Regional Continuum of Care Council New Governance Model for the Continuum of Care for Homeless Throughout the San Diego

1. Regional Continuum of Care CouncilNew Governance Model for the Continuum of Carefor Homeless Throughout the San Diego Region

2. RCCC Governance Structure Update • Governance Committee Membership and Process • Governance Structure Update • Strengths of the Model • Community Review and Approval Process • Other Changes in the CoC

3. Governance Committee Members • Lila Fetherolf, Committee Chair, Interfaith Community Services • Marva Bledsoe, Women’s Resource Center • Bill Bolstad, Father Joe's Villages • Karen Brailean, Volunteer/Sustainability Comm. • Camey Christenson, RCCC Staff • Dolores Diaz, RTFH • Jennifer Guthrie, St. Vincent de Paul Village • Michael McConnell, Business Owner • Megan O'Dowd, County of San Diego/HCD • Mathew Packard, SDHC • Martha Ranson, Catholic Charities • Dave Siegler, VVSD • Tom Theisen, RTFH Board Member • Henry Tarke, County of San Diego HHSA Other Participants • April Balge, County of San Diego/HCD • Mary Case, Crisis House • Kelly Duffek, County of San Diego/HCD • Sr. Duvall, Catholic Charities • April Joy Galka, PATH • Vicky Joes, LeSar Development Consultants • Anne Kerr, Volunteer • Pat Leslie, RCCC • Kate Lyons, HUD TA • Marie McKensie, VOA • Joel John Roberts, PATH • Denise Shannon, VOA • Rosemary Stabrawa, PATH • Melanie Wilson, LeSarDevelopment Consultants • Jessica Wishan, PATH

4. Reviewed Local Submissions • Discussed each model in depth; Identified pros, cons, questions for each submission • Consulted submissions at each step (Board size, Composition, Committees) Reviewed Other Community Models across the nation • HUD Technical Assistance Consultants provided guidance • Reviewed 10+ other CoC examples across the nation Developed Proposed Governance Structure based on multiple factors • HEARTH compliance and beyond – goal is to End Homelessness in San Diego • Expanding beyond “HUD CoC” to entire community – regional coordination • What is working today and what needs improvement • Opportunities for growth and increased cross-sector appeal • Agreed to by Joint Committee of Stakeholders – most by full consensus Governance Committee Process

5. Community Review and Approval Process • Multiple presentations to RCCC members, Pivot group, Steering Committee, Executive Directors and Community Stakeholders. Community feedback incorporated into final recommendations. • Other Prominent Stakeholder Tables • Downtown Leadership • Funders Together San Diego (combined SD Grantmakers former Homeless Working Group and United Way) • Alliance for Regional Solutions

6. Advisory Committee Nominating/Selection Governance Board Full Membership  Community Stakeholders Inter-Governmental Council Advisory Committee Fundraising Advisory Committee Evaluation Advisory Committee Data Advisory Committee Subpopulation/ Coordinated Intake • Infrastructure Organization • - HUD CoC Collaborative Applicant • - Employ/Contract Infrastructure Staff • - Fiscal Agent for Infrastructure Costs • - Planning and Coordination • - Fundraising/Development • - HMIS Lead

7. governance board

8. Advisory Committee Nominating/Selection Community Stakeholders Governance Board  Inter-Governmental Council Advisory Committee Subpopulation/ Coordinated Intake Advisory Committee Data Advisory Committee Fundraising Advisory Committee Evaluation • Infrastructure Organization • - HUD CoC Collaborative Applicant • - Employ/Contract Infrastructure Staff • - Fiscal Agent for Infrastructure Costs • - Planning and Coordination • - Fundraising/Development • - HMIS Lead

9. Governance Board STRUCTURE • Seat designated by affiliation, community sector, subpopulation, and geography • Leadership - Chair, Vice Chair, Secretary, and Treasurer • 2-year terms with half up for election each year; 10-year term limits • Proposed Board Size (min 17 – max 31) • Governance Board developed as an unincorporated association. Any change to formal legal structure would require amendment to the governance charter and full body approval.

10. Governance Board RESPONSIBILITIES • Regional Planning – Set regional goals and priorities for ending homelessness in San Diego. • Monitor Performance – Monitor community progress in ending homelessness in San Diego. Establish and monitor HUD CoC and ESG project performance targets. Evaluate Infrastructure Organization performance annually. • Approve CoC Policies – Including HUD CoC and ESG funding recommendations and written standards for providing assistance. • Approve Selection – HUD Collaborative Applicant, HMIS Lead, and Infrastructure Organization. Select Board Members annually and fill vacancies. • Fundraise– Authorize grant applications. Raise and allocate funds. Approve sustainability plans.

11. Governance BoardCOMPOSITION • Homeless or Formerly Homeless Person • Homeless Service Providers – 20% seats for providers with geographic representation to include North, South, East, and Central • Homeless Service Provider • Homeless Service Provider • Homeless Service Provider • Homeless Service Provider • Homeless Service Provider • Public Housing Authority – City SDHC • Public Housing Authority – County HCD • Workforce Partnership • Education Representative – e.g. County Office Ed. • Health – e.g. Hospital Association • Health – e.g. Clinic Representation • Law Enforcement – e.g. Department of Probation, HOT • Business – e.g. San Diego Regional Chamber of Commerce/Tourism • Business – e.g. Marketing Firm • Business – e.g. Bank (Reinvestment Taskforce) • Elected Official • Elected Official • County HHSA – e.g. Social Services • County HHSA– e.g. Public Health/Behavioral Health • Veterans Administration • Funder Representative • Funder Representative • United Way of San Diego • Faith Community Representative (non-direct provider) – e.g. Downtown Fellowship, Ecumenical Council • Technology –e.g. Qualcomm • Advocate • Flex seat – e.g. 211, Housing Fed., Developer, Individual • Flex seat • Flex seat

12. Governance Board Affiliation

13. Governance Board SELECTION PROCESS • Nomination for Governance Board Members accepted from all members. • Nominations reviewed by Nominating Committee to ensure adequate representation. • Nominating Committee will reach out to candidates to confirm willingness to serve and verify qualifications. Nominating Committee may not nominate themselves. • The Board will select membership annually and fill vacancies as needed. The Full Membership Body will ratify the slate of new Board Members in its entirety at the annual meeting. • Seating First Board: The RCCC Steering Committee will create an inaugural Nominating Committee to seat the first Board. This committee will include RCCC members and non-RCCC members. The Inaugural Nominating Committee will have important role outreaching to identify and invite potential Board Members. The RCCC will ratify full slate of Board Members.

14. Intergovernmental council

15. Intergovernmental Council • Current Elected Officials representing various levels of government (cities, county, state, federal) • Advisory to the Governance Board • 2 Intergovernmental Council members will fill the “Elected Official” Governance Board seats

16. InfrastrUcture Organization

17. Infrastructure/Backbone Organization: • Centralized infrastructure with dedicated staffand a structured process that leads to a common agenda, shared measurement, continuous communication, and mutually reinforcing activities among all participants.

18. Advisory Committees Nominations/Selection Committee Review Board Member nominations; Review solicitation responses and provide recommendations to the Board; Review Governance Charter and provide recommendations to the Full Membership Body Evaluation Committee Provide project and community evaluation information and support Fundraising Committee Provide sustainability recommendations and support Data Committee Review data analysis, systems mapping, Point in Time Count, etc. Sub-Populations / Coordinated Intake Provide information and planning for subpopulations, and plan for local implementation of Coordinated Intake and Assessment

19. Infrastructure Organization • Infrastructure Organization to assume operational responsibilities for HUD CoC grant and beyond • The Infrastructure Organization will be selected using a formal selection process • A single organization to assume all responsibilities is preferred but not required • Legal structure of the Infrastructure Organization is not being identified or recommended, rather the formal selection process will be open

20. Infrastructure Organization RESPONSIBILITIES • HUD Collaborative Applicant • CoC Application to HUD • Other Funding Applications • Contract or Hire Staff • Project Monitoring & Reports to Full Membership Body and Governing Board • Supports Governing Board and Advisory Committees • Performance Monitoring • Expand and Maintain Membership • Fiscal Agent for Infrastructure Financial Support • HMIS Lead • PITC • Operate HMIS System and Ensure Compliance • Monitor Data Quality • Data Reports (HIC, AHAR, Publications, Performance reports) • Follow HMIS Policies & Procedures • Point of Contact for the Community (along with Board Chair)

21. Infrastructure OrganizationSELECTION PROCESS • Selection Committee comprised of Full Membership and Board Members to use a solicitation process to identify and evaluate candidates. Submissions may include proposals from the Full Membership Body. • The Selection Committee will submit recommendations to the Board. • The Board can accept one of the recommendations, or reject all of the recommendations and instruct the Selection Committee to continue the search. Final selection and approval rests with the Board. • If suitable candidates are not identified through the solicitation process, the Selection Committee may recommend the Full Membership or Board create its own entity. • Formal performance evaluation by the Board to occur each year.

22. Overall Strengths of Governance Model • Broadens membership and reach • Establishes cross sector Governing Board • Meets HEARTH requirements and beyond • Establishes foundation while allowing flexibility and expansion • Harnesses regional resources and builds upon existing strengths • Ensures transparency • Allows for checks and balances • Attractive to diverse funding streams • Reflective of the diligent work of diverse committee (blood, sweat, and tears)

23. Other System Changes • Collaborative Assessment and Coordinated Entry • Pilot Projects • VI- SPDAT / Dayton Model / COMPAS & GAIN • ESG,.CoC, and SSVF Recipients regionwide • AB 109 and Community Transition Center Pilot • Downtown Leadership Pilot • Data Sharing and Analysis • HMIS (Regional Task Force on Homeless – Homelessness ) • CIE (Alliance Healthcare – Community Information Exchange) • KIP (County - Knowledge Integration Project) • Cost Study (FBEI – Downtown Leadership, County -Cost of Homelessness)