09-2023 HHTF Packet
10210E Sprague AvenueSpokane Valley WA 99206
Phone: (509) 720-5000Fax: (509) 720-5075www.spokanevalleywa.gov
SPOKANE VALLEY HOMELESS HOUSING TASK FORCE-SPECIAL MEETING
Friday 9/29/23 1:00pm
City Hall N212 Second Floor Conference Roomand on Zoom at
https://spokanevalley.zoom.us/j/87865680107?pwd=5dbhyu1P8edGK6aBilrRrd3tXh5nAR.1
AGENDA
ItemLead
1Call to Order
2Introductions
3General Public Comment Opportunity:
Thisis an opportunity for the public to speak on any subject except agenda action items, as public comments will be
taken on those items where indicated. Please keep comments to matters within the jurisdiction of the City
Government.This is not an opportunity for questions or discussion. Diverse points of view are welcome, but please
keep remarks civil. Remarks will be limited to three minutes per person. To comment via Zoom, use the link above
for oral or written comments as per those directions. To comment at the meeting in person: speakers may sign in to
speak, but it is not required. A sign-in sheet will be provided at the meeting.
4Select Task Force Chair\[public comment opportunity\]
5Select Regular Meeting Dates\[public comment opportunity\] Chair
6Background for Homeless & Housing Assistance Act (HHAA) ProgramGloria Mantz
7Task Force OPMA and PRA Training Tony Beattie
8Overview of Spokane County’s 5-year Strategic Plan to Prevent and End Eric Robison
Homelessness
9AdjournmentChair
Eric Robison, Housing and Homeless Coordinator
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Local Plan Guidelines
Background
Washington State lawrequires that each local homeless housing task force develop and
recommend to its local government legislative authority, a five-year homeless housing plan for
its jurisdictional area. The local plan must be consistent with the local plan guidelines issued by
the Department of Commerce (Commerce).
1
Summary of requirements:
What must happen: Each local homeless housing task force shall prepare and recommend
to its local government legislative authority a five-year homeless housing plan for its
jurisdictional area. The local
guidelines, and Commerce's five-year homeless housing strategic plan.
The local plan must be aimed at eliminating homelessness.
Local plans can include other objectives and performance measures adopted by the local
government, and may include recommendations for state legislation or resource changes
needed to meet state or local plan goals.
When must it happen:
ultimately must adopt a local plan consistent with these guidelines no later than
December 1, 2019.
Local Plans and the Modeling Tool are due to Commerce by December 2, 2019.
Send documents to Kathy Kinard via email at kathy.kinard@commerce.wa.gov.
How must it happen: There are several ways to meet the requirement.
1. Develop a new local plan.
2. Develop an addendum to an existing plan to fulfill missing elements required
by this Guidance.
3. In cases where the existing local plan uses different language and structure but
is otherwise consistent, develop a written explanation mapping the current
local plan language and structure to the state guidelines.
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Who is responsible: Membership on the task force must include at least two people with
lived experience of homelessness, and they should be offered compensation for their
time, unless their employer compensates them to participate.
Membership should also include representatives of the counties, cities, towns, housing
authorities, civic and faith organizations, schools, community networks, human services
providers, law enforcement personnel, criminal justice personnel, including prosecutors,
probation officers, and jail administrators, substance abuse treatment providers, mental
health care providers, emergency health care providers, businesses, real estate
professionals and at large representatives of the community.
In lieu of creating a new task force, a local government may designate an existing
governmental or nonprofit body. Membership must include at least two people with lived
experience of homelessness and they should be offered compensation for their time,
unless their employer compensates them to participate.
Two or more local governments may work in concert to develop and execute a regional
homeless housing plan.
While a local government has the authority to subcontract with other entities, the
local government continues to maintain the ultimate responsibility for the homeless
2
housing program within its borders.
Performance in meeting the local plan objectives that align with the Commerce plan,
assessed annually by Commerce as part of the legislatively required annual reporting
3
process.
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Statewide Vision
No person is left living outside.
Local Plan Guidance
Statewide Goal and Objectives
Washington State is adopting the 2018 federal strategic goal to end homelessness and the federal
4
criteria and benchmarks for ending homelessness for each subpopulation.
In support of that goal, the state is pursuing the following objectives, which must be included in
local plans:
1) Quickly identify and engage people experiencing homelessness.
2) Prioritize housing for people with the greatest needs.
3) Operate an effective and efficient homeless crisis response system that swiftly moves
people into stable permanent housing.
4) Project the impact of the fully implemented local plans on the number of households
housed and the number of households left unsheltered, assuming existing resources and
state polices.
5) Address racial disparities among people experiencing homelessness.
Local plans can include additional objectives beyond those included in this guidance that are
connected to reducing homelessness, including objectives that address housing costs, incomes,
behavioral health, and federal/state components to addressing youth and young adult
homelessness which include permanent connections, education and employment, social and
emotional well-being and family reconciliation.
Required Local Plan Objectives and Related Measures of Success
Local plans must cover the five-year period of December 2019 to December 2024.
Local plans are required to describe actions that will be taken to meet the state objectives
identified above.
Each action must include responsible parties, timelines, at least one implementation milestone
scheduled to be completed prior to 2022, and a description of how success will be measured.
Each objective below includes measures of success and related benchmarks that will be
published at the state and county levels and
transparency system.
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Objective 1: Quickly identify and engage all people experiencing homelessness under the
5
state definition, and all unaccompanied youth under any federal definition, through
outreach and coordination between every system that encounters people experiencing
homelessness.
Measure of success:
a) Communities with Street Outreach projects: Increase percentage of exits to
6
positive outcome destinations to the level of the top performing 20 percent of
7
homeless crisis response systems nationwide.
b) Compliance with state and federal Coordinated Entry Data Collection
requirements in order to build and maintain active lists of people experiencing
homelessness and to track the homelessness status, engagements and housing
placements for each household.
Objective 2: Prioritize housing for people with the greatest need.
Measure of success:
a) Compliance with state and federal Coordinated Entry requirements for all projects
8
receiving federal, state and local homeless funds.
9
b) Consider implementation of the Coordinated Entry Core Element
recommendations and the Five Recommendations for
Making Coordinated Entry Work for Youth and Young Adults
c) Successful implementation of prioritization policies for all projects receiving
federal, state and local homeless funds, resulting in prioritized people consistently
housed in a timely manner.
Objective 3: Operate an effective and efficient homeless crisis response system that swiftly
moves people into stable permanent housing.
Measures of success:
System-wide performance:
10
a) Increase percentage of exits to permanent housing to the level of the top
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performing 20 percent of homeless crisis response systems nationwide.
b) Reduce returns to homelessness after exit to permanent housing to less than 10
12
percent.
c) Reduce average length of stay in temporary housing projects to less than 90
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days.
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Objective 4: Project the impact of the fully implemented local plan on the number of
households housed and the number of households left unsheltered, assuming existing
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resources and state polices.
Measure of success:
a) An estimate of people experiencing homelessness that will be housed during 2024
after successful implementation of the local plan using existing resources, and the
count of households left unsheltered at a point in time in 2024, based on credible
data and research; including the data, assumptions, calculations, and related
15
citations necessary for outside parties to review and reproduce the estimate.
Objective 5: Address racial disparities among people experiencing homelessness.
Measure of success:
Completion of an initial analysis using a racial equity tool and data provided by
16
Commerce.
The data and tool will be posted on the Commerce website in April. The goal of this
analysis is to examine disparities in the homeless system and then identify where the
system may be perpetuating inequity. The questions below are a start toward that
examination and counties are encouraged to go beyond simply answering them with the
data and tool and include information on where inequity exists and solutions to address
the disparities.
In terms of race and ethnicity:
1. How does your county compare to other like size counties in the state? Are any
groups over or underrepresented in the homeless population?
2. What does the family data look like compared to all households?
3. In PIT counts, are there significant differences between sheltered and unsheltered
counts?
4. Are there specific local or state conditions that might lead to these differences?
Alternative Measures of Success Implementing Objectives
The state recognizes that measuring the performance of homeless crisis response systems is an
evolving field and welcomes alternatives to the measures or performance targets used by the
state. Local governments are encouraged to include the state measures of success in their local
plans. This may include youth-specific performance measures as defined by the Office of
Homeless Youth (cite document). Local plans can also adopt alternative measures or
performance targets if they meet the following criteria:
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1) Credibly measures success implementing the objective.
2) Can be updated at least annually.
3) Targeted performance level is based on the performance of communities who have
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achieved good results in the context of local conditions.
Recommendations to the State
Local governments have the lead responsibility in Washington State to address homelessness
using dedicated resources and policy making authority. Local plans should strive to optimize the
use of those resources and authority to reduce homelessness.
However, the state strongly encourages local governments to include in their plans
recommendations to the state for changes in state laws, policies and resources that may be
necessary to further reduce homelessness and work toward the goal of ending homelessness as
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defined under federal criteria.
Recommendations of any variety are encouraged. But ideally recommendations are specific;
include an estimate of the impact on homelessness if adopted, and when applicable, include cost
estimates. Commerce is available to assist local governments with producing estimates of the
impacts and costs of recommendations to the state.
Recommendations to the state can include but are not limited to changes regarding:
State homeless housing program contract requirements
State data collection and reporting
Housing First and low barrier approaches
State technical assistance and training
Refinements, additions, or replacements for existing homeless system performance
measures and benchmarks
State behavioral health polices and investments
State land use laws and policies
State affordable housing resources
Local taxing authority
Criminal and civil law and enforcement
Transportation policy
Social services
Supports for people with disabilities
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Requirements are set forth in Revised Code of Washington 43.185C except for the requirement to include
representation from two people with lived experience of homelessness in the task force membership.
2
http://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.160
Џ
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3
http://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.045
4
Home Together: The Federal Strategic Plan to Prevent and End Homelessness:
https://www.usich.gov/resources/uploads/asset_library/Home-Together-Federal-Strategic-Plan-to-Prevent-and-End-
Homelessness.pdf What does ending homelessness mean? Criteria and benchmarks for each subpopulation:
https://www.usich.gov/goals/what-does-ending-homelessness-mean/
5
Objective 1: Guidance on HUD categories of homelessness
6
Objective 1: Positive Outcome from Street Outreach as defined by HUD System Performance Measure 7, Metric
7a.1. A successful exit from Street Outreach includes exits to temporary, some institutional and permanent housing
destination. For destination categories: https://files.hudexchange.info/resources/documents/System-Performance-
Measure-7-Housing-Destination-Summary.pdf
7
Objective 1: The top performing 20 percent of continuums nationally achieved the following street outreach
successful outcomes in 2017: >76%. https://files.hudexchange.info/resources/documents/System-Performance-
Measure-7-Housing-Destination-Summary.pdf
8
Objective 2: http://www.commerce.wa.gov/wp-content/uploads/2018/03/hau-wa-ce-guidelines-1-2018.pdf
9
Objective 2: https://www.hudexchange.info/resources/documents/Coordinated-Entry-Core-Elements.pdf
10
Objective 3: Exits to permanent housing as defined by HUD System Performance Measure 7, Metric 7b.1. This
includes people who exited Emergency Shelter, Safe Haven, Transitional Housing, Rapid Re-Housing, and other
permanent housing type projects to permanent housing destinations. For more details see:
https://files.hudexchange.info/resources/documents/System-Performance-Measures-HMIS-Programming-
Specifications.pdf
11
Objective 3:The top performing 20 percent of continuums nationally achieved the following system-wide exits to
permanent housing in 2017: >59% https://www.hudexchange.info/programs/coc/system-performance-
measures/#data
12
Objective 3: Returns to homelessness as defined by HUD System Performance Measure 2, Metric 2b, percentage
of returns in two years. This includes people whose exit to permanent housing was from Street Outreach, Emergency
Shelter, Safe Haven, Transitional Housing and all permanent housing type projects. For more details see:
https://files.hudexchange.info/resources/documents/System-Performance-Measures-HMIS-Programming-
Specifications.pdf
13
Objective 3: Average length of stay as measured by HUD System Performance length of time homeless, Measure
1a, including people in Emergency Shelter, Safe Haven and Transitional Housing. This m
start, exit and bed night dates strictly as entered into HMIS. For more details see:
https://files.hudexchange.info/resources/documents/System-Performance-Measures-HMIS-Programming-
Specifications.pdf
ЊЍ
Objective 4: Commerce recognizes that projections in any field (i.e., market predictions, weather, etc.) at best
produce rough estimates of the future based on the imperfect information that is available about the current state and
the effect of changes. Methods currently available to estimate future homelessness are simplistic, but research on
homelessness intervention effectiveness and related impact estimation techniques have improved in recent years.
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Commerce is promoting improvements to capacity at the state and local levels to produce good faith and transparent
estimates of the impact of the variety of local strategies being considered, tailored to local priorities. Commerce
aspires to create an environment where people with different perspectives and priorities can more easily develop
robust data-driven proposals for changes in policies and the use of resources. Although estimates are useful to test
the relative impact of different policies and investments, caution is warranted regarding the accuracy of projections.
ЊЎ
Objective 4: Commerce will produce estimates of the impact of local plans as requested based on changes to the
following variables: homeless crisis system performance (exits to permanent housing, returns to homelessness,
length of time homeless), bed capacity, and population and rent levels. Commerce has some existing capacity to
help counties estimate impacts on homelessness related to factors outside of the crisis response system, such as
investments in behavioral health, job skills and homelessness prevention. Alternately, local governments can modify
tools, or build their own
forecasts of local plan impacts.
ЊЏ
Objective 5: The analysis questions are adapted from the HUD CoC Analysis Tool: Race and Ethnicity tool.
ЊА
HUD provides an accounting of the performance of homeless crisis response systems for communities throughout
the nation, that could be a source for alternative performance targets for different community types:
https://www.hudexchange.info/resource/5691/system-performance-measures-data-since-fy-2015/
ЊБ
Communities and states have successfully ended homelessness for veterans, as defined by federal criteria. The
United States Interagency Council on Homelessness has published specific criteria that define success in ending
homelessness for the veterans, families and youth. Additional details can be found here:
https://www.usich.gov/goals/what-does-ending-homelessness-mean
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SpokaneCity/CountyContinuumofCare
5-YearStrategicPlan
toPreventandEndHomelessness
SpokaneCity/CountyContinuumofCare
5-YearStrategicPlantoPreventandEndHomelessness
2020to2025
TableofContents
1.Acronyms............................................................................................................................................................5
2.Introduction........................................................................................................................................................7
2.1.AlignmentwiththeContinuumofCareMission........................................................................................7
2.2.CurrentStateoftheCoCGeographicRegionandHomelessResponse.....................................................7
2.2.1.Governance........................................................................................................................................7
2.2.2.RegionalIntegration...........................................................................................................................7
2.2.3.Partnership.........................................................................................................................................8
2.2.4.ServiceProvision.................................................................................................................................8
2.2.5.Communication..................................................................................................................................8
2.2.6.Encampments.....................................................................................................................................9
2.2.7.BusinessCommunity..........................................................................................................................9
2.2.8.AffordableHousing.............................................................................................................................9
2.2.9.AgingPopulation..............................................................................................................................10
2.2.10.Data-DrivenSolutions...................................................................................................................10
2.3.Objectivesofthe5-YearStrategicPlan....................................................................................................10
2.3.1.ObjectiveOne...................................................................................................................................10
2.3.2.ObjectiveTwo...................................................................................................................................11
2.3.3.ObjectiveThree................................................................................................................................11
2.3.4.ObjectiveFour..................................................................................................................................11
2.3.5.ObjectiveFive...................................................................................................................................11
3.ObjectiveOne:Quicklyidentifyandengagepeopleexperiencinghomelessness...........................................11
3.1.Introduction..............................................................................................................................................11
3.2.MeasuresofSuccessandPerformance....................................................................................................12
3.3.Strategies..................................................................................................................................................13
3.4.CurrentCondition.....................................................................................................................................13
3.4.1.OutreachEfforts...............................................................................................................................13
3.4.2.CommunityCourt.............................................................................................................................14
3.4.3.CoordinatedEntryImprovements....................................................................................................15
3.4.4.EmergencyServices..........................................................................................................................16
Page 2 of 48
3.4.5.Prevention........................................................................................................................................16
3.4.6.Diversion...........................................................................................................................................17
3.5.ActionstoMeettheObjectives................................................................................................................17
4.ObjectiveTwo:Prioritizationofhomelesshousingforpeoplewiththehighestneeds..................................19
4.1.Introduction..............................................................................................................................................19
4.2.MeasuresofSuccessandPerformance....................................................................................................20
4.3.Strategies..................................................................................................................................................20
4.4.CurrentConditions...................................................................................................................................21
4.5.ActionstoMeettheObjectives................................................................................................................21
5.ObjectiveThree:Effectiveandefficienthomelesscrisisresponsehousingandservicesthatswiftlymoves
peopleintostablepermanenthousing....................................................................................................................22
5.1.Introduction..............................................................................................................................................22
5.2.MeasuresofSuccessandPerformance....................................................................................................22
5.3.Strategies..................................................................................................................................................23
5.4.CurrentCondition.....................................................................................................................................23
5.4.1.CoCFundingandRFPCommittee.....................................................................................................23
5.5.ActionstoMeettheObjectives................................................................................................................24
6.ObjectiveFour:Aprojectionoftheimpactofthefullyimplementedlocalplanonthenumberofhouseholds
housedandthenumberofhouseholdsleftunsheltered,assumingexistingresourcesandstatepolicies............26
6.1.Introduction..............................................................................................................................................26
6.2.MeasuresofSuccessandPerformance....................................................................................................27
6.3.Strategies..................................................................................................................................................27
6.4.CurrentConditions...................................................................................................................................27
6.4.1.EmergencyShelter............................................................................................................................28
6.4.2.TransitionalHousing.........................................................................................................................28
6.4.3.RapidRe-Housing.............................................................................................................................28
6.4.4.PermanentSupportiveHousing.......................................................................................................29
6.5.ActionstoMeettheObjectives................................................................................................................29
7.ObjectiveFive:Addressracialdisparitiesamongpeopleexperiencinghomelessness....................................29
7.1.Introduction..............................................................................................................................................29
7.2.MeasuresofSuccessandPerformance....................................................................................................30
7.3.Strategies..................................................................................................................................................31
7.4.CurrentConditions...................................................................................................................................31
7.4.1.ComparisontoLike-SizedCommunities...........................................................................................31
Page 3 of 48
7.5.ActionstoMeettheObjectives................................................................................................................32
8.ReviewProcess.................................................................................................................................................33
8.1.ActionSteps..............................................................................................................................................33
8.2.Timeline....................................................................................................................................................34
8.3.ModificationsandUpdates......................................................................................................................34
9.Attachment1....................................................................................................................................................35
HousingInventoryChart(HIC)..............................................................................................................................35
10.Attachment2................................................................................................................................................38
ObjectiveFourExcelDocument...........................................................................................................................38
11.Attachment3................................................................................................................................................39
PerformanceManagementPlan..........................................................................................................................39
Page 4 of 48
SpokaneCity/CountyContinuumofCare
5-YearStrategicPlantoPreventandEndHomelessness
2020to2025
1.Acronyms
ACIAnchorCommunityInitiative
AHARAnnualHomelessAssessmentReport
ALTSAAgingandLongTermSupportAdministration
APPAnnualPerformancePlan
APRAnnualPerformanceReport
BNLBy-NameList
CACollaborativeApplicant
CAPCorrectiveActionPlan
CDBGCommunityDevelopmentBlockGrantProgram(CPDProgram)
CECoordinatedEntry
CFDACatalogofFederalDomesticAssistance
CFRCodeofFederalRegulations
CHHSCommunity,Housing,andHumanServices(aCityofSpokaneDepartment)
CoCContinuumofCareapproachtoassistancetothehomeless
TheFederalagencyresponsiblefornegotiatingwithagrantrecipientonbehalf
CognizantAgency
ofallfederalagenciestherecipientreceivesfundsfrom
CollaborativeApplicantThepartyresponsibleforapplyingonbehalfoftheregionforCoCfunds
ContinuumofCareFederalprogramstressingpermanentsolutionstohomelessness
ConsolidatedPlan;alocallydevelopedplanforhousingassistanceandurban
ConPlandevelopmentundertheCommunityDevelopmentBlockGrantandotherCPD
programs
CPDCommunityPlanning&Development
DCYFDivisionofChildren,Youth,andFamilies
Federalagencycanexercisejudgmentinselectingtherecipientthrougha
DiscretionaryGrants
competitivegrantprocess
EPLSExcludedPartiesListSystem
ESEmergencyShelter
ESGEmergencyShelterGrants(CPDProgram)
1968act(amendedin1974and1988)providingHUDSecretarywithfair
FairHousingAct
housingenforcementandinvestigationresponsibilities
FCSFoundationalCommunitySupports
FederalFiscalYearBeginsonOctober1andendsonSeptember30ofthenextcalendaryear
FederalRegisterTheofficialjournaloftheFederalGovernment.
FMRFairMarketRate(maximumrentforSection8rentalassistance)
Aformulagrantisatypeofmandatorygrantthatisawardedbasedon
statisticalcriteriaforspecifictypesofwork.Theauthorizinglegislationand
FormulaGrantsregulationsdefinethesestatisticalcriteriaandtheamountoffundstobe
distributed.So,theterm“formula”referstothewaythegrantfundingis
allocatedtorecipients.
FUPFamilyUnificationProgram
GOSHGovernor'sOpportunityforSupportiveHousing(GOSH)Services
Page 5 of 48
Grantee
HousingandCommunityDevelopmentAdvisoryBoardforSpokaneCounty
HCDAC
CSHCD
HEARTHActHomelessEmergencyandRapidTransitiontoHousingAct
HHAAHomelessHousingAssistanceAct
HICHousingInventoryChart
HMISHomelessManagementInformationSystem
HOMEHomeInvestmentPartnerships(CPDprogram)
HOPWAHousingforPeopleLivingwithHIV/AIDs
HUDU.S.DepartmentofHousingandUrbanDevelopment
HUD-VASHHUD-VeteransAffairsSupportiveHousingprogram
Lesbian,Gay,Bisexual,Trans,Queer/Questioning,Intersex,Asexual,More
LGBTQIA+
(sexualities,sexes,andgenders)
Grantsafederalagencyisrequiredtoawardiftherecipientmeetsthe
MandatoryGrants
qualifyingconditions
McKinney-VentoActFederalLegislationprovidingarangeofservicestohomelesspeople
MOUMemorandumofUnderstanding
NAEHNationalAlliancetoEndHomelessness
NOFANoticeofFundingAvailability
OMBOfficeofManagement&Budget
PATHPreventionAssistanceandTemporaryHousing(Homelessprogram)
P&PsPoliciesandProcedures
PHPermanentHousing
PSHPermanentSupportiveHousing
RecipientDirectrecipientoffundsfromFederalAgency
RFPRequestforProposal
RRHRapidRe-housing
S+CShelterPlusCare
SHPSupportiveHousingProgram
SOARSSI/SSDIOutreach,Access,andRecovery
SRCSpokaneResourceCenter:AHUDEnVisionCenter
SROSingleRoomOccupancyProgram
Sub-GranteeAnagencywhoreceivespass-throughfundingtooperateaproject
Sub-RecipientIndirectrecipientofFederalFundsthroughapass-throughagency(Recipient)
TBRATenant-BasedRentalAssistance
THTransitionalHousing
UFAUnifiedFundingAgency
USCUnitedStatesCode
VAVeteransAdministration
VASHVeteransAffairsSupportiveHousing
YABYouthAdvisoryBoard
YouthBuildHUDprogramtopromoteapprenticeshipsforneedyyouthinbuildingtrades
YYAYouth(17andunder)andYoungAdults(18to24-years)
Page 6 of 48
2.Introduction
2.1.AlignmentwiththeContinuumofCareMission
The5-YearStrategicPlantoPreventandEndHomelessness(“5-YearPlan”)isintendedtoalignwiththemission
oftheContinuumofCare(CoC),astheadvisorybodyoftheregion’shomelesscrisisresponsesystem.TheCoC’s
missionistomakehomelessnessrare,brief,andnon-recurringbyfosteringsharedresponsibilityamong
stakeholdersandcoordinatingresourcesessentialtothesuccessoflocalplanstoendhomelessness.
2.2.CurrentStateoftheCoCGeographicRegionandHomelessResponse
ThehomelesscrisisresponsesystemandthewaysinwhichtheCoCBoardandlocalgovernmentsrespondis
impactedbythecurrentcontextonanumberofkeyissues,including:
2.2.1.Governance
ThecurrentCoCgovernancestructurewasimplementedin2017andwasdesignedtoconnecta
varietyofsectorsthatintersectwithhomelessnessinanefforttoprovideaholisticperspectiveto
addresscomplexneedsandleverageavailableresources.
TheCoCBoardiscomprisedofmorethan20representatives,includingpeoplewithlivedhomeless
experience,homelessserviceproviders,publichousing,behavioralhealthandchemical
dependency,workforce,healthcare,lawandjustice,advocates,education,funders,localbusiness,
andregionalgovernment.Theserepresentativesaresystemleaderswhoareabletomakedecisions
thatquicklychangethewayweaddresskeychallengesandberesponsivetochangingneeds.
Therearealsofivestandingcommittees(Executive,PlanningandImplementation,Dataand
Evaluation,FundingandRFP,andDiversion)andfourpopulation-specificsub-committees(Youth,
Families,SingleAdults,andVeterans).Thesecommitteesandsub-committeesconsistoffront-line
staff,peoplewithlivedhomelessexperience,andexpertsthatadvisetheCoCBoardandhelpto
guidethehomelesscrisisresponsesystem.
In2019,theSpokaneCity/CountyContinuumofCarewasawardedUnifiedFundingAgency(UFA)
designation.Thisisaprestigiousdesignation,withonlytencommunitiesinthecountryholdingit,
andisawardedbecauseoftheCollaborativeApplicant’sexpertiseinfinancialmanagement,
monitoringandevaluation,governance,andstrategicleadership.UFAcommunitieshaveincreased
controlovercertainfederalfundingstreams,leadingtobetterabilitytomanageprojectslocallyand
allocatefundstomeetchangingneeds.
2.2.2.RegionalIntegration
TheCoCisaregionalbody,consistingoftwelvecitiesandtowns,alongwithunincorporatedareas
throughoutSpokaneCounty.Assuch,ourCoCcontinuestostriveforregionalsolutionsthatmeet
thespecificneedsofthoseexperiencinghomelessnessineachofthosepartsofthecounty,
includingbothurbanandruralenvironments.Thisincludeslocalgovernmentscomingtogetherto
addressthevaryingneedsofbothruralandurbancommunitiesandtheirresponseto
homelessness.Itiscriticalthatstrategiesaddressgapsandopportunitiesthroughouttheregion.
ThishasincludedhavingrepresentationfromtheCityofSpokane,theCityofSpokaneValley,and
SpokaneCountyontheCoCBoard,aswellaspartneringonsurveys/datacollectionandanalysisto
ensurethegeographicdiversityoftheregionisconsideredinprogramdesignandtostreamline
Page 7 of 48
accesstoservicesforpeoplemostinneed.Furthermore,in2019aregionalgovernancework-group
wasestablishedtofosterthispartnershipandcontinuetoaddressneedsthroughouttheregion.
2.2.3.Partnership
Thereisanextraordinarylevelofcommunitypartnershipsthatspanacrossmunicipalities,service
providers,faithleaders,andcitizens.Therearecurrentlynearlyadozenagenciesfundedby
recommendationsoftheCoCBoardtooperatemorethantwentydifferentprogramstoserve
peopleexperiencinghomelessness,withevenmorepartnersandprogramsintegratedintothe
coordinatedresponsesystem.ThereisincreasedparticipationintheCoCSub-Committeesbyboth
publicandprivatelyfundedagencies,broadeningthelensbywhichweassessthesystem,
contributingdatafromacrosssystemsintotheHomelessManagementInformationSystem(HMIS),
workingtogetheroncomplexandmulti-facetedissuesimpactingthoseexperiencinghomelessness,
andclosingthegaptoensureeffectiveandefficientservicedelivery.Finally,withtheCoC’s
geographiccoveragespanningacrosstheentirecounty,thereisregionalleadershipinvolvingthe
CityofSpokane,theCityofSpokaneValley,andSpokaneCountyinsupportofregionaleffortsto
preventandendhomelessness.
2.2.4.ServiceProvision
Thesystemhasseenanumberofnewprojectscomeonlineinthelastfewyears,aswellasa
significantnumberofnewHMISusersthatcontributedatathataidsinprogramdesignandfunding
allocations.Coordinatedeffortstoaddressneedsofspecializedpopulations(e.g.LGBTQIA+,people
fleeingdomesticviolence,veterans,justice-involved,andyouthandyoungadults)haveledto
improvedservicedeliveryandopportunitiesforpeopletogetengagedwiththesystemandresolve
theirhomelessnessquickly.
Thesystemhasalsoinvestedsignificantlyintrainingopportunitiesforalloftheserviceproviders
withinthehomelesscrisisresponsesystem.Forexample,in2019,thesysteminvestedintraining
approximately50serviceprovidersinDiversionstrategies,withhalfbeingtrainedastrainers,to
moveoursystemtowardsDiversionFirst,anationalbestpracticeinhelpingpeopleself-resolvetheir
homelessness.Sincethen,community-widetrainingshavetakenplace,asmorepartnersstriveto
adoptandintegratethesestrategiesintotheirservicedeliverymodel.
InJuneof2018,theSpokaneResourceCenterwasdesignatedaU.S.DepartmentofHousingand
UrbanDevelopment(HUD)EnVisionCentersite–oneofonly17inthecountry.Thiscameonthe
heelsofayear’sworthofplanninganddesignforanintegratedsocialservicessitethatwouldoffer
wrap-aroundservicestopeopleatriskofbecominghomelessandthatcouldofferprevention
resources.Withtherecognitionthatsingleadulthomelessnessisthefastestgrowinghomeless
populationnationallyandthatpeoplearebecominghomelessforthefirsttimeingreaternumbers
thaninpreviousyears,havingasitededicatedtoaddressingtheseneedsisincreasinglycritical.
2.2.5.Communication
Communicatingthecomplexityofhomelessness,theavailablefundingstreamsandfederaland
statefunderpriorities,andtheCoC’sallocationofresourcesandplanninghasposedchallenges.
Therehasbeenlittlealignmentofmessagingandanover-useofjargon,whichhascausedconfusion
tothosewhoarenotdirectlyinvolvedinthehomelesscrisisresponsesystem.Thishasledtomissed
opportunitiestogetcitizensappropriatelyengaged,mixedmessages,andlackofunderstandingthat
leadstoproductivedialogueandsupport.Thereisaneedtobuildoutajointcommunication
Page 8 of 48
strategyandcommunityengagementplanthatisadoptedbyallpartiesoftheCoCBoardand
fundedpartners,aswellastodevelopanexternal-facingcommunicationsplantohelpcitizens
betterunderstandthesituationsandcircumstancesofourregion’shomelessstrategy.Finally,
regularCoCbriefingstoelectedofficialsonregionalefforts,challenges,progress,andfunding
directedathomelessnesswouldbebeneficial,aswellasprovidingcommunicationoncapital
resourcesinpermanentrentalhousing,emergencyshelter/transitionalhousing,andotherfocused
investmentstomeettheneedsofpeopleexperiencinghomelessnessthroughouttheregion.
2.2.6.Encampments
Overthelasttwoyears,theCityofSpokanehasworkeddiligentlyonaddressingunsheltered
homelessness,asthosenumbersappeartoincreaseandvisibilityofencampmentshasimpacted
citizen’sperceptionsofsafety.Asaresult,theCityofSpokanehasinvestedmoredeeplyinstreet
outreach,aninterventionthathasprovenresultsthroughdirectengagementwithpeopleliving
unsheltered,andinre-engagingacoordinatedoutreachnetworktocaseconferenceandsupport
effortstohelpcomplexcasesandtoensureoutreachprofessionalareabletosupporteffortsto
reachpeopleinneedthroughoutthecounty.
TheCityofSpokanehasalsobegunutilizingadatabaseandanintegratedsystemtobettertrackand
mapencampmentsandimproveopportunitiestosendtargetedservicesupportstothoseareas.
Outreachthenisutilizedtoprovideaservice-richengagementstrategywhenencampmentshaveto
becleanedupinordertotryandgetpeopleintothehomelessservicesystemtopreventthecamps
frombeingre-formed.
Inlightofthelegalcontextforencampmentsinourregion,therehasbeenanincreasedemphasis
oncreatingemergencyshelterandfocusonhowthatcomponentofthesystemisaddressingthe
communityneed.Thishasledtoanemphasisonthefundingofemergencyshelteratpreviously
unprecedentedlevels.
Evenstill,theCoCrecognizesthatshelterdoesnotendhomelessnessandthatdeeperinvestments
inpermanenthousingwillberequiredinordertohavelong-termimpact.Thebalanceispartof
ongoingdiscussionsatalllevelsandwilllikelyremainattheforefrontduringthistransitionphase.
2.2.7.BusinessCommunity
TheCoCBoardhasfocusedonengagingthebusinesscommunityindiscussionsandplanningfora
varietyofstrategiestoaddressamultitudeofcommunityneeds(e.g.partnershipsbetweenbusiness
andserviceagencies,mentorship,trainingforstaffonhomelessness,andemployment/skillstraining
forclients),creatingapositionontheCoCBoardtobeheldbyabusinessrepresentativetoensure
thatlensisconsideredinallconversations,andcontinuingtoprovidetrainingandeducationonthe
homelesscommunitytoallbusinessthatrequestit.
2.2.8.AffordableHousing
Spokanehasspentmultipleyearsinanaffordablehousingcrisis,withhistoricallylowvacancyrates.
Coupledwithagrowinggeneralpopulation,thishascreatedadditionalchallengestohousingpeople
experiencinghomelessness,astheystruggletocompeteforscarcehousingresources.
Withmanypeoplelookingforplacestorent,thosewhoutilizevouchersand/orhavelessincomeor
rentalhistoriesarelesscompetitiveforthefewunitsthatareavailable.Furthermore,increasing
Page 9 of 48
rentsaresignificantlylimitingtheavailabilityofaffordablehousingandhavetheeffectofaddingto
localhomelessness.Itisimportanttocontinuefocusingonaffordablerentalhousinginorderto
preventandendhomelessness.Thisincludessupportingcapitalinvestments–usinglocal,state,and
federalresourcestoaddandpreserveaffordablehousingthroughouttheregion.
ALandlordLiaisonCommitteewasdevelopedtoaddresstheneedsofclientsandtoworkwith
landlordstorenttothosebeingservedthroughhomelessprogramdollars.ThisCommittee,which
hasrepresentativesfromtheSpokaneHousingAuthorityandlocalhomelesshousingproviders,has
organizedpublictrainings,heldmeetings,supportedclientsthroughlandlordnegotiations,and
supportedhousingsearch.ThisCommitteehasbeeneffectiveandcontinuestoimproveits
strategiestoengagelandlordsinwaysthatleadtopeoplegettingsuccessfullyhoused.
Intheunincorporatedareasandtwelvecitiesandtowns,HomelessPreventionhassignificantly
curtailedhomelessnessforfamilieswhowouldotherwisebecomehomelessandeventuallyseek
servicesintheCityofSpokane.Thisresourceiscriticalforthosehouseholds.
Despitechallenges,thehomelesscrisisresponsesystemhascontinuedtohousepeopleat
increasingratesoverthelastthreeyears,utilizinginnovativesolutionsandworkingonimproved
landlordengagementstrategies.
2.2.9.AgingPopulation
ThefastestgrowingdemographicinourregionistheMedicare-agepopulation.Thismeansashiftin
thetypesofservicesthatmaybenecessarytoaddresstargetedneeds,aswellasconnectionsto
resourcesthatpreviouslyhavenotbeenutilized.
2.2.10.Data-DrivenSolutions
AsmoreprojectscontributedatatotheHMIS,thedepthandscopeofknowledgecontinuesto
increase.Thislocaldata,alongsidebestpracticeresearchfromaroundthecountry,hasledtothe
designofdata-drivenprograms.
TheCityofSpokanehasmovedtowardsperformance-basedfundinginitsmostrecentfive-year
fundingcycleforstateandlocalfunds.Aspartofthis,theCityofSpokanereleasedaPerformance
ManagementPlanthatwasapprovedbytheCoCBoard.ThePerformanceManagementPlansets
1
bothminimumperformancestandardsandperformancetargetsforallhomelessserviceprojects.
Asoutlinedintheplan,quarterlyperformancereportswillbesharedwiththeCoCBoardandwillbe
postedontheCityofSpokane’swebsite.Fundingdecisionswillbemade,inpart,basedon
performanceachievedbyprojectsonanannualbasis,ensuringthatthecommunityisinvestingin
interventionsthataremeetingorexceedingoutcomesforoursystem.
2.3.Objectivesofthe5-YearStrategicPlan
TheplanfollowsguidancefromtheWashingtonStateDepartmentofCommerce,inassociationwithHUDand
theSpokaneCity/CountyContinuumofCareBoardandSub-Committees.
2.3.1.ObjectiveOne:Quicklyidentifyandengagepeopleexperiencinghomelessness.
1
SeeAttachment3.
Page 10 of 48
2.3.2.ObjectiveTwo:Prioritizationofhomelesshousingforpeoplewiththehighestneeds.
2.3.3.ObjectiveThree:Effectiveandefficienthomelesscrisisresponsehousingandservicesthat
swiftlymovespeopleintostablepermanenthousing.
2.3.4.ObjectiveFour:Aprojectionoftheimpactofthefullyimplementedlocalplanonthenumberof
householdshousedandthenumberofhouseholdsleftunsheltered,assumingexistingresourcesand
statepolices.
2.3.5.ObjectiveFive:Addressracialdisparitiesamongpeopleexperiencinghomelessness.
3.ObjectiveOne:Quicklyidentifyandengagepeopleexperiencinghomelessness
3.1.Introduction
Sinceitsinception,theSpokaneCity/CountyContinuumofCare(CoC)hasmademajorsystem-widechangesto
betteraddresshomelessness.OneofthesignatureachievementswasdevelopingaCoordinatedEntry(CE)
systemwithseparateanddistinctcomponentsdesignedtobetterservehomelessfamiliesandsingleindividuals.
SpokanewasanearlyadopteroftheCEsystem.Implementedin2012,CEutilizesHomelessManagement
InformationSystem(HMIS)tofacilitatetheidentificationofindividualslivinginhomelessnessbylinkingthemto
theresourcesnecessarytosupportmovementtopermanenthousing.TheCEsystemgainednational
recognitionbytheNationalAlliancetoEndHomelessness(NAEH)forutilizingHousingFirstprinciples,expanding
accesstosatellitesites,andcomprehensivelyassessingandprioritizingfamiliesbyvulnerabilityandseverityof
needs.InSpokaneCounty,CEbeganwithonecoordinatedaccesspointthatincludedreferralsforsingleadults
(includingchronicallyhomelessandveterans),householdswithminorchildren,andyouth.
Afterthreeyearsofassessmentandrevisiontoensureeffectiveness,theCoCbeganreplicatingthisbestpractice
modeltoestablishaCEsystemforhouseholdswithchildren(“families”).Thismeanttwocoordinatedaccess
pointswereoperational:oneforsingleadultsandoneforfamilies.EachCEsystemcomponentoffersintake,
assessment,referrals,housingplacementanddiversion,andsupportiveservicesallunderoneroof.Satellite
sitesthroughoutthecountycreatea“nowrongdoor”approachtothiscentralizedandintegratedone-stopcrisis
responsesystemthatexpediteslinkagetohousingandsupports.
In2016,theCEsystemadoptedaninnovativehomelessdiversionprogram,enablingtheCoCtodivert,
streamline,andimproveassessmentprocesses.Thissystemhasresultedinshorterwaitinglists,eliminationof
barrierstohousingplacement,andmaximaluseofresources.
Althoughthereisnotcurrentlyaseparateaccesssystemforyouth,Spokanehasmadegreatstridesinlearning
whatneedswouldhavetobeaddressedforaneffectiveYouthCEsysteminourcommunitytocatertothe
uniqueneedsofthispopulation.Inthemeantime,youthenterthrougheitherthesinglesorfamiliessystem,
dependingonfamilystatusandage,bothofwhichhaveadoptedchangestobetterserveyouth.Thesechanges
include,butarenotlimitedto:youth-specificwalk-inhourstocreatesafer,morewelcomingenvironmentsand
theintroductionofsatellitesitesforyouthtobeassessedinlocationstheyalreadyfrequent(e.g.
unaccompaniedyouthshelteranddrop-incenters).
Page 11 of 48
ManyContinuumsofCarearoundthecountryarejustbeginningtoimplementtheirfirstCoordinatedEntry
system,ashavingoneimplementedinahomelessservicesystemonlyjustbecamearequirementfromHUDin
2
January2018.However,becauseCEhasbeenawell-establishedsystemwithinourcommunityforthepastsix
years,ourCoCwasintheuniquepositiontobeabletoevaluateandimproveoursystembasedofffeedbackand
performancemeasurestakenfromwithinourowncommunity,ratherthanbroadertheoreticaldata,andhas
beenworkingtirelesslytodososince.
A“By-NameList”(BNL)isareal-timelistofallpeopleinagivensubpopulationexperiencinghomelessness.By-
namelistsareaknownbestpracticeforhomelessservicesystemsbecausetheyareabletocontainarobustset
ofdatapointsthatcoordinateaccessandserviceprioritizationatahouseholdlevel,allowforeasiercase
conferencing,areacollectivetoolofownershipandresponsibilityamongdifferingagencies,andallow
stakeholderstounderstandthehomelesssysteminflowandoutflowatasystemslevel.Notonlydoesthistool
allowforatriageofservicesandsystemperformanceevaluationonamicrolevel,butitallowsforadvocacyfor
policychangesandadditionalfundingforresourcesnecessarytoendhomelessnessonasystemslevel.
InSpokane,theVeteranBNL,knownasthe“VeteranMasterList”,wasdevelopedin2016.TheVeteranMaster
ListiscurrentlyaHMIStool,whichreflectseveryveteraninourcommunityidentifiedasbeinginahomeless
circumstance,theirhomelessstatus,andwheretheyarebeingserved.Thetoolcollectsdataprovidedby
veteransandcentralizesitinasingleelectronicform,regardlessofwheretheveteranfirstinterfacedwiththe
homelesssystem.Amongmanyotherdatapoints,thetooltracksoffersofhousingthataremadeandtheresults
ofthosereferralsforeachveteranonthelist.TheVeteranMasterListhelpsdeterminewhatinterventionsare
orarenotworkingandwhichveteransinourcommunityaregoingtoneedadditionalresourcesandeffortto
house.Thetoolhasdirectlycontributedtoareducedlengthoftimehomelessforveteransduetotheabilityof
outreachteamsandcaseworkerstomorequicklyidentifywhoisaveteranandexperiencinghomelessnessin
ourcommunity.Thefasterweareabletoprovidehousingand/orsuitableinterventions,thecheaperandmore
effectiveoursystembecomes.
DuetothesuccessoftheVeteranMasterList,theAnchorCommunityInitiative(ACI)CoreTeamhasbeen
partneringwiththeCityofSpokane’sCommunity,Housing,andHumanServices(CHHS)Departmentandthe
SpokaneYouthAdvisoryBoard(YAB)tohelpwiththedevelopmentofaYouthBy-NameListsinceMarch2019.
TheCoreTeam,whichismadeupofindividualswhorepresentvarioushomelessyouthproviders,aswellas
representativesfromthepublicschoolsystem,juvenilejustice,coordinatedentryandbehavioralhealth
treatment,isbuildingtheYouthBy-NameListinaccordancewiththebestpracticeCommunitySolution’sBuiltto
Zeroframework.Thehopeisthatthisprojectwillbecompletedbytheendof2019andcontinuetohelpmake
theyouthhomelessservicesysteminSpokanemoreeffectiveandefficient.
3.2.MeasuresofSuccessandPerformance
1.Compliancewithstateandfederalcoordinatedentryrequirementsforallprojectsreceivingfederal,
3
stateandlocalhomelessfunds.ConsiderimplementationoftheCEcoreelementrecommendations.
2.CompliancewithstateandfederalCEdatacollectionrequirementsinordertobuildandmaintainactive
listsofpeopleexperiencinghomelessness,andtotrackthehomelessstatus,engagementsandhousing
placementsofeachhousehold.
2
http://www.commerce.wa.gov/wp-content/uploads/2018/03/hau-wa-ce-guidelines-1-2018.pdf
3
StartingJanuary2018HUDmandatedhousingprogramsfundedbystateandfederalgrantsmustparticipateincoordinatedentry,mandatedthateach
systemdesignatealeadagencyandthatparticipatingprogramsmustfillprogramopeningsexclusivelythroughthesystem,eliminatingallsidedoors.
ThereareadditionalguidelinesonproceduresandpoliciesoutlinedbytheDepartmentofCommerce;http://www.commerce.wa.gov/wp-
content/uploads/2018/03/hau-wa-ce-guidelines-1-2018.pdf.
Page 12 of 48
3.ForcommunitiesinStreetOutreachprojects:Increasethepercentageofexitstopositiveoutcome
destinationstothelevelofthetop20%ofhomelesscrisisresponsesystemsnationwide.
3.3.Strategies
1.Useoutreachandcoordinationbetweeneverysystemthatencounterspeopleexperiencing
homelessnesstoquicklyidentifyandengagepeopleexperiencinghomelessnessintoservicesthatresult
inahousingsolution.
2.Applyforadditionalfundingsourcestoaidtheoutreachandengagementprocess.
3.Continuetoleveragecurrentstreetoutreachprogramsand/orpartnerwithagencies’outreachefforts
thatquicklyidentifyandengagepeopleexperiencinghomelessness.
4.Identifyandimplementstafftrainingssuchasdiversion,progressiveengagement,motivational
interviewing,traumainformedcare,etc.
3.4.CurrentCondition
3.4.1.OutreachEfforts
4
ThePerformanceManagementPlan,whichwasdesignedinlinewithexpectationsfromHUD
andtheDepartmentofCommerceandapprovedbytheCoCBoard,setoutminimum
performancestandardsandsystemperformancetargetsforstreetoutreachprojects.When
released,thegoalsetbytheCoCBoardwasthattheminimumperformancestandards,the
applicableoneherebeing65%successfulexitsfromstreetoutreachprojects,wouldbemetby
projectswithintwoyears.Additionally,projectsareexpectedtomeetsystemperformance
targets,or80%successfulexitsfromstreetoutreachprojects,withinfiveyearsorby2025.
WhilethePerformanceManagementPlanisnewlyestablished,Spokane’shomelesscrisis
responsesystemiswellonitswaytoachievingthesegoalswith68.2%successfulexitsfrom
streetoutreachprojectswellbeforethattwoyeargoal.
In2018,theCityofSpokanewasabletoleveragefundinginordertoincreaseoutreacheffortsin
SpokaneCountythroughapartnershipwithSpokaneNeighborhoodActionPartners(SNAP)and
FrontierBehavioralHealth(FBH).Withthisfunding,streetoutreachamplifiedfromtwopart-
timeemployeestofourfull-timededicatedoutreachstaffwhofocusontheadultpopulation.
HomelessOutreachteamshelpindividualslivinginhomelessnessaccessservicestomeettheir
basicsurvivalneedsandworkwithcommunitypartnerstopromotetransitiontopermanent
housing.TheOutreachstaffmeetindividualswheretheyarebygoingtopopulatedareasand
buildingrapportbyofferingakindsmile,supplies(suchassocksorpersonalhygieneproducts),
andsnacksuntilindividualsarereadyandabletoseeksafershelter.Thegoalistoidentifyand
engageunshelteredhouseholdswhoarenotconnectedwithexistingservicesandconnectthem
toappropriatehousingresources,supportingthemuntilanappropriatehandoffofservicesis
available.
ThroughtheAnchorCommunityInitiative(ACI),theCityofSpokane,inconjunctionwith
VolunteersofAmericaofEasternWashingtonandNorthernIdaho(VOA),hasbeenabletofund
anewoutreachprogramsotherearetwonewhousingnavigatorswhowillbeworkingwith
unaccompaniedstudentsexperiencinghomelessnessinconcertwiththeMcKinneyVento
Liaisonsinthesixschooldistrictsinthecountymostdramaticallyimpactedmyunaccompanied
4
SeeAttachment3.
Page 13 of 48
youthhomelessness.“HousingNavigators”walkalongsideyouththroughouttheirpathtostable
housingbyofferingcoordinatedentryassessment;diversion;assistanceinlocatingandapplying
foridentificationandotherdocumentationneededforhousingplacement;transportationor
accompanimenttopotentialhousingoptionsandnecessaryappointments;andcase
managementtomaintainengagement,supportindependence,andconnecttoneededservices
suchaslegalassistance,employment,education,non-cashbenefits,mentalhealth,and
chemicaldependencyservices.
InadditiontotheoutreachorganizationsfundedbytheCityofSpokane,therearenumerous
additionaloutreacheffortswithinSpokaneCountythatarefundedthroughothermeans.For
example,YouthREACHisaprojectofVOAthatemployees2.5full-timeemployeestoprovide
peeroutreach,accesstoshelterservices,referrals,andothernecessarysupportstoat-risk
youthandyoungadultsstrugglingonthestreetsandinotherunsafelocationsinSpokane
County.YouthREACHutilizesanoutreachteamcomprisedofyoungpeoplepartneredwith
adultstoprovideoutreach,andacasemanagerknowledgeableofarearesourcesandservices,
andskilledatengagementandmotivationwiththetargetpopulation.Theprimaryfunctionof
theoutreachteamsistoengageyouth,establishtrustandbuildrelationshipsthatwilllead
youthtocasemanagementservices;connectingthemtofinancial,housing,employment,
education,healthcare,andlegalservicesthatwillmeettheirneedsandcreatesuccessfulfuture
outcomes.InadditiontoYouthREACH,VOAisintheprocessofforminganin-reachteamthat
willbetakingyouthandyoungadultreferralsfromothersystemsthatworkwithhomelessor
at-riskyouth,suchasbehavioralhealthproviders,schoolsandthejuvenilejusticesystem.
Utilizingbothin-reachandoutreach,VOAwillbeenabledtomakecontactwithawidevarietyof
youthandyoungadultsinordertoassisttheminnavigatingthesystem,whichwillgreatly
improveaccessibility.Additionally,CatholicCharitiesofEasternWashington(CCEW)hasan
OpioidUseDisorderPeerSupportProgramthatprovidesoutreach,aswellasspecialized
assistancetoindividualsengagingintreatmentservices.And,finally,thereisspecialized
SupportiveServicesforVeteranFamilies(SSVF)outreachstaffwhotargetinterventionsfor
veterans.
Inadditiontoincreasingoutreachfundinginrecentyears,theSpokaneCity/CountyCoChas
reinvigoratedtheOutreachHuddle,whichseekstojointheareaoutreachworkers,agencystaff,
localbehavioralhealthstaff,andthecriminaljusticesystemtounitedlycaseconference
chronicallyhomelessand/orotherhighbarrierclients.Caseconferencingisanationally
recognizedbestpracticemodelthatourcommunityhassoughttoimplementacross
populations.Thesemeetingsoccureverytwoweeksandareachanceforstafftodiscussmore
challengingcasesinordertocreateacareplanwherethedifferentserviceprovidersareableto
takeaunifiedfrontandaddressindividualneedsinaholisticandtargetedway.Anarrayof
representativesserviceprovidersrangingfromthemedicalandbehavioralhealthcommunity,to
lawenforcementandfirepersonnel,andCommunityCourtlegalstaffconversedirectlywiththe
outreachworkersinordertocreateaunifiedfrontandaddressindividualneedsinaholisticand
targetedway.
3.4.2.CommunityCourt
Startedin2013,CommunityCourtisatherapeuticcourtstemmingoutsidetheSpokane
MunicipalCourtwhichseekstoreduceandeffectivelyaddressqualityoflifeoffensesinthe
downtowncorridor,suchas:TrespassandSitandLiecharges.ThefoundationofCommunity
Courtisacollaborationofcourtandsocialserviceprofessionals,dedicatedtohelping
Page 14 of 48
participantsreachpracticalandtargetedsolutions.Ratherthanemphasizingpunishment,
problem-solvingcourtsfocusonparticipantaccountabilitythroughgraduatedsanctionsand
5
incentivesinordertoencouragepositivechanges.CommunityCourtisan“atwill”justice
alternativethatcoordinatestheresolutionofcriminalcaseswithemploymentandotherlife
skillseducation,aswellasanymentalhealthoraddictiontreatmentplandeemednecessaryby
socialserviceandrestorativejusticeproviders.WhileanindividualisparticipatingintheCourt,
HomelessOutreachteamsbuildrapportwithparticipantstoassistthemstayingengagedinthe
processbyattendingtheirappointmentsandcourtdates.Ifatanytimeaparticipantnolonger
wishestoopt-intotheircourtorderedplan,theymayterminatetheirrelationshipwiththe
courtandreturntheircasetotheMunicipalCourtdockets.
CommunityCourtoffersanarrayofsocialservices,including:behavioralhealthservices,case
management,housingassistance,educationandjobtraining,accesstohealthcare,assistance
withinsurance,aswellassocialsecurityanddisabilityassistanceapplications,identifying
documentationretrieval,crimevictimadvocacy,andmore.Criminalchargesarenotrequiredto
accesstheseservices.
Sixyearsafteritsinception,CommunityCourtdatareleasedbyresearchersfromWashington
StateUniversityfoundthatparticipantsintheprogramhadlowerrecidivismratesthan
6
equivalentindividualsinSpokaneMunicipalCourtwhodidnotgothroughit.Only20percentof
theCommunityCourtparticipantswerechargedwithanotheroffensewithinsixmonthsof
completingtheprogram,comparedto32percentofthecomparisonsamples.Similarly,within
12monthsofcompletingtheprogram,30percentofCommunityCourtparticipants
accumulatedanothercharge,comparedto46percentoftheothersamplegroups.
Thereportalsonotedthaton-siteserviceswereutilizedbybothCommunityCourtparticipants
andwalk-inclientsatveryhighrates.Roughly90percentofparticipantsreceivedahousing
referral,while41percentofwalk-inclientsaccessedservicesfromthestateDepartmentof
7
SocialandHealthServicesand50percentpursuedemploymentservices.
3.4.3.CoordinatedEntryImprovements
WiththerecentevaluationoftheCoC’scoordinatedentrysystem,oneoftheprioritiesthathas
beenestablishedisthedevelopmentofacoordinatedentrysystemthatspecificallymeetsthe
needsoftheyouthandyoungadulthomelesspopulation.Thissystemwouldbeinformed
entirelybytheexpertiseandcapacityofallyouth-servingprovidersandorganizationswithinthe
communityandbelocatedinayouth-friendlyvenue,ensuringthattheentireexperienceis
appropriateandwelcomingfortheagedemographic.Whilecreatingayouth-specific
coordinatedentrysystemisthegoal,inordertomakethissystemarealitytheCoCwouldneed
seedfundingforitscreationandmaintenance.TheCityofSpokane’sCHHSDepartmentwill
continuetoapplyforstateandfederalgrantsthatbecomeavailablethatcanbeusedinthis
manner;however,inthemeantime,thereareotherstrategiesthattheCoCistakingtoensure
5
Hamilton,ZacharyK.,Ph.D.,MiaA.Holbrook,Ph.D.,AlexKigerl,Ph.D.“CityofSpokaneMunicipalCommunityCourt:ProcessandOutcomeEvaluation”
WashingtonStateInstituteforCriminalJustice.August2019.
6
Hamilton,ZacharyK.,Ph.D.,MiaA.Holbrook,Ph.D.,AlexKigerl,Ph.D.“CityofSpokaneMunicipalCommunityCourt:ProcessandOutcomeEvaluation”
WashingtonStateInstituteforCriminalJustice.August2019.
7
Hamilton,ZacharyK.,Ph.D.,MiaA.Holbrook,Ph.D.,AlexKigerl,Ph.D.“CityofSpokaneMunicipalCommunityCourt:ProcessandOutcomeEvaluation”
WashingtonStateInstituteforCriminalJustice.August2019.
Page 15 of 48
thatyouthandyoungadultsarebeingledtothebestoutcomes.Thesestrategiesinclude:
creatingHousingNavigatorpositionsforyouthandyoungadultsthataidindividualsinapplying
forandobtainingpermanenthousing;theutilizationofbestpracticetheoriesforyouthcase
management(i.e.criticaltransitioncoaching);andtheemploymentofdiversionstrategiesthat
aretailoredtotheneedsoftheagedemographic.
3.4.4.EmergencyServices
SpokaneCountyoffersnumerousemergencyhotlines.EasternWashington211isafreeand
confidentialserviceviaaneasyaccessphonenumberwhichindividualscancallortextto
8
receiveinformationabouthealthandhumanservicesfromatrainedReferralSpecialist.211
canprovideinformationaboutfoodsubsidyapplications,homelesshousingpre-screenings,
healthandwellnesssupport,utility/energyassistance,veteranservices,legalresources,disaster
andcrisissupport,transportation,freetaxpreparation,andveterinarianservices.However,ifan
individualhasadistinctissuethattheyneedhelpwith,thereareotherspecializedhotlinesfor
assistance.TheYWCAoffersa24-hourdomesticviolencehelplinewhereanadvocatelocatedat
theirsafeshelterispreparedtohelptodiscussoptions,safetyplans,andothercommunity
9
resources.LutheranCommunityServicesoffersa24-hourcrisislineforsurvivorsofsexual
assaulttoseekoutinformationabouttheiroptionsintermsofmedicalcare,healingandlegal
services.Additionally,FrontierBehavioralHealthoffersamentalhealthorsubstanceuse
conditiondisorderhotlinecalledthe24HourRegionalCrisisLine,whichgivesassessmentsto
thoseincrisiswhosehealthand/orsafetyareincrisis.
SpokaneFireDepartmenthaspartneredwithFBHtocreateaBehavioralResponseUnitthat
respondsexclusivelytomentalhealthcalls.Theprogramstaffsoneparamedicwhoispaired
withalicensedmentalhealthcounselor.Onceithasbeenestablishedthatthereisabehavioral
healthcase,thementalhealthcounselorandparamedicapproachtheindividualtotrytotalk
andfindwhattheirneedsareandthebestwaystosupportthemthroughtheircrisis.Spokane
PoliceDepartmenthasasimilarprogramcalledtheCommunityDiversionUnitwhichalsopairs
withmentalhealthprofessionalstorespondtoindividualsinthecommunityexperiencinga
mentalhealthcrisis,aimingtodivertindividualsawayfromjailsandhospitalsandconnectthem
totheservicesandresourcestheymayneed.
3.4.5.Prevention
In2019,theSpokaneResourceCenter:aHUDEnVisionCenter,openeditsdoorsasameansto
helpwithpeople’shousing,cultural,financial,legal,pre-employment,healthresources,aswell
asbasicneedsbeforetheybecomehomelessasaformofdiversion.Over15areaproviders
workinaone-stopmodeltoprovideawiderangeofnecessaryresourcestokeepthosealready
inhousinghousedbyprovidingthemwithdesiredandneededwraparoundservices.Programs
servingat-riskpopulations,includingrecentlyincarceratedindividualsandSupplemental
NutritionAssistanceProgramrecipients,aredesignedtoidentifyandmitigatebarriersand
connectindividualstoemploymentandtrainingservicesinordertostabilizetheirincomeand
resultinlongtermself-sufficiency.
8
https://fbhwa.org/programs/additional-support-services/eastern-washington-211-ew211
9
https://ywcaspokane.org/programs/help-with-domestic-violence/24-hour-helpline-faqs/
Page 16 of 48
CCEWhastheHomelessStudentStabilizationProgramwheretheyworkinconjunctionwith
PrioritySpokane,SpokaneRegionalHealthDistrict(SRHD)andBuildingChangetoplaces
communityhealthworkersinlocalelementaryschools.Familiesofstudentsareabletomeet
one-on-onewithatrusted,compassionateprofessionalwhocanguidethemoutofcrisisand
intostabilitytohelppreventchildtraumafromhomelessnessandincreasethechancethat
studentswillgraduatehighschool.
3.4.6.Diversion
Diversionisahousingfirst,person-centered,andstrengths-basedapproachtohelphouseholds
identifythechoicesandsolutionstoendtheirhomelessexperiencewithlimitedinteractionwith
thehomelesscrisisresponsesystem.Itassistshouseholdstoquicklysecurepermanentor
temporaryhousingbyencouragingcreativeandcost-effectivesolutionsthatmeettheirunique
needs.Itisashort-terminterventionfocusedonidentifyingimmediate,safehousing
arrangements,oftenutilizingconflictresolutionandmediationskillstoreconnectpeopleto
theirsupportsystems.Diversionoffersflexibleservicesthatmaybecoupledwithminimal
financialassistancewhenneeded.Thisuniqueapproachengageshouseholdsearlyintheir
housingcrisis.Astaffmembertrainedinthetechniquesofdiversioninitiatesanexploratory
conversationtobrainstormpracticalsolutionsforhouseholdstoresolvetheirhomelessness
quicklyandsafely.Staffhelphouseholdsseebeyondtheircurrentcrisisbyencouragingthemto
generatecreativeideasandidentifyrealisticoptionsforsafehousingbasedontheirown
availableresourcesratherthanthoseofthecrisisresponsesystem.
In2019,theCoCcommittedtoaDiversion-FirstModel.Assuch,theCityofSpokaneandits
partnersinvestedintrainingbytheCenterforDialogueandResolution,basedoutofTacoma,
Washington,inDiversionstrategies.Fiftyfront-lineserviceprovidersweretrained,withnearlya
dozenbecomingtrainersinDiversionandcommittingtocontinuetrainingstafffromacrossthe
system.
3.5.ActionstoMeettheObjectives
ActionActivityResponsiblePartyTimeline
3.5.1.DevelopaprojectDeterminefeasibilitySub-Committees2020
planforBNLintheCoCSub-Committee
HMISbycollaboratewiththe
subpopulationHMISTeamfor
development
PresenttoCoCBoardfor
approvalofproject
3.5.1a.VeteranBNLContinuetomanagelistVeteranLeadershipCOMPLETED
Committee
3.5.1b.YouthBNLDevelopmentofBNLYouthSub-Committee,ACI2019
reportinHMISusingCoreTeam
VeteranBNLframework
Establishpoliciesand
procedurestoformalize
coordinationbetween
homelesssystem,public
schools,DCYF,Spokane
Page 17 of 48
CountyJuvenileCourt
Services,Regional
BehavioralHealth
Providers
3.5.2.IncreaseCommunityCEaccessmarketingplanSub-Committees,CoCOngoing
EducationImproveCEaccessandBoard,Collaborative
responseApplicant
Increaseeducationand
trainingonhomelessness
tocommunityandother
systems(e.g.education,
criminaljustice,
behavioralhealth,etc.)
Annualtraining
opportunitieson:data,
diversionstrategies,
homelessprevention,
systemaccessandCE,
myths/facts,trauma-
informedcare,racial
equity
Requireagenciesto
attendcommunity-wide
trainingsandkeep
traininglogsfor
employee’sengagement
efforts
3.5.3.ImproveaccessandAssesssatellitesitesandCEProvidersOngoing
accessibilitytoCEtheneedforanychanges
(e.g.needforincreased
rurallocations)
Ensureongoingtraining
forsatellitesites
Determineifthereare
gapswherepeopleare
accessingservicesandif
thereisfurtherneedfor
additionalsites
3.5.4.ImplementationofaRequireagenciestoDiversionSub-CommitteeJune2020
DiversionFirstmodelattendsystem-wide
diversiontraining
Developdiversion
guidancefor“front-door”
projectsutilizinga
diversionstrategy
Developmechanismto
measureeffectivenessof
Page 18 of 48
thediversionstrategyin
“front-door”projects
3.5.5.DevelopaCEAssessinternalandCEProviders,Sub-2020
marketingstrategyexternalmarketingCommittees,CoCBoard,
needs,includinggapsinCollaborativeApplicant
peopleawarenessofCE
Developguidancefor
homelesscrisisresponse
systempartnersonhow
totalkaboutCE,
includingconsistent
language2021
Implementmarketing
strategy
3.5.6.ImprovestreetContinuetoapplyforStreetOutreachProviders,June2020
outreacheffortsfundingforoutreachCollaborativeApplicant
supplies(e.g.socks,
snacks,busstops),
document-readyprocess,
andincreasedstaff
capacity
Integrateoutreachinto
othercomplimentary
organizationswithinthe
community
Ensureincreasedinput
fromoutreachproviders
toinformdecisions
Increasecoordination
betweenoutreach
providersandCityof
Spokanedepartments
3.5.7.CreateaYouthCEContinuetoincreaseYouthSub-Committee,2021
SystemaccessibilityforyouthCollaborativeApplicant,
ContinuetoapplyforCoCBoard
fundingforyouth
projects
4.ObjectiveTwo:Prioritizationofhomelesshousingforpeoplewiththehighest
needs
4.1.Introduction
CoordinatedAssessmentreferstotheContinuum-wideefforttoassessthevulnerabilityofhomelesshouseholds
throughCEandconnectthemtotheappropriatehousingresource(s)baseduponlevelofneedasquantified
duringtheirAssessment.Theimplementationofcoordinatedassessmentisnowarequirementofreceivingboth
Page 19 of 48
CoCfundsfromHUDandstatehomelessservicefundsfromtheWAStateDepartmentofCommerce,andis
consideredanationalbestpractice.
Coordinatedentryassessmentsareusedinordertoprioritizethemostvulnerablehomelesshouseholdsand
connectthemtotheappropriatelevelofhousingandsupport.AsthehomelessservicesystemofSpokane
continuestodevelopandstrengthen,systemchangesarefocusedonwhatworksbestforhomelesshouseholds
andrapidexitstopermanenthousingsolutions.On-goingevaluationprocessesinclude:collectingfeedback
fromhouseholdsexperiencinghomelessnessthatareseekingassistancethroughthecoordinatedassessment
systems,aswellas,collaborationbetweenCitystaffandhomelessserviceproviderstodiscusssystem
improvements.Informationgatheredthroughthecoordinatedentryprocessisusedtoguidehomeless
assistanceplanningandsystemchangeeffortsinthecommunity.
TheSpokaneCity/CountyCoCacknowledgesthatnotwohomelessexperiencesarethesameandthat
circumstancesandsituationsareunique;therefore,needtargetedresponses.Thehomelesspopulationismade
upofnumeroussubpopulations,whichisindicativethatinordertoeffectivelycatertotheuniqueneedsof
each,differentsetsofprioritiesshouldbeestablished.Therefore,CoCsub-committeeshavebeenextensively
discussingandreorganizingCEprioritizationmeasuresofeachpopulation.
Alongwiththereorganizationofprioritizationmeasures,theCoCcontinuestoreviewtheHousingInventory
10
Count(HIC)toensurethatthesystemhasanadequatehousinginventorytomeettheneedsofour
community’smostvulnerable.
4.2.MeasuresofSuccessandPerformance
1.CompliancewithstateandfederalCoordinatedEntryrequirementsforallprojectsreceivingfederal,
stateandlocalhomelessfunds.
2.ConsiderimplementationoftheCoordinatedEntryCoreElementrecommendationsandtheOfficeof
HomelessYouth's"FiverecommendationsformakingCoordinatedEntryworkforyouthandyoung
11
adults.”
3.Successfulimplementationofprioritizationpoliciesforallprojectsreceivingfederal,stateandlocal
homelessfunds,resultinginprioritizedpeopleconsistentlybeinghousedinatimelymanner.
4.Prioritizeunshelteredhomelesshouseholdsandincreasepercentservedofunshelteredhomeless
12
householdsby5%ormaintaincompliancelevel.
5.Averagelengthofstayinnight-by-nightemergencyshelter(target30days)andexittopermanent
13
housingfromnight-by-nightshelter(target50%).
4.3.Strategies
1.ImproveCaseConferencingmechanismsinordertoeffectivelymeettheneedofourmostvulnerable.
2.HaveCoCSub-Committeesreevaluatevulnerabilitypriorityfactorsbysubpopulationandcontinuously
re-evaluateforusebyCoordinatedEntrySystem.
10
SeeAttachmentOne
11
https://deptofcommerce.app.box.com/s/s1cabcfobjev039u3qfl8r4f8cb0380f
12
DepartmentofCommerceCHGGrantsections2.1.1,8.4.2and8.4.4
13
Singlesareourmostpopularsubpopulationpopulatingnight-by-nightemergencyshelters.Oneofthebiggestindicatorsforvulnerabilitythatweusefor
adultsinglesinourcoordinatedentrysystemislengthofhomelessness.Ifourlengthofdaysinemergencyshelterweretodecrease,thenthiswouldbea
majorindicatorthatourmostvulnerablearebeingeffectivelyserved.
Page 20 of 48
4.4.CurrentConditions
OursystemhasbeenworkingonanevaluationofCEincludingprioritizationbysubpopulation,including
characteristicsthatindicatevulnerability.CEhasadoptedmarkersforvulnerabilitytohelpdetermine
prioritizationforhousing,whilealsoallowingHMIStopulldatainordertodetermineifprioritizedpeopleare
14
consistentlybeinghousedinatimelymannerinaccordancewiththePerformanceManagementPlan.
4.5.ActionstoMeettheObjectives
ActionActivityResponsiblePartyTimeline
4.5.1.CreateuniversalCEEvaluatecurrentP&PsbyCEProviders,CoCBoardJune2020
policiesandCEsystemandadjust
procedures(P&Ps)tobasedon
beadoptedbytherecommendationsforthe
CoCsystem
Evaluateandrestructure
CEifnecessarytocreate
aregionalapproach
ImplementCEP&Psand
MOUforpartner
agencies,as
recommendedbyCE
providersandapproved
bytheCoCBoard
4.5.2.CoordinatedEntryPlanandhostanCEProvidersJune2020
Symposiumeducationopportunity
foragenciestoshare
theirprograms
Requirementtocontinue
asasatellitesiteforCE
4.5.3.ImplementSub-CommitteesevaluateSub-Committees,CoCOngoing
prioritizationP&PsforvulnerabilitiestobeBoard,Collaborative
allsub-populationsprioritizedbypopulationApplicant
basedoffcommunity
needs
CEworkgroupto
recommendprioritization
policies
CoCBoardapprovalof
policies
Continuetoreevaluate
processesinprioritization
ongoing
14
Appendix3.
Page 21 of 48
5.ObjectiveThree:Effectiveandefficienthomelesscrisisresponsehousingand
servicesthatswiftlymovespeopleintostablepermanenthousing
5.1.Introduction
Spokane’shomelessserviceresponsesystemhighlightstheimportanceofnotonlyhousingindividualsina
permanentsolution,butenablingthemtoremaininhousingevenafterservicesterminate.Inordertomeetthe
growingneedsofourcommunity,itisvitaltocontinuetoincreaseaccesstostableandaffordablehousingby
expandingthesupplyofaffordablerentalunits,utilizinghousingsubsidies,increasingservice-enriched
permanenthousingforindividualswithhighbarriers,andclearingapathwayfromhousingprogramsto
affordableindependenthousing.
Withinthelargersystemofhousingservices,itisvitalthathousingprogramswithinthecommunitycontinueto
beenabledtoconnectparticipantstoexistinganddevelopingresources,whichmaketheirexperiencemore
thanjustaplacetostay,rathertrulygivingparticipantstheskillsandresourcestoassisttheminstayinghoused.
Thegoalistoengageourparticipantsintothegreatercommunityinordertocreateandidentifyopportunities
forpersonalgrowthanddevelopment;obtainingexperienceswhichwillallowthemtoutilizeadifferentsetof
skillsleadingtoagreaterchanceforself-sufficiencyandindependentliving.
Asacommunity,wemuststrategize,design,andimplementanoverarchingbest-practicemove-onstrategyto
beadapteduniversallyacrossourCoCandsystem.“Moving-On”isnotjustastrategybutasystemframework
thatrecognizesthatPermanentSupportiveHousing(PSH)isnotnecessarilytheendpointforpeoplecurrently
residinginhousingprograms.AMoving-OnstrategyisusedforclientsinPSHwhomaynolongerneedorwant
theintensiveservicesofferedtothemwhileintheprogram,butcontinuetoneedassistancetomaintaintheir
housing.HUDrecognizesthathelpingthesehouseholdsmove-ontoanenvironmentwherethereisnoton-site
accesstoat-willintensiveservicesisanimportantstrategythatcanbebeneficialtotheparticipantsand
communitiesworkingtoendhomelessnessbecauseitnotonlyenablesparticipantstobeinalessfacility-like
environment,butitisalsoacost-effectivestrategyforcommunities.Additionally,thisstrategythensetsfreea
PSHbedforanothervulnerableindividualinthecommunitytousewhomaywishtouseandneedtheintensive
servicesmorethanthepreviousparticipant.Aligninghigh-serviceorientedhousingprogramswithmainstream,
lessservice-intensivehousingassistanceprogramsprovidesmoreoptionsforhouseholdsexperiencing
homelessness,andcreatesflowinacommunity’shomelessresponsesystem.
Moving-Onshouldsupportchoice;therefore,inlinewiththisdevelopment,thereneedstobeaprocessfor
collaborativelyidentifyingwithaclientwhentheyarereadytomove-onindependently.
5.2.MeasuresofSuccessandPerformance
1.Increasepercentageofexitstopermanenthousingtothelevelofthetopperforming20percentof
1516
homelesscrisisresponsesystemsnationwide(59%orgreater).
2.Reducereturnstohomelessnessafterexittopermanenthousingtolessthan10percentwithin2
17
years.
15
AsdefinedbyHUDSystemPerformanceMeasure7,Metric7b.1.Includespeoplewhoexitedemergencyshelter,transitionalhousing,rapidrehousing,or
otherpermanenthousingtypeprojectstopermanenthousingdestinations,suchasPSHandRRH.
16
Lengthoftimeinshelters:Forunder18-year-oldhomelessyouth,thereareveryfewoptionsforpermanenthousingifayoungpersoncannotgohome.
PerHUD,fostercareisnotconsideredpermanent.Thisisanissuethatisbeingdiscussedatthestatelevel,especiallyfortheolderyouth(16and17-year-
olds),whocannotgohomeorintofostercare.
17
AsdefinedbyHUDSystemPerformanceMeasure2,Metric2b.
Page 22 of 48
18
3.Reduceaveragelengthoftimehomelesstothoseservedtolessthan90days.
5.3.Strategies
1.Maximizeresourcestohousepeople,especiallywherefundsexistfortargetedsubpopulations(e.g.
variousfundssuchasVASH,HOPWA,SSVF,localgrants,OfficeofHomelessYouth,localorganizations).
2.Improvedataqualitytominimizeerrorresponsestohousingdestinationthatimpact"exitsto
permanenthousing"andimprovesconfidenceinthedatameasuringthisoutcome.
3.CoordinatedEntrycollaborateswithallshelterstoensureprogramparticipantsarereferredto
coordinatedentryandhaveaccesstothehousingsystematlarge.
4.EnsurethatDiversion-Firststrategiesareimplementedatallaccesspointsofthehomelesscrisis
responsesystemtoensurethatpeopleareabletoenterandmovethroughtostablepermanent
housing.
5.4.CurrentCondition
InadditiontotheDepartmentofCommerce’sperformancemeasuresthatarelistedunderthe“Measuresof
19
SuccessandPerformance”inSection5.2,in2019theCoCadoptedaperformancemanagementplanthat
evaluatedbaselinedata,createdminimumperformancestandardsandsystemperformancetargetsforfive
yearsoffunding,andwasdesignedtohelpachievetheobjectivesoftheFiveYearPlan.Currently,47%oftotal
participantsexittopermanenthousingoptions,19%ofparticipantsreturntohomelessnessafterexitto
20
permanenthousingwithintwoyears,andtheaveragelengthoftotaltimehomelessis157days.Whilethereis
stillampleprogresstobemadeinordertoachievethebenchmarkscreatedthroughthesetwoavenues,
Spokaneistakingstridesinthecorrectdirectioninordertoachievethesegoals.
Overthelast24months,SpokaneCityandCountyHomelessServiceshasfinancedapproximately$22million
intohousingandsupportiveservicesthroughfederal,stateandlocalgrantsanddollars.Asofthe2019Housing
InventoryCount,SpokaneCountywashometo16emergencyshelterprojects,17THprojects,22RRHprojects,
21
6OPHprojects,and14PSHprojects.
5.4.1.CoCFundingandRFPCommittee
TheCoCFundingandRFPCommitteeoverseestheRequestforProposal(RFP)process;including
coordinatingCoCprogramfundingawardswithotherfundingpartners.TheCommitteereviews
projectandsystemperformancedatafromthepastawardyearandmakesrecommendationsto
theCollaborativeApplicantregardingmonitoringplansandfundingallocationsand/or
reallocations.Additionally,theCoCFundingandRFPCommitteeisresponsibleforreviewingand
updatingthePerformanceManagementPlanonanannualbasis,includingworkingwiththe
CollaborativeApplicanttosetminimumperformancestandardsandsystemperformance
targets,inordertoestablishasystemperformanceimprovementstrategyfortheCoC.Indoing
so,HUD’sprojectperformanceobjectivesandsystemperformancemeasures,Commerce’s
systemperformanceexpectations,andSpokaneCity/Countyprojects’combinedperformance
onthoseobjectiveswereconsideredindeterminingwheretosetminimumstandardsand
systemtargetsfortheCoC’sprojectportfolio.
18
AsdefinedbyHUDSystemPerformanceMeasure1,Metric1a.IncludespeopleinEmergencyshelter,SafeHavenandTransitionalHousing.Datacomes
fromlookingstrictlyatentersandexitsenteredintoHMIS.
19
SeeAttachment3
20
https://public.tableau.com/profile/comhau#!/vizhome/WashingtonStateHomelessSystemPerformanceCountyReportCardsSFY2018/ReportCard
21
https://static.spokanecity.org/documents/chhs/hmis/reports/2018-spokane-coc-housing-inventory-count.pdf.
Page 23 of 48
5.5.ActionstoMeettheObjectives
ActionActivityResponsiblePartyTimeline
5.5.1.Createasystem-wideAssesssystemreadinessCollaborativeApplicant,
move-onstrategyformove-onstrategySub-Committees,CoC
ConvenePSHprovidersBoardJanuary2019
alreadyutilizingan
agency-specificmove-on
strategy
Receiveagencyfeedback
onsystem-wide
strategies
SolicitCoCBoardJune2020
approval
5.5.2.Implementsystem-System-widemove-onCollaborativeApplicant,July2020
widemove-onstrategytrainingSub-Committees,CoC
strategyAgencytrainingBoard
Developmove-on
strategyguidance
Developmechanismto
measureeffectivenessof
themove-onstrategy
CoCBoardapprovalof
policies
5.5.3.Achievehigh-RequireandmonitorCollaborativeApplicant,June2024
performingagencytraininglogsforSub-Committees,CoC
communityemployees(e.g.systemBoard
performancesetoutdataquality,trauma-
inthePerformanceinformedcare,
22
ManagementPlanprogressiveengagement,
forallprojecttypescasemanagement,
motivational
interviewing,follow-up,
racialequity,LGBTQIA+)
ReviewHICdataregularly
toensureadequate
interventionstockfor
eachsubpopulation,and
increaseasnecessaryto
supportgrowingneed
andgaps(e.g.PSHset
asideforyoungadults,
etc.)
ContinuetoprioritizePH
fornewprojectmodels
22
SeeAttachment3
Page 24 of 48
Identifyandapplyfor
morefundingtocontinue
togrowinventoryof
availablehousingand
supportiveservicesas
needed
Increaseuseofdedicated
subsidies(e.g.Housing
ChoiceandVASH
Vouchers)
Monitordataforlength
oftimebetweenendof
supportiveservicespost-
moveoutandreturn
backintosystem
Standardizeaftercare
servicesbasedoffalocal
bestpractice
Ongoingdiversion
trainingand
implementation
Increaseincome
potentialofthose
receivingservices
throughstronger
partnershipswith
employmentagencies,
careerdevelopment
agencies(e.g.the
AmericaJobCenter,
WorkSourceSpokane,
andNextGeneration
Zone),childcareservices,
transportation
availability,etc.
Increasemarketing
strategyoftheSpokane
ResourceCenter:AHUD
EnVisionCenter,whichis
tobeutilizedasa
Diversionmechanism
Improveaccessto
mainstreambenefits(e.g.
SOAR,DSHS,TANF,ABD,
VABenefits,etc.)
Identifynewstrategiesto
developaffordable
housingforall
Page 25 of 48
subpopulationsthrough
communityforumsand
businesspartnerships
Determineifthereare
gapswherepeopleare
accessingservicesandif
thereareneedfor
DiversionSpecialistsin
anygivenareas
FinalizeLandlord
EngagementStrategyto
strengthenengagement
withLandlordstoaccess
availablehousingunits
Determinetheneedfor
andifsofundadditional
dedicatedLandlord
liaisonpositionstoassist
withlandlord
relationships.
Improvedataqualityto
minimizeerrorresponses
andincreasereliability
(e.g.HMIS,etc.)
5.5.4.DevelopaCoCSub-EnsureparticipationofCoCBoard,Sub-July2020
CommitteeforPeoplepeoplewithlivedCommittees
WithLivedExperienceexperienceon
population-specificsub-
committees
Engagepeoplewithlived
experiencetodevelop
theirownsub-committee
oftheCoCBoard
Determineavailable
fundstocompensate
peoplewithlived
experiencefor
participationintheCoC
6.ObjectiveFour:Aprojectionoftheimpactofthefullyimplementedlocalplanon
thenumberofhouseholdshousedandthenumberofhouseholdsleft
unsheltered,assumingexistingresourcesandstatepolicies
6.1.Introduction
TheDepartmentofCommerceandtheSpokaneCity/CountyCoCrecognizethattheoreticalformulasproduce
imperfectinformationasthestateofournationandthegrowingpopulation,aswellastherealestatemarket,
Page 26 of 48
23
cannotbeperfectlyprojected.Inpreparationforthisnextobjective,theDepartmentofCommercereleaseda
24
toolthatwhenenteredwithourcurrenthousinginventoryandhomelesspopulationwouldproducegoodfaith
andtransparentestimatesoftheimpactofthevarietyoflocalstrategiesbeingconsidered,tailoredtolocal
priorities.Thoughthenumbersarenotmeanttobeinterpretedliterally,thistoolhasenabledtheCityof
Spokane’sCHHSDepartment,theCollaborativeApplicant,toexplorehowfutureplansforcreatingmoreunits
withindifferentinterventionswouldaffectthesystem.
Additionally,thetoolcalculatesannualfundingandincreasesprojectedtobeneededduetoinflationandrent-
drivenincrease.Thisknowledge,thoughnotexact,willhelptheCHHSDepartmentprepareinadvancefor
additionalneededfundingstreams.
6.2.MeasuresofSuccessandPerformance
1.Alocalplanthatincludesanestimateofpeopleexperiencinghomelessnessthatwillbehousedduring
2025aftersuccessfulimplementationofthelocalplanusingexistingresources,andthecountof
householdsleftunshelteredatapointintimein2025,basedoncredibledataandresearch;including
thedata,assumptions,calculations,andrelatedcitationsnecessaryforoutsidepartiestoreviewand
reproducetheestimate.
6.3.Strategies
25
1.UsetheDepartmentofCommerceModelingTooltoassistinthe2025Point-in-Timeprediction.
2.EnterintotheSystemPerformanceTargetsadoptedbytheCoCintothetool.Thesetargetswere
adoptedin2019fortheCHHSDepartment’sfive-yearfundingcycle,aswellasthe5-YearPlan,andare
tobemetby2025.
3.Usedatafromavarietyofsystemsourcestoprojectanestimateofhousingsourcesthatarecurrently
projectedtojointheSpokanehomelesssystem.
4.UsethedatatoidentifyhousingsolutionsthatwillassisttheCoCinplanningforthefuturefinancial
expenditures,systemimpactandstrategicinvestment.
6.4.CurrentConditions
Inthe2019Point-in-Timecount,1,309individualslivinginhomelessnessweredocumented,315ofthembeing
unsheltered.Overthelastdecade,SpokaneCountyhasseena46%increaseinhomelessnessamongsingle
adults,atrendthatmirrorsnationaldata.Atthesametime,theCityhaslookedforwaystoimproveoutreachto
thoselivingunsheltered,inordertodeterminegapsinservicestomeettailoredneeds,overcomebarriers,and
supportopportunitiestoconnectpeopletotheappropriateinterventionstogetthemoffthestreetandensure
theirhomelessnessisrare,brief,andnon-reoccurring.
SpokaneCountyhasrecentlyexperiencedeconomicgrowthandhasseensimilarincreasesinthecostofhousing
andconsistentlylowvacancyrates.Low-incomeandhomelesshouseholdsfacemanybarrierstohousingina
highlycompetitiverentalmarket.Toincreasetherateofpermanentplacementfromshelter,TH,andRRH,the
CoChasincreaseditsinvestmentinlandlordincentivestrategies,facilitatedgreatercoordinationbetween
landlordliaisons,andsupportedlegislativeactionstodecreasebarriersforhomelesshouseholds.Additionally,
someexistingresourceswerereallocatedtoproviderentalassistanceprogramsmoreopportunitiesto
incentivizelandlordstorenttohomelesshouseholdsandmitigateperceivedriskofrentingtothem.Inorderto
23
http://www.commerce.wa.gov/wp-content/uploads/2013/01/hau-ofah-local-plan-guidance-12-10-2018.pdf
24
SeeAttachment1
25
https://www.commerce.wa.gov/serving-communities/homelessness/state-strategic-plan-annual-report-and-audits/
Page 27 of 48
meetthegrowingneedandimprovesystemoutcomes,theCoCcontinuestolooktowardsaddingadditional
housingunitsacrossinterventiontypes,aswellasincreasingprojectperformancemeasures,particularlyin
percentagesofsuccessfulandpermanentexitsfromtheinterventions.
6.4.1.EmergencyShelter
Emergencyorlow-barriersheltersplayanimportantroleinacrisisresponsesystem,providing
bedsonafirstcome,firstservedbasis,toanypersonexperiencinghomelessness.TheCity-
fundedemergencysheltersystemisHousing-Firstandincludeshousing-focusedservicesby
populationtype.Combinedwithotherpublicandprivatefundedshelters,thecurrent
emergencysheltersystemofferstargetedsheltersforsingleadults(householdswithout
children),families,andminoryouth.In2019,therehasbeenanincreasedfocusonoffering
“targeted-capacityshelters”,withservicestailoredtomeetthespecificneedsofsub-
populationsinordertorapidlymoveclientsfromshelterintopermanenthousing.Thisincludes
offeringmorediverseshelterspaces,toincludebothnight-by-nightandcontinuousstay
shelters.Overthenextfiveyears,thereisanintentiontobringnewsheltersonlineforkey
populationsthathavechallengesaccessingtheexistingsheltersystemorwhoareparticularly
vulnerable(e.g.LGBTQIA+,youngadults,couples,andseniors).Thereiscontinuedneedfor
regionalsolutionsforemergencyshelter,includingastrategicallylocatedspacethatcouldmeet
theholisticneedsofthosethroughouttheregion.
6.4.2.TransitionalHousing
Transitionalhousing(TH)referstoasupportive–yettemporary–typeofaccommodationthat
ismeanttobridgethegapfromhomelessnesstopermanenthousingbyofferingstructure,
supervision,supports,lifeskills,andinsomecases,educationandtraining.Inpastyears,funding
availabilityforTHhasdeclinednationally,andSpokaneCountyhasbeenimpactedbythese
reductions.However,theCoCcontinuestopursuetailoredhousingresourcesforthe
populationsforwhichTHisconsideredabestpractice(e.g.youthandyoungadults,veterans,
andsurvivorsofdomesticviolence).Servicemodelsvarybypopulation,butincludemaster
leasedunitsandtheopportunityforprojectparticipantsto“transitioninplace”,thereby
reducingimpactontheindividualandallowingthemtomovefromtheTHprojectinto
permanenthousingwithouthavingtomove.Innovativesolutions,includingsharedhousingfor
youngpeopleandjointTH-RRHinterventions,arebeingbroughtonline.Continuingtoexpand
thesecreativesolutionsiscriticalforcreatingdiversityinhousinginventoryandforsupporting
individualizedneeds.TheCoCwouldliketocontinuemonitoringdataandexpandthis
interventionaccordingly.
6.4.3.RapidRe-Housing
Rapidre-housing(RRH)providesshort-termrentalassistanceandservices,withthegoalof
helpingpeopleobtainhousingquickly,increaseself-sufficiency,andstayhoused.Itisoffered
withoutpreconditions(e.g.employment,income,absenceofcriminalrecord,orsobriety)and
theresourcesandservicesprovidedaretypicallytailoredtotheneedsoftheperson.TheCoCis
dedicatedtocontinuetotailordifferentRRHprogramstomeetuniqueneedsofsubpopulations,
continuingtorefinemodelsofRRHtomeettheindividualizedneedsofthepopulations.
Currently,RRHprovidersemployaprogressiveengagementmodeltoprovideabetterservice
intensitytomeetdifferentneeds.Progressiveengagementisthepracticeofhelpinghouseholds
endtheirhomelessnessasrapidlyaspossible,despitebarriers,withminimalfinancialand
Page 28 of 48
26
supportresources.Moresupportsareappliedtothosehouseholdswhocontinuetostruggleto
stabilize.Progressiveengagementacknowledgesindividualizationandthefactthat
homelessnessisacomplexstruggle;therefore,whenaparticipantshowsthattheyareinneed
ofmorehelp,itcanbeprovidedtomeettheirneeds.Ontheotherhand,byavoidingmore
assistancethanisrequiredtoendhomelessnessandpreventanimmediatereturntothestreets
orshelter,programscanhelpmorepeople,closehousingplacementgaps,andreducethetime
peopleremainhomeless.TheCoChasutilizedRRHasacriticalinterventionwithsignificant
success.Continuingtomovethisforward–throughstandardRRH,TH-RRHjointprojects,and
other–willbeimportantoverthenextfiveyears.
6.4.4.PermanentSupportiveHousing
PermanentSupportiveHousing(PSH)continuestobeapriorityfortheregion.Thecurrent
systemoperatesbothfacility-basedandscattered-sitePSHprojectsand,forthelastfewyears,
newPSHprojectshavecomeonlinetoimproveaccesstotheseservice-intensivesupport
interventionsforchronicallyhomelessadults.Atthesametime,existingprojectshavebegunto
utilizeFCSandGOSH(spellout–I’mnotawarethatthishasbeendefined.Ialsosuggestadding
ittotheacronymslistatthebeginning)toenhancethelevelandqualityofsupportiveservices
forPSHinterventions,whichalsoenhancetheuseoflimitedfederalresources.Whilepoint-in-
timecountdataindicatesareductioninchronicallyhomelessthroughoutSpokaneCounty,the
CoCisfocusingonensuringPSHavailabilityforspecificsub-populationswhomaybenefitfrom
improvedaccessandaccessibilityofthisinventory.Forexample,therecurrentlyisnotaset-
asideofPSHunitsforyouthoryoungadults,andcurrentprioritizationpolicymeansthis
demographicoftenstrugglestobeprioritizedforexistingunits.Asaresult,focusedattention
andareviewofCEpoliciesandproceduresisunderwaybytheCoCtoensuretheneedismet.
Furthermore,theCoCandtheVeteran’sAdministrationaredeepeningtheirpartnershipto
improveaccesstoVASHvouchersforveterans.
6.5.ActionstoMeettheObjectives
ActionActivityResponsiblePartyTimeline
6.5.1.ProjectionofUsetheDepartmentofCollaborativeApplicantCOMPLETED
UnshelteredCommerceToolforthis
IndividualsLivinginCalculation
Homelessnessin2024
6.5.2.UpdateAnnuallywithUsetheDepartmentofCollaborativeApplicantOngoing
HousingInventoryCommerceToolforthis
InfluxCalculation
7.ObjectiveFive:Addressracialdisparitiesamongpeopleexperiencing
homelessness
7.1.Introduction
Therearesignificantracialdisparitiesamongthehomelesspopulationinourcommunitythatmustbe
addressed.Acknowledgingthatracialandethnicdisparitiespersistandresultindisproportionateimpactsfor
26
https://www.ncceh.org/media/files/files/27e2a2d9/7b-progressive-engagement-as-a-system-approach-k-moshier-mcdivitt.pdf
Page 29 of 48
peopleofcolor,immigrantandtherefugeecommunitiesinanumberofsocialdeterminantsofwell-beingisa
foundationalcomponentofworkingtowardsracialequityinourcommunity.
Becauselocalgovernmentshaveauniqueresponsibilitytoallresidents,theseracialinequitiescanandmustbe
addressed.Thepublicsectormustbeforthepublicgood;currentracialinequitiesaredestructive.Welook
furtherthanindividualdiscriminationoractsofbigotry,andexaminethesystemsinwhichwealllive.Wemust
honestlyinvestigatehowourlongstandingsystems,policies,andpractices,unintentionallyornot,havecreated
andcontinuetomaintainracialinequityandwemustchangethem.RacialEquityActionPlanscanputatheory
ofchangeintoactiontoachieveacollectivevisionofequalopportunity.Thegoalisinstitutionalandstructural
change,whichrequiresresourcesandwilltoimplement:time,skills,andeffort.Itrequireslocalgovernments’
drivetochangeourpolicies,thewaywedobusiness,ourhabits,andcultures.
Ourtheoryofchangerequiresnormalizingconversationsaboutrace,andmakingsurewehaveashared
understandingofcommonlyhelddefinitionsofimplicitbiasandinstitutionalandstructuralracism.Normalizing
andprioritizingoureffortscreatesgreaterurgencyandallowschangetotakeplacemoreexpeditiously.We
mustalsooperationalizeracialequity,integratingitintoourroutinedecision-makingprocesses,oftenviauseof
aRacialEquityTool,anddevelopingandimplementatingmeasurableactions.Operationalizingavisionforracial
equitymeansapplicationofnewtoolsfordecision-making,measurement,andaccountability.Wealsoorganize,
bothinsideourinstitutionsandinpartnershipwithothers,toeffectchangetogether.Organizinginvolves
buildingstaffandorganizationalcapacitythroughtrainingfornewskillsandcompetencieswhilealsobuilding
internalinfrastructuretoadvanceracialequity.
RacialEquityPlansarebothaprocessandaproduct.Asuccessfulprocesswillbuildupcapacityandknowledge
whichcanbevaluableduringimplementation.Theprocessphasecanalsoservetofamiliarizegovernment
officials,staffandcitizenswiththejurisdiction’sdisparities,racialequityvisionanditstheoryforchange.To
reachthe5-YearPlan’sgoalsforObjection5,theCoCwillemployaseriesofstrategiestorespondtoemerging
communityneedsandservicegaps,makestrategicinvestmentsinnonprofitagenciesandemployarangeof
socialchangestrategies;however,firstathoroughassessmentoftheseneedsmustbedoneandthehomeless
servicesystemmustcollectivelyformulateapracticalstrategythatwillbeuniversallyimplementedthroughout
theContinuumofCareandhomelessservicesystem.
Thehopeistoidentifypotentialareasforpartnershipwithotherhumanservice,government,advocacy
organizationsandotherstakeholderstoeliminateracialandethnicdisparities.Thisdatamaybeusedbythe
regionalgovernment,CoC,policyadvocates,andcommunity-basedorganizationsinordertoraiseracial
awareness,holdthesystemaccountablebydocumentingunresolvedissues,andmostimportantly,adviseon
practicalapproachestoaddressingtheverifiedconcerns.Additionally,thoughtheprocessisinitiatingasaracial
equitystrategy,thesystemandprocessputintoplacecanactasacatalystforchangeandbeusedtoaddress
otherinequitiesfacedbymembersofthepopulationcausedbyLGBTQIA+identity,age,disability,family
structure,andmore.
7.2.MeasuresofSuccessandPerformance
1.CompletionofaninitialanalysisutilizingaracialequitytoolandthedataprovidedbytheDepartmentof
Commerce.
2.DesignaRacialEquityStrategythatisimplementedacrosstheCoCandthebroaderhomelesscrisis
responsesystem.
3.Improveaccessibilityandoutcomesforallpeopleexperiencinghomelessness.
Page 30 of 48
7.3.Strategies
1.Workincollaborationwithlocalgovernment,communityandagencystakeholderstogather
quantitativeandqualitativedatathatfurtherexplainsthecurrentstateofracialinequityinSpokane
County’shomelessservicesystem.
2.Developamonitoringandevaluationtool,andadaptitasaCoCsystemforongoinglearning.
7.4.CurrentConditions
Accordingtothe2019Point-in-TimeCount(PIT),27%ofthehomelesspopulationidentifiesasapersonofcolor,
27
whichisanevidentracialdisparitywhenamere11%oftheSpokaneCountypopulationidentifiesasso.One
ofthestrikingdisproportionalitiesmeasuredwasamongtheAfricanAmericanorBlackpopulationwho,
accordingtotheU.S.Census,makeup2%ofthoselivinginSpokaneCountyand1%ofthefamilieswithchildren.
Accordingto2019PITdata,AfricanAmericanorBlackindividualsmakeup9%ofsingleslivinginhomelessness,
and6.3%oftheoverallunsheltered,aswellas15%ofthehomelessfamilieswithchildren.Thisrepresentationis
28
morethanquadrupledinhomelessnessthaninthegeneralpopulation—thisisasignificantracialdisparity.
AnotherexamplefallswithintheNativeAmericanpopulation.AccordingtotheU.S.Census,1.8%ofthoseliving
inSpokaneCountyareNativeAmericanorAmericanIndian.Accordingto2019PITdata,NativeAmericansmake
up8%ofsingleslivinginhomelessness,10.5%oftheoverallunshelteredpopulation,and9%ofthehomeless
familieswithchildren.
Whilethisdataisveryisolated,theresultswereconcerningandthepatternsseenamongracedatarequire
deeperresearchinordertomitigateanyinequitythatmaybebeingexperiencedwithinthecurrenthomeless
systeminSpokaneCounty.TheSpokaneCity/CountyCoCisdedicatedtoprovidingtrainingsandsupportforthe
entireContinuumofCareonracialequity,biasandsensitivity.Additionally,theCityofSpokane’sCHHS
Departmentisplanningonthoroughlyevaluatingthehomelessservicesystem,andresearchingand
implementingbestpracticeinterventionstomitigateanyfindings.
29
7.4.1.ComparisontoLike-SizedCommunities
SpokaneCountycanbecomparedtosimilarcommunities.Mostspecifically,withinWashington
State,arePierceandSnohomishCounties,andneighboringBoise,Idaho.
AccordingtotheU.S.Census,PierceCountyhasademographicmake-upof75%whiteand25%
personsofcolor,namely:7%Black,1%NativeAmerican,7%Asian/PacificIslander,andthe
remainderbeingmultiracial.TheCoCAnalysisTool,whichdrawson2017PITdataandthe
AmericanCommunitySurveydatatofacilitateanalysisofracialdisparities,reportsthatinPierce
County56%ofthoseexperiencinghomelessnessidentifyaswhite,while43%identifyasa
personofcolor;thedemographicbreakdownbeing:18%Black,3%NativeAmerican,8%
Asian/PacificIslander,and14%multiracial.
SnohomishCountyismadeupof79%ofindividualswhoidentifyaswhite,and21%aspersons
ofcolor.Morebrokendown,thepopulationis3%Black,1%NativeAmerican,10%Pacific
27
Inthiscontext,peopleofcolorencompassesBlackorAfricanAmerican,AmericanIndianandAlaskaNative,NativeHawaiianorOtherPacificIslander
AsianorMulti-Racial;https://static.spokanecity.org/documents/ending-homelessness/everybody-counts/2019-everybody-counts-campaign-presentation-
2019-04-18.pdf
28
https://static.spokanecity.org/documents/ending-homelessness/everybody-counts/2019-everybody-counts-campaign-presentation-2019-04-18.pdf
29
https://www.hudexchange.info/resource/5787/coc-analysis-tool-race-and-ethnicity/
Page 31 of 48
Islanderand7%multiracial.Outofthoseexperiencinghomelessness,75%identifyaswhite,10%
asBlack,4%asNativeAmerican,3%asAsian/PacificIslanderand8%asmultiracial.
Lastly,accordingtotheU.S.Census,Boise,Idahohasapopulationmadeupof91%White,1%
Black,1%NativeAmerican,3%Asian/PacificIslander,and4%multiracial.Ofthoseexperiencing
homelessness,accordingtothe2017PITdata,88%identifyaswhite,6%asBlack,2%Native
American,1%Asian/PacificIslanderand3%multiracial.
7.5.ActionstoMeettheObjectives
ActionActivityResponsiblePartyTimeline
7.5.1EvaluateinitialdataViewandevaluatedataCollaborativeApplicantCOMPLETED
utilizingDepartmentfromthetoolasasystem
ofCommerce’sRacialtobegintoformulate
EquityToolplansthatwillminimize
andeventuallyeliminate
disparities
7.5.2DevelopaprojectConducttheoreticalCollaborativeApplicant,COMPLETED
planforin-depthacademicresearchCoCSubCommittees,CoC
racialequityresearch(researchstudies,Board
inthehomelesscomparableinitiatives
systemfromsimilar
communities)andform
draftpreliminary
researchmethodology
Connectwithculturally-COMPLETED
specificorganizations,
advocatesandresourcesDec2019
toformpartnerships
GotoSub-Committees
forinputandfeedback
Methodologyfor
researchpresentedto
andapprovedbyCoC
Board
7.5.3PerformresearchandCollectquantitativeandCollaborativeApplicant,June2020
informationgatheringqualitativedatafromallCoCSub-Committees
phaseofthesubpopulations(e.g.
approvedfamilies,singles,
methodologysheltered/unsheltered,
youth,andveterans)
Researchracialbias
withinCoordinated
Assessment’sVI-SPDAT
andpossibleimplications
forlocalwork
Page 32 of 48
Includefeedbackfrom
peoplelivingin
homelessness,agency
front-linestaffand
administrators,etc.
Evaluaterepresentation
ofracialminoritieswithin
thehomelessresponse
system(e.g.service
providers,CoCBoard,
etc.)
Assessmenttoconsider
additionalneededHMIS
datafields(e.g.language)
7.5.4AnalyzedataCollect,compile,CollaborativeApplicant,Dec2020
organize,andevaluateCoCSub-Committees
7.5.5DevelopinterventionResearchfundingoptionsCollaborativeApplicant,June2021
strategiesResearchbestpracticeCoCSubCommittees,CoC
Developsystem-wideBoard
trainingprogram(e.g.
equitytrainingforCoC
Board,providers,
landlords,etc.)
Trainserviceproviderson
interventions
Institutechangesas
approvedbytheCoC
Board
7.5.6MeasureongoingDevelop/adaptaCollaborativeApplicant,June2022
evaluationandmonitoringtoolCoCSubCommittees,CoC
learningEvaluateeffectivenessofBoardOngoing
racialequity
interventions
Institutechangesas
approvedbytheCoC
Board
8.ReviewProcess
Onanannualbasis,theCoCBoardisentrustedtoreviewthe5-YearPlantoevaluateprogresstowardsstated
goals.Simultaneously,theCoCCommitteesandSub-Committeesshouldusethisplantoguidetheirworkplans
onanongoingbasis.
8.1.ActionSteps
1.ReviewoftheObjectives,includingtheActionStepstoMeettheObjectives,todetermineifobjectives
havebeenmetand/orareontracktomeettimelines
2.MobilizerelevantResponsiblePartiestoaddressshortfallsand/oropportunities
Page 33 of 48
3.Proposemodificationsorupdates,asneeded,toaddressObjectives
4.SeekCoCBoardapproval
5.TrainfundedandCoCpartnersonanychangesmadetothe5-YearPlan
8.2.Timeline
Inthelastquarterofeachyearduringthelifespanofthis5-YearPlan,theCoCBoardoritsdelegateCommittee
(e.g.PlanningandImplementationCommittee)willreviewtheplaninaccordancewiththeReviewProcess.
8.3.ModificationsandUpdates
AllmodificationsandupdatestothisplanneedtobeapprovedbytheCoCBoard.Thiscanbecompletedonan
ad-hocbasisorduringtheannualreviewprocess.
Page 34 of 48
85
332714801240602560493618105335254652
151120186100275
TotalBeds
Victim
Service
Provider
NoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoYesNoNoNoNoNo
TargetPop.
NANANANANANANANANANANANANANANANANANANADVNANANANANA
InventoryType
CCCCCCCCCCCCCCCCCCCCCCCCC
531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488
GeoCode
19647195501928419518196791969219709197111971219710193041957619577191961956219310193201957819653195311970119256196011925919501
HMISProjID
ProjectName
HousingInventoryChart(HIC)
CC--ES--HOCMedicalRespiteCC--ES--HOCShelterCC--ES--SMSShelterFPS--ES--BridgesFamilyShelterFPS--ES--OpenDoorsHCHV--ES--CRSGA--ES--CannonSt.WarmingCenterGA--ES--LutheranChurchWarmingCenterGA--ES--Westm
insterChurchWarmingCenterTSA--ES--ErminaWarmingCenterTSA--ES--FamilyShelterTruthMinistries--ES--ShelterUGM--ES--Men'sShelterUGM--ES--Women'sCrisisShelterVOA--ES--HopeHouseMedicalRespiteVOA--ES--HopeH
ouseShelterVOA--ES--WA0127--CrosswalkYouthShelterYFA--ES--CrisisResidentialCenterYFA--ES--HOPEProjectYWCA--ES--DomesticViolenceShelterCC--PH--SisterHavenCC--PSH--WalnutCornersSNAP--PH--AvondaleAptsSN
AP--PH--Riverwalk(538)SHV--PH--WiltonApts
OrganizationName
CatholicCharitiesCatholicCharitiesCatholicCharitiesFamilyPromiseofSpokaneFamilyPromiseofSpokanePioneerHumanServicesTheGuardiansFoundationIncTheGuardiansFoundationIncTheGuardiansFoundationIncTheSalvat
ionArmyTheSalvationArmyTruthMinistriesUnionGospelMissionUnionGospelMissionVolunteersofAmericaVolunteersofAmericaVolunteersofAmericaYouthFamily&AdultConnectionsYouthFamily&AdultConnectionsYWCACatholic
CharitiesCatholicCharitiesSNAPSNAPSpokaneHousingVentures
Proj.Type
ESESESESESESESESESESESESESESESESESESESESOPHOPHOPHOPHOPH
Attachment1
355488355472355473355452355503386253386195386201386202386205355444355453355454355455355510355447355445355470355489355461386191355465355475386258386255
Row#
9.
41670046019
345025255021505128141025112610
487121124
48
of
36
Page
NoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNo
NANANANANANANANANANANANANANANANANANANANANANANANANANANANANA
CCCCCCCCCCCCCCCCCCCCCCCCCCCCC
531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488539063531488531488531488531488531488539063
1956419551196061968319658196881957919543193221965919316193181932119473196551954619635196571963219639196541964019680197051969619661196691966519569
Transitions--PH--HFAPCC--PSH--FatherBachHavenCC--PSH--WA0285--HansonHouseCC--PSH--WA0374--DonnaHansonHavenCH--PSH--BuderHavenHCHV--PSH--VASHSHA--PSH--VASH--ThePearlAptsTransitions--PSH--MiryamsHouseV
OA--PSH--WA0130--LloydAptsVOA--PSH--TheMarileeApartmentsVOA--PSH--WA0111--ScatteredSitesVOA--PSH--WA0128--HopeHouseVOA--PSH--WA0129--OffsiteCombinedVOA--PSH--WA0218--LloydAptsIIVOA--PSH--WA0332--Coll
insAptsScatteredSitesCCPartnership--RRH--Rehousing(CHG)CCPartnership--RRH--Rehousing(ESG)CC--RRH--PrioritySpokaneCC--RRH--WA0288--RapidRehousingCC--RRH--WA0302--RapidRehousingforFamiliesCC--RRH--WA03
53--RRHforHHwithChildrenGI--RRH--HENRapidRehousingGI--RRH--ReEntryInitiativeGI--RRH--SSVFSNAP--RRH--CHGYouth(164Y)SNAP--RRH--CityCHG(164)SNAP--RRH--ESGRRH(174)SNAP--RRH--RelocationAssistanceProgram(1
06)SNAP--RRH--WA0119--SmallCities(158)
TransitionsCatholicCharitiesCatholicCharitiesCatholicCharitiesCatholicCharitiesHealthcareforHomelessVeteransSpokaneHousingAuthorityTransitionsVolunteersofAmericaVolunteersofAmericaVolunteersofAmerica
VolunteersofAmericaVolunteersofAmericaVolunteersofAmericaVolunteersofAmericaCatholicCharitiesCatholicCharitiesCatholicCharitiesCatholicCharitiesCatholicCharitiesCatholicCharitiesGoodwillIndustriesGoo
dwillIndustriesGoodwillIndustriesSNAPSNAPSNAPSNAPSNAP
OPHPSHPSHPSHPSHPSHPSHPSHPSHPSHPSHPSHPSHPSHPSHRRHRRHRRHRRHRRHRRHRRHRRHRRHRRHRRHRRHRRHRRH
355478355471355481355512355500386062355457355501355449355486355458355467355485355477355517355504355460355493355483355495355494355484355516384683386260355497355496386362355466
57871816558
1819111412242390182444111010
3109
48
of
37
Page
NoNoNoNoNoNoNoYesNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNoNo
NANANANANANANADVNANANANANANANANANANANANANANANANANA
CCCCCCCCCCCCCCCCCCCCCCCCC
531488531488531488539063539063539063531488531488531488539063531488531488531488531488531488531488531488531488531488531488531488531488531488531488531488
19293196621966319646196111968519257196901928519595196821966419305193001967119695193011958519693196871969419707193171931919699
SNAP--RRH--WA0122--GeneralRRH(159)SNAP--RRH--WA0331--SinglesOnly(175)SNAP--RRH--YAHPCounty--RRH--CHGRRHCounty--RRH--HomelessStudentProgramCounty--RRH--SinglesRRH(179)VOA--RRH--IYHPYWCA--RRH--HousingA
ssistanceProgramCC--TH--WA0109--SMSNaomi--TH--NaomiTransitionalHousingSNAP--TH--WA0113--ComprehensiveYouthHsg(168)SNAP--TH--YAHPTSA--TH--SteppingStonesTransitions--TH--MiryamsHouseTransitions--TH--Pr
ivateFund--Miryam'sHouseTransitions--TH--PrivateFund--TLCTransitions--TH--TLCUGM--TH--AnnaOgdenHallVOA--TH--BridgeHousingVOA--TH--ExpansionProject(THE)VOA--TH--ServiceIntensiveVOA--TH--ServiceIntensi
ve19VOA--TH--WA0113--Aston-BleckVOA--TH--WA0126--Alexandria'sHouseVOA--TH--YAHP
SNAPSNAPSNAPSpokaneCountySpokaneCountySpokaneCountyVolunteersofAmericaYWCACatholicCharitiesNaomiSNAPSNAPTheSalvationArmyTransitionsTransitionsTransitionsTransitionsUnionGospelMissionVolunteersofAmeri
caVolunteersofAmericaVolunteersofAmericaVolunteersofAmericaVolunteersofAmericaVolunteersofAmericaVolunteersofAmerica
RRHRRHRRHRRHRRHRRHRRHRRHTHTHTHTHTHTHTHTHTHTHTHTHTHTHTHTHTH
355487355505355498355499355480355515355446386267355462355502355459355506355456355469355492355507355448355463355468355508355476386263355451355474386266
48
of
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Page
ObjectiveFourExcelDocument
Attachment2
10.
11.Attachment3
PerformanceManagementPlan
SpokaneCity/CountyContinuumofCare
5-YearPerformanceManagementPlan
CityofSpokane
Community,Housing,andHumanServices
UpdatedNovember2019
Page 39 of 48
SpokaneCity/CountyContinuumofCare
PerformanceManagementPlan
TableofContents
Introduction......................................................................................................................................41
Background.......................................................................................................................................41
BasicsofPerformanceMeasurement..............................................................................................41
SystemPerformanceTargets........................................................................................................41
MinimumPerformanceStandards................................................................................................41
SettingPerformanceObjectives...................................................................................................41
MonitoringProjectandSystemPerformance..................................................................................42
QuarterlyPerformanceReporting................................................................................................42
AnnualPerformanceReview........................................................................................................42
VictimServicesProviders..............................................................................................................42
SharingQPRData..........................................................................................................................42
CorrectiveActionPlanning...........................................................................................................42
System-LevelPerformanceReporting..........................................................................................43
ImplementingthePerformanceManagementPlan........................................................................43
Providers’ResponsibilitiesandMeetingPerformanceObjectives..................................................43
EnsureHMISDataQuality.............................................................................................................43
RunandReviewQuarterlyProjectReport....................................................................................43
DevelopInternalImprovementPlansasNeeded.........................................................................44
ParticipateinCorrectiveActionPlanasRequired........................................................................44
SpokaneCity/CountyCoCProjectPerformanceObjectives............................................................44
Page40of48
Introduction
TheSpokaneCity/CountyContinuumofCare(CoC)PerformanceManagementPlanidentifiesminimum
performanceexpectationsandsystemperformancetargetsfortheCoCandoutlineshowperformanceis
measuredandmonitored.
Thisplanshouldhelphomelessassistanceprojectsinmanagingtheirperformanceandensuringaccessto
ongoingfunding.
Background
TheCoC’sgeographicareaincludestheentiretyofSpokaneCounty.TheCityofSpokane’sCommunity,
Housing,andHumanServices(CHHS)DepartmentservesastheCollaborativeApplicantforthe
DepartmentofHousingandUrbanDevelopment(HUD)ContinuumofCaregrant,theleadgranteeforthe
DepartmentofCommerceConsolidatedHomelessGrant(CHG),andsitsastheCity’srepresentativeon
theCoCBoard.
TheCoC’sFundingandRFPCommitteeupdatesthisplanannually.
BasicsofPerformanceMeasurement
SystemPerformanceTargets
ForSpokaneCity/CountyCoCpurposes,thesystemisdefinedasallpubliclyfundedhomelessservices
projectsoperatingwithinthegeographyoftheCoC.Measuringperformanceofthesystemisimportant,
asithelpsusunderstandhowwellwearedoingataddressingandendinghomelessness.Additionally,it
canhelpourcommunityidentifyareasofthesystemthatcouldbereplicatedormayneedimprovement.
Lastly,aspartoftheCoCProgramregulations,HUDisrequiringthatallCoCsmonitortheperformanceof
theirsystem.Inordertodrivebetteroutcomesforparticipantsinthehomelesssystemandtoachievethe
goalofendinghomelessnessforallpopulations,theSpokaneCity/CountyCoChasset5-yearsystem
targetsforallperformancemeasuresdeemedkeyindicatorsofhighperformingsystems.Allprojects
withinthehomelesssystemareexpectedtomakeprogresstowardsthesystemtargetsforallapplicable
projectperformancemeasures.
MinimumPerformanceStandards
Measuringtheperformanceofhomelessassistanceprojectsiscriticalforanumberofreasons.Ithelpsus
understandhowwellprojectsaredoingatendinghomelessness,aswellaswhatissuesprojectsmayneed
toimproveupon.Ithelpsusidentifyprojecttypes/modelsthatmaybemoresuccessfulatending
homelessnessthanothers.Additionally,HUD,theWAStateDepartmentofCommerce,andotherkey
fundersrequireprojectperformancereportingandmonitoring.Inordertohelpdrivesystem
performance,theSpokaneCity/CountyCoChassetminimumperformancestandardsthatfunded
projectsareexpectedtomaintainoverthecourseofthe5-yearawardperiod.
SettingPerformanceObjectives
TheCoCFundingandRFPCommitteechargedtheCHHSDepartmentwithcreatingthisPerformance
ManagementPlan,includingsettingtheminimumperformancestandardsandsystemperformance
targets,inordertoestablishasystemperformanceimprovementstrategyfortheCoCandanannual
reviewprocessforprojectsfundedundertheCity’s5-yearRFP.CHHSstaffconsideredHUD’sproject
performanceobjectivesandsystemperformancemeasures,Commerce’ssystemperformance
expectations,andSpokaneCity/Countyprojects’combinedperformanceonthoseobjectivesin
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determiningwheretosetminimumstandardsandsystemtargetsfortheCoC’sprojectportfolio.CHHS
reviewedcurrentprojects’performance,aswellasanecdotalcommunityandprojectinformation,tohelp
determinewhatgoaltoset.
MonitoringProjectandSystemPerformance
QuarterlyPerformanceReporting
Homelessassistanceprojects’performanceismonitoredonaquarterlybasisviatheHomeless
ManagementInformationSystem(HMIS)generatedQuarterlyPerformanceReport(QPR).TheQPR
providesproject-levelperformanceinformationforeachmeasurelistedinthisplanandissharedwiththe
CoCBoardandfundedproviderseachquarter.
TheQPRismeanttobegeneratedfromHMISaftertheendofeachquarter;however,itisavailablefor
agenciestorunandreviewatanytimeforacustomperformanceperiod.Providersshouldbesuretheir
HMISdatahasbeenfullyupdatedandisaccuratepriortothegenerationofeachreport.Thequartersare
asfollows:
FirstQuarter=July1–September30
o Reportsperformancedataforfirstquarter
SecondQuarter=July1–December31
o Reportsperformancedataforfirstandsecondquarters
ThirdQuarter=July1–March31
o Reportsperformancedataforfirst,second,andthirdquarters
FourthQuarter=July1–June30
o Reportsperformancedataforthefullyear
AllprojectsshouldreviewtheirquarterlyperformancedataandcontactCHHSwithanyquestionsor
concerns.Projectsthatconsistentlyfailtomeetprojectperformanceobjectivesshoulddevelopinternal
plansandprocessesforimprovement.
AnnualPerformanceReview
Onanannualbasis,theCoC’sFundingandRFPCommitteewillreviewperformancedatafromthepast
awardyear(JulytoJune)andmakerecommendationstoCHHSandtheCoCBoardregardingmonitoring
plansandfundingallocations/reallocations.
VictimServicesProviders
DomesticViolence(DV)victimservicesprovidersarenotrequiredtoparticipateinHMISbutmust
maintainacomparabledatabase.Whilevictimserviceprovidersdonothavetheirperformancedata
generatedoutofHMISviatheQPR,allfundedDVproviderswillberequiredtosubmitperformancedata
toCHHSstaffasrequestedforannualprojectevaluation,fundingapplication,ormonitoringpurposes.
SharingQPRData
Eachquarter,projectQPRssubmittedtoCHHSwillbepostedontheCHHSwebsiteforallfundedprojects
within45daysoftheendofthequarter.CHHSstaffwillworkwithproviderstoensurethatall
performancedatatobesharedwiththepublicisaccurateaspossible.Performancenarrativeswillbe
includedintheposteddashboardforeachproject.
CorrectiveActionPlanning
Projectsthatfailtomaintainminimumperformancestandardsormakeprogresstowardssystem
performancetargets(outlinedintheperformanceimprovementtimelinesectionofeachCHHSgrant
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agreement)foratleastoneyearwillberequiredtoparticipateinaCorrectiveActionPlanning(CAP)
process.Ongoingpoorperformancecouldultimatelyresultinthelossorreductionoffunding.More
detailontheCAPprocesscanbefoundintheCorrectiveActionPlanGuide.
System-LevelPerformanceReporting
Thesystem-levelperformancewillbereportedonannuallytotheCoCBoardinaccordancewiththeHUD
SystemPerformanceMeasures(SPM)Report.Pleasenotethatnotallperformancemeasuresoutlinedin
thisplannedareincludedintheSPM.
ImplementingthePerformanceManagementPlan
CHHSstaffareresponsibleforimplementingthisPerformanceManagementPlanonbehalfofthe
SpokaneCity/CountyCoC.ImplementationinvolvesworkingwithHMISstaffandproviderstopublicly
sharetheQPR,reviewingalldatatherein,andsharingprojectandsystemperformanceinformationwith
theCoConaquarterlybasis.Inreviewingquarterlyandannualprojectperformanceinformation,CHHS
staffwillalsoworkwiththeSpokaneCity/CountyCoCFundingandRFPCommitteetoidentifyany
consistentlyunder-performingprojectsandtargetthemforCAPdevelopmentasneeded.TheCHHSstaff
willreportonsystemperformanceonthemeasuresinthisplanatleastannually.
Inadditiontomonitoringprojectandsystemperformance,CHHSstaffworkwiththeSpokaneCity/County
CoCFundingandRFPCommitteetoannuallyreviewandupdatethePerformanceManagementPlan
measuresandgoals.
Providers’ResponsibilitiesandMeetingPerformanceObjectives
EnsureHMISDataQuality
BecausetheQPRsusedtomonitorprojectperformancearegeneratedfromHMIS,itiscriticalthatHMIS
databeaccurate,timely,andcomplete.Tothisend,itisessentialthatprovidersadheretothedata
qualitystandardsoutlinedintheSpokaneHMISDataQualityPlan.AlldataenteredintotheCoC’sHMIS
shallbeareflectionofinformationprovidedbytheclient,asdocumentedbytheintakeworkeror
otherwiseupdatedbytheclientanddocumentedforreference.Allrequireddataelementsforeach
th
programtypemustbeenteredbythe5dayofthefollowingmonth(includingweekendsandholidays)
forallclientactivityduringtheprecedingmonth.Thepercentageofrequireddataelementsidentified,as
‘missing/datanotcollected’shouldbenomorethan1%,dependingonprojecttypeanddataelement.
Averageratesof‘clientdoesn’tknow’or‘clientrefused’mustadheretotheacceptableaverage
determinedfortheprojecttypeassetbytheHMISCommittee.Foracomprehensiveoutlineofdata
qualityexpectationsforparticipationintheCoC’sHMIS,pleaseseetheSpokaneHMISDataQualityPlan.
RunandReviewQuarterlyProjectReport
TohelphomelessprovidersmanagetheirperformanceontheobjectiveslaidoutinthisPerformance
ManagementPlan,HMISstaffhavemadetheQPRavailabletoproviders.TheQPRprovidesdetailed
informationaboutaproject’sperformanceonalltheobjectivesinthisplanincludingclient-leveldata.
ProviderscanruntheQPRontheirprojectsusingHMISwhenevertheylikeinordertobetterunderstand
inreal-timehowtheyperformedonalltheobjectivesinthisPerformanceManagementPlan.Ata
minimum,though,providersarerequiredtoruntheQPRonaquarterlybasisandtosubmitthereportto
CHHSstaffwithin15daysoftheendofthequarter.Submissionsshallbeaccompaniedbyabrief
narrativeoverviewexplainingquarterlyoutcomesforeachperformancemeasureinclusiveofstepstaken
duringthequartertoimproveperformance,externalfactorsthatinfluencedperformanceduringthe
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quarter,andplannedactionstoimproveormaintainhighperformanceinthefollowingquarter.This
narrativeisanopportunitytohighlightchallengesfacedbytheproject,areasofsuccess(particularly
thosewhichbereplicablebyotherproviders),andtoaddressstepsforperformanceimprovement.
Performancenarrativeswillbeincludedinthepublishedreportforallprojects.
DevelopInternalImprovementPlansasNeeded
Providersshouldmonitortheirownperformanceonallprojectperformanceobjectiveson,atminimum,a
quarterlybasis.IfprovidersnoticeintheQPRthattheyarenotmeetinganobjective,itistheir
responsibilitytodevelopinternalplanstoaddressthepoorperformanceandtheyshouldensurethat
improvementismade.Aspreviouslymentioned,projectsthatfailtomeetanobjectiveforatleastone
yearmaybetargetedfordevelopmentofaCAP.OnceonaCAP,aprojectrunstheriskoflosingrenewal
fundingiftheyarenotabletoimprovetheirperformancewithinaspecifictimeframe.Ensuringthat
projectperformanceobjectivesaremetwillkeepprojectsfrombeingtargetedforCAPdevelopment.
ParticipateinCorrectiveActionPlanasRequired
Asmentionedpreviously,projectsthatfailtomaintainminimumperformancestandardsortomake
adequateprogresstowardssystemperformancetargetsforatleastoneyearmayberequiredto
participateinaCAP.Ongoingpoorperformance,orfailuretofullyparticipateintheCAP,couldultimately
resultinthelossorreductionoffunding.MoredetailsontheCAPprocesscanbefoundintheCorrective
ActionPlanGuide.
SpokaneCity/CountyCoCProjectPerformanceObjectives
ThefollowingaretheprojectperformanceobjectivesforSpokaneCity/CountyCoChomelessassistance
projects.ThegoalsapplytoallCoC-fundedhomelessprojectsandallCity-fundedemergencyshelters,
rapidre-housing,transitionalhousing,diversion,streetoutreach,andpermanentsupportivehousing
projects.Generally,overflowandseasonalemergencysheltersareexemptfromtheperformance
standards.
Projectsthatarenewlyfundedunderthe5-yearRFPorwhosebaselineperformancepriortothe5-year
awardperioddoesnotmeettheminimumperformancestandardswillhavetwoyearstoachievethe
minimumperformanceexpectationsoutlinedbelow.Projectsthatdonotmeetminimumperformance
standardsbytheendofthefirstyearofthe5-yearawardperiodwillberequiredtodevelopaCorrective
ActionPlan(CAP).Projectsthatdonotmeetminimumperformancestandardsorfailtofullyparticipatein
theCAPbytheendofthesecondyearofthe5-yearawardperiodmayfacealossorreductionoffunding.
Projectsfundedunderthe5-YearRFPwhosebaselineperformancepriortothe5-yearawardperiodare
requiredtomakeannualprogresstowardsthe5-yearsystemperformancetargetsinaccordancewiththe
performanceimprovementtimelineoutlinedintheproject’sgrantagreement.Projectsthatfailtomeet
annualperformancemilestonesmayberequiredtodevelopaCAP.
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HomelessnessDiversionProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
Atleast88%ofpersonsinHomelessAtleast95%ofpersonsinHomeless
ExitstoPermanent
DiversionprojectsexittopermanentDiversionprojectsexittopermanent
Housing
housingatprogramexit.housingatprogramexit
DiversionprojectswillhavenomorethanDiversionprojectswillhavenomorethan
ReturnstoHomelessness6%ofpersonswhoexitedtopermanent
3%ofpersonswhoexitedtopermanent
housingreturntohomelessnesswithin
housingreturntohomelessnesswithin
twoyearsofexittwoyearsofexit
StreetOutreachProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
ExitstoPermanentAtleast40%ofpersonsinStreetAtleast50%ofpersonsinStreet
HousingOutreach(SO)projectswillmoveintoOutreach(SO)projectswillmoveinto
(SPMMetric7a.1)permanenthousingatexit.permanenthousingatexit
ExitstoTemporaryorAtleast25%ofpersonsinSOprojectsAtleast30%ofpersonsinSOprojects
willmovetocertaintemporaryandwillmovetocertaintemporaryand
InstitutionalSettings
(SPMMetric7a.1)institutionalsettingsatprogramexitinstitutionalsettingsatprogramexit
Atleast65%ofpersonsinSOprojectsAtleast80%ofpersonsinSOprojects
SuccessfulExitsfrom
willmoveintopermanenthousingortowillmoveintopermanenthousingorto
StreetOutreach
certaintemporaryandinstitutionalcertaintemporaryandinstitutional
(SPMMetric7a.1)
settingsatprogramexitsettingsatprogramexit
SOprojectswillhavenomorethan20%SOprojectswillhavenomorethan10%
ReturnstoHomelessness
ofadultswhoexitedtopermanentofadultswhoexitedtopermanent
(SPMMetric2b)
housingreturntohomelessnesswithinhousingreturnhomelessnesswithin
twoyearsofexittwoyearsofexit
TheaveragelengthoftimeforpersonsTheaveragelengthoftimeforpersons
enrolledinSOprojectsbetweenenrolledinSOprojectsbetween
AverageLengthofTime
enrollmentandtheperson’sdateofenrollmentandtheperson’sdateof
toDateofEngagement
engagementshallbenogreaterthan60engagementshallbenogreaterthan30
daysdays
ServingthosewiththeAtleast64%ofpersonsservedbySOAtleast75%ofpersonsservedbySO
LongLengthsofprojectswillhavelengthsofprojectswillhavelengthsof
Homelessnesshomelessnessgreaterthan12monthshomelessnessgreaterthan12months
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Night-by-nightEmergencyShelterProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
LengthofTimeEmergencyShelter(ES)projectswillEmergencyShelter(ES)projectswillhave
HomelessinEShaveanaveragelengthofstayofnoanaveragelengthofstayofnomore
(SPMMetric1a.1)morethan90daysthan30days
ExitstoPermanentAtleast40%ofpersonsinESprojectsAtleast50%ofpersonsinESprojects
Housingwillmoveintopermanenthousingatwillmoveintopermanenthousingat
(SPMMetric7b.1)exitexit
ESprojectswillhavenomorethan20%ofESprojectswillhavenomorethan10%
Returnsto
adultswhoexitedtopermanenthousingofadultswhoexitedtopermanent
Homelessness
returntohomelessnesswithintwoyearshousingreturntohomelessnesswithin
(SPMMetric2b)
ofexittwoyearsofexit
TheaveragelengthoftimeforpersonsTheaveragelengthoftimeforpersons
enrolledinESprojectsbetweenenrolledinESprojectsbetween
AverageLengthofTime
enrollmentandtheperson’sdateofenrollmentandtheperson’sdateof
toDateofEngagement
engagementshallbenogreaterthan30engagementshallbenogreaterthan10
daysdays
ContinuousStayEmergencyShelterProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
LengthofTimeHomelessEmergencyShelter(ES)projectswillhaveEmergencyShelter(ES)projectswillhave
inESanaveragelengthofstayofnomorethananaveragelengthofstayofnomorethan
(SPMMetric1a.1)90days30days
ExitstoPermanent
Atleast55%ofpersonsinESprojectswillAtleast80%ofpersonsinESprojectswill
Housing
moveintopermanenthousingatexitmoveintopermanenthousingatexit
(SPMMetric7b.1)
ESprojectswillhavenomorethan20%ofESprojectswillhavenomorethan10%of
ReturnstoHomelessnessadultswhoexitedtopermanenthousingadultswhoexitedtopermanenthousing
(SPMMetric2b)returntohomelessnesswithintwoyearsreturntohomelessnesswithintwoyears
ofexitofexit
TheaveragenumbersofpersonsenrolledTheaveragenumbersofpersonsenrolled
AverageRateofinESprojectspernightwillrepresentnoinESprojectspernightwillrepresentno
Utilizationlessthanthe85%ofprojects’totalbedlessthanthe95%ofprojects’totalbed
inventoryinventory
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TransitionalHousingProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
TransitionalHousing(TH)projectswillTransitionalHousing(TH)projectswill
LengthofTimeHomeless
haveanaveragelengthofstayofnomorehaveanaveragelengthofstayofnomore
inTH
than160days(270foryouthandyoungthan90days(120foryouthandyoung
(SPMMetric1a.2)
adultprojects)adultprojects)
ExitstoPermanent
Atleast55%ofpersonsinTHprojectswillAtleast80%ofpersonsinTHprojectswill
Housing
moveintopermanenthousingatexitmoveintopermanenthousingatexit
(SPMMetric7b.1)
EmploymentandIncomeAtleast35%ofpersonsinTHprojectswillAtleast50%ofpersonsinTHprojectswill
Growthgainorincreaseemploymentornon-gainorincreaseemploymentornon-
employmentcashincomeoratexitemploymentcashincomeoratexit
(SPMMetric4.6)
THprojectswillhavenomorethan10%ofTHprojectswillhavenomorethan5%of
ReturnstoHomelessnessadultswhoexitedtopermanenthousingadultswhoexitedtopermanenthousing
(SPMMetric2b)returntohomelessnesswithintwoyearsreturntohomelessnesswithintwoyears
ofexitofexit
TheaveragenumbersofpersonsenrolledTheaveragenumbersofpersonsenrolled
AverageRateofinTHprojectspernightwillrepresentnoinTHprojectspernightwillrepresentno
Utilizationlessthanthe85%ofprojects’totalbedlessthanthe95%ofprojects’totalbed
inventoryinventory
RapidRe-HousingProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
RapidPlacementRRHprojectswillplacepersonsintoRRHprojectswillplacepersonsinto
intoPermanentpermanenthousingwithin30daysofpermanenthousingwithin20daysof
projectentry
Housingprojectentry
ExitstoPermanentAtleast70%ofpersonsenteringRRHAtleast80%ofpersonsenteringRRH
Housingprojectswillremaininpermanenthousingprojectswillremaininpermanenthousing
(SPMMetric7b.1)atexitatexit
EmploymentandIncomeAtleast20%ofpersonsinRRHprojectsAtleast40%ofpersonsinRRHprojects
Growthwillgainorincreaseemploymentornon-willgainorincreaseemploymentornon-
employmentcashincomeoratexitemploymentcashincomeatexit
(SPMMetric4.6)
RRHprojectswillhavenomorethan10%RRHprojectswillhavenomorethan5%of
Returnsto
ofadultswhoexitedtopermanentadultswhoexitedtopermanenthousing
Homelessness
housingreturntohomelessnesswithinreturntohomelessnesswithintwoyears
(SPMMetric2b)
twoyearsofexitofexit
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PermanentSupportiveHousing/OtherPermanentHousingProjectsPerformanceMeasures
MeasureMinimumPerformanceStandardSystemPerformanceTarget
Atleast93%ofhousedpersonsremaininAtleast95%ofhousedpersonsremainin
ExitstoorRetentionofPermanentSupportiveHousing(PSH)PermanentSupportiveHousing(PSH)
PermanentHousingprojectorexittopermanenthousing(PH)projectorexittopermanenthousing(PH)
(SPMMetric7b.2)
asoftheendofthereportingperiodoratasoftheendofthereportingperiodorat
programexitprogramexit
Atleast50%ofpersonsenteringaPSHAtleast55%ofpersonsenteringaPSH
EmploymentandIncomeprojectwillgainorincreaseemployment
projectwillgainorincreaseemployment
ornon-employmentcashincomeduringornon-employmentcashincomeduring
GrowthforStayers
thereportingperiodoratannualthereportingperiodoratannual
(SPMMetric4.3)
assessment
assessment
EmploymentandIncomeAtleast45%ofpersonsenteringaPSH
Atleast50%ofpersonsenteringaPSH
GrowthforLeaversprojectwillgainorincreaseemploymentprojectwillgainorincreaseemployment
ornon-employmentcashincomeatexitornon-employmentcashincomeatexit
(SPMMetric4.6)
PSHprojectswillhavenomorethan5%ofPSHprojectswillhavenomorethan3%of
ReturnstoHomelessnessadultswhoexitedtopermanenthousingadultswhoexitedtopermanenthousing
(SPMMetric2b)returntohomelessnesswithintwoyearsreturntohomelessnesswithintwoyearsof
ofexitexit
TheaveragenumbersofpersonsenrolledTheaveragenumbersofpersonsenrolled
AverageRateofinPSHprojectspernightwillrepresentnoinPSHprojectspernightwillrepresentno
Utilizationlessthanthe85%ofprojects’totalbedlessthanthe95%ofprojects’totalbed
inventoryinventory