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07-2025 HHTF_Packet
10210 E Sprague Avenue | Spokane Valley WA 99206 Phone: (509) 720-5000 | Fax: (509) 720-5075 | www.spokanevalleywa.gov SPOKANE VALLEY HOMELESS HOUSING TASK FORCE MEETINGAGENDA Thursday, July 24, 2025 | 2:00 p.m. Spokane Valley City Hall, 10210 E Sprague Ave, Room N212Second Floor Conference Roomand virtuallyon Zoom: Click here to: Join the meeting online Meeting ID: 862 6839 9898| Passcode: 742994 1. Call to Order 2. Attendance 3.General Public Comment Opportunity This is an opportunity for the public to speak on any subject except agenda action items, as public comments will be taken on those items where indicated. ACTION ITEMS 4.Approval of May2025 Meeting Minutes INFORMATION AND DISCUSSION ITEMS 5. 5-Year Homeless Housing Plan Update 6.Homeless Outreach Program Update 7.Adjournment AGENDA ITEM 4 SPOKANE VALLEY HOMELESS HOUSING TASK FORCE RegularMeeting Minutes| May 22, 2025| 2:00 pm at Spokane Valley City Hall, 10210 E Sprague Ave, Room N212 and on Zoom 1.Call to Order: Committee Chair,MayorPam Haley,called the meeting to order at 2:05 pm. 2.Roll Call: In attendance were Task Force Voting MembersGuests (in-person) Mayor Pam Haley, City ofSpokane Valley Ian Robertson George Dahl, Spokane County Karin Morris Lance Beck, Greater Spokane Valley Chamber Gretchen Brown, Frontier Behavioral Health John Parker, Central Valley School District Kelly Keenen, Spokane Housing Authority Joseph Ghodsee Guests (online) Allisha CorleyJoe Ader Lisa Miller, Lex Law Corp.David Noble Task Force Non-Voting MembersStaff Arielle Anderson, City of Spokane Sarah Farr, Accounting & Finance Program Manager Gloria Mantz, City of Spokane Valley, City Services Tony Beattie, Senior Deputy City Attorney Administrator Julie Meyers-Lehman, Executive Assistant 3.Open Public Meetings Actand Public Records Act Training Senior Deputy City Attorney Tony Beattie presented a trainingto Task Force members on the Washington State Public Records Act and the Open Public Meetings Act. 4.General Public Comment Opportunity Chair Haley called for public comments. There were none. ACTION ITEMS 5.Approval of April 2025Meeting Minutes A motion to approve the minutes as presented passed unanimously. INFORMATION AND DISCUSSION ITEMS 6.Hope House Shelter/Respite Bed Update The city has been contracting with Volunteers of America (VOA) since 2023 to provide respite beds at Hope House (a low-barrier women’s shelter) for Spokane Valley referrals. “Respite beds” offer many more services than “shelter beds” to guests, including some medical care and case management.VOA charges $136/night for one reserved respite bed (approx. $49,000/yr) and a second “as-needed” bed is $150/night. Spokane Valley Homeless Housing Task Force 05.22.2025 Meeting Minutes_DRAFTPage 1 of 2 Hope House is changing its operations and effective June 30, 2025 will cease offering shelter beds. Their respite bed program will increase from 20 to 44 beds. VOA reports that the actual cost of a respite bed is $300/night; the current $136/night rate charged to the city is subsidized by income from other parts of the program. VOA has indicated that funding model is not sustainable. Because of the high costs of the respite beds, Hope House plans to make use of a state-funded program that pays for respite beds from either a state Managed Care Organization or a state fund for uninsured clients. Due to this funding structure, beds will be filled on a first-come first-served basis. There is only one other low-barrier shelter for women in Spokane County (Women’s Overnight Program), has a maximum capacity of 30 individuals, and is only accessible by referral. The result is that after June 30, the Spokane Valley Outreach Team will no longer have a bed to offer women seeking a low-barrier shelter. Members discussed eligibility requirements for the state programs, waivers and requirements. 7.Adjournment: There being no further business, the meeting adjourned at 2:40 pm. Julie Meyers-Lehman, Executive Assistant Spokane Valley Homeless Housing Task Force 05.22.2025 Meeting Minutes_DRAFT Page 2 of 2 AGENDA ITEM 5 10210 E Sprague Avenue | Spokane Valley WA 99206 Phone: (509) 720-5000 | Fax: (509) 720-5075 | www.spokanevalleywa.gov SPOKANE VALLEY HOMELESS HOUSING TASK FORCE Meeting Date:July 24, 2025 AGENDA ITEM TITLE: Five-Year Strategic Plan to Prevent and End HomelessnessUpdate BACKGROUND: This information was presented to the Spokane Valley City Council for review and discussion at its July 22, 2025 meeting. On July 25, 2023, the Council adopted a resolution to assume control over available document recording feesfrom Spokane County and establish a Spokane Valley homeless housing program. Per RCW 43.185C.160, the City is required to adopt a five-year homeless housing plan and develop guidelines as needed for emergency shelters, short-term housing needs,long-term housing,temporary encampments,andsupportive housing for chronically homeless people. In October 2023, the Council adopted the Continuum of Care (CoC) Regional 5-Year Plan to Prevent and End Homelessness (Plan) for the 2020-2024 period. In mid-October 2024, the Washington State Department of Commerce (DOC)released the 2025-2030 Local Homeless Housing Plan Guidance, which outlines the various requirements for the 2025-2030 Plan cycle. To incorporate the recently released guidelines, DOC extended the deadline for the new plan adoption to December 31, 2025. However, the U.S. Department of Housing and Urban Development (HUD)did not extend its timeline. To meet the earlier HUD deadline, the CoC received community feedback, finalized the current version of the plan and submitted it to HUD in March 2025. The plan will continue to be updated throughout 2025 to meet local/regional expectations established by DOC. The current plan was created in partnership between Spokane County, the City of Spokane, and the CoC. The City of Spokane Valley participates in the CoC board and subcommittees. The planprovides the road map used to distribute funding, define success metrics, and establish priorities. The current regional 5-Year Plan meets requirements from both the DOC and the HUD. The updated plan requires different objectives from those required during the last five-yearperiod. Current objectives are: Promote an equitable, accountable and transparent homeless crisis response system. Prioritize those with the greatest barrier to housing stability and the greatest risk of harm. Prevent episodes of homelessness whenever possible. House everyone in a stable setting that meets their needs. Strengthen the homeless service provider workforce. While the above objectives arerequired in a local plan, the strategies/interventions to achieve these objectives are not prescribed. Similarly, past DOC guidance states that “local plans can adopt measures or performance targets if they meet the following criteria: 1) Credibly measures success implementing the objective; 2) Can be updated at least annually; and 3) Targeted performance level is based on the performance of communities who have achieved good results in the context of local conditions.” The CoC conducted extensive public outreach and sought feedback on the plan revisions, particularly through its subcommittees, which consist of various service providers, people with lived experience, and anyone from the general public who is interested in participating. Input was also provided through a survey. Feedback from the CoC identified seven different priority areas related to the new 5-Year Plan: 1) Governance – enhance transparency, accountability and equity 2) Regional integration – develop shared resources, collaborate across jurisdictions/providers 3) Service delivery and coordination – Improve coordinated entry system, outreach, holistic service plans 4) Data collection and analysis – collect and use data to identify patterns/needs 5) Housing solutions and investment – increase housing options, but also supportive housing services 6) Funding and resources – leverage public/private partnerships, secure sustainable funding 7) Community engagement – increase public awareness, engage stakeholders Performance metrics for each intervention type are detailed in the 5-Year Performance Management Plan (PMP). System Performance Measures (SPMs) are prescribed by HUD. The Minimum Performance Standards and System Performance Targets are set by the CoC and are designed to ensure compliance with the SPMs. Projects not meeting minimum performance standards will be required to develop a Corrective Action Plan (CAP). Projects that do not meet minimum performance standards or fail to fully participate in the CAP by the end of the next quarter may face a loss or reduction of funding. The CoC will continue to review and make changes to the plan before the December 2025 deadline set by DOC. The City Council has an option to adopt this plan to meet the requirements for administering the local recording fees, or to create its own plan. If the city were to create its own plan, it would have to include the following elements: 1) Estimate service levels needed 2) Estimate permanent and emergency housing needed 3) Describe the prioritization criteria of homeless housing capital projects 4) Document public engagement, including specific stakeholder groups 5) Provide a survey of funding sources available RECOMMENDED ACTION: None; for information and discussion. STAFF CONTACTS: Gloria Mantz, City Services Administrator and Eric Robison, Housing and Homeless Coordinator ATTACHMENTS: Presentation Five-Year Strategic Plan to Prevent and End Homelessness Spokane Regional Continuum of Care Five-Year Performance Management Plan Spokane Regional Continuum of Care 2025-2030 Five-Year Strategic Plan to Prevent and End Homelessness Table of Contents 1.Acronymsand Definitions 5 2.Introduction7 2.1.Alignment with the Continuum of Care Mission7 2.2. Current State of the CoC Geographic Region and Homeless Response8 2.2.1. Governance 8 2.2.2. Regional Integration 8 2.2.3. Partnership and Community Engagement 9 2.2.4. Service Delivery 9 2.2.5. Funding and Resources 9 2.2.6. Encampments 10 2.2.7. Affordable Housing 10 2.2.8. Aging Population 11 2.2.9. Data-Driven Solutions 11 2.3. Objectives of the 5-Year Strategic Plan11 2.31 Objective One 11 2.32 Objective Two 11 2.33 Objective Three 12 2.34 Objective Four 12 3. Objective One: Promote and equitable, accountable, and transparent homeless crisis response system. 11 3.1. Introduction 11 3.2. Measures of Success and Performance 13 3.3. Strategies 13 3.4. Current Condition 14 3.4.1. Outreach Efforts 14 3.4.2. Community Court 15 3.4.3. Coordinated Entry Improvements 16 3.4.4. Emergency Services 18 3.4.5. Prevention 19 3.4.6. Diversion 19 3.5. Actions to Meet the Objectives19 4. Objective Two: Prioritize those with the most significant barriers to housing stability and the greatest risk of harm. 22 Page 2 of 32 4.1.Introduction22 4.2. Measures of Success and Performance 22 4.3. Strategies 23 4.4.Current Conditions23 4.5.Actions to Meet the Objectives23 5. Objective Three: Effective and efficient homeless crisis response housing and services that swiftly moves people into stable permanent housing 24 5.1. Introduction 24 5.2. Measures of Success and Performance 25 5.3. Strategies 25 5.4. Current Condition 26 5.4.1. CoC Funding and RFP Committee 26 5.5. Actions to Meet the Objectives 26 6. Objective Four: Seek to house everyone in a stable setting that meets their needs. 29 6.1. Introduction 29 6.2. Measures of Success and Performance 30 6.3. Strategies 30 6.4. Current Conditions 30 6.4.1. Emergency Shelter 30 6.4.2. Transitional Housing 31 6.4.3. Rapid Re-Housing 31 6.4.4. Permanent Supportive Housing 32 6.5. Actions to Meet the Objectives 32 7. Objective Five: Strengthen the homeless provider workforce 33 7.1. Introduction 33 7.2. Measures of Success and Performance 33 7.3. Strategies 33 7.4. Actions to Meet the Objectives 33 8. Review Process 34 8.1. Action Steps 34 8.2. Timeline 34 8.3. Modifications and Updates 34 9. Attachment 1 35 Housing Inventory Chart (HIC) 35 Page 3 of 32 10.Attachment 242 Objective Four Excel Document 42 11. Attachment 3 43 Performance Management Plan43 Introduction45 Background 45 Basics of Performance Measurement 45 System Performance Targets 45 Minimum Performance Standards 45 Setting Performance Objectives 45 Monitoring Project and System Performance46 Quarterly Performance Reporting 46 Annual Performance Review 46 Victim Services Providers 46 Sharing QPR Data 46 Corrective Action Planning 47 System-Level Performance Reporting 47 Implementing the Performance Management Plan 47 Providers’ Responsibilities and Meeting Performance Objectives 47 Ensure HMIS Data Quality 47 Run and Review Quarterly Project Report 47 Develop Internal Improvement Plans as Needed 48 Participate in Corrective Action Plan as Required 48 Spokane Regional CoC Project Performance Measures 48 Page 4 of 32 Spokane Regional Continuum of Care Five-Year Strategic Plan to Prevent and End Homelessness 2025 to 2030 1. !¢±®¸¬² lj $¤¥¨¨³¨®² ACIAnchor Community Initiative AHARAnnual Homeless Assessment Report APP Annual Performance Plan APRAnnual Performance Report ARPAAmerican Rescue Plan Act BNL By-Name List CA Collaborative Applicant CAPCorrective Action Plan CDBGCommunity Development Block Grant Program (CPD Program) CE Coordinated Entry CFDA Catalog of Federal Domestic Assistance CFRCode of Federal Regulations CHHS Community, Housing, and Human Services (a City of Spokane Department) CoC Continuum of Care approach to assistance to the homeless The Federal agency responsible for negotiating with a grant recipient on behalf Cognizant Agency of all federal agencies the recipient receives funds from Collaborative Applicant The party responsible for applying on behalf of the region for CoC funds Continuum of CareFederal program stressing permanent solutions to homelessness Consolidated Plan; a locally developed plan for housing assistance and urban Con Plan development under the Community Development Block Grant and other CPD programs CPD Community Planning & Development DCYF Division of Children, Youth, and Families Federal agency can exercise judgment in selecting the recipient through a Discretionary Grants competitive grant process EPLSExcluded Parties List System ESEmergency Shelter ESG Emergency Shelter Grants (CPD Program) 1968 act (amended in 1974 and 1988) providing HUD Secretary with fair Fair Housing Act housing enforcement and investigation responsibilities Federal Fiscal Year Begins on October 1 and ends on September 30 of the next calendar year Federal RegisterThe official journal of the Federal Government. FMR Fair Market Rate (maximum rent for Section 8 rental assistance) A formula grant is a type of mandatory grant that is awarded based on statistical criteria for specific types of work. The authorizing legislation and Formula Grants regulations define these statistical criteria and the amount of funds to be distributed. So, the term “formula” refers to the way the grant funding is allocated to recipients. FUP Family Unification Program Grantee Housing and Community Development Advisory Board for Spokane County HCDAC CSHCD HEARTH Act Homeless Emergency and Rapid Transition to Housing Act Page 5 of 32 HHAA Homeless Housing Assistance Act HICHousing Inventory Chart HMISHomeless Management Information System HOMEHome Investment Partnerships (CPD program) HOPWA Housing for People Living with HIV/AIDs HUDU.S. Department of Housing and Urban Development HUD-VASH HUD-Veterans Affairs Supportive Housing program Lesbian, Gay, Bisexual, Trans, Queer/Questioning, Intersex, Asexual, More LGBTQIA+ (sexualities, sexes, and genders) Grants a federal agency is required to award if the recipient meets the Mandatory Grants qualifying conditions McKinney-Vento ActFederal Legislation providing a range of services to homeless people MOU Memorandum of Understanding NAEH National Alliance to End Homelessness NOFANotice of Funding Availability OMB Office of Management & Budget PATH Prevention Assistance and Temporary Housing (Homeless program) P&PsPolicies and Procedures PH Permanent Housing PSH Permanent Supportive Housing RecipientDirect recipient of funds from Federal Agency RFP Request for Proposal RRHRapid Re-housing S+CShelter Plus Care SHP Supportive Housing Program SOAR SSI/SSDI Outreach, Access, and Recovery SRCSpokane Resource Center SRO Single Room Occupancy Program Sub-Grantee An agency who receives pass-through funding to operate a project Sub-Recipient Indirect recipient of Federal Funds through a pass-through agency (Recipient) TBRA Tenant-Based Rental Assistance TH Transitional Housing UFAUnified Funding Agency USC United States Code YABYouth Advisory Board YHDP Youth Homeless Demonstration Grant YHSI Youth Homelessness System Improvement YouthBuild HUD program to promote apprenticeships for needy youth in building trades YYA Youth (17 and under) and Young Adults (18 to 24-years) Page 6 of 32 2.Introduction 2.1.!«¨¦¬¤³ ¶¨³§ ³§¤ #®³¨´´¬ ®¥ # ±¤ -¨²²¨® The 5-Year Strategic Plan to Prevent and End Homelessness (“5-Year Plan”) is intended to align with the mission of the Continuum of Care (CoC), as the advisory body of the Spokane County’s Region’s homeless crisis response system. The CoC’s mission is to make homelessness rare, brief, and non-recurring by fostering shared responsibility among stakeholders and coordinating resources essential to the success of local plans to end homelessness. 2.2.#´±±¤³ 3³ ³¤ ®¥ ³§¤ #®# '¤®¦± ¯§¨¢ 2¤¦¨® £ (®¬¤«¤²² 2¤²¯®²¤ The homeless crisis response system and the ways in which the CoC Board and local governments respond is impacted by the current context on a number of key issues, including: 2.2.1. Governance The current CoC governance structure was implemented in 2017 and was designed to connect a variety of sectors that intersect with homelessness in an effort to provide a holistic perspective to address complex needs and leverage available resources. The Spokane Regional CoC consists of the Collaborative Applicant, the CoC Board, the CoC sub- committees, homeless service providers, and community stakeholders. In the Spokane Regional CoC, the city of Spokane serves as the collaborative applicant. The CoC Board is composed of more than 20 representatives, including people with lived homeless experience, homeless service providers, public housing, behavioral health and chemical dependency, workforce, healthcare, law and justice, advocates, education, funders, local business, and regional government. These representatives are system leaders who can make decisions that quickly change the way we address key challenges and be responsive to changing needs. The Continuum of Care Boards’ governance structure is rooted in collaboration from a wide spectrum of stakeholders. There are four distinct Committees that make up the Board structure: A. Executive-The Executive Committee, along with assistance from the Collaborative Applicant, is tasked with membership recruitment, ensuring compliance with the CoC Charter; setting the board agenda; nominations to ensure board succession; and various other tasks as outlined by the CoC Charter or otherwise directed by the CoC Board. B. The Homeless Management Information System (HMIS) and Performance Evaluation Committee is co-chaired by a CoC Board Member and the HMIS Lead. Together, they set the agenda from feedback by providers, the Collaborative Applicant, CoC Executive and Board. Topics include data integrity, HMIS database improvements, and highlighting any errors in reports and data sharing with the public and report generation to track the efficacy of the programs funded through federal, state and local dollars. C. The Planning and Implementation Committee is made up of distinct sub committees and workgroups that are the foundation of how the CoC Board governs and identifies gaps in system delivery which in turn helps them determine how to best support system change. There are a total of five sub committees that fall under the CoC Board governance structure. Four sub committees focus on unique populations often affected by homelessness in their own distinct way, which requires different best practices be employed, and the fifth subcommittee is Diversion which focuses on diverting households from entering Coordinated Entry and where a shallow subsidy, if any, may be offered. The population specific sub committees are: Page 7 of 32 I.Youth and Young Adult II. Veterans III. Single Adults without minor children (includes Chronic Households) IV. Families with minor children (Includes Chronic Households) V. Diversion Workgroups include: I. Coordinated Entry Workgroup (led by the three Coordinated Entry Leads) II. Street Outreach Workgroup III. By Names List Workgroups: Youth and Young Adults; Single Adults (Chronic and longest lengths of homelessness) IV. Equity Workgroup In 2019, the Spokane Regional Continuum of Care was awarded Unified Funding Agency (UFA) designation. This is a prestigious designation and is awarded because of the Collaborative Applicant’s expertise in financial management, monitoring and evaluation, governance, and strategic leadership. UFA communities have increased control over certain federal funding streams, leading to better ability to manage projects locally and allocate funds to meet changing needs. However, due to COVID- 19 and the deleterious impacts that followed, the CoC was unable to effectively lean into its UFA status until early 2024. 2.2.2. 2¤¦¨® « )³¤¦± ³¨® The CoC is a regional body that strives towards regional solutions to meet the specific needs of those experiencing homelessness in both the urban and rural parts of Spokane County. It is critical that strategies address gaps and opportunities throughout the region. This includes representation from the City of Spokane, the City of Spokane Valley, and Spokane County on the CoC Board, as well as partnering on the Point in Time Count, other surveys and data collection and analysis. The goal here is to ensure that the geographic diversity of the region is considered in program design and access to services is responsive to urban and rural households. 2.2.3. 0 ±³¤±²§¨¯ £ #®¬¬´¨³¸ %¦ ¦¤¬¤³ There is an extraordinary level of community partnerships that span across municipalities, service providers, faith leaders, and citizens. There are currently agencies funded by the CoC Board that operate more than twenty different programs that serve people experiencing homelessness, with even more partners and programs integrated into the coordinated response system. There is increased participation in the CoC Sub-Committees by both public and privately funded agencies, broadening the lens by which we assess the system, contributing data from across systems into the Homeless Management Information System (HMIS), working together on complex and multi-faceted issues impacting those experiencing homelessness, and closing the gap to ensure effective and efficient service delivery. Finally, with the CoC’s geographic coverage spanning across the entire county, there is regional leadership involving the City of Spokane, the City of Spokane Valley, and Spokane County in support of regional efforts to prevent and end homelessness. The CoC Board has focused on engaging the business community in discussions and planning for a variety of strategies to address a multitude of community needs (e.g. partnerships between business and service agencies, mentorship, training for staff on homelessness, and employment/skills training for clients), creating a position on the CoC Board to be held by a business representative to ensure that lens is considered in all conversations, and continuing to provide training and education on the homeless community to all business that request it. Page 8 of 32 The opioid epidemic and its intersection with homelessness, has increased the need for deeper integration with emergency services. Substance Use Disorder (SUD) services will need to be further expanded and deeper coordination between the homeless and healthcare systems. The CoC Board will work closely with the City of Spokane and Spokane County to leverage local funding that can bring new beds online that address co-occurring disorders. This is another area where leaning into our UFA status may present an ideal pairing of federal and local dollars. Currently, we do not have enough beds to meet the needs of individuals who desire SUD treatment. 2.2.4. 3¤±µ¨¢¤ $¤«¨µ¤±¸ The system has seen a number of new projects come online in the last few years, as well as a significant number of new HMIS users that contribute data that aids in program design and funding allocations. Coordinated efforts to address needs of specialized populations (e.g. 2S-LGBTQIA+, people fleeing domestic violence, veterans, justice-involved, and youth and young adults) has led to improved service delivery and opportunities for people to get engaged with the system and resolve their homelessness quickly. The HMIS Lead has increased the number of participating agencies that either enter directly into HMIS or who have passive access to HMIS. Widening the net of HMIS access ensures that households who are being served by various providers that offer different services, can view current enrollments into HMIS, which enhances the way in which our community is able to assist a household experiencing homelessness and reduces the possibility of duplication. Where federal dollars tend to be a lot more challenging to recruit new providers that can compete for this funding, the City of Spokane and Spokane County are currently under contract with By and For Agencies. This level of partnership creates a much more streamlined approach to getting much needed resources into the hands of specific subpopulations that have historically been unable to access traditional housing and homeless resources. Specifically, if local governments can enter into contracts with long standing providers who have served specific subpopulations, then this is the preferred path to opt into. 2.2.5. FundingǾ 2¤²®´±¢¤²Ǿ £ -¤³±¨¢² The CoC recognizes that local funding sources are the most flexible of funding that can be leveraged in communities. Because of this flexibility, we understand that new projects may naturally require new outcome metrics and would be based on whether a project is high, medium or low barrier. Housing First must be seen as offering an individual what they need to thrive and not just a one size fits all approach. This might mean that through local and state funds, the CoC may wish to work closely with Spokane County, City of Spokane Valley and the City of Spokane to collaborate in procuring, through competitive RFP, sober living emergency shelters, transitional housing or permanent housing projects. Towards this end, we are also cognizant that the metrics as laid out in this plan and based on the SPM, would not be the same standards that would be required of medium/higher barrier projects. Instead, they must be commensurate to that of the individuals being served. Said metrics, shall be decided by both the CoC and the local jurisdictional board or committee who make those funding decisions. Such metrics will be added to this Plan by way of an amendment by the CoC Board. As of the date of this plan, the future of homeless and housing services funding is tenuous. This will require a concerted effort among private and public sectors to partner and therefore maximize resource availability and impact. It is the intent of the CoC to partner with all willing entities that seek to improve the overall health and long-term stability of those who live in poverty. This includes, but is Page 9 of 32 not limited to, healthcare, employment agencies, SUD and mental health facilities, credit unions, business interests, and philanthropic entities. Likewise, agencies who only administer State funded programs as RRH or TH will also be expected to meet higher positive outcome measurements than those agencies who might have both RRH supported by state and/only federal funds. HUD RRH is much more stringent than a state funded RRH program and the outcome expectations should be measured differently. These nuances in outcome expectations will be addressed in the attached Performance Management Plan. 2.2.6. Encampments Over the last four years, the CoC has worked diligently on addressing unsheltered homelessness, as those numbers appear to increase, and visibility of encampments have impacted citizen’s perceptions of safety. As a result, the CoC has invested more deeply in street outreach, an intervention that has proven results through direct engagement with people living unsheltered, and in re-engaging a coordinated outreach network to case conference and support efforts to help complex cases and to ensure outreach professionals are able to support efforts to reach people in need throughout the county. The City of Spokane has also begun utilizing a database and an integrated system to better track and map encampments and improve opportunities to send targeted service supports to those areas. Outreach then is utilized to provide a service-rich engagement strategy when encampments must be cleaned up in order to try and get people into the homeless service system and prevent the camps from being re-formed. Projects formed as a result of Camp Hope are also able to be utilized for other Encampment Resolution creating a pipeline to service for future designated encampment zones. Additionally, the City of Spokane Valley has implemented a robust mapping system that tracks encampments since 2021. Much like the City of Spokane, tracking this type of data ensures a more streamlined deployment of supportive services and other types of assistance needed by those who are unsheltered. The City of Spokane Valley has also invested in an interdisciplinary team of behavioral health professionals and local deputies who deploy together when responding to encampments. The deputies are specially trained to work with individuals who are unsheltered and assist in connecting them to the services needed. 2.2.7. !¥¥®±£ ¡«¤ (®´²¨¦ Spokane has spent multiple years in an affordable housing crisis, with historically low vacancy rates Coupled with growing general population, this has created additional challenges to housing people experiencing homelessness, as they struggle to compete for scarce housing resources. With many people looking for places to rent, those utilizing vouchers and/or have less income, criminal background or lack of rental history are less competitive for the few units that are available. Furthermore, increasing rents are significantly limiting the availability of affordable housing and has the effect of adding to local homelessness. It is important to continue focusing on affordable rental housing to prevent and end homelessness. This includes supporting capital investments – using local, state, and federal resources in adding and preserving affordable housing throughout the region. In the unincorporated areas and twelve cities and towns outside the city limits, Homeless Prevention has significantly curtailed homelessness for families who would otherwise become homeless and eventually seek services in the City of Spokane. This resource is critical for those households. Page 10 of 32 Despite challenges, the homeless crisis response system has continued to house people at increasing rates over the last three years despite the massive barriers presented during the pandemic, utilizing innovative solutions and working on improved landlord engagement strategies. 2.2.8. !¦¨¦ 0®¯´« ³¨® The fastest growing demographic in our region is the Medicare-age population. This means a shift in the types of services that may be necessary to address targeted needs, as well as connections to resources that previously have not been utilized. 2.2.9.Data-$±¨µ¤ 3®«´³¨®² As more projects contribute data to the HMIS, the depth and scope of knowledge continues to increase. This local data, alongside best practice research from around the country, has led to the design of data-driven programs. The CoC, Spokane County, City of Spokane Valley and the City of Spokane, are all pivoting towards performance-based funding. As part of this, all CoC contracts contain a Performance Management Plan that was approved by the CoC Board, the CHHS Board and elected officials. The Performance Management Plan sets both minimum performance standards, as well as performance targets for all 1 homeless service projects. As outlined in the plan, quarterly performance reports will be shared with the CoC Board and will be posted on the City of Spokane’s (Collaborative Applicant) website. Funding decisions will be made, in part, based on performance achieved by projects on an annual basis, ensuring that the community is investing in interventions that are meeting or exceeding outcomes for our system. As noted above, performance metrics will vary based on whether the project is funded, with federal, state or local efforts. As of 2025, the three major jurisdictions are working towards implementing the same CoC Performance Plan in their state and locally funded homeless projects. 2.3./¡©¤¢³¨µ¤² ®¥ ³§¤ Θȃ9¤ ± 3³± ³¤¦¨¢ 0« The plan follows guidance from the Washington State Department of Commerce, in association with HUD and the Spokane Regional Continuum of Care Board and Sub-Committees. 2.31 Objective One: Promote an equitable, accountable, and transparent homeless crisis response system. 2.32 Objective Two: Prioritize those with the greatest barrier to housing stability and the greatest risk of harm. 2.33 Objective Three: Prevent episodes of homelessness whenever possible. 2.34 Objective Four: Seek to house everyone in a stable setting that meets their needs. 2.35 Objective Five: Strengthen the homeless provider workforce. 3. /¡©¤¢³¨µ¤ /¤Ȁ 0±®¬®³¤ ¤°´¨³ ¡«¤Ǿ ¢¢®´³ ¡«¤Ǿ £ ³± ²¯ ±¤³ §®¬¤«¤²² ¢±¨²¨² ±¤²¯®²¤ ²¸²³¤¬ȁ 3.1.Introduction Since its inception, the Spokane Regional Continuum of Care (CoC) has made major system-wide changes to better address homelessness. One of the achievements has been continual improvements in our Coordinated Entry (CE) system. Since 2023, our continuum has operated three Coordinated Entry Points (CEP’s) based on sub- population: homeless families, youth and young adults and single adults. Spokane was an early adopter of the CE system. Implemented in 2012, CE utilizes Homeless Management Information System (HMIS) to identify individuals living in homelessness by linking them to the resources necessary to support movement to permanent housing. The CE system gained national recognition by the Page 11 of 32 National Alliance to End Homelessness (NAEH) for utilizing Housing First principles (i.e. not denying entry into CE based on not having ID or social security card), expanding access to satellite sites, and comprehensively assessing and prioritizing families by vulnerability and severity of needs. Equitable access to services is the cornerstone of any Coordinated Entry System. How access is defined for community members who are experiencing homelessness and housing instability varies. Access for someone who is wheelchair bound, or blind will be different to someone who is able to traverse our community with ease. Moreover, someone who lives in a rural area may not be able to access services in the same manner that their urban counterparts can. The CoC is committed to scrutinizing how we deliver services in our region and will lean on agencies that represent community members who have unique needs or who have additional barriers that our traditional CEP system cannot easily meet. Data shows that certain demographics, when compared to the overall population in Spokane County, experience homelessness at a much higher rate. These disparities among the homeless population in our community must be addressed. Contracting with more By and For Organizations is one tangible way that jurisdictions have sought to decrease this disparity, and our CoC is currently contracting with more By and For Organizations than in previous years. The three CEPs offer intake, assessment, referrals, housing placement and diversion, and supportive services all under one roof. Satellite sites throughout the county create a “no wrong door” approach to this centralized and integrated one-stop crisis response system that expedites linkage to housing and supports. In 2023, a new Youth centered, Youth and Young Adult (YYA) entry system was added to CE. The Youth and Young Adult (YYA) CE is administered by VOA, a youth and young adult provider. Young adults may continue to enter through either the single adult or family system, depending on family status and age, both of which have adopted changes to better serve youth. These changes include but are not limited to youth-specific walk-in hours to create safer, more welcoming environments and the introduction of satellite sites for youth to be assessed in locations they already frequent (e.g. unaccompanied youth shelter and drop-in centers). After many years of using the SPDAT suite of tools for assessment and prioritization in our CE system, in 2024 the Spokane CoC adopted a community created tool called the “SALA”. Tools from other Washington cities were considered and a proposal was sought from a consulting firm within the state who had participated in similar work in other cities. Ultimately the lead CE agencies came together and created a tool based on identifying barriers and vulnerabilities that create the most challenges for obtaining and maintaining housing across all racial and ethnic identities; also considering gender identity and sexual orientation. A draft was then vetted amongst stakeholders including those with live experience of homelessness and a pilot took place prior to full implementation in July 2024. Our CoC has three active pipelines for unique sub populations and while there is always room for improvement, we have a very active CE Workgroup who is continually working towards system improvements. However, because CE has been a well-established system within our community for the past ten years, our CoC was in the unique position to be able to evaluate and improve our system based off feedback and performance measures taken from within our own community, rather than broader theoretical data, and has been working tirelessly to do so since. A “By-Name List” (BNL) is a real-time list of all people in each subpopulation experiencing homelessness. By-name lists are a known best practice for homeless service systems because they can contain a robust set of data points that coordinate access and service prioritization at a household level, allow for easier case conferencing, are a collective tool of ownership and responsibility among differing agencies, and allow stakeholders to understand the homeless system inflow and outflow at a systems level. Not only does this tool allow for a triage of services and system performance evaluation on a micro level, but it allows for advocacy for policy changes and additional funding for resources necessary to end homelessness on a systems level. Page 12 of 32 In Spokane, the Veteran BNL, known as the “Veteran Master List”, was developed in 2016. The Veteran Master List is currently a HMIS tool, which reflects every veteran in our community identified as being homeless, where they are sleeping, and what provider they are working with. The tool collects data provided by veterans and centralizes it in a single electronic form, regardless of where the veteran first interfaced with the homeless system. Among many other data points, the tool tracks offers of housing that are made and the results of those referrals for each veteran on the list. The Veteran Master List helps determine what interventions are or are not working and which veterans in our community are going to need additional resources and effort to house. The tool has directly contributed to a reduced length of time homeless for veterans due to the ability of outreach teams and caseworkers to more quickly identify who is a veteran and experiencing homelessness in our community. The faster we can provide housing and/or suitable interventions, the cheaper and more effective our system becomes. Due to the success of the Veteran Master List, the City of Spokane CHHS Department, Youth and Young Adult Sub Committee, and the Youth Advisory Board (YAB) have been working closely to ensure the continued development of the YBNL (Youth By Names List). Volunteers of America, the current Youth and Young Adult Coordinated Entry Lead, facilitate YYA (Youth and Young Adult) case conferencing. This meeting relies greatly on the By Names List to aid in their case conferencing efforts. 3.2.-¤ ²´±¤² ®¥ 3´¢¢¤²² £ 0¤±¥®±¬ ¢¤ 1. Compliance with local, state and federal coordinated entry requirements for all projects receiving federal, state and local homeless funds. Compliance with CoC Policies and Procedures which include HUD recommended CE Core Elements. 2. Compliance with local, state and federal CE data collection requirements required to build and maintain active lists of people experiencing homelessness, and to track the homeless status, engagements and housing placements of each household. 3. For communities in Street Outreach projects: Increase the percentage of exits to positive outcome destinations to the level of the top 20% of homeless crisis response systems nationwide. 3.3.Strategies 1. Use outreach and coordination between every system that encounters people experiencing homelessness to quickly identify and engage people experiencing homelessness into services that result in a housing solution. 2. Apply for additional funding sources to aid the outreach and engagement process. 3. Continue to leverage current street outreach programs and/or partner with agencies outreach efforts that quickly identify and engage people experiencing homelessness 4. Identify and implement staff training such as diversion, progressive engagement, motivational interviewing, trauma informed care, etc. 3.4.#´±±¤³ #®£¨³¨® 3.4.1. /´³±¤ ¢§ %¥¥®±³² Spokane County, City of Spokane, and the City of Spokane Valley have partnered to ensure that Street Outreach programs remain strong despite the low availability of permanent housing available in our region. Homeless Outreach teams help individuals living in homelessness access services to meet their basic survival needs and work with community partners to promote transition to emergency housing, transitional housing and permanent housing. The Outreach staff meet individuals by going to populated areas and building rapport by offering a kind smile, Page 13 of 32 supplies (such as socks or personal hygiene products), and snacks until individuals are ready and able to seek safer shelter. The goal is to identify and engage unsheltered households who are not connected with existing services and connect them to the needed resources, based on what they need to move towards housing. In addition to the outreach organizations funded by the City of Spokane, Spokane County and the City of Spokane Valley, there are several additional outreach efforts within Spokane County funded through other means. For example, YouthREACH is a project of VOA that employs 2.5 full- time employees to provide peer outreach, access to shelter services, referrals, and other necessary support to at-risk youth and young adults struggling on the streets and in other unsafe locations in Spokane County. YouthREACH utilizes an outreach team composed of young people partnered with adults to provide outreach, and a case manager knowledgeable of area resources and services, and skilled at engagement and motivation with the target population. The primary function of the outreach teams is to engage youth, establish trust and build relationships that will lead youth to case management services; connecting them to financial, housing, employment, education, healthcare, and legal services that will meet their needs and create successful future outcomes. In addition to YouthREACH, VOA is in the process of forming an in-reach team that will be taking youth and young adult referrals from other systems that work with homeless or at-risk youth, such as behavioral health providers, schools and the juvenile justice system. Utilizing both in-reach and outreach, VOA can make contact with a wide variety of youth and young adults in order to assist them in navigating the system, which will greatly improve accessibility. Additionally, Catholic Charities of Eastern Washington (CCEW) has an Opioid Use Disorder Peer Support Program that provides outreach, as well as specialized assistance to individuals engaging in treatment services. And, finally, there is specialized Supportive Services for Veteran Families (SSVF) outreach staff who target interventions for veterans. In addition to increasing outreach funding in recent years, the Spokane City/County CoC has reinvigorated the Outreach Huddle, which seeks to join the area outreach workers, agency staff, local behavioral health staff, and the criminal justice system to unitedly case conference chronically homeless and/or other high barrier clients. Case conferencing is a nationally recognized best practice model that our community has sought to implement across populations. These meetings occur once a month and are a chance for staff to discuss more challenging cases to create a care plan where the different service providers are able to take a unified front and address individual needs in a holistic and targeted way. An array of representative service providers ranging from the medical and behavioral health community to law enforcement and fire personnel, and community court legal staff converse directly with the outreach workers in order to create a unified front and address individual needs in a holistic and targeted way. 3.4.2. #®¬¬´¨³¸ #®´±³ City of Spokane Municipal Court’s Community Court, established in 2013, is a Therapeutic Harm Reduction Court built upon a model created by the Center for Justice Innovation. This Court is designed to provide accountability with help. The approach is to dig to the root of behavior, apply resources to needs that are revealed by the participant. Those needs become conditions the participant is required to work towards to assist them in transitioning to a healthier life and away from the revolving door that can be the criminal legal system. It is one of many approaches Municipal Court takes to uphold public safety and provide appropriate redress to issues revolving around addiction and shelter challenges. Page 14 of 32 Community Court depends heavily on the service providers in Spokane to come together to reduce barriers to access to those who are likely disenfranchised with society, trauma filled, struggling with either Mental Health or Substance Use Disorders – or a combination of the two – and in so doing, reconnect the participant as a healthier productive member of society. Before a person enters Community Court, they meet with their attorney and determine the viability of the case and the desire of the participant to either adjudicate the case or engage in the court. If the participant chooses to adjudicate their case, the matter is immediately transferred to the traditional system. If the person opts into the program, the accountability begins with Needs Assessment to determine whether there is history of drug or alcohol use, involvement in the criminal legal system, needs for identification, health insurance, housing, education, employment, eligibility for Social Security benefits, food assistance, Veteran Services, Substance Use Disorders or Mental health issues and others. Those expressed needs then dictate the terms of their agreement to meet as the participants make their way through the program. If treatment is indicated every effort is made to have the shortest turnaround time to facilitate admission into treatment programs. The emphasis for the participants is to work on their respective needs by showing up at Community Court every week. They must be making progress on their individualized path having accomplished a minimum of community enhancement hours as well as connection to basic health and treatment requirements. If there is non-compliance, they are counseled and redirected. Incentives and sanctions are metered by the same best practices used in Treatment Courts: 4:1 ratio so that accountability with help can bring them into compliance. While incarceration is an option, many other tools are used to bring behavior back into line, until it doesn’t. A flash sanction may be imposed, or the participant may be terminated from the program after a hearing. A snapshot of a month (2024/2025 data) at Community Court reveals the following: 110 lunches served each week 19 hours average of community service completed per week/76 per month 3 Substance Use Disorder assessments completed each week/12 per month 7 participants on average enter inpatient SUD/MH treatment facility per month 14 community partner agencies average per week Self-Report of CCAT findings o 92.2% identified a housing need 71% reported being unhoused 7% reported living in a shelter o 98% identified an employment need o 54% identified a SUD need o 35% identified a mental health/trauma need o 68% identified as male o 32% identified as female The average age range entering Community Court is between 35-44 years old 15 replacement/renewal driver licenses/identification cards ordered on average per month Page 15 of 32 16 people referred to Consistent Care for MAT services with 12 actively engaged 60 Risk/Need assessments completed on average per month The Continuum of Care (CoC) is hopeful that the Community Court model can be implemented throughout the County in the coming years. 3.4.3. #®®±£¨ ³¤£ %³±¸ )¬¯±®µ¤¬¤³² Our previous Five-year plan called for the creation of universal CE Policies and Procedures. In 2022 we were able to implement these with the inclusion of the CoC recommended CE Core Elements. Additionally, one of priorities that was previously identified was the development of a Coordinated Entry System (CES) that served Youth and Young Adults. In 2024, the CoC created the YYA CE, a youth-specific coordinated entry system. Through the YHDP funding VOA was selected to administer the YYA CE. Additional strategies include creating Housing Navigator positions for youth and young adults that aid individuals in applying for and obtaining permanent housing; the utilization of best practice theories for youth case management (i.e. critical transition coaching); and the employment of diversion strategies that are tailored to the needs of the demographic age group. In 2024, a new CE assessment and prioritization tool was created and implemented by the lead CE agencies in the Community. This tool was fully implemented after stakeholder review and a pilot period in July 2024. Our CoC acknowledges that only prioritizing households who have the highest acuity can create difficulties in assisting other community members who may require only a light touch. Further, it creates a system whereby we are asking, as a system, that lower acuity individuals become more traumatized over time to access services. Of course, the funding of projects such as Diversion and funding more eviction prevention programs help, the connection of traditional housing projects such as Rapid Rehousing, Transitional Housing and Permanent Supportive Housing, continue to be unattainable for households that do not score the highest and thus are not prioritized for these interventions. As such, the following strategies will assist the CoC in crafting a Coordinated Entry System that is still compliant with both federal and state guidelines. Expanding Housing Access for Lower-Acuity Individuals has been a widely discussed topic within the CoC for many years. We hope to expand the continuum with interventions that meet the need of households at the time they enter the CE gateway. Background & Need HUD’s Coordinated Entry (CE) system prioritizes individuals with the highest vulnerabilities for Rapid Rehousing (RRH) and Permanent Supportive Housing (PSH). However, lower-acuity individuals and those who may be experiencing homelessness for the first time, have limited/fixed income, or need minimal support often struggle to access housing assistance despite being at risk of chronic homelessness. To create a more comprehensive, HUD-compliant housing system, we propose a multi-pronged approach to serve lower-acuity individuals while maintaining prioritization for high-needs populations. Proposed Strategies 1. Expand Diversion & Prevention Efforts Page 16 of 32 a.Increase funding for homelessness prevention and diversion programs (e.g., one-time financial assistance, mediation, or transportation aid). b. Develop partnerships with faith-based organizations, nonprofits, and local businesses to create flexible funding pools for individuals who don’t meet CE criteria but still face housing insecurity. 2. Establish Non-HUD-Funded RRH for Lower-Acuity Individuals a. Apply for state, county, philanthropic, or private funding to operate RRH, TH or PSH programs outside of State and HUD’s CE requirements. Create eligibility criteria focused on employment status, eviction history, and affordability b. challenges, rather than vulnerability scores. 3. Implement a Tiered RRH Support Model a. Work with the CoC to create a RRH/TH/PSH program that scales assistance based on need. b. Higher-acuity individuals receive longer-term rental assistance and intensive case management. c. Lower-acuity individuals receive shorter-term support (e.g., 3-6 months of rental assistance) with light-touch case management. This model ensures all individuals receive appropriate levels of support without displacing those with greater needs. 4. Adjust CE Assessment & Prioritization a. Work with the CoC to explore modifications to the CE assessment tool to include factors such as: Risk of eviction, Housing affordability in the region. Recent job loss or income barriers b. Ensure lower-acuity individuals who still face housing barriers have a pathway into RRH without undermining HUD prioritization standards. 5. Leverage Non-CoC Housing Resources a. Work with Spokane Housing Authority to prioritize lower-acuity homeless individuals for Housing Choice Vouchers or project-based units. b. Expand access to employment-linked housing programs and workforce housing for individuals with some income but insufficient savings for market rent. Funding Sources & Sustainability Seek state and local government grants for non-HUD RRH funding. Engage private foundations and corporate donors to support a flexible rental assistance fund. Explore social impact bonds or outcome-based funding models to incentivize housing stability. Align efforts with workforce development programs to integrate employment and housing solutions. Expected Outcomes Page 17 of 32 More efficient use of State and HUD resources by ensuring those with moderate needs do not become chronically homeless. Increased exit rates from homelessness, reducing shelter reliance and overall system strain. Stronger public-private partnerships, leading to a more holistic housing approach for all individuals experiencing homelessness 3.4.4. %¬¤±¦¤¢¸ 3¤±µ¨¢¤² Spokane County offers numerous emergency hotlines. Eastern Washington 2-1-1, operated by Frontier Behavioral Health, is a broad free and confidential service via an easy access phone number where individuals can call to receive information about the availability of our 2 Community’s resources by a trained Referral Specialist. 2-1-1 can provide information ranging from food bank locations, homeless services,, health and wellness support, utility/energy assistance, veteran services, legal resources, disaster and crisis support, transportation, free tax preparation, and veterinarian services (this is not an exhaustive list). However, if an individual has a distinct issue that they are needing help with, then other specialized hotlines for assistance. The YWCA offers a 24-hour domestic violence helpline where an advocate located at their safe shelter 3 is prepared to help to discuss options, safety plans, and other community resources. Lutheran Community Services offers a 24-hour crisis line for survivors of sexual assault to seek out information about their options in terms of medical care, healing and legal services. Additionally, Frontier Behavioral Health offers a mental health or substance use disorder hotline called the 24- Hour Regional Crisis Line, which gives assessments to those in crisis whose health and/or safety are in crisis. Spokane Fire Department has partnered with FBH to create a Behavioral Health Response Unit that responds exclusively to mental health calls; this is a three-person team consisting of a paramedic and a licensed mental health counselor. With the increase of fentanyl overdoses and opioid settlement funding, a substance use disorder professional, a social worker and case manager were added to this team. Once it has been established that there is a behavioral health case, the team is engaged to try to assess their immediate needs and the best ways to support them through their crisis. Spokane Police Department has a similar program called the Community Diversion Unit which also pairs with mental health professionals to respond to individuals in the community experiencing a mental health crisis, aiming to divert individuals away from jails and hospitals and connect them to the services and resources they may need. Additional funding from the opioid settlement was used to create a High Utilizer and Complex Care Initiative. This includes a contracted community-based provider to coordinate care, provide intensive wrap-around services, and launch case management services for individuals cycling between jail, emergency departments and local shelters. 3.4.5. %µ¨¢³¨® 0±¤µ¤³¨® During 2021 our CoC were recipients of an influx of eviction prevention funds from the Federal Government. This money eventually was taken over by the Department of Commerce, and our community has continued to be grantees of these funds. Prevention is a critical tool to ensure that our system works upstream to assist households avoid entry into the homeless system, which ends up being far more expensive than simply maintaining their housing. 2 https://fbhwa.org/programs/additional-support-services/eastern-washington-211-ew211 3 https://ywcaspokane.org/programs/help-with-domestic-violence/24-hour-helpline-faqs/ Page 18 of 32 3.4.6.Diversion Diversion is a housing first, person-centered, and strengths-based approach to help households identify the choices and solutions to end their homeless experience with limited interaction with the homeless crisis response system. It assists households to quickly secure permanent or temporary housing by encouraging creative and cost-effective solutions that meet their unique needs. It is a short-term intervention focused on identifying immediate, safe housing arrangements, often utilizing conflict resolution and mediation skills to reconnect people to their support systems. Diversion offers flexible services that may be coupled with minimal financial assistance when needed. This unique approach engages households early in their housing crisis. A staff member trained in the techniques of diversion initiates an exploratory conversation to brainstorm practical solutions for households to resolve their homelessness quickly and safely. Staff help households see beyond their current crisis by encouraging them to generate creative ideas and identify realistic options for safe housing based on their own available resources rather than those of the crisis response system. In 2019, the CoC committed to a Diversion-First Model. As such, the City of Spokane and its partners invested in training by the Center for Dialogue and Resolution, based out of Tacoma, Washington, in Diversion strategies. Fifty front-line service providers were trained, with nearly a dozen becoming trainers in Diversion and committing to continue training staff from across the system. 3.5.!¢³¨®² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Objective 1: Promote and equitable, accountable, and transparent homeless crisis response system. Action Activity Responsible Party Timeline 3.5.1 Collaborative applicant to Sub-Committees & 2024-BNL Develop and maintain “By-ensure that monthly BNL CHHS HMIS Team 2027- Name-Lists” BNL for sub-meetings occur. Project Plan populations to achieve Refine BNL criteria in functional zero: CMIS/confirmation. 1. Single Adults 2. Veterans 3. Youth and Young Adult 3.5.1b Review the built for Sub-Committees & 2027 Develop a project plan for zero/functional zero model CHHS HMIS Team BNL in the HMIS by Create BNL reports in HMIS subpopulation Analyze Data from reports quarterly. Develop Intervention Strategies base on the analyzed reports 3.5.2 Utilize HUD’s STELLA tool Sub-Committees, 2027 Ensure equity in outcomes which will assist our CoC in Collaborative evaluating disparities in our Applicant, CoC system. Board Establish reports for subcommittees and projects to analyze disparities for all Page 19 of 32 racial groups and conduct outreach to agencies that support these populations to collaborate on serving them in an effective manner thereby reducing disparities. Review the report quarterly Quarterly assessment of the SALA tool. 3.5.2b Translate annual community Sub-Committees, 2027 Enhance language access surveys in Spanish, Russian, Collaborative and Marshallese. Applicant Conduct annual community surveys. 3.5.3 Increase the number of Sub-Committees and Sub-Committees, Ongoing BIPOC, Immigrant/Refugee, workgroups establish an CoC Board, MOU 2S-LGBTQ+, Disability, organizational outreach plan Collaborative between Medical, and Justice Involved for: Applicant Providence Organizations in the CoC and o BIPOC and CoC to CE o Immigrant/Refugee be o 2S-LGBTQ+ completed o Disability by no later o Medical than 2025. o Justice Involved Report on the progress of the plan at meetings. Strengthen Medical/Healthcare linkages and formalize partnerships in MOU 3.5.4 Sub-Committees, Ongoing Increase Community Create a CoC and CE CoC Board, Education marketing and education Collaborative plan. Applicant, CE Host an annual Coordinated Workgroup, Equity Entry Symposium Workgroup Annual training opportunities on: data, diversion strategies, homeless prevention, system access and CE, myths/ facts, trauma-informed care Require agencies to attend community-wide trainings and keep training logs for employee’s engagement efforts Revamp and maintain the CoC Website 3.5.5 Improve access and Ensure ongoing training for CE Leads, CE Ongoing accessibility to CEsatellite sites Providers, Sub- Page 20 of 32 Determine where there are Committees, CoC gaps where people are Board, Collaborative accessing services and if there Applicant, HMIS is further need for additional Committee sites Maintain monthly meetings of the CE Workgroup Create info sheets for the CoC Website. Develop a universal intake. Update CoC and CE policies and procedures annually 3.5.6Improve system Quarterly review Sub-Committees, CE 2025 & performanceperformance measures as a Providers, CoC Ongoing system Board, Collaborative Quarterly review measures Applicant for underperforming projects. Develop a performance improvement plan for underperforming projects. 4. /¡©¤¢³¨µ¤ 4¶®Ȁ 0±¨®±¨³¨¹¤ ³§®²¤ ¶¨³§ ³§¤ ¬®²³ ²¨¦¨¥¨¢ ³ ¡ ±±¨¤±² ³® §®´²¨¦ ²³ ¡¨«¨³¸ £ ³§¤ ¦±¤ ³¤²³ ±¨²ª ®¥ § ±¬ȁ 4.1.Introduction Coordinated Entry refers to the Continuum-wide effort to assess the vulnerability of homeless households through CE and connect them to the appropriate housing resource(s) based upon level of need as quantified during their Assessment. The implementation of coordinated assessment is now a requirement of receiving both CoC funds from HUD and state homeless service funds from the WA State Department of Commerce and is considered a national best practice. Coordinated entry assessments are used to prioritize the most vulnerable homeless households and connect them to the appropriate level of housing and support. As the homeless service system of Spokane continues to develop and strengthen, system changes are focused on what works best for homeless households and rapid exits to permanent housing solutions. On-going evaluation processes include: Survey homeless households seeking assistance through the Coordinated Entry System; and Collaborate with homeless service providers to discuss system improvements based on survey results; and Monthly Coordinated Entry Lead meetings The Spokane Regional CoC acknowledges that no two homeless experiences are the same and that circumstances and situations are unique; therefore, need targeted responses. The homeless population is made up of numerous subpopulations, which is indicative that to effectively cater to the unique needs of each, different sets of priorities should be established. Therefore, CoC sub-committees have been extensively discussing and reorganizing CE prioritization measures of each population. Page 21 of 32 Along with the reorganization of prioritization measures, the CoC continues to review the Housing Inventory 4 Count (HIC)to ensure that the system has an adequate housing inventory to meet the needs of our community’s most vulnerable. 4.2.-¤ ²´±¤² ®¥ 3´¢¢¤²² £ 0¤±¥®±¬ ¢¤ 1. Compliance with state and federal Coordinated Entry requirements for all projects receiving local, state and federal homeless funds. 2. Compliance with the Office of Homeless Youth's "Five recommendations for making Coordinated Entry 5 work for youth and young adults.” 3. Successful implementation of prioritization policies for all projects receiving federal, state and local homeless funds, resulting in prioritized people consistently being housed in a timely manner. 4. Prioritize unsheltered homeless households and increase percent served of unsheltered homeless 6 households by 5% or maintain compliance level. 5. Average length of stay in night-by-night emergency shelter (target 30 days) and exit to permanent housing from night-by-night shelter (target 50%). 4.3.Strategies 1. Improve Case Conferencing mechanisms to effectively meet the need of our most vulnerable. 2. Have CoC Sub-Committees reevaluate vulnerability priority factors by subpopulation and continuously re- evaluate for use by Coordinated Entry System. 4.4.#´±±¤³ Conditions Our CE system currently includes separate entry sites for singles, families and youth and young adult. Additionally, we have awarded funds to our local Victim Service Provider, the YWCA, to provide specific CE services for survivors of DV. Both the singlesand family systems offer satellite sites to offer a no wrong door approach and allow those seeking services to do so with providers they are already working with to lessen the trauma associated with retelling their store multiple times. In 2024 we implemented a new community created assessment and prioritization tool in an effort to create more equitable access to vacancies in the homeless response system and minimize the trauma associated with the invasiveness of the SPDAT which had previously been in use. 4.5.!¢³¨®² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² ActionActivityResponsible PartyTimeline 4.5.1.Maintain and update CE Providers, CoC Board 2025 & Evaluate current universal CE policies Ongoing P&Ps by CE system and procedures annually and update (P&Ps) as needed. Research barriers and interventions as well as culturally specific interventions. 5 https://deptofcommerce.app.box.com/s/s1cabcfobjev039u3qfl8r4f8cb0380f 6 Department of Commerce CHG Grant sections 2.1.1, 8.4.2 and 8.4.4 Page 22 of 32 4.5.2.Annual Coordinated CE Providers2025 & Create a short-term Entry Symposium Annually work group to plan symposium Plan and host an education opportunity for agencies to share their programs Requirement to continue as a satellite site for CE 4.5.3.Annual Review of P&P Sub-Committees, CoC Annually Sub-Committees for sub populations Board, Collaborative evaluate Applicant vulnerabilities to be prioritized by population based off community needs CE work group to review and offer recommendations for any updates 4.5.4.Match the best Sub-Committees, & Ongoing Review quarterly intervention with the Collaborative Applicant SALA referrals and need project outcomes Map the system for gaps and needs 5.1. /¡©¤¢³¨µ¤ 4§±¤¤Ȁ Prevent Episodes of Homelessness Whenever Possible 5.2. Introduction Spokane’s homeless service response system underscores the dual importance of providing permanent housing solutions and ensuring individuals can maintain housing stability. In this section we will discuss Eviction Prevention and the CoC’s Move-On Strategy. Where the former is an actual financial intervention + supportive services (like TH/RRH/PSH), the latter is a strategy employed by CoC’s to effectively and successfully move households into independent living and out of homeless programs. To address the growing needs of our community, it is essential to expand financial and case management services that stabilize households when they face housing insecurity. Beginning in 2020 our community, like many others, saw an influx of federal and state funding that sought to keep households in their homes. These funds were earmarked as prevention dollars to ensure continuity in maintaining housing stability due to the impact of COVID. Since this time, prevention has come back into the fold as a more permanent intervention offered under Coordinated Entry. We currently have contracts with By and For Agencies that do not require the use of Coordinated Entry for referrals, they are required to enter into HMIS, however. We currently do not use ESG funds as an available eviction prevention activity since the State has offered robust funding in this arena. Eviction Prevention (EP) dollars also tie together case management services, and it is expected that agencies provide robust case management to ensure a household not become unstably housed post financial assistance. These supportive services are tailored based on the subpopulation served. For example, a family with minor children may need assistance in finding employment, less expensive childcare, or may come to the conclusion that both parents should be working, but only one parent can be out of the house no more than 20 hours per week. In Page 23 of 32 this case, supportive services would include, at minimum, connection with Worksource (local employment agency) to connect the household with the most appropriate employment options. Conversely, a household that is elderly, on fixed income and unable to work, might work with their case manager to submit applications to income based affordable housing. In either scenario, supportive services meets the household where their at and the end goal is to ensure that they do not enter the homeless system. Since the State has not provided communities with outcome metrics for Eviction Prevention, this plan proposes that EP follows the same measures as outlined for RRH. Housing should be more than just a short-term fix; it must equip participants with the skills and resources needed to maintain long-term stability. The aim is to integrate participants into the broader community, fostering opportunities for personal growth and development. By gaining new experiences, they can develop a diverse skill set, increasing their chances of achieving self-sufficiency and independent living. Moreover, adopting a strong Move-On Strategy across the Continuum of Care (CoC) ensures that we are setting households up for success and stability, which then will prevent more episodes of homelessness in the future. The “Moving-On” strategy supports clients in Emergency Housing (EH), Transitional Housing (TH) and Permanent Supportive Housing (PSH). A Move-On strategy must be employed in all interventions, but particularly in PSH, where Housing Choice Vouchers are an option for households who successfully live in a project based voucher (PBV) unit for 12 months or more and have good rental history. By transitioning participants to housing environments without on-site, intensive services, the strategy offers several benefits: Participant Empowerment: Fosters independence by providing a less service-intensive living environment. Cost-Effectiveness: Frees up PSH resources for individuals with higher service needs. System Flow: Creates better resource allocation within the community’s homeless response system. By aligning high-service housing programs with mainstream, less intensive housing assistance options, we can expand choices for households experiencing homelessness and improve overall system efficiency. The Moving-On strategy is centered on household participation. . Collaborating with participants to identify when they are ready for greater independence is critical. Establishing a structured process for assessing readiness ensures that transitions are supportive and effective, paving the way for sustainable housing outcomes and greater community impact. 5.3.-¤ ²´±¤² ®¥ 3´¢¢¤²² £ 0¤±¥®±¬ ¢¤ 1. Eviction Prevention will adhere to the same metrics as RRH. 2. The CoC will monitor how well the Move-On Strategy is implemented and executed by working with the HMIS Administrator to pull relevant reports on who is eligible and what providers are doing to prepare households for independent living. 5.4.Strategies 1. Monitor QPR’s on returns to homelessness for EP enrollments. Identify opportunities for system improvement should we see significant influx post enrollment and financial assistance. 2. Improve data quality to better measure the efficacy of the Move On Strategy. 5.5.#´±±¤³ #®£¨³¨® In addition to the Department of Commerce’s performance measures, a Performance Management Plan is also a local tool that our CoC will use toevaluate baseline data, create minimum performance standards and system performance targets for many projects and at minimum those funded by state and federal funding. As noted earlier, when funding sources are more flexible and can support medium to high barrier projects, a stricter Page 24 of 32 measurement of performance will be contractually required. In some cases, projects that are funded with local dollars (no federal or state funding) measurements may be determined by staff and the local governing body. This is especially the case if the intervention is not within the menu of interventions already funded by HUD or CHG that local jurisdictions are able to use as a guide when determining fair measures of outcomes. 5.5.1. #®# &´£¨¦ £ 2&0 #®¬¬¨³³¤¤ The CoC Funding and RFP Committee oversees the Request for Proposal (RFP) process, including coordinating CoC program funding awards with other funding partners. The Committee reviews project and system performance data from the past award year and makes recommendations to the Collaborative Applicant regarding monitoring plans and funding allocations and/or reallocations. Additionally, the CoC Funding and RFP Committee is responsible for reviewing and updating the Performance Management Plan on an annual basis, including working with the Collaborative Applicant to set minimum performance standards and system performance targets, to establish a system performance improvement strategy for the CoC. In doing so, HUD’s project performance objectives and system performance measures, Commerce’s system performance expectations, and CoC projects’ combined performance on those objectives were considered in determining where to set minimum standards and system targets for the CoC’s project portfolio. 5.6.!¢³¨®² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Action Activity Responsible PartyTimeline 5.6.1.Create a system-wide Assess system readiness Collaborative Applicant, 2026 & move-on strategy for move-on strategy Sub-Committees, CoC Ongoing Convene PSH providers Board already utilizing an agency-specific move-on strategy Receive agency feedback on system-wide strategies Solicit CoC Board approval 5.6.2.Implement system-System-wide move-on Collaborative Applicant, 2026 & wide move-on strategy training Sub-Committees, CoC ongoing strategy Agency training Board Develop move-on strategy guidance Develop mechanism to measure effectiveness of the move-on strategy CoC Board approval of policies 5.6.3.Achieve high- Collaborative Applicant, 2025-2027 performing Prioritize TH and Rental Sub-Committees, CoC community Assistance for new Board performance set out project models in the Performance Identify and apply for more funding to continue to grow inventory of available housing and Page 25 of 32 7 Management Plan supportive services as for all project types needed Increase use of dedicated subsidies (e.g. Housing Choice and VASH Vouchers) Monitor data for length of time between end of supportive services post- move out and returns into the system Standardize aftercare services based off a local best practice policy Ongoing diversion training and implementation Increase income potential of those receiving services through stronger partnerships with employment agencies, career development agencies (e.g. the WorkSource Spokane, and Next Generation Zone), childcare services, transportation availability, etc. Increase marketing strategy of the Spokane Resource Center Diversion mechanism Improve access to mainstream benefits (e.g. SOAR, DSHS, TANF, ABD, VA Benefits, etc.) Identify new strategies to develop affordable housing for all subpopulations through community forums and business partnerships Determine where there are gaps in accessing services Improve data quality to minimize error responses Page 26 of 32 and increase reliability (e.g. HMIS, etc.) 5.6.4.Adopt a person-Research staffing levels CoC Sub-Committees & CE Ongoing centered holistic for appropriate service Providers services approach delivery. Develop training materials and resources to support CE providers with the adoption 6. /¡©¤¢³¨µ¤ &®´±Ȁ 3¤¤ª ³® §®´²¤ ¤µ¤±¸®¤ ¨ ²³ ¡«¤ ²¤³³¨¦ ³§ ³ ¬¤¤³² ³§¤¨± ¤¤£²ȁ 6.1. )³±®£´¢³¨® The Department of Commerce and the CoC recognize that theoretical formulas produce imperfect information as the state of our nation and the growing population, as well as the real estate market, cannot be perfectly projected. In preparation for this next objective, the Department of Commerce released a tool that when entered with our current housing inventory and homeless population would produce good faith and transparent estimates of the impact of the variety of local strategies being considered, tailored to local priorities. Though the numbers are not meant to be interpreted literally, this tool has enabled the City of Spokane’s CHHS Department, currently the Collaborative Applicant, to explore how plans for creating more units within different interventions would affect the system. Additionally, the tool calculates annual funding and increases projected to be needed due to inflation and rent- driven increase. This knowledge, though not exact, will help the CHHS Department prepare in advance for additional needed funding streams. 6.2.-¤ ²´±¤² ®¥ 3´¢¢¤²² £ 0¤±¥®±¬ ¢¤ 1. A local plan that includes an estimate of people experiencing homelessness that will be housed during 2025 after successful implementation of the local plan using existing resources, and the count of households left unsheltered at a point in time in 2025, based on credible data and research; including the data, assumptions, calculations, and related citations necessary for outside parties to review and reproduce the estimate. 6.3.Strategies 1.Use the Department of Commerce Modeling Tool to assist in the 2026 Point-in-Time prediction. 2. Utilize System Performance Targets adopted by the CoC into the tool. 3. Use data from a variety of system sources to project an estimate of housing sources that are currently projected to join the Spokane homeless system. 4. Use the data to identify housing solutions that will assist the CoC in planning for the future financial expenditures, system impact and strategic investment. 6.4.#´±±¤³ #®£¨³¨®² In the 2019 Point-in-Time count, 1,309 individuals living in homelessness were documented, 315 of them being unsheltered. Contrast that with the 2024 Point in Time count that surveyed 2,021 individuals and 443 of these households unsheltered. We believe these are two important time comparisons due to the pandemic, the rising cost of housing and the severe shortage of affordable housing stock that Spokane County has faced over the last five years. The other significant factor has been the use of fentanyl and the lack of State planning and implementation of SUD and mental health facilities. Emergency shelters house some of the highest acuity individuals in our community due to the deficiency in appropriate care better left to State planning. The CoC will Page 27 of 32 prioritize working with the Washington Health Care Authority and other appropriate agencies to identify options that would add units to our community, especially for high acuity households and those who require a higher level of care. As highlighted above, the pace by which affordable housing has been built has not kept up with the demand; towards this end, the available interventions offered under Coordinated Entry do not adequately meet the high needs of those who are experiencing homelessness. In spite of this, the CoC continues to look for ways to improve homeless outreach, offer interventions commensurate to the level of need that a household requires, all to ensure that homelessness is rare, brief and non-recurring. As noted above, Spokane County has been experiencing economic growth and has seen similar increases in the cost of housing and a consistently low vacancy rate. Low-income and homeless households face many barriers to housing in a highly competitive rental market. To increase the rate of permanent placement from shelter, TH, and RRH, the CoC has increased its investment in landlord incentive strategies, facilitated greater coordination between landlord liaisons, and supported legislative actions to decrease barriers for homeless households. Additionally, some existing resources were reallocated to provide rental assistance programs more opportunities to incentivize landlords to rent to homeless households and mitigate perceived risk of renting to them. To meet the growing need and improve system outcomes, the CoC continues to look towards adding additional housing units across intervention types, as well as increasing project performance measures, particularly in percentages of successful and permanent exits from the interventions. 6.4.1. %¬¤±¦¤¢¸ 3§¤«³¤± Emergency shelters play an important role in a crisis response system, providing beds on a first come, first served basis, to any person experiencing homelessness. City of Spokane, Spokane County and the City of Spokane Valley-funded emergency shelter system is Housing-First and includes housing-focused services by population type. Combined with other public and private funded shelters, the current emergency shelter system offers targeted shelters for single men and single women (households without children), families, young adults, minor youth and those fleeing domestic violence. In 2024, the City of Spokane implemented a Scattered Site model that continues to focus on specific subpopulations but are smaller and more boutique-style shelters. A Housing Navigation Center currently assists in making a certain number of referrals to each site, but many of these beds are still open on a first come first serve basis in order to ensure equal access. Another sub population that has manifested due to the burgeoning need of medical fragile households who are homeless, are respite bed shelters. We currently have three sites that hold 30 individuals each and many of the referrals come directly from hospitals. Over the next several years, there is an intention to bring new shelters online for key populations that have challenges accessing the existing shelter system or who are particularly vulnerable. Concurrent with this increase in scattered sites, there will be a reduction in congregate shelter capacity. There is continued need for regional solutions for emergency shelter, including a strategically located space that could meet the holistic needs of those throughout the region. 6.4.2. 4± ²¨³¨® « (®´²¨¦ Transitional housing (TH) refers to a supportive – yet temporary – type of accommodation that is meant to bridge the gap from homelessness to permanent housing by offering structure, supervision, support, life skills, and in some cases, education and training. In past years, funding availability for TH has declined nationally, and Spokane County has been impacted by these reductions. However, the CoC continues to pursue tailored housing resources for the populations for which TH is considered a best practice. Service models vary by population, but include at minimum, master leased units and the opportunity for project participants to “transition in place”, thereby reducing impact on the individual and allowing them to move from the TH project Page 28 of 32 into permanent housing without having to move. We also know that transitioning in place is not always possible since it means a reduction in a provider's housing portfolio and due to the high costs of housing, it is better to use the unit as more of a bridge to permanent housing. Our CoC is committed to bringing more TH units online and establishing programs that offer both low and higher barrier programs (i.e.: sober living). Innovative solutions, including shared housing for young people and joint TH-RRH interventions, have been brought online and continuing to expand these creative solutions is critical for creating diversity in housing inventory and for supporting individualized needs. The CoC would like to continue monitoring data and expand this intervention accordingly. 6.4.3. 2 ¯¨£ 2¤-Housing Rapid re-housing (RRH) provides short-term rental assistance and services, with the goal of helping people obtain housing quickly, increase self-sufficiency, and stay housed. It is offered without preconditions (e.g. employment, income, absence of criminal record, or sobriety) and the resources and services provided are typically tailored to the needs of the person. That said, where the program eligibility requirements may be low barrier, households must still compete with other community members that come without the challenges of low to no income, criminal background, stigma of being homeless. This requires a healthy housing stock that includes access to housing by the working poor, households on fixed incomes, and who come with a variety of backgrounds, is truly available. Currently, this is not the case in our Continuum. It is worth noting that we continue to be a high performing CoC despite the pragmatic challenges noted above. The CoC is dedicated to tailoring different RRH programs to meet unique needs of subpopulations depending on the funding stream. Specifically, HUD federally funded RRH programs are much stricter than State funded RRH and therefore, the measurement outcomes will be higher based on allowable costs and FMR allowances. Regardless of funding streams, RRH providers employ a progressive engagement model to provide a better service intensity to meet different needs. Progressive engagement is the practice of helping households end their homelessness as rapidly 25 as possible, despite barriers, with minimal financial and support resources. More support is applied to those households who continue to struggle to stabilize. Progressive engagement acknowledges individualization and the fact that homelessness is a complex struggle; therefore, when a participant shows that they are in need of more help, it can be provided to meet their needs. On the other hand, by avoiding more assistance than is required to end homelessness and prevent an immediate return to the streets or shelter, programs can help more people, close housing placement gaps, and reduce the time people remain homeless. The CoC has utilized RRH as a critical intervention with significant success. Continuing to move this forward – through standard RRH, TH-RRH joint projects, and others – will be important over the next five years. 6.4.4. 0¤±¬ ¤³ 3´¯¯®±³¨µ¤ (®´²¨¦ Permanent Supportive Housing (PSH) continues to be a priority for the region. The current system operates both facility-based and scattered-site PSH projects and, for the last few years, new PSH projects have come online to improve access to these service-intensive support interventions for chronically homeless adults. At the same time, existing projects have begun to utilize FCS and GOSH to enhance the level and quality of supportive services for PSH interventions, which also enhance the use of limited federal resources. While point-in-time count data indicates a reduction in chronically homeless throughout Spokane County, the CoC is focusing on ensuring PSH availability for specific subpopulations who may benefit from improved access and accessibility of this inventory. For example, there currently is not a set-aside of PSH units for youth or young adults, and current prioritization policy means this demographic often struggles to be prioritized for existing units. As a result, focused attention and a review of CE policies and procedures is underway by the CE Workgroup to ensure the need is met. Furthermore, the CoC and the Page 29 of 32 Veteran’s Administration are deepening their partnership to improve access to VASH vouchers for veterans. 6.5.!¢³¨®² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Action Activity Responsible PartyTimeline 6.5.1.Projection of Use the Department of Collaborative Applicant2025 & Unsheltered Commerce Tool for this Ongoing Individuals Living in Calculation. Homelessness in 2025. 6.5.2.Update Annually with Use the Department of Collaborative Applicant2025 & Housing Inventory Commerce Tool for this Ongoing Count.Calculation. 6.5.3.Seek to expand Public Presentations to Collaborative Applicant, 2025 & affordable housing Philanthropy and Sub-Committees, CoC Ongoing investments from Business to broaden the Board business and funding to increase. philanthropy. affordable housing production. Explore the creation of a Fund Development Committee. Work with the city and county to leverage affordable housing production dollars, and advocate for projects that fill gaps and are equitable. 7. /¡©¤¢³¨µ¤ &¨µ¤Ȁ 3³±¤¦³§¤ ³§¤ H®¬¤«¤²² P±®µ¨£¤± Workforce 7.1. Introduction Homeless service provider workers have seen many challenges over the last 10 years and Spokane is no exception. Providers are having a difficult time filling positions, which exacerbates already stretched staff capacity to provide quality and timely services. A 2023 study published by the Department of Commerce looked at the challenges and trauma experienced in the field and the loss of frontline workers in this field. The study reports that workers in this field have huge workloads and are dealing with failures of systems and the effects of systemic racism and poverty and are dealing with primary and secondary trauma daily. They are often underpaid and the programs that they work in are not guaranteed funding. COVID-19 did not cause these issues, but it added additional work and stress to meet increased demand. To meet the needs of the affordable housing crisis, homeless service providers need trained and stable workers. The system has recognized the value of individuals with lived experience of homelessness and encourages service providers to add these individuals to their workforce. It should be considered, Page 30 of 32 however the unique needs of these individuals and organizations should be equipped to offer support as needed. This could include Employee Assistance Programs (EAP) and sufficient paid sick leave. Funding sources should consider awarding staffing dollars that allow providers to pay wages that align with market rates for similar positions and provide sufficient benefit packages. Agencies should ensure their staffing structures offer opportunities for growth. 7.2. -¤ ²´±¤² ®¥ 3´¢¢¤²² £ 0¤±¥®±¬ ¢¤ 1. Completion of an initial analysis utilizing Department of Labor data and local surveys of housing workforce. 2. Improve worker retention in the homeless provider network. 3. Improve safety in homeless provider work. 4. Decrease the time positions stay vacant. 7.3.Strategies 1. Work in collaboration with local government, community and agency stakeholders to gather quantitative and qualitative data that further explains the current state of homeless service provider workers in Spokane County’s homeless service system. 2. Conduct worker roundtables and community surveys 7.4.!¢³¨®² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Objective Five: Strengthen the Homeless Services Workforce Action Activity Responsible PartyTimeline 7.5.1 Evaluate initial data View and evaluate data Collaborative Applicant & 2025 utilizing Department from the tool as a system CoC Sub-Committees of Labor Data, to begin to formulate Commerce Study plans that will minimize trauma and increase retention in the field. 7.5.2 Analyze Data Collect quantitative and Collaborative Applicant, 2026 qualitative data CoC Sub Committees, CoC Review data in sub-Board committees and the CoC Board. 7.5.3 Analyze dataCollect, compile, Collaborative Applicant, 2026 organize, and evaluate. CoC Sub-Committees 7.5.4 Develop intervention Research funding options Collaborative Applicant, 2030 strategies Research best practice CoC Sub Committees, CoC Adopt system-wide Board practices and interventions to support workers. 7.5.5 Measure ongoing Develop/adapt a Collaborative Applicant, 2030 evaluation and monitoring tool CoC Sub Committees, CoC learning Evaluate effectiveness of Board interventions Page 31 of 32 Institute changes as approved by the CoC Board. 8. 2¤µ¨¤¶ 0±®¢¤²² On an annual basis, the CoC Board is entrusted to review the 5-Year Plan to evaluate progress towards stated goals. Simultaneously, the CoC Committees and Subcommittees should use this plan to guide their work plans on an ongoing basis. 8.1.!¢³¨® 3³¤¯² 1.Review of the Objectives, including the Action Steps to Meet the Objectives, to determine if objectives have been met and/or are on track to meet timelines; and 2. Mobilize relevant Responsible Parties to address shortfalls and/or opportunities; and 3. Propose modifications or updates, as needed, to address Objectives; and 4. Seek CoC Board approval; and 5. Train funded and CoC partners on any changes made to the 5-Year Plan. 8.2.Timeline In the last quarter of each year during the lifespan of this 5-Year Plan, the CoC Board or its delegate Committee (e.g. Planning and Implementation Committee) will review the plan in accordance with the Review Process. 8.3.-®£¨¥¨¢ ³¨®² £ 5¯£ ³¤² All modifications and updates to this plan need to be approved by the CoC Board. This can be completed on an ad- hoc basis or during the annual review process. Page 32 of 32 Five- 2025-2030 Updated May 2025 Spokane Regional CoC 1. Acronyms and Definitions6 2. Introduction 8 2.1. Alignment with the Continuum of Care Mission 8 2.2. Current State of the CoC Geographic Region and Homeless Response 8 2.2.1. Governance 8 2.2.2. Regional Integration The CoC is a regional body that strives towards regional solutions to meet the specific needs of those experiencing homelessness in both the urban and rural parts of Spokane County. It is critical that strategies address gaps and opportunities throughout the region. This includes representation from the City of Spokane, the City of Spokane Valley, and Spokane County on the CoC Board, as well as partnering on the Point in Time Count, other surveys and data collection and analysis. The goal here is to ensure that the geographic diversity of the region is considered in program design and access to services is responsive to urban and rural households. 9 2.2.3. Service Delivery 10 2.2.4. Funding, Resources, and Metrics 10 2.2.5. Encampments 11 2.2.6. Affordable Housing 11 2.2.7. Aging Population 12 2.2.8. Data-Driven Solutions 12 2.3. Objectives of the 5-Year Strategic Plan 12 3. Objective One: Promote an equitable, accountable, and transparent homeless crisis response system. 13 3.1. Introduction 13 3.2. Measures of Success and Performance 14 3.3. Strategies 15 3.4. Current Condition 15 3.4.1. Outreach Efforts 15 3.4.2. Community Court 16 3.4.3. Coordinated Entry Improvements 17 3.4.4. Emergency Services 19 3.4.5. Prevention 20 3.4.6. Diversion 20 3.5. Actions to Meet the Objectives 20 4. Objective Two: Prioritize those with the most significant barriers to housing stability and the greatest risk of harm. 23 4.1. Introduction 23 4.2. Measures of Success and Performance 23 4.3. Strategies 24 4.4. Current Conditions 24 4.5. Actions to Meet the Objectives 24 5. Objective Three: Effective and efficient homeless crisis response housing and services that swiftly moves people into stable permanent housing 25 5.1. Introduction 25 5.2. Measures of Success and Performance 26 5.3. Strategies 26 5.4. Current Condition 26 5.4.1. CoC Funding and RFP Committee 27 5.5. Actions to Meet the Objectives 27 6. Objective Four: Seek to house everyone in a stable setting that meets their needs. 29 6.1. Introduction 29 6.2. Measures of Success and Performance 30 6.3. Strategies 30 6.4. Current Conditions 30 6.4.1. Emergency Shelter 31 6.4.2. Transitional Housing 31 6.4.3. Rapid Re-Housing 31 6.4.4. Permanent Supportive Housing 32 6.5. Actions to Meet the Objectives 32 7. Objective Five: Strengthen the homeless provider workforce 33 7.1. Introduction 33 7.2. Measures of Success and Performance 33 7.3. Strategies 34 7.4. Actions to Meet the Objectives 34 8. Review Process 34 8.1. Action Steps35 8.2. Timeline 35 8.3. Modifications and Updates 35 9. Attachment 3 37 Performance Management Plan 37 39 Background39 Basics of Performance Measurement 39 System Performance Targets39 Minimum Performance Standards 39 39 40 40 40 40 Sharing QPR Data 40 41 System- 41 41 Page 3 of 17 41 Ensure HMIS Data Quality 41 42 42 42 42 Page 4 of 17 Introduction monitored. This plan should help homeless ongoing funding. Background 1 for the Department of Housing and s from their general fund and also Basics of Performance Measurement System Performance Targets it can help our assistance systems. These measures us track our performance of their programs. 1 – - HUD Exchange Page 5 of 17 key future homelessness. - 4. housing. - homelessness. - homelessness programs. Minimum Performance Standards set minimum Setting Performance Objectives The CoC this Performance Page 6 of 17 set. Monitoring Project and System Performance Quarterly Performance Reporting - to FirstQuarter = July 1 – o Second Quarter = July 1 – o Third Quarter = July 1 – March 31 o Fourth Quarter = July 1 – June 30 o Reports performance data for the full year y metrics to the Annual Performance Review Victim Services Providers maintain a Sharing QPR Data is as accurate Page 7 of 17 Corrective Action Planning Guide. System-Level Performance Reporting The system-reported annually plan are included in the SPM. Implementing the Performance Management Plan - report on system performance on the measures in this plan at least annually. Providers’ Responsibilities and Meeting Performance Objectives Ensure HMIS Data Quality outlined in the Spokane HMIS Dat th 10 day of ee. For a Page 8 of 17 Run and Review Monthly and Quarterly Project Report - ted. - ng agency and the program. Develop Internal Improvement Plans as Needed Participate in Corrective Action Plan as Required Spokane Regional CoC Project Performance Measures Regional The goals apply to all CoC--funded coordinated entry rapid re- Page 9 of 17 do not meet Page 10 of 17 Night-by-night Emergency Shelter Projects Performance Measures Length of Time Homeless in ESstay of no more stay of no more than 90 daysthan 30 days Exits to Permanent Housing permanent housing at exit exit Exits to Temporary or ES ES Returns to Homelessness permanent housing return to exit Employment and gain or increase employment or non- employment or non-employment Time to Date of Engagement days Page 11 of 17 Length of Time Homeless in ES length of stay of no more than 90 length of stay of no more than 30 days days Exits to Permanent Housing housing at exit housing at exit CSESCSES Exits to Temporary or at program exit at program exit. Returns to exited to Homelessness permanent housing return to permanent housing return to exit exit Employment and employment or non-employment employment or non-employment cash income or at exit. cash income or at exit. Page 12 of 17 Successfully the Homeless housing at program exit. and temp stays Returns to more than Homelessness permanent housing return to year. Page 13 of 17 Exis to Permanent into permanent housing at exit. housing at exit. Date of Engagement date of engagement to engagement to successful exit is 60 days. to Successful Exitsuccessful exit is 90 days. Time to Date of Exits to Temporary or Successful Exits from permanent housing or to certain Returns to permanent housing return to exit. of exit the Long Lengths of Homelessness of homelessness greater than 12 homelessness greater than 12 months. months. Employment and gain or increase employment or non- employment or non- employment cash income at exit Engagement. Page 14 of 17 Employment and At least non-employment cash income at exit.non-employment cash income at exit Exits to Permanent Housing housing at program exit.housing at program exit. Returns to Homelessness exited to permanent housing return to enrollment exit date.months of the enrollment exit date. Length of Time Homeless in TH young Exits to Permanent housing at exit Employment and gain or increase employment or non- employment cash income or at exit employment or non-employment cash income or at exit Returns to permanent housing return to of exit exit in TH Page 15 of 17 - Rapid Placement into Permanent Housing Exits to Permanent persons entering RRH housing at exithousing at exit Employment and employment or non-employment cash employment or non-employment cash income at exit income at exit i Returns to permanent housing return to of Permanent Housing program exit program exit Employment and or non- employment cash income during employment or non- employment assessmentperiod or at annual assessment Employment and At least 45 or non- employment cash income at exit.employment or non- employment cash income at exit Annual Income At least 25At least 30 -cash or non- Returns to Page 16 of 17 exitexit HFCA and YYA CE to HFCA and YYA CE to Successful referrals entering the outcome in HMIS is the Assessment to Referral Placement shall Assessment to no longer than 30 Days. Referral Placement of Time from referral placement to referral outcome shall referral placement to referral outcome Date of Referral longer than 15 days. Placement to Referral Page 17 of 17 5-Year Homeless Housing Plan Update Gloria Mantz, City Services Administrator Eric Robison, Housing and Homeless Coordinator July 24, 2025 AGENDA CoC 5-Year Plan to prevent and end homelessness Background Plan Details Background In August 2023, the City assumed the administration of the local recording fees In 2023, City Council adopted the 2020-2024 CoC Regional 5-Year Plan Recording Revenue: •2024 -$350,000 •2025 -$350,000 estimated Recording Fee Expenditures •Homeless outreach contract and shelter beds Background The CoC submitted an updated Plan in March 2025 to comply with HUD requirements and will continue to update the Plan to incorporate community feedback and new DOC requirements for reminder of 2025 In 2025, the City Homeless and Housing Task Force will make recommendations/develop a Plan The City must adopt a Plan by December 31, 2025, to continue administrating local recording fee dollars COMMERCE REQUIRED PLAN OBJECTIVES Past objectives (2020-2024), and overlap with Updated objectives (2025-2030) new objectives Address racial disparities among people experiencing Promote an equitable, accountable and transparent homelessness. homeless crisis response system Prioritize those with the greatest barrier to housing Prioritization of homeless housing for people with the stability and the greatest risk of harm.highest needs. Quickly identify and engage people experiencing Prevent episodes of homelessness whenever possible.homelessness. Prevent episodes of homelessness whenever possible. A projection of the impact of the fully implemented local House everyone in a stable setting that meets their plan on the number of households housed and the need. number of households left unsheltered, assuming existing resources and state policies. (no existing Objectives related to strengthening provider Strengthen the homeless service provider workforce. network) COMMUNITY FEEDBACK RECEIVED BY CoC CoC Feedback Shared Community Survey The CoC received input, Initial feedback from CoC Community survey asking through both population-sub-committees shared for feedback on priorities. specific sub-committees and with community for CoC Board. feedback incorporated in the new draft. PRIORITIES IDENTIFIED Priorities synthesized from CoC sub-committees 1)Governance – enhance transparency, accountability and equity 2)Regional integration – develop shared resources, collaborate across jurisdictions/providers 3)Service delivery and coordination – Improve coordinated entry system, outreach, holistic service plans 4)Data collection and analysis – collect and use data to identify patterns/needs 5)Housing solutions and investment – increase housing options, but also supportive housing services 6)Funding and resources – leverage public/private partnerships, secure sustainable funding 7)Community engagement – increase public awareness, engage stakeholders PLAN METRICS •Performance metrics are specific to intervention-type •System Performance Measures (SPMs) set by HUD •Length of time homeless •Returns to homelessness •First-time homeless •Successful permanent housing outcomes •Employment and income growth •Criminal justice involvement •Homelessness prevention and housing stabilization •Minimum Performance Standards and System Performance Targets that comply with SPMs set by the CoC Plan Details Timelines:Plan must: •Estimate service levels needed •WA Dept of Commerce (DOC) •Estimate permanent and emergency deadline for adopt Plan is December housing needed 31, 2025 •Prioritization criteria of homeless housing capital projects •Documentation of public engagement, including specific stakeholder groups •Survey of funding sources available NEXT STEPS •CoC has done extensive outreach to update the current plan •Staff recommends leveraging the regional efforts to update the regional plan •Seeking Council comments on the CoC Plan to incorporate into regional plan or city only plan •Seek public comment •Homeless & Housing Task Force Plan recommendation to City Council THANK YOU. Questions? AGENDA ITEM 6 10210 E Sprague Avenue | Spokane Valley WA 99206 Phone: (509) 720-5000 | Fax: (509) 720-5075 | www.spokanevalleywa.gov SPOKANE VALLEY HOMELESS HOUSING TASK FORCE Meeting Date:July 24, 2025 AGENDA ITEM TITLE: Outreach ProgramQuarterly Update BACKGROUND:The City contracts with Frontier Behavioral Health (FBH) to provide outreach services inside the City of Spokane Valley, and in some areas adjacent to the City’s boundaries. FBH provides regular updates on program outcomes, notabletrends, challenges, and opportunities related to the work of serving those experiencing homelessness. Because FBH works directly with the Homeless Outreach Officers in the field, some data, suchasthe total number of unduplicated contacts, represents a combination of FBH and Outreach Officer data. But other data, like housing outcomes forFBH or arrest data for the Homeless Outreach Officers, arecollected separately. The Homeless Outreach Team (FBH and Homeless Outreach Officers)will provide an update to the Task Forceand answer any questions about their outreach work. RECOMMENDED ACTION:Information and Discussion STAFF CONTACT: Eric Robison, Homeless & Housing Coordinator ATTACHMENTS:None