¦¨¥¨¢ ³ ¡ ±±¨¤±² ³® §®´²¨¦ ²³ ¡¨«¨³¸ £ ³§¤ ¦±¤ ³¤²³ ±¨²ª ®¥ § ±¬ȁ 4.1. Introduction Coordinated Assessment refers to the Continuum-wide effort to assess the vulnerability of homeless households through CE and connect them to the appropriate housing resource(s) based upon level of need as quantified during their Assessment. The implementation of coordinated assessment is now a requirement of receiving both CoC funds from HUD and state homeless service funds from the WA State Department of Commerce, and is considered a national best practice. Coordinated entry assessments are used in order to prioritize the most vulnerable homeless households and connect them to the appropriate level of housing and support. As the homeless service system of Spokane continues to develop and strengthen, system changes are focused on what works best for homeless households and rapid exits to permanent housing solutions. On-going evaluation processes include:collecting feedback from households experiencing homelessness that are seeking assistance through the coordinated assessment systems, as well as, collaboration between City staff and homeless service providers to discuss system improvements. Information gathered through the coordinated entry process is used to guide homeless assistance planning and system change efforts in the community. The Spokane City/County CoC acknowledges that no two homeless experiences are the same and that circumstances and situations are unique; therefore, need targeted responses. The homeless population is made up of numerous subpopulations, which is indicative that in order to effectively cater to the unique needs of Page 22 of 57 each, different sets of priorities should be established. Therefore, CoC sub-committees have been extensively discussing and reorganizing CE prioritization measures of each population. Along with the reorganization of prioritization measures, the CoC continues to review the Housing Inventory 10 Count (HIC) to ensure that the system has an adequate housing inventory to meet the needs of our 4.2. -¤ ²´±¤² ®¥ 3´¢¢¤²² £ 0¤±¥®±¬ ¢¤ 1.!Compliance with state and federal Coordinated Entry requirements for all projects receiving federal, state and local homeless funds. 2.!Consider implementation of the Coordinated Entry Core Element recommendations and the Office of Homeless Youth's "Five recommendations for making Coordinated Entry work for youth and young 11 adults. 3.!Successful implementation of prioritization policies for all projects receiving federal, state and local homeless funds, resulting in prioritized people consistently being housed in a timely manner. 4.!Prioritize unsheltered homeless households and increase percent served of unsheltered homeless 12 households by 5% or maintain compliance level. 5.!Average length of stay in night-by-night emergency shelter (target 30 days) and exit to permanent 13 housing from night-by-night shelter (target 50%). 4.3. Strategies 1.!Improve Case Conferencing mechanisms in order to effectively meet the need of our most vulnerable. 2.!Have CoC Sub-Committees reevaluate vulnerability priority factors by subpopulation and continuously re-evaluate for use by Coordinated Entry System. 4.4. #´±±¤³ #®£¨³¨®² Our system has been working on an evaluation of CE including prioritization by subpopulation, including characteristics that indicate vulnerability. CE has adopted markers for vulnerability to help determine prioritization for housing, while also allowing HMIS to pull data in order to determine if prioritized people are 14 consistently being housed in a timely manner in accordance with the Performance Management Plan. 4.5. !¢³¨®² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Action Activity Responsible Party Timeline 4.5.1.!Create universal CE !Evaluate current P&Ps by CE Providers, CoC Board 2028 policies and CE system and adjust procedures (P&Ps) to based on be adopted by the recommendations for the CoC system !Research barriers and interventions as well as 10 See Attachment One 11 https://deptofcommerce.app.box.com/s/s1cabcfobjev039u3qfl8r4f8cb0380f 12 Department of Commerce CHG Grant sections 2.1.1, 8.4.2 and 8.4.4 13 Singles are our most popular subpopulation populating night-by-night emergency shelters. One of the biggest indicators for vulnerability that we use for adult singles in our coordinated entry system is length of homelessness. If our length of days in emergency shelter were to decrease, then this would be a major indicator that our most vulnerable are being effectively served. 14 Appendix 3. Page 23 of 57 culturally specific interventions. !Evaluate and restructure CE if necessary to create a regional approach !Implement CE P&Ps and MOU for partner agencies, as recommended by CE providers and approved by the CoC Board 4.5.2.!Annual Coordinated !Create a short term work CE Providers 2025 & Entry Symposium group to handle annually symposium !Plan and host an education opportunity for agencies to share their programs !Requirement to continue as a satellite site for CE 4.5.3.!Implement !Sub-Committees evaluate Sub-Committees, CoC Ongoing prioritization P&Ps for vulnerabilities to be Board, Collaborative all sub-populations prioritized by population Applicant based off community needs !CE work group to recommend prioritization policies !CoC Board approval of policies !Continue to reevaluate processes in prioritization ongoing 4.5.4.!Match the best !Work with CE to establish Sub-Committees, & intervention with the scoring criteria for Collaborative Applicant need specific interventions !Review quarterly SALA referrals and project outcomes !Map the system for gaps and needs !Create a intervention plan for each sub- population Page 24 of 57 5. /¡©¤¢³¨µ¤ 4§±¤¤Ȁ %¥¥¤¢³¨µ¤ £ ¤¥¥¨¢¨¤³ §®¬¤«¤²² ¢±¨²¨² ±¤²¯®²¤ §®´²¨¦ £ ²¤±µ¨¢¤² ³§ ³ ²¶¨¥³«¸ ¬®µ¤² ¯¤®¯«¤ ¨³® ²³ ¡«¤ ¯¤±¬ ¤³ §®´²¨¦ 5.1. Introduction permanent solution, but enabling them to remain in housing even after services terminate. In order to meet the growing needs of our community, it is vital to continue to increase access to stable and affordable housing by expanding the supply of affordable rental units, utilizing housing subsidies, increasing service-enriched permanent housing for individuals with high barriers, and clearing a pathway from housing programs to affordable independent housing. Within the larger system of housing services, it is vital that housing programs within the community continue to be enabled to connect participants to existing and developing resources, which make their experience more than just a place to stay, rather truly giving participants the skills and resources to assist them in staying housed. The goal is to engage our participants into the greater community in order to create and identify opportunities for personal growth and development; obtaining experiences which will allow them to utilize a different set of skills leading to a greater chance for self-sufficiency and independent living. As a community, we must strategize, design, and implement an overarching best-practice move-on strategy to be adapted universally across our CoC and system. Moving-On is not just a strategy but a system framework that recognizes that Permanent Supportive Housing (PSH) is not necessarily the end point for people currently residing in housing programs. A Moving-On strategy is used for clients in PSH who may no longer need or want the intensive services offered to them while in the program, but continue to need assistance to maintain their housing. HUD recognizes that helping these households move-on to an environment where there is not on-site access to at-will intensive services is an important strategy that can be beneficial to the participants and communities working to end homelessness because it not only enables participants to be in a less facility-like environment, but it is also a cost-effective strategy for communities. Additionally, this strategy then sets free a PSH bed for another vulnerable individual in the community to use who may wish to use and need the intensive services more than the previous participant. Aligning high-service oriented housing programs with mainstream, less service-intensive housing assistance programs provides more options for households experiencing homelessness, Moving-On should support choice; therefore, in line with this development, there needs to be a process for collaboratively identifying with a client when they are ready to move-on independently. 5.2. -¤ ²´±¤² ®¥ 3´¢¢¤²² £ 0¤±¥®±¬ ¢¤ 1.!Increase percentage of exits to permanent housing to the level of the top performing 20 percent of 1516 homeless crisis response systems nationwide (59% or greater). 2.!Reduce returns to homelessness after exit to permanent housing to less than 10 percent within 2 17 years. 15 As defined by HUD System Performance Measure 7, Metric 7b.1. Includes people who exited emergency shelter, transitional housing, rapid rehousing, or other permanent housing type projects to permanent housing destinations, such as PSH and RRH. 16 Length of time in shelters: For under 18-year-old homeless youth, there are very few options for permanent housing if a young person cannot go home. Per HUD, foster care is not considered permanent. This is an issue that is being discussed at the state level, especially for the older youth (16 and 17-year- olds), who cannot go home or into foster care. 17 As defined by HUD System Performance Measure 2, Metric 2b. Page 25 of 57 18 3.!Reduce average length of time homeless to those served to less than 90 days. 5.3. Strategies 1.!Maximize resources to house people, especially where funds exist for targeted subpopulations (e.g. various funds such as VASH, HOPWA, SSVF, local grants, Office of Homeless Youth, local organizations). 2.!Improve data quality to minimize error responses to housing destination that impact "exits to permanent housing" and improves confidence in the data measuring this outcome. 3.!Coordinated Entry collaborates with all shelters to ensure program participants are referred to coordinated entry and have access to the housing system at large. 4.Ensure that Diversion-First strategies are implemented at allaccess points to the homeless crisis response system to ensure that people are able to enter and move through to stable permanent housing. 5.4. #´±±¤³ #®£¨³¨® In addition to the Department of Commerce performance measures that are listed under the 19 Success and Performance in Section 5.2, in 2019 the CoC adopted a performance management plan that evaluated baseline data, created minimum performance standards and system performance targets for five years of funding, as well as were designed to help achieve the objectives of the Five Year Plan. Currently, 47% of total participants exit to permanent housing options, 19% of participants return to homelessness after exit to 20 permanent housing within two years, and the average length of total time homeless is 157 days. While there is still ample progress to be made in order to achieve the benchmarks created in through these two avenues, Spokane is taking strides in the correct direction in order to achieve these goals. Over the last 24 months, Spokane City and County Homeless Services has financed approximated $22 million into housing and supportive services through federal, state and local grants and dollars. As of the 2019 Housing Inventory Count, Spokane County was home to 16 emergency shelter projects, 17 TH projects, 22 RRH projects, 21 6 OPH projects, and 14 PSH projects. 5.4.1. #®# &´£¨¦ £ 2&0 #®¬¬¨³³¤¤ The CoC Funding and RFP Committee oversees the Request for Proposal (RFP) process; including coordinating CoC program funding awards with other funding partners. The Committee reviews project and system performance data from the past award year and makes recommendations to the Collaborative Applicant regarding monitoring plans and funding allocations and/or reallocations. Additionally, the CoC Funding and RFP Committee is responsible for reviewing and updating the Performance Management Plan on an annual basis, including working with the Collaborative Applicant to set minimum performance standards and system performance targets, in order to establish a system performance improvement strategy for the CoC. In doing so, 18 As defined by HUD System Performance Measure 1, Metric 1a. Includes people in Emergency shelter, Safe Haven and Transitional Housing. Data comes from looking strictly at enters and exits entered into HMIS. 19 See Attachment 3 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 26 of 57 on those objectives were considered in determining where to set minimum standards and 5.5. !¢³¨®² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Action Activity Responsible Party Timeline 5.5.1.!Create a system-wide !Assess system readiness Collaborative Applicant, 2026 & move-on strategy for move-on strategy Sub-Committees, CoC Ongoing !Convene PSH providers Board already utilizing an agency-specific move-on strategy !Receive agency feedback on system-wide strategies !Solicit CoC Board approval 5.5.2.!Implement system-!System-wide move-on Collaborative Applicant, 2026 & wide move-on strategy training Sub-Committees, CoC ongoing strategy !Agency training Board !Develop move-on strategy guidance !Develop mechanism to measure effectiveness of the move-on strategy !CoC Board approval of policies 5.5.3.!Achieve high-!Require and monitor Collaborative Applicant, 2027 performing agency training logs for Sub-Committees, CoC community employees (e.g. system Board performance set out data quality, trauma- in the Performance informed care, 22 Management Plan progressive engagement, for all project types case management, motivational interviewing, follow-up, racial equity, LGBTQIA+) !Review HIC data regularly to ensure adequate intervention stock for each subpopulation, and increase as necessary to support growing need and gaps (e.g. PSH set 22 See Attachment 3 Page 27 of 57 aside for young adults, etc.) !Prioritize TH and Rental Assistance for new project models !Identify and apply for more funding to continue to grow inventory of available housing and supportive services as needed !Increase use of dedicated subsidies (e.g. Housing Choice and VASH Vouchers) !Monitor data for length of time between end of supportive services post- move out and return back into system !Standardize aftercare services based off a local best practice !Ongoing diversion training and implementation !Increase income potential of those receiving services through stronger partnerships with employment agencies, career development agencies (e.g. the America Job Center, WorkSource Spokane, and Next Generation Zone), childcare services, transportation availability, etc. !Increase marketing strategy of the Spokane Resource Center: A HUD EnVision Center, which is to be utilized as a Diversion mechanism !Improve access to mainstream benefits (e.g. Page 28 of 57 SOAR, DSHS, TANF, ABD, VA Benefits, etc.) !Identify new strategies to develop affordable housing for all subpopulations through community forums and business partnerships !Determine if there are gaps where people are accessing services and if there are need for Diversion Specialists in any given areas !Improve data quality to minimize error responses and increase reliability (e.g. HMIS, etc.) 5.5.4.!Develop a CoC Sub-!Ensure participation of CoC Board, Sub- Committee for People people with lived Committees With Lived Experience experience on population-specific sub- committees !Engage people with lived experience to develop their own sub-committee of the CoC Board !Determine available funds to compensate people with lived experience for participation in the CoC 5.5.5.!Adopt a person-!Research staffing levels CoC Sub-Committees & CE centered holistic for appropriate service Providers services approach delivery. !Develop training materials and resources to support CE providers with the adoption 6. /¡©¤¢³¨µ¤ &®´±Ȁ 3¤¤ª ³® h®´²¤ ¤µ¤±¸®¤ ¨ ²³ ¡«¤ ²¤³³¨¦ ³§ ³ ¬¤¤³² ³§¤¨± ¤¤£²ȁ 6.1. Introduction The Department of Commerce and the Spokane City/County CoC do recognize that theoretical formulas produce imperfect information as the state of our nation and the growing population, as well as the real estate market, Page 29 of 57 23 cannot be perfectly projected. In preparation for this next objective, the Department of Commerce released a 24 tool that when entered with our current housing inventory and homeless population would produce good faith and transparent estimates of the impact of the variety of local strategies being considered, tailored to local priorities. Though the numbers are not meant to be interpreted literally, this tool has enabled the City of CHHS Department, currently the Collaborative Applicant, to explore how future plans for creating more units within different interventions would affect the system. Additionally, the tool calculates annual funding and increases projected to be needed due to inflation and rent- driven increase. This knowledge, though not exact, will help the CHHS Department prepare in advance for additional needed funding streams. 6.2. -¤ ²´±¤² ®¥ 3´¢¢¤²² £ 0¤±¥®±¬ ¢¤ 1.!A local plan that includes an estimate of people experiencing homelessness that will be housed during 2025 after successful implementation of the local plan using existing resources, and the count of households left unsheltered at a point in time in 2025, based on credible data and research; including the data, assumptions, calculations, and related citations necessary for outside parties to review and reproduce the estimate. 6.3. Strategies 25 1.!Use the Department of Commerce Modeling Tool to assist in the 2025 Point-in-Time prediction. 2.!Enter into the System Performance Targets adopted by the CoC into the tool. These targets were -year funding cycle, as well as the 5-Year Plan, and are to be met by 2025. 3.!Use data from a variety of system sources to project an estimate of housing sources that are currently projected to join the Spokane homeless system. 4.!Use the data to identify housing solutions that will assist the CoC in planning for the future financial expenditures, system impact and strategic investment. 6.4. #´±±¤³ #®£¨³¨®² In the 2019 Point-in-Time count, 1,309 individuals living in homelessness were documented, 315 of them being unsheltered. Over the last decade, Spokane County has seen a 46% increase in homelessness among single adults, a trend that mirrors national data. At the same time, the City has looked for ways to improve outreach to those living unsheltered, in order to determine gaps in services to meet tailored needs, overcome barriers, and support opportunities to connect people to the appropriate interventions to get them off the street and ensure their homelessness is rare, brief, and non-reoccurring. Spokane County has recently experienced economic growth and has seen similar increases in the cost of housing and a consistently low vacancy rates. Low-income and homeless households face many barriers to housing in a highly competitive rental market. To increase the rate of permanent placement from shelter, TH, and RRH, the CoC has increased its investment in landlord incentive strategies, facilitated greater coordination between landlord liaisons, and supported legislative actions to decrease barriers for homeless households. Additionally, some existing resources were reallocated to provide rental assistance programs more opportunities to incentivize landlords to rent to homeless households and mitigate perceived risk of renting to them. In order to 23 http://www.commerce.wa.gov/wp-content/uploads/2013/01/hau-ofah-local-plan-guidance-12-10-2018.pdf 24 See Attachment 1 25 https://www.commerce.wa.gov/serving-communities/homelessness/state-strategic-plan-annual-report-and-audits/ Page 30 of 57 meet the growing need and improve system outcomes, the CoC continues to look towards adding additional housing units across intervention types, as well as increasing project performance measures, particularly in percentages of successful and permanent exits from the interventions. 6.4.1. %¬¤±¦¤¢¸ 3§¤«³¤± Emergency or low-barrier shelters play an important role in a crisis response system, providing beds on a first come, first served basis, to any person experiencing homelessness. The City- funded emergency shelter system is Housing-First and includes housing-focused services by population type. Combined with other public and private funded shelters, the current emergency shelter system offers targeted shelters for single adults (households without children), families, and minor youth. In 2019, there has been an increased focus on offering targeted-capacity shelters, with services tailored to meet the specific needs of sub- populations in order to rapidly move clients from shelter into permanent housing. This includes offering more diverse shelter spaces, to include both night-by-night and continuous stay shelters. Over the next five years, there is an intention to bring new shelters online for key populations that have challenges accessing the existing shelter system or who are particularly vulnerable (e.g. LGBTQIA+, young adults, couples, and seniors). There is continued need for regional solutions for emergency shelter, including a strategically located space that could meet the holistic needs of those throughout the region. 6.4.2. 4± ²¨³¨® « (®´²¨¦ Transitional housing (TH) refers to a supportive yet temporary type of accommodation that is meant to bridge the gap from homelessness to permanent housing by offering structure, supervision, supports, life skills, and in some cases, education and training. In past years, funding availability for TH has declined nationally, and Spokane County has been impacted by these reductions. However, the CoC continues to pursue tailored housing resources for the populations for which TH is considered a best practice (e.g. youth and young adults, veterans, and survivors of domestic violence). Service models vary by population, but include master reducing impact on the individual and allowing them to move from the TH project into permanent housing without having to move. Innovative solutions, including shared housing for young people and joint TH-RRH interventions, are being brought online and continuing to expand these creative solutions is critical for creating diversity in housing inventory and for supporting individualized needs. The CoC would like to continue monitoring data and expand this intervention accordingly. 6.4.3. 2 ¯¨£ 2¤-Housing Rapid re-housing (RRH) provides short-term rental assistance and services, with the goal of helping people obtain housing quickly, increase self- sufficiency, and stay housed. It is offered without preconditions (e.g. employment, income, absence of criminal record, or sobriety) and the resources and services provided are typically tailored to the needs of the person. TheCoC is dedicated to continue to tailor different RRH programs to meet unique needs of subpopulations, continuing to refine models of RRH to meet the individualized needs of the populations. Currently, RRH providers employ a progressive engagement model to provide a better service intensity to meet different needs. Progressive engagement is the practice of helping households end their homelessness as rapidly as possible, despite barriers, with minimal financial and Page 31 of 57 26 support resources. More supports are applied to those households who continue to struggle to stabilize. Progressive engagement acknowledges individualization and the fact that homelessness is a complex struggle; therefore, when a participant shows that they are in need of more help, it can be provided to meet their needs. On the other hand, by avoiding more assistance than is required to end homelessness and prevent an immediate return to the streets or shelter, programs can help more people, close housing placement gaps, and reduce the time people remain homeless. The CoC has utilized RRH as a critical intervention with significant success. Continuing to move this forward through standard RRH, TH-RRH joint projects, and other will be important over the next five years. 6.4.4. 0¤±¬ ¤³ 3´¯¯®±³¨µ¤ (®´²¨¦ Permanent Supportive Housing (PSH) continues to be a priority for the region. The current system operates both facility-based and scattered-site PSH projects and, for the last few years, new PSH projects have come online to improve access to these service-intensive support interventions for chronically homeless adults. At the same time, existing projects have begun to utilize FCS and GOSH to enhance the level and quality of supportive services for PSH interventions, which also enhance the use of limited federal resources. While point-in-time count data indicates a reduction in chronically homeless throughout Spokane County, the CoC is focusing on ensuring PSH availability for specific sub-populations who may benefit from improved access and accessibility of this inventory. For example, there currently is not a set- aside of PSH units for youth or young adults, and current prioritization policy means this demographic often struggles to be prioritized for existing units. As a result, focused attention and a review of CE policies and procedures is underway by the CoC to ensure the need is met. improve access to VASH vouchers for veterans. 6.5. !¢³¨®² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Action Activity Responsible Party Timeline 6.5.1.!Projection of !Use the Department of Collaborative Applicant Ongoing Unsheltered Commerce Tool for this Individuals Living in Calculation Homelessness in 2025 6.5.2.!Update Annually with !Use the Department of Collaborative Applicant Ongoing Housing Inventory Commerce Tool for this Influx Calculation 6.5.3.!Seek to expand !Public Presentations to Collaborative Applicant, affordable housing Philanthropy and Sub-Committees, CoC investments from Business to broaden the Board business and funding to increase philanthropy. affordable housing production. !Explore the creation of a Fund Development Committee 26 https://www.ncceh.org/media/files/files/27e2a2d9/7b-progressive-engagement-as-a-system-approach-k-moshier-mcdivitt.pdf Page 32 of 57 !Work with the city and county to leverage affordable housing production dollars, and advocate for projects that fill gaps and are equitable. 7. /¡©¤¢³¨µ¤ &¨µ¤Ȁ 3³±¤¦³§¤ ³§¤ §®¬¤«¤²² ¯±®µ¨£¤± ¶®±ª¥®±¢¤ 7.1. Introduction Homeless Service Provider Workers have seen many challenges over the last 10 years and Spokane is no exception. Providers are having a difficult time filling positions, which exacerbates already stretched staff capacity to provide quality and timely services. A 2023 study published by the Department of Commerce looked at the challenges and trauma experienced in the field and the loss of frontline workers in this field. The study reports that workers in this field have huge workloads and are dealing with failures of systems and the effects of systemic racism and poverty and are dealing with primary and secondary trauma daily. They are often underpaid and the programs that they work in are not guaranteed funding. COVID-19 did not cause these issues but it caused additional work and stress to meet increased demand. To meet the needs of the affordable housing crisis, homeless service providers need trained and stable workers. 7.2. -¤ ²´±¤² ®¥ 3´¢¢¤²² £ 0¤±¥®±¬ ¢¤ 1.!Completion of an initial analysis utilizing Department of Labor data and local surveys of housing workforce. 2.!Improve worker retention in the homeless provider workers. 3.!Improve safety in homeless provider work. 4.!Decrease the time positions stay vacant. 7.3. Strategies 1.!Work in collaboration with local government, community and agency stakeholders to gather quantitative and qualitative data that further explains the current state of homeless service provider workers 2.!Conduct worker roundtables and community surveys 7.4. !¢³¨®² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Objective Five: Strengthen the Homeless Services Workforce Action Activity Responsible Party Timeline Page 33 of 57 7.5.1!Evaluate initial data !View and evaluate data Collaborative Applicant & 2025 utilizing Department from the tool as a system CoC Sub-Committees of Labor Data, to begin to formulate Commerce Study plans that will minimize trauma and increase retention in the field 7.5.2!Analyze Data !Collect quantitative and Collaborative Applicant, 2026 qualitative data CoC Sub Committees, CoC !Review data in sub-Board committees and the CoC Board. 7.5.3!Develop a project Collaborative Applicant, !Host confidential plan for worker CoC Sub-Committees roundtables with CE health and safety Provider orgs and CoC Sub-Committees !Draft recommendations from CE 7.5.4!Analyze data !Collect, compile, Collaborative Applicant, 2026 organize, and evaluate CoC Sub-Committees 7.5.5!Develop intervention !Research funding options Collaborative Applicant, 2030 strategies !Research best practice CoC Sub Committees, CoC !Adopt system-wide Board practices and interventions to support workers 7.5.6!Measure ongoing !Develop/adapt a Collaborative Applicant, 2030 evaluation and monitoring tool CoC Sub Committees, CoC learning !Evaluate effectiveness of Board interventions !Institute changes as approved by the CoC Board 8. 2¤µ¨¤¶ 0±®¢¤²² On an annual basis, the CoC Board is entrusted to review the 5-Year Plan to evaluate progress towards stated goals. Simultaneously, the CoC Committees and Sub-Committees should use this plan to guide their work plans on an ongoing basis. 8.1. !¢³¨® 3³¤¯² 1.!Review of the Objectives, including the Action Steps to Meet the Objectives, to determine if objectives have been met and/or are on track to meet timelines 2.!Mobilize relevant Responsible Parties to address shortfalls and/or opportunities 3.!Propose modifications or updates, as needed, to address Objectives 4.!Seek CoC Board approval 5.!Train funded and CoC partners on any changes made to the 5-Year Plan Page 34 of 57 8.2. Timeline In the last quarter of each year during the lifespan of this 5-Year Plan, the CoC Board or its delegate Committee (e.g. Planning and Implementation Committee) will review the plan in accordance with the Review Process. 8.3. -®£¨¥¨¢ ³¨®² £ 5¯£ ³¤² All modifications and updates to this plan need to be approved by the CoC Board. This can be completed on an ad-hoc basis or during the annual review process. Page 35 of 57 57 of 37 Page Total Beds70391920272461544908087102510 Pit Count86421920182041826105737613138 Victim Service Provider000000000000000 Target PopNANANANANANANANANANANANANANANA Inventory TypeCCCCCCCCCCCCCCC Geocode#531488#531488#531488#539063#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 HMIS Project ID191961925619257192591928419285193001930119304193051931019316193171931819319 -- e IYHP Hope m TLC --Aston ---- Hope -- Walnut a --Family ---- ---- SMS-- -- SMS-- N -- PH -- ES -- t THTH RRHESPSHTHPSHTH -- c--ESTH WA0109---- ------------ PSHESTH e - ---- j ------ o r PUGMWomen & ChildrenCCCornersVOASNAPRiverwalk (538)CCCCCoCTPWMiryams HouseTPWTSAShelterTSAStepping StonesVOAHouse ShelterVOAScattered SitesVOABleckVOAHouse EastVOAAlexandrias St. St. St. --- Organization NameUnion Gospel MissionCC Margaret'sVolunteers of AmericaSNAPCC Margaret'sCC Margaret'sTransitionsTransitionsThe Salvation ArmyThe Salvation ArmyVolunteers of AmericaVolunteers of AmericaVolunteers of AmericaVolunteers of AmericaVolunteers of America Project TypeESOPHRRHOPHESTHTHTHESTHESPSHTHPSHTH 123456789101112131415 57 of 38 Page 18524422135502064200251050 1449222212950115817422950 001000000000 NANADVNANANANANANANANANA CCCCCCCCCCCC #531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 193201950119531195461955019551195621957619577196011960619632 -- - DV Men Hanson -- Wilton Hope City --CoC Father -- Shelter -- ---------- ---- ---- HOC CoC ES -- PH ES -- -- -- ESES PH -- -- ES ---- --RRHESPSHPSHRRH -- ---------- HouseWA0126VOACrosswalk Youth ShelterSHVAptsYWCAShelterCCFamiliesCHGCCShelterCCBach HavenVOAHouse Medical RespiteTMUGMSNAPAvondale AptsCCWA0285HouseCCFamiliesWA0288 St. House of House of St. ---- Volunteers of AmericaSpokane Housing VenturesYWCACC Margaret'sCC CharityCatholic HousingVolunteers of AmericaTruth MinistriesUnion Gospel MissionSNAPCC CharityCC Margaret's ESOPHESRRHESPSHESESESOPHPSHRRH 161718192021222324262728 57 of 39 Page 513227335051440614040412 51321533503944047232368 0001000000000 NANANANANANANANANANANANANA CCCCCCCCCCCCC #531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 19635196401964719654196581965919661196621966519671196791968319688 -- -- -- The ------ HH Donna -- Buder ESGVASH HEN --Open ---- City CHGCoC -- ---- -- -- HOC -- RRH HSG -- RRH--RRH--RRH -- TH -- PSH-- ------ ES -- -- PSHPSH RRHESPSH RRH -- ---- ------ -- CCFamiliesGICCMedical RespiteYWCAWA0353with ChildrenCHHavenVOAMarilee AptsSNAPSinglesSNAPSinglesWA0331SNAPRelocation Assistance Program (106)TPWMiryams HousePrivate FundFPSDoorsCCWA0374Hanson HavenVA St. House of St. House of ---- CC Margaret'sGoodwill IndustriesCC CharityYWCACC Margaret'sVolunteers of AmericaSNAPSNAPSNAPTransitionsFamily Promise of SpokaneCC CharityHealthcare for Homeless Veterans RRHRRHESRRHPSHPSHRRHRRHRRHTHESPSHPSH 29303133343536373839404142 57 of 40 Page 12119152219378142242271540 6116152116378142242231440 00000000000000 NANANANANANANANANANANANANANA CCCCCCCCCCCCCC #531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 1969219693196941969519696197011970519714197181972019721197221972519732 -- -- -- CHG ---- GPD TLC BridgeService SOC JRACI Jacklin County FCS SSVF-- CERS -- -- -------- -- Sister County -- -- ---- -- -- RRHRRH-- ---- TH THTHTHTH ---- ES PSH -- -------- PHPSHRRHPSH ---- RRH -------- -- PHSCRSVOAGPDVOAIntensiveTPWPrivate FundSNAPYouth (164Y)CCHavenGICCCBRAVOACCFamiliesCHGSNAPSinglesCHGVOAYAHPPHSCarlylePBV/HHAACCWA0418Haven St. St. House of --- Pioneer Human ServicesVolunteers of AmericaVolunteers of AmericaTransitionsSNAPCatholic HousingGoodwill IndustriesCC Margaret'sVolunteers of AmericaCC Margaret'sSNAPVolunteers of AmericaPioneer Human ServicesCC Charity ESTHTHTHRRHOPHRRHPSHTHRRHRRHTHPSHPSH 4344454647484950515253545556 57 of 41 Page 195192160505734460219303010411 20119216042503154418832356411 000100000000000 NANANADVNANANANANANANANANANANA CCCCCCCCCCCCCCC #539063#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 197331973419735197401974119744197611976319764197731977819779197801978619787 -- YHDP Home Hope Singles --YHDP RRH for -- -- YAS PSH for PSH for The -- The Way -- -- Pope Gonzaga Jacklin -- ------ -- RRH-- ES ------ --PSH ESPSHRRHTH -- ESTH -- -------- PHPSHPSHPSHPHPH ---- ------------ CCFrancis HavenCCFamilies CHGCCFamilies County CHGYWCAWA0420Survivors of DVCCSchweitzer HavenTPWYard CottagesSNAPHotelingVOAVOAHouse WestCCFamily HavenTSAOut CenterTSAWay Out CenterCCHaven HousingVOAVOA St. St. St. St. St. ----- Catholic HousingCC Margaret'sCC Margaret'sYWCACC Margaret'sTransitionsSNAPVolunteers of AmericaVolunteers of AmericaCC Margaret'sThe Salvation ArmyThe Salvation ArmyCC Margaret'sVolunteers of AmericaVolunteers of America OPHPSHPSHRRHPSHPSHESESPSHOPHESTHOPHRRHTH 575859606162636465666768697071 57 of 42 Page 06130369682120828144215 0844279622120731147214 0000000000000 NANANANANANANANANANANANANA CCCCCCCCCCCCC #531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 19788197891979219797197991980419805198061980719812198131981419816 - ---- -- -- Units ROW ---- YHDP-- -- --HomesHomes YHDPBadged TRAC ROW -- Mother -- Catalyst ------ ---- ---- RRHRRH -- ROW -- ---- ESES ESRRHES ES-- RRHTH PSHESPH ---- ------ -- ---- ------ ROW FPSFPSCCWA0512Scattered SitesTSACCROWSLIHCUnitsSLIHCAcquired From Housing NavigatorsCATROWREVROWCCTeresa HavenEHF-EHFBadgedJHHGreenhousesROW St. St. -- Family Promise of SpokaneFamily Promise of SpokaneCC Margaret'sThe Salvation ArmyCCEW ROWSLIHCSLIHCCompassionate Addiction TreatmentRevive CounselingCC Margaret'sEmpire Health FoundationEmpire Health FoundationJewels Helping Hands RRHTHPSHESESRRHRRHESESOPHESRRHES 72737475767778798081828384 57 of 43 Page 1565501080800012 15661046470003 00000000000 NANANANANANANANANANANA CCCCCCCCCCC #531488#531488#531488#531488#531488#531488#531488#531488#531488#531488531488 1982819829198491985019854198571985819860198661987619653 - ---- -- ---- Adams ARPAFLASH GPD Service Bridge -- ROW --HEN FCS -- Cannon -- HOPE Move InMove In ---- -- -- -- -- -- Other--Other-- -- ---- THTHES RRHES ES RRH WA0331 ROWES ------- ---- -- RRH -- -- -- -- Private Fund SNAPSinglesCity CHGSNAPSinglesCoCPHSIntensivePHSGPDEHFSt.CCCommunity CatalystCATStreetJHHChurchesFPS-GIBridgeYFACenter SNAPSNAPPioneer Human ServicesPioneer Human ServicesEmpire Health FoundationCCEW ROWCompassionate Addiction TreatmentJewels Helping HandsFamily Promise of SpokaneGoodwill IndustriesYFA RRHRRHTHTHRRHESESESRRHRRHES !³³ ¢§¬¤³ Α 85868788909293959698100 10. 11. !³³ ¢§¬¤³ Β 0¤±¥®±¬ ¢¤ - ¦¤¬¤³ 0« Spokane City/County Continuum of Care 5-Year PerformanceManagement Plan City of Spokane Community, Housing, and Human Services ƦķğƷĻķ bƚǝĻƒĬĻƩ ЋЉЊВ Page 44 of 57 Spokane City/County Continuum of Care Performance Management Plan Table of Contents Introduction ...................................................................................................................................... 46 Background ....................................................................................................................................... 46 Basics of Performance Measurement .............................................................................................. 46 System Performance Targets ........................................................................................................ 46 Minimum Performance Standards................................................................................................ 46 Setting Performance Objectives ................................................................................................... 46 Monitoring Project and System Performance .................................................................................. 47 Quarterly Performance Reporting ................................................................................................ 47 Annual Performance Review ........................................................................................................ 47 Victim Services Providers .............................................................................................................. 47 Sharing QPR Data .......................................................................................................................... 47 Corrective Action Planning ........................................................................................................... 48 System-Level Performance Reporting.......................................................................................... 48 Implementing the Performance Management Plan ........................................................................ 48 .................................................. 48 Ensure HMIS Data Quality ............................................................................................................. 48 Run and Review Quarterly Project Report .................................................................................... 48 Develop Internal Improvement Plans as Needed ......................................................................... 49 Participate in Corrective Action Plan as Required ........................................................................ 49 Spokane City/County CoC Project Performance Objectives ............................................................ 49 Page 45 of 57 Introduction The Spokane City/County Continuum of Care (CoC) Performance Management Plan identifies minimum performance expectations and system performance targets for the CoC and outlines how performance is measured and monitored. This plan should help homeless assistance projects in managing their performance and ensuring access to ongoing funding. Background Housing, and Human Services (CHHS) Department serves as the Collaborative Applicant for the Department of Housing and Urban Development (HUD) Continuum of Care grant, the lead grantee for the the CoC Board. " ²¨¢² ®¥ 0¤±¥®±¬ ¢¤ -¤ ²´±¤¬¤³ 3¸²³¤¬ 0¤±¥®±¬ ¢¤ 4 ±¦¤³² For Spokane City/County CoC purposes, the system is defined as all publicly funded homeless services projects operating within the geography of the CoC. Measuring performance of the system is important, as it helps us understand how well we are doing at addressing and ending homelessness. Additionally, it can help our community identify areas of the system that could be replicated or may need improvement. Lastly, as part of the CoC Program regulations, HUD is requiring that all CoCs monitor the performance of their system. In order to drive better outcomes for participants in the homeless system and to achieve the goal of ending homelessness for all populations, the Spokane City/County CoC has set 5-year system targets for all performance measures deemed key indicators of high performing systems. All projects within the homeless system are expected to make progress towards the system targets for all applicable project performance measures. -¨¨¬´¬ 0¤±¥®±¬ ¢¤ 3³ £ ±£² Measuring the performance of homeless assistance projects is critical for a number of reasons. It helps us understand how well projects are doing at ending homelessness, as well as what issues projects may need to improve upon. It helps us identify project types/models that may be more successful at ending homelessness than others. Additionally, HUD, the WA State Department of Commerce, and other key funders require project performance reporting and monitoring. In order to help drive system performance, the Spokane City/County CoC has set minimum performance standards that funded projects are expected to maintain over the course of the 5-year award period. 3¤³³¨¦ 0¤±¥®±¬ ¢¤ /¡©¤¢³¨µ¤² The CoC Funding and RFP Committee with charged the CHHS Department creating this Performance Management Plan, including setting the minimum performance standards and system performance targets, in order to establish a system performance improvement strategy for the CoC and an annual - Page 46 of 57 oject portfolio. CHHS determine what goal to set. -®¨³®±¨¦ 0±®©¤¢³ £ 3¸²³¤¬ 0¤±¥®±¬ ¢¤ 1´ ±³¤±«¸ 0¤±¥®±¬ ¢¤ 2¤¯®±³¨¦ Management Information System (HMIS) generated Quarterly Performance Report (QPR). The QPR provides project-level performance information for each measure listed in this plan and is shared with the CoC Board and funded providers each quarter. The QPR is meant to be generated from HMIS after the end of each quarter; however, it is available for agencies to run and review at any time for a custom performance period. Providers should be sure their HMIS data has been fully updated and is accurate prior to the generation of each report. The quarters are as follows: !FirstQuarter = July 1 September 30 o!Reports performance data for first quarter !Second Quarter = July 1 December 31 o!Reports performance data for first and second quarters !Third Quarter = July 1 March 31 o!Reports performance data for first, second, and third quarters !Fourth Quarter = July 1 June 30 o!Reports performance data for the full year All projects should review their quarterly performance data and contact CHHS with any questions or concerns. Projects that consistently fail to meet project performance objectives should develop internal plans and processes for improvement. !´ « 0¤±¥®±¬ ¢¤ 2¤µ¨¤¶ award year (July to June) and make recommendations to CHHS and the CoC Board regarding monitoring plans and funding allocations/reallocations. 6¨¢³¨¬ 3¤±µ¨¢¤² 0±®µ¨£¤±² Domestic Violence (DV) victim services providers are not required to participate in HMIS but must maintain a comparable database. While victim service providers do not have their performance data generated out of HMIS via the QPR, all funded DV providers will be required to submit performance data to CHHS staff as requested for annual project evaluation, funding application, or monitoring purposes. 3§ ±¨¦ 102 $ ³ Each quarter, project QPRs submitted to CHHS will be posted on the CHHS website for all funded projects within 45 days of the end of the quarter. CHHS staff will work with providers to ensure that all performance data to be shared with the public is accurate as possible. Performance narratives will be included in the posted dashboard for each project. Page 47 of 57 #®±±¤¢³¨µ¤ !¢³¨® 0« ¨¦ Projects that fail to maintain minimum performance standards or make progress towards system performance targets (outlined in the performance improvement timeline section of each CHHS grant agreement) for at least one year will be required to participate in a Corrective Action Planning (CAP) process. Ongoing poor performance could ultimately result in the loss or reduction of funding. More detail on the CAP process can be found in the Corrective Action Plan Guide. System-,¤µ¤« 0¤±¥®±¬ ¢¤ 2¤¯®±³¨¦ The system-level performance will be reported on annually to the CoC Board in accordance with the HUD System Performance Measures (SPM) Report. Please note that not all performance measures outlined in this planned are included in the SPM. )¬¯«¤¬¤³¨¦ ³§¤ 0¤±¥®±¬ ¢¤ - ¦¤¬¤³ 0« CHHS staff are responsible for implementing this Performance Management Plan on behalf of the Spokane City/County CoC. Implementation involves working with HMIS staff and providers to publicly share the QPR, reviewing all data therein, and sharing project and system performance information with the CoC on a quarterly basis. In reviewing quarterly and annual project performance information, CHHS staff will also work with the Spokane City/County CoC Funding and RFP Committee to identify any consistently under-performing projects and target them for CAP development as needed. The CHHS staff will report on system performance on the measures in this plan at least annually. In addition to monitoring project and system performance, CHHS staff work with the Spokane City/County CoC Funding and RFP Committee to annually review and update the Performance Management Plan measures and goals. %²´±¤ (-)3 $ ³ 1´ «¨³¸ Because the QPRs used to monitor project performance are generated from HMIS, it is critical that HMIS data be accurate, timely, and complete. To this end, it is essential that providers adhere to the data quality standards outlined in the Spokane HMIS Dat shall be a reflection of information provided by the client, as documented by the intake worker or otherwise updated by the client and documented for reference. All required data elements for each th program type must be entered by the 5 day of the following month (including weekends and holidays) for all client activity during the preceding month. The percentage of required data elements identified, as data element. determined for the project type as set by the HMIS Committee. For a comprehensive outline of data quality expec 2´ £ 2¤µ¨¤¶ 1´ ±³¤±«¸ 0±®©¤¢³ 2¤¯®±³ To help homeless providers manage their performance on the objectives laid out in this Performance Management Plan, HMIS staff have made the QPR available to providers. The QPR provides detailed Page 48 of 57 -level data. Providers can run the QPR on their projects using HMIS whenever they like in order to better understand in real-time how they performed on all the objectives in this Performance Management Plan. At a minimum, though, providers are required to run the QPR on a quarterly basis and to submit the report to CHHS staff within 15 days of the end of the quarter. Submissions shall be accompanied by a brief narrative overview explaining quarterly outcomes for each performance measure inclusive of steps taken during the quarter to improve performance, external factors that influenced performance during the quarter, and planned actions to improve or maintain high performance in the following quarter. This narrative is an opportunity to highlight challenges faced by the project, areas of success (particularly those which be replicable by other providers), and to address steps for performance improvement. Performance narratives will be included in the published report for all projects. $¤µ¤«®¯ )³¤± « )¬¯±®µ¤¬¤³ 0« ² ² .¤¤£¤£ Providers should monitor their own performance on all project performance objectives on, at minimum, a quarterly basis. If providers notice in the QPR that they are not meeting an objective, it is their responsibility to develop internal plans to address the poor performance and they should ensure that improvement is made. As previously mentioned, projects that fail to meet an objective for at least one year may be targeted for development of a CAP. Once on a CAP, a project runs the risk of losing renewal funding if they are not able to improve their performance within a specific timeframe. Ensuring that project performance objectives are met will keep projects from being targeted for CAP development. 0 ±³¨¢¨¯ ³¤ ¨ #®±±¤¢³¨µ¤ !¢³¨® 0« ² 2¤°´¨±¤£ As mentioned previously, projects that fail to maintain minimum performance standards or to make adequate progress towards system performance targets for at least one year may be required to participate in a CAP. Ongoing poor performance, or failure to fully participate in the CAP, could ultimately result in the loss or reduction of funding. More details on the CAP process can be found in the Corrective Action Plan Guide. 3¯®ª ¤ #¨³¸ȝ#®´³¸ #®# 0±®©¤¢³ 0¤±¥®±¬ ¢¤ /¡©¤¢³¨µ¤² The following are the project performance objectives for Spokane City/County CoC homeless assistance projects. The goals apply to all CoC-funded homeless projects and all City-funded emergency shelters, rapid re-housing, transitional housing, diversion, street outreach, and permanent supportive housing projects. Generally, overflow and seasonal emergency shelters are exempt from the performance standards. Projects that are newly funded under 2-year RFP or whose baseline performance prior to the 5-year award period does not meet the minimum performance standards will have two years to achieve the minimum performance expectations outlined below. Projects that do not meet minimum performance standards by the end of the first year of the 2-year award period will be required to develop a Corrective Action Plan (CAP). Projects that do not meet minimum performance standards or fail to fully participate in the CAP by the end of the second year of the 2-year award period may face a loss or reduction of funding. The first sentence of the paragraph states there are two years to achieve the min. performance expectations and then in the third sentence it states that minimum performance needs to be made in the first year. Projects funded under the 5-Year RFP whose baseline performance prior to the 5-year award period are Page 49 of 57 required to make annual progress towards the 5-year system performance targets in accordance with the annual performance milestones may be required to develop a CAP. Homelessness Diversion Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to At least 88% of persons in Homeless At least 95% of persons in Homeless Permanent Diversion projects exit to permanent Diversion projects exit to permanent Housing housing at program exit. (Temporary Stay housing at program exit. with Family is a successful outcome.) Returns to Diversion projects will have no more than Diversion projects will have no more Homelessness 6% of persons who exited to permanent than 3% of persons who exited to housing return to homelessness within 1 permanent housing return to year. homelessness within 1 year. Street Outreach Projects Performance Measures Measure Minimum Performance System Performance Target Standard Exis to Permanent At least 40% of persons in Street At least 25% of persons in Street Outreach Housing (SPM Metric Outreach (SO) projects will move (SO) projects will move into permanent 7a.1 into permanent housing at exit. housing at exit. Average time from The average length of time for Engagement to Exit persons from date of (Changed from engagement to exit is 90 days. Average Length of Time to Date of Engagement) Exits to Temporary or At least 25% of persons in SO At least 30% of persons in SO projects will Institutional Settings projects will move to certain move to certain temporary and institutional (SPM Metric 7a.1) temporary and institutional settings at program exit. settings at program exit Successful Exits from At least 65% of persons in SO At least 55% of person in SO projects will Street Outreach (SPM projects will move into move into permanent housing or to certain Metric 2b) permanent housing or to certain temporary housing and institutional settings temporary and institutional at program exit. (Change from 80%) settings at program exit. Returns to SO projects will have no more SO projects will have no more than 10% of Homelessness (SPM than 20% of adults who exited to adults who exited to permanent housing Metric 2b) permanent housing return to return homelessness withing two years of homelessness within two years exit. of exit Serving those with At least 64% of persons served At least 75% of persons served by SO the Long Lengths of by SO projects will have lengths projects will have lengths of Homelessness of homelessness greater than 12 homelessness greater than 12 months. months. Continuous Stay Emergency Shelter Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Emergency Shelter (ES) projects will Emergency Shelter (ES) projects will Homeless in ES (SPM have an average length of stay of no have an average length of stay of no Metric 1a.1) more than 90 days. more than 30 days Page 50 of 57 Exits to Permanent At least 55% of persons in ES projects At least 80% of persons in ES projects Housing (SPM Metric will move into permanent housing at will move into permanent housing at 7b.1)exit exit. Returns to ES projects will have no more than ES projects will have no more than Homelessness (SPM 20% of adults who exited to 10% of adults who exited to Metric 2b) permanent housing return to permanent housing return to homelessness within two years of exit homelessness within two years of exit Average Rate of Family: The average numbers of persons Utilization Singles: enrolled in ES projects per night will The average numbers of persons represent no less than the 95% of enrolled in ES projects per night will projects; total bed inventory represent no less than 85% of (different rates for families and singles) Homeless Prevention Projects Performance Measures Measure Minimum Performance Standard System Performance Target Employment and At least 20% of persons in HP projects At least 40% of persons in HP projects Income Growth will gain or increase employment or will gain or increase employment or (SPM Metric 4.6) non-employment cash income at exit. non-employment cash income at exit Exits to Permanent At least 70% of persons in Homeless At least 80% of persons in Homeless Housing Prevention projects exit to permanent Prevention projects exit to permanent housing at program exit. housing at program exit. Returns to Homeless Prevention projects will have Homeless Prevention projects will Homelessness no more than 10% of persons who have no more than 15% of persons exited to permanent housing return to who exited to permanent housing homelessness within 2 years. return to homelessness within 2 years Transitional Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Transitional Housing (TH) projects will Transitional Housing (TH) projects Homeless in TH have an average length of stay of no more will have an average length of stay (SPM Metric 1a.2) than 160 days (270 for youth and young no more than 90 days (120 days for adult projects) youth and young adults) Exits to Permanent At least 55% of persons in TH projects will At least 80% of persons in TH Housing (SPM Metric move into permanent housing at exit projects will move into permanent 7b.1)housing at exit Employment and At least 35% of person in TH projects will At least 50% of persons in TH Income Growth gain or increase employment or non-projects will gain or increase (SPM Metric 4.6) employment cash income or at exitemployment or non-employment cash income or at exit Returns to TH projects will have no more than 10% of TH projects will have no more than Homelessness (SPM adults who exited to permanent housing 5% of adults who exited to Metric 2b) return to homelessness within two years permanent housing return to of exit homelessness within two years of exit Average Rate of The average numbers of persons enrolled The average numbers of persons Utilization in TH projects per night will represent no enrolled in TH projects per night Page 51 of 57 will represent no less than 85% of inventory. Both unit and bed utilization. Rapid Re-Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Rapid Placement into RRH projects will place persons into RRH projects will place persons into Permanent Housing permanent housing within 90 days of permanent housing within 60 days of project entry project entry Exits to Permanent At least 70% of persons entering RRH At least 80% of persons entering RRH housing (SPM Metric projects will remain in permanent projects will remain in permanent 7b.1)housing at exit housing at exit Employment and At least 20% of persons in RRH At least 40% of persons in RRH Income Growth (SPM projects will gain or increase projects will gain or increase Metric 4.6) employment or non-employment cash employment or non-employment cash income at exit income at exit (Specify SIngles and Families) Returns to RRH projects will have no more than RRH projects will have no more than Homelessness (SPM 10% of adults who exited to 5% of adults who exited to permanent Metric 2b) permanent housing return to housing return to homelessness within homelessness within two years of exit two years of exit Permanent Supportive Housing/ other Permanent Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to or Retention At least 93% of housed persons remain in At least 95% of housed persons of Permanent Permanent Supportive Housing (PSH) remain in Permanent Supportive Housing (SPM project or exit to permanent housing (PH) Housing (PSH) project or exit to Metric 7b2) as of the end of the reporting period or at permanent housing (PH) as of the program exit end of the reporting period or at program exit Employment and At least 50% of persons entering a PSH At least 55% of persons entering a Income Growth for project will gain or increase employment PSH project will gain or increase stayers (SPM Metric or non- employment cash income during employment or non- employment 4.3) the reporting period or at annual cash income during the reporting assessment period or at annual assessment Employment and At least 45% of persons entering a PSH At least 50% of persons entering a Income Growth for project will gain or increase employment PSH project will gain or increase Leavers or non- employment cash income at exit employment or non- employment (SPM Metric 4.6) cash income at exit Returns to PSH projects will have no more than 5% of PSH projects will have no more than Homelessness (SPM adults who exited to permanent housing 3% of adults who exited to Metric 2b) return to homelessness within two years permanent housing return to of exit homelessness within two years of exit Average Rate of The average numbers of persons enrolled The average numbers of persons Utilization in PSH projects per night will represent no enrolled in PSH projects per night will represent no less than the 95% inventory. Measure applies to unit total bed inventory utilization and bed utilization. Page 52 of 57 Homelessness Diversion Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to Permanent At least 88% of person in Homeless At least 95% of persons in Housing Diversion projects exit to permanent Homeless Diversion projects housing at program exit. (Temporary exit to permanent housing at Stay with Family is a successful program exit. outcome.) Returns to Diversion projects will have no more Diversion projects will have no Homelessness than 6% of persons who exited to more than 3% of persons who permanent housing return to exited to permanent housing homelessness within ## year. (Is return to homelessness within Diversion a long term strategy or short-(suggested 1 year of exit). term stabilization?) Street Outreach Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exis to Permanent At least 40% of persons in Street At least 25% of persons in Housing (SPM Metric Outreach (SO) projects will move into Street Outreach (SO) projects 7a.1 permanent housing at exit. will move into permanent housing at exit. Average time from The average length of time for persons Engagement to Exit from date of engagement to exit is ### (Changed from Average days. (Maybe 120 days, 90 days) Length of Time to Date of Engagement) Exits to Temporary or At least 25% of persons in SO projects At least 30% of persons in SO Institutional Settings will move to certain temporary and projects will move to certain (SPM Metric 7a.1) institutional settings at program exit temporary and institutional settings at program exit. Successful Exits from At least 65% of persons in SO projects At least 55% of person in SO Street Outreach (SPM will move into permanent housing or to projects will move into Metric 2b) certain temporary and institutional permanent housing or to settings at program exit. certain temporary housing and institutional settings at program exit. (Change from 80%) Returns to SO projects will have no more than 20% SO projects will have no more Homelessness (SPM of adults who exited to permanent than 10% of adults who exited Metric 2b)housing return to homelessness within to permanent housing return two years of exit homelessness withing two years of exit. Serving those with the At least 64% of persons served by SO At least 75% of persons served Long Lengths of projects will have lengths of by SO projects will have lengths Homelessness homelessness greater than 12 months. of homelessness greater than 12 months. Continuous Stay Emergency Shelter Projects Performance Measures Measure Minimum Performance Standard System Performance Target Page 53 of 57 Length of Time Emergency Shelter (ES) projects will Emergency Shelter (ES) projects Homeless in ES (SPM have an average length of stay of no will have an average length of Metric 1a.1) more than 90 days. stay of no more than 30 days Exits to Permanent At least 55% of persons in ES projects At least 80% of persons in ES Housing (SPM Metric will move into permanent housing at projects will move into 7b.1)exit permanent housing at exit. Returns to ES projects will have no more than 20% ES projects will have no more Homelessness (SPM of adults who exited to permanent than 10% of adults who exited Metric 2b) housing return to homelessness within to permanent housing return to two years of exit homelessness within two years of exit Average Rate of Family: The average numbers of Utilization Singles: persons enrolled in ES projects The average numbers of persons per night will represent no less enrolled in ES projects per night will than the 95% of projects; total bed inventory total bed inventory (different rates for families and singles) Homeless Prevention Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to Permanent At least 88% of persons in Homeless At least 95% of persons in Housing Prevention projects exit to permanent Homeless Prevention projects housing at program exit. (Temporary exit to permanent housing at Stay with Family is a successful program exit. outcome.) Returns to Diversion projects will have no more Diversion projects will have no Homelessness than 6% of persons who exited to more than 3% of persons who permanent housing return to exited to permanent housing homelessness within ## year. (Is return to homelessness within Diversion a long term strategy or short-(suggested 1 year of exit). term stabilization?) Transitional Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Transitional Housing (TH) projects will Transitional Housing (TH) Homeless in TH (SPM have an average length of stay of no projects will have an average Metric 1a.2) more than 160 days (270 for youth and length of stay no more than 90 young adult projects) days (120 days for youth and young adults) Exits to Permanent At least 55% of persons in TH projects At least 80% of persons in TH Housing (SPM Metric will move into permanent housing at projects will move into 7b.1)exit permanent housing at exit Employment and At least 35% of person in TH projects At least 50% of persons in TH Income Growth (SPM will gain or increase employment or projects will gain or increase Metric 4.6) non-employment cash income or at exit employment or non- employment cash income or at exit Page 54 of 57 Returns to TH projects will have no more than 10% TH projects will have no more Homelessness (SPM of adults who exited to permanent than 5% of adults who exited to Metric 2b) housing return to homelessness within permanent housing return to two years of exit homelessness within two years of exit Average Rate of The average numbers of persons The average numbers of Utilization enrolled in TH projects per night will persons enrolled in TH projects represent no less than the 85% of per night will represent no less inventory Rapid Re-Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Rapid Placement into RRH projects will place persons into RRH projects will place persons Permanent Housing permanent housing within 30 days of into permanent housing within project entry20 days of project entry Exits to Permanent At least 70% of persons entering RRH At least 80% of persons entering housing (SPM Metric projects will remain in permanent RRH projects will remain in 7b.1)housing at exit permanent housing at exit Employment and At least 205 of persons in RRH projects At least 40% of persons in RRH Income Growth (SPM will gain or increase employment or projects will gain or increase Metric 4.6) non-employment cash income at exit. employment or non- employment cash income at exit Returns to RRH projects will have no more than RRH projects will have no more Homelessness (SPM 10% of adults who exited to permanent than 5% of adults who exited to Metric 2b) housing return to homelessness within permanent housing return to two years of exit homelessness within two years of exit Permanent Supportive Housing/ other Permanent Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time At least 93% of housed persons remain At least 95% of housed persons Homeless in PSH (SPM in Permanent Supportive Housing (PSH) remain in Permanent Metric 1a.2) project or exit to permanent housing Supportive Housing (PSH) (PH) as of the end of the reporting project or exit to permanent period or at program exit housing (PH) as of the end of the reporting period or at program exit Employment and At least 50% of persons entering a PSH At least 55% of persons entering Income Growth for project will gain or increase a PSH project will gain or stayers (SPM Metric 4.3) employment or non- employment cash increase employment or non- income during the reporting period or employment cash income at annual assessment during the reporting period or at annual assessment Employment and At least 45% of persons entering a PSH At least 50% of persons entering Income Growth for project will gain or increase a PSH project will gain or Leavers employment or non- employment cash increase employment or non- (SPM Metric 4.6) income at exit Page 55 of 57 employment cash income at exit Returns to PSH projects will have no more than 5% PSH projects will have no more Homelessness (SPM of adults who exited to permanent than 3% of adults who exited to Metric 2b) housing return to homelessness within permanent housing return to two years of exit homelessness within two years of exit Average Rate of The average numbers of persons The average numbers of Utilization enrolled in PSH projects per night will persons enrolled in PSH projects represent no less than the 85% of per night will represent no less bed inventory Page 56 of 57