COMMUNITY HOMELESSNESS ADVISORY BOARD MEETING: AGENDA

Monday, August 27, 2018

8:30 AM SPARKS CITY HALL COUNCIL CHAMBERS

745 FOURTH STREET SPARKS, NV 89431

Kristopher Dahir, Chairman, Councilmember, Ward 5, City of Sparks

Ed Lawson, Councilmember, Ward 2, City of Sparks David Bobzien, Councilmember, At-Large, City of Reno Oscar Delgado, Councilmember, Ward 3, City of Reno

Kitty Jung, County Commissioner, District 3, Washoe County Bob Lucey, County Commissioner, District 2, Washoe County

Public Meeting Notice — Meetings are open to the public and notice is given in accordance with NRS 241.020. Posting — This agenda has been distributed for posting at the following locations three (3) working days before the meeting:

Sparks City Hall, 431 Prater Way Alf Sorensen Community Center, 1400 Baring Blvd.

Sparks Legislative Bldg, 745 4th St. Sparks Library, 1125 12th St. Sparks Justice Court, 1675 E. Prater Way Sparks Senior Center, 97 Richards Way Sparks Recreation Center, 98 Richards Way Reno City Hall (1 East First Street) Washoe County Administrative Building (1001 East 9th Street, Bldg. A) www.cityofsparks.us and www.nv.gov

Supporting Documentation — Documentation supporting agenda items is available on the city’s website at www.cityofsparks.us – City Services – CHAB Agenda and minutes, and will be available for review at the CHAB meeting. For further information you may contact the liaison at (775) 353-2310. Order of Agenda — Items on the agenda may be taken out of order; the Advisory Board may combine two or more agenda items for consideration; may remove an item from the agenda or may delay discussion relating to an item on the agenda at any time per NRS 241.020 (2)(d)(6). Public Comment — Persons desiring to address the Advisory Board shall first provide the liaison with a written request to speak so they may be recognized by the presiding officer. Each person addressing the Advisory Board shall approach the podium when called, give his/her name, and shall limit the time of their presentation to three (3) minutes per NRS 241.020(2)(d)(3). Public comment may address any agenda item or other public issue that the Advisory Board has the authority to effectuate or exercise control over. Public comment on matters beyond the Board’s scope of authority, not relevant to Board business, and that does not serve a governmental purpose, is not permitted. Restrictions on Public Comments — All public comment remarks shall be addressed to the Board as a whole and not to any member thereof. No person, other than members of the Board and the person having the floor shall be permitted to enter into any discussion. No questions shall be asked of the Board except through the presiding officer. Disruptive Conduct — Any person who disrupts a meeting to the extent that its orderly conduct is made impractical may be removed from the meeting by order of the presiding officer. Accommodations — The meeting site is accessible to individuals with disabilities. Reasonable efforts to assist and accommodate persons with physical disabilities desiring to attend shall be made per NRS 241.020(1). Please call the liaison at (775) 353-2310 at least three (3) business days before the meeting to make arrangements. If you have questions, you may find additional information at www.cityofsparks.us or call the Board liaison at (775) 353-2310.

Community Homelessness Advisory Board August 27, 2018

1. Call to order

2. Pledge of allegiance

3. Roll call

4. Public Comment

5. Approval of the agenda (For Possible Action) – August 27, 2018

6. Approval of minutes of the May 14, 2018 meeting (For Possible Action)

7. Discussion and possible adoption of proposed amendments to the By-Laws of the Community Homelessness Advisory Board – Steve Driscoll, City Manager – City of Sparks. (For Possible Action)

8. Discussion and possible action on the Washoe County vulnerable population &

homelessness proposal to move certain services from the CAC to the NNAMHS campus. -Amber Howell, Director - Human Services Agency, Washoe County. (For Possible Action)

9. Update, discussion, and direction on the Request for Qualifications for contracting with

an operator for the Community Triage Center - Elaine Wiseman, Manager - Housing and Neighborhood Development, City of Reno. (For Possible Action)

10. Update, discussion and possible action on Agreement for Professional Services with

OrgCode Consulting, Inc. to conduct an operational review of the housing and homelessness system in Washoe County in the amount of $100,000. (Continuum of Care Grant Funds)- Elaine Wiseman, Manager - Housing and Neighborhood Development, City of Reno (For Possible Action)

11. Items for the next meeting (For Possible Action)

12. Comments from the CHAB members and liaisons

13. Items for next meeting (For possible action)

14. Public Comment (This item is for public comment on any action item or for any general

comment.)

15. Adjournment

COMMUNITY HOMELESSNESS ADVISORY BOARD

(Formerly the Community Assistance Center Transitional Governing Board)

BRIEF OF MINUTES May 14, 2018

The Community Homelessness Advisory Board held a meeting at 8:33 a.m. on Monday, May 14, 2018, in the Sparks City Hall Council Chambers at 745 Fourth Street in Sparks. PRESENT: Reno City Council Members David Bobzien and Oscar Delgado. Sparks City Council Members Kristopher Dahir and Ed Lawson.

Washoe County Commissioner Kitty Jung.

ABSENT:

Washoe County Commissioner Bob Lucey.

ALSO PRESENT: Reno Deputy City Attorney Chandeni Sendall, Reno City Manager Sabra Newby, Reno Assistant City Manager Bill Thomas, Washoe County Manager John Slaughter, Sparks City Manager Steve Driscoll and Reno Chief Deputy City Clerk Beverly BeatyBenadom.

CHIEF DEPUTY CITY CLERK BEATY-BENADOM PRESIDED UNTIL A NEW CHAIR WAS APPOINTED. 2. Public Comment. NO ACTION WAS TAKEN ON THIS ITEM. 3. Approval of the Agenda – May 14, 2018.

It was moved by Commissioner Jung, seconded by Council Member Lawson, to approve the agenda. Motion carried with Commissioner Lucey absent.

4. Approval of Minutes – January 30, 2018.

It was moved by Commissioner Jung, seconded by Council Member Delgado, to approve the minutes.

AGENDA ITEM NO.

Page 2 of 12 05-14-2018

Motion carried with Commissioner Lucey absent.

Page 1 of 10 05-14-2018 5. Adoption of the By-Laws of the Community Homelessness Advisory Board – Kate

Thomas, Assistant County Manager – Washoe County. John Slaughter, Washoe County Manager, provided an overview of the proposed by-laws of the Community Homelessness Advisory Board (CHAB). He noted that the City of Reno approved the by-laws, but the City of Sparks and Washoe County have not. The by-laws state that there shall be a minimum of one regular meeting per quarter, that additional regular meetings may be held at the discretion of the Chair, and that special meetings may be held. Council Member Bobzien discussed the possible appointment of a Vice Chair and the possibility of a rotation system for appointing the Chair and Vice Chair. If the first Chair were from Sparks, for instance, the Vice Chair would be from Reno or the County. Commissioner Jung stated that the rotation system should be included in the bylaws. The Vice Chair, she said, should become the Chair, similar to the Regional Planning model. Council Member Bobzien suggested that the CHAB provide direction to staff to add language to provide for a Vice Chair and the rotation system of governance, and bring the by-laws back for approval at the next meeting. He also suggested replacing ‘alternate’ with ‘proxy’. Council Member Lawson said that the term ‘proxy’ implies that an individual can vote twice, and recommended leaving the word ‘alternate’ in the by-laws. Direction to staff was summarized as follows: Revise the by-laws to include the appointment of a Vice Chair, rotate the Vice Chair among the jurisdictions, provide for the succession of the Vice Chair, and remove the discussion of ‘proxy’ leaving the word ‘alternate.’

It was moved by Council Member Lawson, seconded by Commissioner Jung, to approve the by-laws with direction to staff to make the necessary revisions and bring the revised document back for final approval. Motion carried with Commissioner Lucey absent.

AGENDA ITEM NO.

Page 3 of 12 05-14-2018

6. Appointment of the Community Homelessness Advisory Board Chair from the following list of members: David Bobzien, Kristopher Dahir, Oscar Delgado, Kitty Jung, Ed Lawson, and Bob Lucey – Steve Driscoll, City Manager – City of Sparks.

It was moved by Council Member Bobzien, seconded by Council Member Lawson, to appoint Kristopher Dahir as Chair of the Community Homelessness Advisory Board. Motion carried with Commissioner Lucey absent.

7. Possible action to set meeting schedule for future Community Homelessness

Advisory Board meetings – Steve Driscoll, City Manager – City of Sparks.

Discussion ensued regarding the possibility of meeting every other month. A special meeting can be called whenever specific action is needed.

It was moved by Commissioner Jung, seconded by Council Member Bobzien, to hold a regular CHAB meeting every other month for one year, and direct staff to identity a one and one-half hour time block during which the meetings can be held. Motion carried with Commission Lucey absent.

COMMISSIONER LUCEY PRESENT AT 8:50 A.M. 8. Discussion and possible direction on the Washoe County Human Services Resource

Guide – Amber Howell, Director – Human Services Agency, Washoe County.

Amber Howell, Director of the Washoe County Human Services Agency, provided an overview of the Resource Guide on their website. She said that the site is constantly being updated. Discussion ensued regarding public outreach and dissemination of the Resource Guide.

It was moved by Council Member Bobzien, seconded by Council Member Delgado, to accept the report. Motion carried.

AGENDA ITEM NO. 9.

Page 4 of 12 05-14-2018

Update, discussion, and direction to staff to proceed with an agreement with the State of Nevada to lease or purchase up to six acres of land located at 480 Galletti Way, Sparks, Nevada, for providing homeless services – Bill Thomas, Assistant City Manager – City of Reno.

Assistant City Manager Bill Thomas provided an update on the site selection process. He provided comparative data for the homeless population in Fiscal Years 2015-2016, 2016-2017 and 2017-2018; and discussed the selection of the 250 Sage Street site in Reno for the proposed tiny homes (individual shelters) and 200-unit prefabricated transitional homes, as well as discussions with Governor Sandoval regarding the lease or lease/purchase at market rate of the Northern Nevada Adult Mental Health Services (NNAMHS) campus at 480 Galletti Way. We would need to move quickly if we want to move forward with the lease/purchase of the NNAMHS facilities, and would need concurrence from the three jurisdictions on the proposed use of the property. Reno suggested using the NNAMHS campus to develop a new men’s shelter and using the Community Assistance Center (CAC) as a women and children’s shelter, while Washoe County felt that the NNAMHS site should be used for woman and children and the CAC as the men’s shelter. Sparks, he said, has not yet made a recommendation. Mr. Thomas said that several decisions need to be made by the CHAB sooner rather than later. The first is who will prepare the lease and/or purchase agreement on behalf of the three jurisdictions.

It was moved by Council Member Lawson, seconded by Commissioner Lucey, to direct City of Sparks staff to prepare the lease and/or purchase agreement on behalf of the three jurisdictions. Motion carried.

Chair Dahir said that the next decision is who will prepare the parcel map to perfect the lease/purchase agreement. Council Member Lawson suggested that the parcel map goes hand-in-hand with the lease/purchase agreement.

It was moved by Council Member Lawson, seconded by Council Member Delgado, to direct City of Sparks staff to prepare the parcel map to perfect the lease/purchase agreement. Motion carried.

AGENDA ITEM NO.

9.

Page 5 of 12 05-14-2018

Update … agreement with the State of Nevada to lease or purchase up to six acres of land located at 480 Galletti Way, Sparks, Nevada, for providing homeless services – continued

Chair Dahir said that the next question is who will own the land after the transfer. Will one of the three jurisdictions own it, or will it be jointly owned by the CHAB through a new interlocal agreement? Council Member Bobzien said that we seem to be transitioning toward having the County act as the lead on the services, so long-term it might make sense for the County to hold the property. Commissioner Lucey agreed, noting that the County is the regional body that maintains these services and has the requisite staff to do this at this level. He discussed the prudence of moving the women and children to the NNAMHS campus and keeping the men at the CAC. Commissioner Jung said that the bottom line is that the County has social workers and the cities do not. They can tell us who goes where. We need to get people into 24-7 programming, and provide wrap-around services and stability is their lives. I believe it should be a County function, especially because of the amount of money we are putting into these issues.

It was moved by Council Member Delgado, seconded by Commissioner Lucey, to direct that Washoe County be the landholder after the transfer. Motion carried.

Discussion ensued regarding the need to know how the NNAMHS site will be used in order for staff to prepare the lease agreement. City Manager Driscoll suggested that the purpose of the building could be defined as housing and the provision of services without going into gender issues at this time. It could be a sizing issue with respect to the number of men versus the number of women and children. In other words, we could define a single building or campus that provides X, Y and Z, and eventually assign a gender to it. Council Member Bobzien suggested that staff explore the issue in-depth and bring back some more defined options.

AGENDA ITEM NO.

9.

Page 6 of 12 05-14-2018

Assistant City Manager Thomas summarized that the discussion with the State will be that the site is to be used for homeless services, and we will provide them with a description of things that will be provided without going into gender specifics. We had a conversation with the State about the possibility of doing an accelerated Update … agreement with the State of Nevada to lease or purchase up to six acres of land located at 480 Galletti Way, Sparks, Nevada, for providing homeless services – continued lease agreement after the fair market value and terms for the lease/purchase agreement are clear. An accelerated lease agreement would allow the six acres to be taken down in phases, and allow us to pay less in the early years and more in the back years. Staff will bring back a basic agreement to the CHAB. Discussion ensued regarding financing for the lease/purchase of the NNAMHS campus, and the contributions the three jurisdictions currently make to the CAC. Commissioner Jung said that, based on the level of contributions the County makes to the CAC and the fact that both cities have indicated that they want to get out of the business of homeless services, the County should be in the driver’s seat. Chair Dahir discussed the possibility that area businesses and churches will assist with purchase and construction expenses. City Manager Driscoll summarized that direction so far is for staff to work as a team to deal with the property itself. We will put all of the pieces together and when we know more about what the requirements are, funding will then become the last piece of the conversation. Per the direction of this board, my staff will get a project checklist together. Also under your direction, with the County as the potential owner of the land, we will work with them throughout the process. Reno will, of course, be included in the conversation. With respect to the last question in the staff report regarding who will author/sign the letter to the Governor laying out the request, Commissioner Jung suggested that the Washoe County Human Services Agency be responsible for the letter. Chair Dahir and Commissioner Lucey discussed the possibility of preparing a joint letter signed by the members of the CHAB. Commissioner Lucey suggested that Amber Howell, Director of the Washoe County Human Services Agency, author the letter and have the members of the

AGENDA ITEM NO.

9.

Page 7 of 12 05-14-2018

CHAB jointly sign it. The County should take the lead and help move this process along, but the letter come jointly from this board.

It was moved by Commissioner Lucey, seconded by Council Member Bobzien, to have the Director of the Washoe County Human Services Agency, Amber Howell, author the letter to the Governor and have the members of the CHAB jointly sign it. Motion carried.

AGENDA ITEM NO.

Page 8 of 12 05-14-2018

10. Discussion and possible action regarding the Fiscal Year 2018-2019 Community

Assistance Center contract with Volunteers of America – Elaine Wiseman, Manager – Housing and Neighborhood Development, City of Reno.

Elaine Wiseman, Reno Housing and Neighborhood Development Manager, explained that at the last meeting of the Community Assistant Center (CAC) Transitional Governing Board, we discussed funding for the next fiscal year. At that time, we did not have property tax projections from the State, which is what is used to determine each jurisdiction’s contribution level, and staff was asked to return with those numbers at the next meeting. She referred to the chart entitled “CAC Contract & Interlocal Agreement,” and said that the numbers have been verified by all three jurisdictions. Ms. Wiseman discussed the funding split, the estimated contract (“agreement”) amount for shelter operations, and the possibility of continuing to use the difference between the total Interlocal Agreement (ILA) amount and the CAC contract amount for shelter operations to provide such things as bridge housing for homeless individuals or the emergency tent that was requisitioned for use this past winter. Chair Dahir said that the agreement with Volunteers of America (VOA) is currently being negotiated, but the new members of the board have not seen it. Ms. Wiseman explained that the agreement with VOA is between the City of Reno and VOA, and the CHAB does not vote on it. This is the third year of the threeyear agreement, and the only thing that is amended is the amount. Each of the jurisdictions, however, takes the Interlocal Agreement to their boards for approval. Council Member Delgado noted that Community Development Block Grant (CDBG) Funds are being used to fund CAC operations, and asked if VOA is billing Medicaid or seeking other sources of revenue that would free up CDBG funds for other purposes. Ms. Wiseman said that staff is having those conversations with VOA. They are not currently billing Medicaid for services, and I am not sure whether we could get them on board by July 1, 2018. Commissioner Lucey asked Ms. Howell if they agree on the funding split. Ms. Howell said that staff from all three jurisdictions met a couple of times, but just received the draft agreement yesterday. I am unsure that we have consensus on the changes. One area of concern for Washoe County is that our increase is approximately $120,000, and we were not aware of that. Our portion went up about

AGENDA ITEM NO.

Page 9 of 12 05-14-2018

10. Discussion … Fiscal Year 2018-2019 Community Assistance Center contract with Volunteers of America – continued $600,000 to $700,000 last year. We continue to put in more money, which begs the question of when the General Fund stops and Medicaid starts kicking in. A study shows that 73% of CAC residents are eligible for Medicaid, although the percentage may be closer to 85% to 90%. Some residents are just not enrolled in Medicaid, and we may need an eligibility worker at the CAC to help them enroll. We are working with the State on a menu of services that would be Medicaid eligible because that is a significant revenue source. The State, she said, has offered to train and provide support to shelter staff. Commissioner Lucey discussed the importance of having a conversation about having VOA take on the Medicaid piece to help offset some of the increases in costs.

COMMISSIONER LUCEY ABSENT AT 9:42 A.M. Assistant City Manager Thomas noted that while there are things that can be done better, it would not be prudent to terminate the agreement with VOA in the third year of the three-year agreement, which expires on July 1, 2018. Council Member Lawson stated that the bottom line is that Sparks cannot afford an increase in the cost of operating the CAC. Council Member Bobzien said that an historical presentation should be made at the next meeting to provide the new members of what was the CAC Transitional Governing Board and is now the Community Homelessness Advisory Board with a perspective on the previous negotiations that led to the three-year agreement with VOA. We put emphasis on not just warehousing people, but with providing a greater continuity of services to them. We have a long way to go, but clearly, we need to have that discussion for the new members of the Board. Commissioner Jung suggested the possibility of holding a special meeting of the CHAB to discuss and possibility renegotiate the agreement with VOA. She stated that Washoe County is completely flat; we have no money.

Chair Dahir asked if VOA would be willing to grant an extension of the agreement, and suggested the possibility of negotiating a one-year agreement. Assistant City Manager Thomas reiterated that this is the third year of a three-year agreement with VOA. The agreement with VOA was made by the City of Reno because we were the lead agency, he explained, and July 1, 2018 is coming fast. I do not think any of us is prepared to step in and operate the shelter right now. The

AGENDA ITEM NO.

Page 10 of 12 05-14-2018

10. Discussion … Fiscal Year 2018-2019 Community Assistance Center contract with Volunteers of America – continued formula by which we allocate the money was an agreement that was made amongst the three entities, and that has not been changed. Council Member Lawson said, so when July 1, 2018 rolls around, VOA will just roll up their desks and walk away. The position now is that we, a brand new board, have to make a decision in six (6) weeks. That is impossible in government time. Assistant City Manager Thomas reiterated that the only thing that has changed is this board. The VOA agreement is no different this year; it is just that we are going to have a conversation that is more focused on the payment from the federal government for things we could be charging them. We cannot get a brand new agreement between now and July 1, 2018. We will bring this board into the discussion, but I would suggest that the focus be on the next service agreement. Council Member Lawson asked if VOA would agree to a 30-day, 60-day or 90-day extension until we can get this figured out. If not, he stated, we should start looking for someone else right now. Pat Cashell, Regional Director of Volunteers of America, said that he would not object to extending the agreement. Commissioner Jung requested that staff examine similarly situated populations of our size and our demands with VOA and bring their agreements to us for comparison. She suggested Sacramento, Boise, and Salt Lake City. Show us across the board in America each VOA agreement and how much each community is paying per year. Council Member Bobzien questioned the notion that this three-year agreement with VOA is coming out of nowhere. The CAC Transitional Governing Board has overseen it for years. We should have a conversation about billing alternate sources and being able to take the State up on the offer for resources, but we need more conversation at the staff level. If necessary, they can bring back additional information at an emergency meeting of the CHAB. Council Member Bobzien stated that the point of the CAC Transitional Governing Board was to provide oversight for the management of the shelter. We are now, he said, in year three of the three-year agreement we negotiated.

Council Member Delgado stated the need to ensure that the services continue seamlessly. The conversation should be geared more towards the next three-year commitment, whether it is with VOA or another provider, and billables should be part of that conversation.

AGENDA ITEM NO.

Page 11 of 12 05-14-2018

10. Discussion … Fiscal Year 2018-2019 Community Assistance Center contract with

Volunteers of America – continued Staff agreed to return with an historical perspective on the agreement with VOA as well a

comparable data with other cities who have agreements with VOA.

Ms. Wiseman noted that an extension of the third-year agreement with VOA would require a different prorated interlocal agreement, and another interlocal agreement would have to be done as well.

NO ACTION WAS TAKEN ON THIS ITEM. 11. Items for next meeting(s). Approval of the By-laws of the Community Homelessness Advisory Board.

A presentation on the history of the Community Assistance Center Transitional Governing Board, including a perspective on previous negotiations that led to the three-year agreement with Volunteers of America. A presentation on similarly situated populations and their agreements with Volunteers of America.

12. Public Comment. NO ACTION WAS TAKEN ON THIS ITEM. THE MEETING WAS ADJOURNED AT 9:58 A.M.

AGENDA ITEM NO.

Page 12 of 12 05-14-2018

COMMUNITY HOMELESSNESS ADVISORY BOARD Board Agenda Item

August 27, 2018

Title: Discussion and possible adoption of proposed amendments to By-Laws of the Community Homelessness Advisory Board.

Agenda Item Brief: At the May 14, 2018 meeting of the Community Homelessness Advisory Board (CHAB) meeting during the discussion on the proposed by-laws, there was direction by the Board to bring the by-laws back to the next CHAB meeting to consider adding the officer position of Vice Chair and other changes. Background: The Community Homelessness Advisory Board (CHAB) held their first meeting on May 14, 2018. During this meeting the CHAB members approved operating rules in the form of “BY-LAWS OF THE COMMUNITY HOMELESSNESS ADVISORY BOARD.”

During the deliberation and approval process, members of the Board suggested changes to the new By-Laws be made to add the position of Vice Chair under ARTICLE IV – OFFICERS, Section 1.

Analysis: By-Laws of a Board or Commission are meant to be the living rules and procedures allowing the body to operate effectively. Changes to by-laws are needed from time-to-time to maintain operational efficiency. Alternatives: 1. The Board may approve Changes to the Community Homelessness Advisory Board by-laws as proposed by staff. 2. The Board may not approve Changes to the Community Homelessness Advisory Board by-laws as proposed by staff. 3. The Board may not approve Changes to the Community Homelessness Advisory Board by-laws as proposed by staff and provide other direction to the City Manager. Recommended Motion: "I move to adopt the proposed amendments to the by-laws of the Community Homelessness Advisory Board to add the officer position of Vice Chair and other changes." Attached Files: 8-27-17-8 CHAB By Laws v2 Adding Vice Chair redline

8-27-18 CHAB By Laws v2 Adding Vice Chair final

BY-LAWS OF THE COMMUNITY HOMELESSNESS ADVISORY BOARD

(Approved by Community Homelessness Advisory Board on May 14, 2018)

ARTICLE I - NAME

The name of this advisory board shall be the Community Homelessness Advisory Board

(CHAB).

ARTICLE II - PURPOSE

The purpose of the CHAB shall be to adhere to:

• The Interlocal Cooperative Agreement for Homeless Services, entered among the City of

Reno, Washoe County, and the City of Sparks.

• Reno City Council Resolution No. 8499 (Resolution creating the CHAB.)

• Sparks City Council Resolution No. 3330 (Resolution creating the CHAB.)

• Washoe County Board of County Commissioners Resolution No. R18-017 (Resolution

creating the CHAB).

The Board may also review and provide recommendations on regional issues related to

homelessness, as may, from time-to-time, be delegated to it by the Reno City Council, Sparks

City Council, and Washoe County Board of County Commissioners. The Board will also receive

regular updates from the Leadership Committee of the Washoe County Continuum of Care, and

will provide recommendations and guidance to the Leadership Committee of the Washoe County

Continuum of Care on matters related to homelessness including funding allocations;

community-wide homeless strategies and initiatives; and any other matters deemed pertinent by

the CHAB.

ARTICLE III - MEMBERSHIP

Section 1: The CHAB shall be composed as set forth in the agreements and resolutions listed in

Article IL Membership shall include two (2) voting members each from the Reno City Council,

Sparks City Council, and Washoe County Board of County Commissioners. Each of the

appointing bodies shall designate an alternative member to attend meetings.

Section 2: Pursuant to NRS 241.025, each Board membership agency may designate an alternate

as defined in Article III, Section 1 to attend a meeting of the Board in the absence of a member.

Such proxy alternate shall have the authority to exercise all member rights granted herein

including the right to vote.

Section 3: The CHAB shall not meet without a quorum of voting members, or appropriate

alternates, present.

Section 4: The term of service for a CHAB member shall be determined at the discretion of the

appointing governing body. Vacancies occurring must be filled through appointment by the

appropriate governing body.

Section 5: Voting members desiring to resign should submit a letter of resignation to the

appointing governing body, copied to the Chair of the CHAB and Clerkliaison. If a verbal

resignation is provided to the Chair, the Chair shall have authority to send a confirming letter of

resignation to the member verifying such resignation, copied to the appointing governing body

and Clerkliaison. The resignation shall be effective upon the date of the letter of resignation.

Section 6: Voting members shall have one vote each to be cast during attendance at any general,

or special meeting or emergency meeting.

ARTICLE IV - OFFICERS

Section 1: The members of the CHAB shall annually elect a Chair and Vice Chair from among

its voting members at the first meeting following July 1. The Chair's term of office will be for

one (1) year and will commence no later than at the next regular meeting of the CHAB. In the

event of a resignation of the Chair, the vice chair shall assume the Chair and the CHAB shall

elect an interim a vice Cchair from its voting members to fill such vacancy pending the annual

election of officers.

Section 2: The duties and powers of the Chair shall be as follows:

• Preside at all meetings of the Board;

• Call special meetings of the Board in accordance with the by-laws;

• Sign documents on behalf of the Board; and

• Notify, in writing, the Clerk liaison of a resignation or termination of membership.

Section 3: The City or County Manager of the jurisdiction of the current Chairis the staff liaison

and shall arrange for the taking of the minutes for meetings of the CHAB, arrange for distribution

of the minutes, and give or serve all notices required by law or by the by-laws.

Section 4: The staff liaison to the CHAB Chair shall arrange for the posting of agendas,

distribution of the agenda and other information, inform the Board of correspondence relating to

business of the Board, and be responsible for such correspondence. The staff liaisons for this

Board, or their designees, will be as listed below:

• Reno City Manager

• Sparks City Manager

• Washoe County Manager Section 5: The Attorney’s office that supports the CHAB liaison shall be legal counsel for the CHAB.

ARTICLE V - MEETINGS

Section 1: Regular meetings of the CHAB shall comply with Nevada Revised Statute Chapter

241, Meetings of State and Local Agencies, commonly referred to as Open Meeting Law.

Section 2: The CHAB shall establish a regular time and place for its meetings and assure

compliance with the Open Meeting Law. Meeting locations shall provide reasonable access and

accommodations for the public.

Section 3: There will be a regular CHAB meeting every other month for 1 year. Thereafter, tThere shall be a

minimum of one (1) regular meeting per quarter. Additional regular meetings may be held at the

discretion of the Chair.

Section 4: Special meetings may be held at the call of Reno City Council, Sparks City Council,

Washoe County Board of County Commissioners, or upon request of the Chair of the CHAB on

at least three (3) days thirteen (13) written notice to each member of the CHAB. A special

meeting is held at a time different from a regular meeting and is convened to deal with important

matters that may arise between regular meetings that require discussion or action. Special

meetings must comply with the Open Meeting Law.

Section 5: Any individual may attend any regular or special meeting. At each meeting, a time for

public comment will be placed upon the agenda in accordance with Open Meeting Law

requirements.

Section 6: The following procedure for order of consideration of agenda items will normally be

observed; however, it may be rearranged by the Chair if necessary for the expeditious conduct of

business:

• Call to order • Pledge of Allegiance • Roll call • Public comment • Approval of the agenda

• Approval of minutes

• Work plan reports

• General business (for possible action)

• Old business

• New business

• Comments from the CHAB members and liaisons

• Public comment

• Adjournment

Section 7: Quorum: A majority vote of the quorum shall be necessary for any act of the CHAB.

A quorum of the CHAB shall be defined as four (4) members present at the call of the roll or

during the duration of the meeting.

Section 8: Teleconference attendance at meetings by any member of the CHAB will be

permitted with approval from the Chair when a member or alternate is unable to attend the

meeting and desires to participate via the use of teleconferencing and/or video-conferencing.

When teleconferencing is used, facilities will be utilized which permit the public to hear and/or

observe all telephonic and/or video conferencing.

Section 9: Notice of regular and special meetings shall be in accordance with NRS 241, Open

Meeting Law. In case of an emergency meeting, in accordance with Open Meeting Law, notice

will be as long as is reasonable under the circumstances, but no less than six (6) hours prior to

the meeting.

Section 10: The staff liaison to the Chair, or his/her designee, shall prepare the agenda. Members

of the CHAB may request of the liaisontopics be placed upon the agenda. Minutes shall be kept in

accordance with Open Meeting Law requirements.

Section 11: Regular attendance is expected from all voting members of the CHAB. In case of

absence, the voting member shall notify the Chair prior to the scheduled meeting that they will

not be able to attend. A member who may be absent for a regular or special meeting may have a

proxy an alternate attend in their stead provided that individual meets the requirements for

membership.

ARTICLE VI- USE OF STAFF

CHAB members may and should seek clarifying information from the staff liaisons to the Board.

Direct contact with other employees is not allowed unless specifically approved and coordinated

through the staff liaisons.

ARTICLE VII - CONFLICTS OF INTEREST

Conflicts of interest are governed by the Code of Ethical Standards in Government as set forth

and as applicable under NRS 281A.400 et. seq.

ARTICLE VIII - PARLIAMENTARY AUTHORITY

Roberts Rules of Order are hereby adopted for the government of the Board in all cases not

otherwise provided for in these rules.

ARTICLE IX-AMENDMENT OF BY-LAWS

These by-laws may be amended at any regular meeting of the CHAB by a majority vote.

Approved and adopted the

Advisory Board.

Chair

Community Homelessness Advisory Board

day of , 2018, by the Community Homelessness

BY-LAWS OF THE COMMUNITY HOMELESSNESS ADVISORY BOARD

(Approved by Community Homelessness Advisory Board on May 14, 2018)

ARTICLE I - NAME

The name of this advisory board shall be the Community Homelessness Advisory Board

(CHAB).

ARTICLE II - PURPOSE

The purpose of the CHAB shall be to adhere to:

• The Interlocal Cooperative Agreement for Homeless Services, entered among the City of

Reno, Washoe County, and the City of Sparks.

• Reno City Council Resolution No. 8499 (Resolution creating the CHAB.)

• Sparks City Council Resolution No. 3330 (Resolution creating the CHAB.)

• Washoe County Board of County Commissioners Resolution No. R18-017 (Resolution

creating the CHAB).

The Board may also review and provide recommendations on regional issues related to

homelessness, as may, from time-to-time, be delegated to it by the Reno City Council, Sparks

City Council, and Washoe County Board of County Commissioners. The Board will also receive

regular updates from the Leadership Committee of the Washoe County Continuum of Care, and

will provide recommendations and guidance to the Leadership Committee of the Washoe County

Continuum of Care on matters related to homelessness including funding allocations;

community-wide homeless strategies and initiatives; and any other matters deemed pertinent by

the CHAB.

ARTICLE III - MEMBERSHIP

Section 1: The CHAB shall be composed as set forth in the agreements and resolutions listed in

Article IL Membership shall include two (2) voting members each from the Reno City Council,

Sparks City Council, and Washoe County Board of County Commissioners. Each of the

appointing bodies shall designate an alternative member to attend meetings.

Section 2: Pursuant to NRS 241.025, each Board membership agency may designate an alternate

as defined in Article III, Section 1 to attend a meeting of the Board in the absence of a member.

Such alternate shall have the authority to exercise all member rights granted herein including the

right to vote.

Section 3: The CHAB shall not meet without a quorum of voting members, or appropriate

alternates, present.

Section 4: The term of service for a CHAB member shall be determined at the discretion of the

appointing governing body. Vacancies occurring must be filled through appointment by the

appropriate governing body.

Section 5: Voting members desiring to resign should submit a letter of resignation to the

appointing governing body, copied to the Chair of the CHAB and liaison. If a verbal resignation

is provided to the Chair, the Chair shall have authority to send a confirming letter of resignation

to the member verifying such resignation, copied to the appointing governing body and liaison.

The resignation shall be effective upon the date of the letter of resignation.

Section 6: Voting members shall have one vote each to be cast during attendance at any general,

special meeting or emergency meeting.

ARTICLE IV - OFFICERS

Section 1: The members of the CHAB shall annually elect a Chair and Vice Chair from among

its voting members at the first meeting following July 1. The Chair's term of office will be for

one (1) year and will commence no later than at the next regular meeting of the CHAB. In the

event of a resignation of the Chair, the vice chair shall assume the Chair and the CHAB shall

elect a vice chair from its voting members to fill such vacancy pending the annual election of

officers.

Section 2: The duties and powers of the Chair shall be as follows:

• Preside at all meetings of the Board;

• Call special meetings of the Board in accordance with the by-laws;

• Sign documents on behalf of the Board; and

• Notify, in writing, the liaison of a resignation or termination of membership.

Section 3: The City or County Manager of the jurisdiction of the current Chair is the staff liaison

and shall arrange for the taking of the minutes for meetings of the CHAB, arrange for distribution

of the minutes, and give or serve all notices required by law or by the by-laws.

Section 4: The staff liaison to the CHAB Chair shall arrange for the posting of agendas,

distribution of the agenda and other information, inform the Board of correspondence relating to

business of the Board, and be responsible for such correspondence. The staff liaisons for this

Board, or their designees, will be as listed below:

• Reno City Manager

• Sparks City Manager

• Washoe County Manager Section 5: The attorney’s office that supports the CHAB liaison shall be legal counsel for the CHAB.

ARTICLE V - MEETINGS

Section 1: Regular meetings of the CHAB shall comply with Nevada Revised Statute Chapter

241, Meetings of State and Local Agencies, commonly referred to as Open Meeting Law.

Section 2: The CHAB shall establish a regular time and place for its meetings and assure

compliance with the Open Meeting Law. Meeting locations shall provide reasonable access and

accommodations for the public.

Section 3: There will be a regular CHAB meeting every other month for 1 year. Thereafter, there shall be a

minimum of one (1) regular meeting per quarter. Additional regular meetings may be held at the

discretion of the Chair.

Section 4: Special meetings may be held at the call of Reno City Council, Sparks City Council,

Washoe County Board of County Commissioners, or upon request of the Chair of the CHAB on

at least thirteen (13) days written notice to each member of the CHAB. A special meeting is held

at a time different from a regular meeting and is convened to deal with important matters that

may arise between regular meetings that require discussion or action. Special meetings must

comply with the Open Meeting Law.

Section 5: Any individual may attend any regular or special meeting. At each meeting, a time for

public comment will be placed upon the agenda in accordance with Open Meeting Law

requirements.

Section 6: The following procedure for order of consideration of agenda items will normally be

observed; however, it may be rearranged by the Chair if necessary for the expeditious conduct of

business:

• Call to order • Pledge of Allegiance • Roll call • Public Comment • Approval of the agenda

• Approval of minutes

• General business (for possible action)

• Comments from the CHAB members and liaisons

• Public Comment

• Adjournment

Section 7: Quorum: A majority vote of the quorum shall be necessary for any act of the CHAB.

A quorum of the CHAB shall be defined as four (4) members present at the call of the roll or

during the duration of the meeting.

Section 8: Teleconference attendance at meetings by any member of the CHAB will be

permitted with approval from the Chair when a member or alternate is unable to attend the

meeting and desires to participate via the use of teleconferencing and/or video-conferencing.

When teleconferencing is used, facilities will be utilized which permit the public to hear and/or

observe all telephonic and/or video conferencing.

Section 9: Notice of regular and special meetings shall be in accordance with NRS 241, Open

Meeting Law. In case of an emergency meeting, in accordance with Open Meeting Law, notice

will be as long as is reasonable under the circumstances, but no less than six (6) hours prior to

the meeting.

Section 10: The staff liaison to the Chair, or his/her designee, shall prepare the agenda. Members

of the CHAB may request of the liaison topics be placed upon the agenda. Minutes shall be kept in

accordance with Open Meeting Law requirements.

Section 11: Regular attendance is expected from all voting members of the CHAB. In case of

absence, the voting member shall notify the Chair prior to the scheduled meeting that they will

not be able to attend. A member who may be absent for a regular or special meeting may have

and alternate attend in their stead provided that individual meets the requirements for

membership.

ARTICLE VI- USE OF STAFF

CHAB members may and should seek clarifying information from the staff liaisons to the Board.

Direct contact with other employees is not allowed unless specifically approved and coordinated

through the staff liaisons.

ARTICLE VII - CONFLICTS OF INTEREST

Conflicts of interest are governed by the Code of Ethical Standards in Government as set forth

and as applicable under NRS 281A.400 et. seq.

ARTICLE VIII - PARLIAMENTARY AUTHORITY

Roberts Rules of Order are hereby adopted for the government of the Board in all cases not

otherwise provided for in these rules.

ARTICLE IX-AMENDMENT OF BY-LAWS

These by-laws may be amended at any regular meeting of the CHAB by a majority vote.

Approved and adopted the

Advisory Board.

Chair

Community Homelessness Advisory Board

day of , 2018, by the Community Homelessness

WASHOE COUNTY VULNERABLE POPULATION & HOMELESSNESS PROPOSAL

Graph is total capacity of shelters broken into each category. Overflow is men & women; primarily men. Family/Maternity Shelter usually houses around 85 people.

CURRENT STRUCTURE

158

Ca

pa

city

50C

ap

aci

ty

150

Ca

pa

city

102

Ca

pa

city

0

20

40

60

80

100

120

140

160

180

Mens Shelter Womens Shelter Overflow Family/MaternityShelter

2

The Community Assistance Center(CAC) provides services to assistindividuals who are homeless withresources and case management. HSAprovides 2 million dollars in funding forthe CAC.

The Community Assistance Center ismade up of three shelters:

Men’s Shelter Women’s Shelter Family Shelter Triage Center Children In Transition Office

COMMUNITY ASSISTANCE

CENTER

3

4

CAC CAMPUSPLAYGROUND

REASONS THAT LEAD TO RESIDENTS’ HOMELESSNESS

Health, mental & addiction issues

No family/ friend support system

Cost of housing

Evicted/ kicked out/ end of relationship/ domestic violence circumstances

Lack of income/ loss of employment$

Transient/ runway

5

Medical/ mental health assistance

Program/ service availability

Housing

Transportation

Employment

Vocational rehabilitation

WHAT RESIDENTS’ NEED TO LIVE INDEPENDENTLY

6

Washoe County Adult Services collaborateswith the Catholic Charities of NorthernNevada providing supportive livingarrangements for men and womentransitioning out of homelessness. Clients inthe program are given a safe and caringenvironment to live in, along with wrap-around social services including drug andalcohol counseling, employment support,volunteer/work opportunities and other toolsto help them establish a new, moreproductive path in life.

The goal of Crossroads is to prevent relapsesinto homelessness and substance abuse,and to reduce public costs associated withjail, hospital and other emergency services.

CROSSROADS

7

CURRENT CHALLENGES/NEW OPPORTUNITIES

Increase health & dental access

Many residents are SNAP recipients

Opportunity to bill Medicaid services

Provide incentives to make positive decisions and work towards independence

Lack of substance abuse and mental health services

Sex trafficking

Minimize the use of substances on campus

Children need a more secure, child friendly daycare that includes a supportive learning environment and various social and recreational opportunities

Co-mingling several populations leads to an increase in incidences and safety concerns for residents. The shelter is the #1 response location for MOST and REMSA.

8

275 Children

2,677Served

2,402 Adults

69% Men (1,662) 30% Women1 (727) 32% 45-54 years old (671) 16% of women with children (118)

57% Male (157) 43% Female (118) 3% alone in shelter (8) 42% < 5 years old (116)

12% are Seniors2 (331) 2,357 Households ≈24 households with children

served each month 65% stay <=30 days (1,744)

1 The remaining 1% are Trans.

2 Seniors, for the purposes and data of this presentation, are those 62 and older.Source: HUD Annual Performance Report; NV-501 Volunteers of America (VOA); 01/01/2017-12/31/2017

2017 HOMELESS POPULATION SERVED

2,677

CAC SERVICES LEVELS/DEMOGRAPHIC

9

221

291

344 35

5

197

267

318 32

8

22 23 25 27

2 1 1 0

0

50

100

150

200

250

300

350

400

January April July October

Total

Without Children

With Children & Adults

With Only Children

60%Increase from

January – October 2017

Graph is based off Point-in-Time calculations of households served; report was ran the last Wednesday of each referenced month.

Source: HUD Annual Performance Report; NV-501 Volunteers of America (VOA); 01/01/2017-12/31/2017

HOUSEHOLDS SERVED

10

Source: HUD Annual Performance Report; NV-501 Volunteers of America (VOA); 01/01/2017-12/31/2017

PHYSICAL & MENTAL HEALTH CONDITIONS

67% had 2 or more conditions from Start to Exit

Mental Health Problem = leading reported condition of those who have children with them at the CAC

24%

5%

3%

3%

25%

1%

11%

28%

0%5%10%15%20%25%30%

CONDITIONS AT START

23%

5%

4%

3%

25%

1%

11%

28%

0% 5% 10% 15% 20% 25% 30%

CONDITIONS AT EXIT

Mental Health Problem

Alcohol Abuse

Drug Abuse

Both Alcohol & Drug Abuse

Chronic Health Condition

HIV/AIDS

Developmental Disability

Physical Disability

11

CAC ENTER & EXIT STATISTICS

65% <= 30 days 11% >= 91 days3

LENGTH OF STAY

17% into permanent housing 16% into temporary housing

EXIT DESTINATION

20% do not have insurance 74% receiving Medicaid or

Medicare

HEALTH CARE

43% in Emergency Shelter; paidfor with emergency shelter voucher

LIVING SITUATION

55% receive >1 source 44% receive NO benefits

NON-CASH BENEFITS

52% have no income 58% from SSI and SSDI for those

who reported receiving income

INCOME

3 90 days is the maximum amount of days that clients can stay. However, due to extenuating circumstances, clients may have that time extended.Source: HUD Annual Performance Report; NV-501 Volunteers of America (VOA); 01/01/2017-12/31/2017 12

REQUIRES REHAB TO PROVIDE LONG TERM HOUSING

8 SOUTHHOMELESS

WOMENAT CAC: 50 BEDS

UTILIZING EXISTING STAFF• 1 VOA CASE MANAGER• 1 VOA SHELTER MANAGER• 6 VOA FTE’S • 6 VOA PT’S

ENLIVEN SENIOR

DAYBREAKAT 9TH: 22 CLIENTS

UTILIZING EXISTING STAFF• RELOCATE ALL SENIOR

SERVICES STAFF

604HOMELESS POST

PARTUMAT CAC: 12 ROOMS

UTILIZING EXISTING STAFF• VOA FAMILY

STAFFING/CASE MANAGEMENT

8 CENTRAL HOMELESS FAMILIES

AT CAC: 21 ROOMS

UTILIZING EXISTING STAFF• 2 HSA CASE MANAGERS• 1 VOA SHELTER MANAGER• 6 VOA FTE’S • 6 VOA PT’S

PHASE 1

PHASE 2

ADDITIONAL ITEMS

NEEDED SECURITY FOOD & SNAP BENEFITS

BY SHIFTING POPULATIONS TO NNAMHS, FREES UP TO 212 BEDS

AT RECORD ST.ET

LAUNDRY MAINTENANCE

KITCHEN SENIOR

NUTRITIONAT 9TH: 22 CLIENTS

UTILIZING EXISTING STAFF• RELOCATE ALL STAFF

601INDEPENDENT LIVING/

SUBSTANCE ABUSEAT CAC: 50 BEDS

NEEDS SIGNIFICANT REHAB

8 CHOMELESS FAMILIES

AT CAC: 6 ROOMS

UTILIZING EXISTING STAFF• FAMILY STAFFING/CASE

MANAGEMENT

PHASE 3

NNAMHS CAMPUS PROPOSAL

13

MOBILE PANTRY TO INCREASE

FOOD SECURITY &SELF SUFFICIENCY

SRCHOMELESS SHELTERLEARNING CENTERAT CAC: 40 CHILDREN

UTILIZING EXISTING STAFF• STAFFED THROUGH BOYS

& GIRLS CLUB

8NHOMELESSFAMILIES

8SHOMELESS

WOMEN

8CHOMELESS

POST PARTUM

601HOMELESS FAMILIES

SRCHOMELESS SHELTERLEARNING CENTER

604 HOMELESS

POST PARTUM

ENLIVENSENIOR

DAYBREAK

COTTAGESRIVER HOUSE

KITCHEN

NNAMHS CAMPUS PARCEL MAP

TADS

8 CENTRALHOMELESSFAMILIES

14

EXPECTED OUTCOMES/ GOALS

Relocate women, children and families

Eliminate overflow Reduce visibility of

homelessness downtown

Expand Crossroads Program

success Consolidate HSA resources

on campus River House / TADS

currently at NNAMHS

Utilize NNAMHS campus availability

Implement a targeted approach for programming

of the male population focused on their unique needs

and access to resources

Separate populations at

Community Assistance Center

1 2

3 415

GOALS & RESIDENTS’ PLANS

Maintain stability

Reconnect with family/friends

Be self supporting and have a productive life

Find and keep employment

Get an education

Help others in same circumstances

16

Access to mental health and substance abuse resources

Preservation of families to prevent foster care placements

Decrease admission to jail and emergency room stays

?Questions?

17

YOU ARE NOTFORGOTTEN

CHAB 8-27-18 Item 9

STAFF REPORT

Date: August 27, 2018

To: Community Homelessness Advisory Board

Thru: Sabra Newby, City Manager

Subject: Staff Report (For Possible Action): Update, discussion, and direction on the Request for Qualifications for contracting with an operator for the Community Triage Center

From: Elaine Wiseman, Manager of Housing and Neighborhood Development

Summary: On August 15, 2018, the City of Reno released a Request for Qualifications (RFQ) for a qualified operator for the Community Triage Center (CTC). Background: The concept for the Triage Center was first broached in 2004. Unlike the conventional medical use of the term, this type of triage diverts substance abusers, chronic inebriates and persons with mental illness away from local emergency rooms or jails and into an alternative setting where they are stabilized, assessed and then referred to appropriate care. In addition to freeing up space in emergency rooms and jails, it is far more cost-effective to provide this type of care through the Triage Center. The majority of patients are persons who are homeless. The 22nd Session of the Nevada Legislature passed legislation (AB 175) which created a funding mechanism for the Reno Triage Center. Up to $500,000 per year was authorized through a program which required a local match. That match had to be developed in a 2:1 ratio, in which local government(s) and hospitals provided the “2” and the State provided the “1.” With the operational funding assured, the Triage Center was constructed as part of the second phase of the Community Assistance Center. It opened in April 2008 and had been in operation continuously since that time. However in April of 2018 the Triage Center operator, Westcare, vacated the Triage Center at 335 Record St. with no advance notice to the community. This exit has resulted in a gap in our behavioral health service delivery system.

Discussion: City of Reno is seeking a qualified Contractor who can operate a twenty-bed Community Triage Center (CTC) for those in need of crisis psychiatric services, medical and social detoxification from alcohol or other substances, or co-occurring disorders, for individuals who are 18 years of age or older and are not in need of emergency room care. The goal of the CTC is to improve access to the most appropriate treatment resources and to decrease the utilization of hospital emergency departments, jails, prisons and homeless programs for behavioral health emergencies. Through improved crisis response services we can ultimately provide crisis intervention, with the goal of creating a seamless integrated behavioral health care system, where consumers will receive appropriate, timely, and quality care.

CHAB 8-27-18 Item 9

The CTC was established as a shared partnership encompassing the state, county, cities and two local hospitals. Providing residents with free or low-cost crisis stabilization, intervention and substance abuse treatment service is critical to helping reduce community impact and strain on the higher cost of hospitalization for individuals who can be served in a lower level of care. Additionally, the CTC provides a safe, medically supervised detoxification services to Washoe County residents by diverting them from local emergency rooms or the jail. After an operator is selected, each jurisdiction will be asked to identify funds in order to satisfy the local match. The State will count in-kind contributions as eligible match.

CHAB 8-27-18 OrgCode professional services Item 10

STAFF REPORT

Date: August 27, 2018 To: Community Homelessness Advisory Board Thru: Sabra Newby, City Manager Subject: Staff Report (For Possible Action): Update, discussion and possible action on Agreement for Professional Services with OrgCode Consulting, Inc. to conduct an operational review of the housing and homelessness system in Washoe County in the amount of $100,000. (Continuum of Care Grant Funds) From: Elaine Wiseman, Manager of Housing and Neighborhood Development

Summary: On August 8, 2018, the Reno City Council approved an agreement with OrgCode Consulting to analyze the region’s housing and homelessness system and efforts. The City of Reno serves as the lead agency for the Community Assistance Center (regional homeless shelter) through a cooperative agreement with Washoe County and the City of Sparks, as well as a collaborative applicant for the region’s Continuum of Care. The United States Department of Housing & Neighborhood Development Continuum of Care Program is designed to promote community wide commitment to the goal of ending homelessness; provide funding efforts by nonprofit providers, and state and local governments to quickly rehouse homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness, etc. The Agreement for Professional Services between the City of Reno and OrgCode Consulting, Inc. secures the services of OrgCode in the amount of $100,000 to provide a comprehensive analysis of the existing homeless and housing service delivery system in this region’s Continuum. The Agreement also identifies the methodology and work plan by which OrgCode will complete its analysis. Councilmembers praised the securing of the upcoming review as it will assist elected officials and staff with prioritizing solutions to make Reno more affordable for all. Background: At the January 30, 2018 Transitional Governing Board (TGB) Meeting, staff informed the Board that the City of Reno had been awarded a second consecutive Continuum of Care-funded planning grant in the amount of $53,200 (a total of $100,000 between both). The grants were specifically written to evaluate our community’s homeless services including, but not limited to, our emergency shelters, our coordinated entry system, and our continuum of care services (i.e., our entire spectrum of care). The TGB had previously discussed developing an identity and defining who we are as a community with regard to homelessness, and where we would like to focus our efforts in the future. With the monies awarded in the planning grants, the City, with support of Washoe County and City of Sparks, has contracted with OrgCode to develop a strategic regional plan that will address homelessness in our specific community.

CHAB 8-27-18 OrgCode professional services Item 10

Discussion: OrgCode Consulting, Inc. works around the world with non-profits, government, private companies and non-governmental organizations to assist them with developing strategies to achieve better outcomes in the field of social services, and more specifically homeless services. OrgCode excels in strategy, planning, training, research, community engagement, and positive social change. One of their main goals is to create lasting social change for adults, families, and youth. Orgcode specializes in the following areas: • Professional development and coaching; • Planning and policy; • Research and evaluation; • Training; • Consultation, strategy, and planning; • Data dashboards, and HMIS; • Leadership development and coaching; and • Speaking, educating, and provoking. OrgCode provides targeted services for communities to help them develop comprehensive and effective affordable housing strategies and strategies centered on ending homelessness. Over the last few months staff has spoken extensively with OrgCode to detail the needs and outcomes the City of Reno and our regional partners would like the consultatnt to deliver. After speaking with OrgCode staff extensively over the course of a few months, while expressing the desires of the City of Reno and our regional partners to bring in a highly experienced and well respected consultant to evaluate our current Continuum of Care and provide data driven feedback, staff felt confident with bringing forward an agreement with OrgCode due to its proven track record of effectively completing such work. In conclusion, OrgCode prides itself on helping navigate difficult decisions without easy answers by providing information and evidence to allow for informed contemplation. Orgcode will begin work immediately by collecting data from each of the jurisdictions as well as the many different service providers throughout the region. A final report with recommendations will be completed by December 31, 2018. Phase 2 of the study, which includes training and technical support based on the findings presented in the final report, will begin at the beginning of the new calendar year. Please see attached Service Offer for more detail. Attachments: Service Offer and Scope of Work – OrgCode Consulting, Inc.

1

Service Offer

Operational Review of the Housing and Homelessness System in the City of Reno

June 12, 2018 Revised July 4, 2018 Revised July 20,2018

Proposal submitted by: OrgCode Consulting, Inc. 610 Ford Drive, Suite 247 Oakville, ON L6J 7W4 T: 416-698-9700 T: 800-355-0420 E: info@orgcode.com F: 416-352-1498 www.orgcode.com

Contact:

Tracy Flaherty-Willmott Associate Director T: 416-698-9700 x 2 E: tflaherty-willmott@orgcode.com

2

Introduction

OrgCode Consulting, Inc. is pleased to submit our service offer to complete the following assignment:

Operational Review of the Housing and Homelessness System in the City of Reno

Communities across North America are working to develop and implement effective and efficient programs and services to address homelessness. However, it is not often that communities dedicate time and resources to intentionally look inward to identify opportunities to make changes to its service orientation and programming with the goal of improving outcomes for its clients. The City of Reno must be recognized for having the courage and dedication to investigate how practices and policies can be improved to ensure service excellence for the individuals and families experiencing homelessness within the city. With the adoption of best and promising practices that have been identified for homeless supports and re-housing programs, the City of Reno can effectively prevent and end homelessness. Success can only be achieved however if all available programs, services and supports continue to validate that housing is a core value and fundamental right, and not something that people need to earn as a reward, or conversely lose as consequence. A Housing Focused approach with Harm Reduction and Trauma-Informed Care tenets provide a framework and service orientation to safe and effective homelessness prevention, emergency shelter and re-housing efforts. It is our experience that when there is adherence to best and promising practices, programs, organizations and communities see results in their long-term efforts to end homelessness that are tangible, inspiring, and innovative. Housing focused, trauma informed progressive engagement is critical to any approach to change the manner with which those experiencing homelessness are identified, connected to housing, and supported in their housing. Throughout the United States, Canada and Australia, OrgCode has a successful track record in helping organizations and entire communities align their investments, programs and services with evidence informed practices and policies that ensure the delivery of successful programs that align with Housing First. We have worked with scores of communities over the past several years to reform their housing systems to provide person-centered, strength based and recovery oriented Housing First initiatives. We recognize that program evaluation; redesign and enhancement activities are essential for ensuring that finite resources are maximized.

OrgCode has witnessed the impact that federal, state and local investments can have when evidence informed practices; strategies and tools are incorporated within communities. However, we have also witnessed the missed opportunities when communities do not take full responsibility and ownership for maintaining fidelity to housing focused practices, service orientation and policies. Lack of performance monitoring, compliance requirements, ongoing professional development opportunities as well as outcome and impact evaluation ensure that individuals that are experiencing

3

homelessness and high acuity of needs will not achieve long term housing stability, improved wellness, and community integration. We would enjoy the opportunity to offer technical assistance to the City of Reno and its funded community partners for the purposes of evaluating the current implementation and effectiveness of best practices and to provide recommendations for enhancements in programming, investment directions and monitoring and evaluation activities to support current operations and future planning to ensure that Reno achieves functional zero for chronic homelessness locally. Additional investigation will focus on evaluating the Coordinated Entry System (CES) and the Permanent Supportive Housing (PSH) investment. OrgCode Consulting understands that systems change is often required to get the results needed to effectively prevent and end homelessness. The development of a Coordinated Entry System (CES) and an effective Permanent Supportive Housing initiative – that incorporates promising practices, evidence informed tools and formalized collaborations – provides an important vehicle for such systems change. The enclosed service offer provides an overview of OrgCode’s approach to the comprehensive analysis of the existing homeless and housing service delivery system in the City of Reno. Given our expertise in the design, development, implementation and evaluation of housing and homelessness programs internationally, OrgCode is well positioned to effectively assess coordinated entry systems, emergency shelter services, homelessness prevention initiatives, housing with related services as well as housing stabilization supports and services dedicated to not only ending homelessness but also “homelessness proofing” with clients for future long term stability. As has been identified by our many past and present clients focused on preventing and ending homelessness, we are dedicated to using the results of objective and comprehensive evaluations to ensure enhancements to service excellence in the delivery of person-centred, strength based supports and services. We trust that we will be able to work with the City team, local partners and community to ensure that the insights gleaned through the homeless and housing system review will provide the information needed to enhance service provision and strategic investment in the future to end homelessness one person or family at a time.

Our Understanding of Your Needs Ending chronic homelessness in community is no longer rocket science. The greatest challenge rests in creating a system of care which functions at optimal capacity in a sustainable fashion. Recognizing that four sectors of service must be functioning at optimal capacity in order for communities to reach a functional end to homelessness, OrgCode’s report provides a summary of the progress made to date in the services and programs funded to prevent and end homelessness. To end chronic homelessness, Prevention & Diversion; Connection to Permanent Solutions including Coordinated Entry Systems and Shelters; Re-Housing Programs and Services (including Permanent Supportive Housing) as well as Ancillary Supports must be effectively coordinated. For the purposes of this operational review, local efforts funded to impact Prevention & Diversion, Connection to Permanent Solutions and Re-Housing activities will be examined. Throughout the operational review, funded programs and services will be investigated to identify their demonstration of fidelity to practice; a housing focused service

4

orientation and its success/progress in getting the results needed to ensure that the Housing and Homelessness System is on track to reach functional zero for chronic homelessness. Given the reality that no one agency or program can gain the results needed to prevent and end homelessness independently, each sector of service will be reviewed for its operational readiness and success in achieving the outcomes and impacts required. For the use of the City and the funded agencies, each sector will be assessed based on Service Orientation/Philosophy, Service Delivery Excellence & Performance Benchmarks that demonstrate service excellence and contribute to system success. Below is a summary of these three areas of operational readiness and success. To assist in identifying successes and future opportunities for enhancement for each sector, OrgCode has summarized the service orientation and performance using an overall ranking for each sector of service ranging from a 1 star ranking that indicates that this sector is still in the formative stage of its evolution related to the service orientation and operations required to effectively contribute to an end to chronic homelessness locally to a maximum overall ranking of 5 stars indicating that this sector is functioning at optimal capacity and recommendations surround sustaining momentum and service excellence.

E.g. of ranking: Indicators and Benchmarks of Success: 1. Service Orientation/Philosophy will investigate:

• alignment with Housing First core requirements (strength based, recovery oriented client centred, non-compliance based, no evidence of housing readiness expectations; client-choice, etc.);

• commitment to prioritizing those that are most vulnerable and require supports to prevent and end their homelessness ;

• demonstration of progressive engagement in the intensity, duration and frequency of supports provided, respecting people’s self determination to resolve their own homelessness whenever possible;

• positive housing destinations as the goal of all programs with participants having independent and standard tenancy agreements.

2. Service Delivery Excellence will incorporate investigations into such indicators as:

• consistent implementation of Policies and Procedures to govern local practices and operations;

• demonstration of professional practices that are guided by evidence, including the use of reliable and valid tools and strategies;

• demonstration of staff having the knowledge, skills and resources to complete their jobs in ending homelessness;

• clear safety procedures and protocols for in-community and in-home delivery of services; and

• coordination with the broader homelessness and housing system as well as mainstream ancillary services;

• clearly defined relationships with such ancillary services as income benefits, employment, corrections, health and education;

• clearly defined policies and standards regarding when participants should continue or be discharged/exited from programming/service.

5

3. Performance Benchmarks including Outputs, Outcomes & Impacts investigates:

• the number of households diverted from the homeless serving system; • reduction in the length of time that program participants remain homeless; • % of permanent housing success rate for exits/graduates; • reduction in the number of served households/individuals that return to

homelessness; • the number of landlords and housing option recruited as well as the amount

of time between program matching and housing move-in; • flexibility in rental and move-in assistance, reflecting progressive engagement

to match the needs of the participants (providing only the assistance necessary to stabilize the housing);

• housing focused case management standards and practices are evident including ensuring that participants’ basic needs are met at move-in and evidence that transitioning off financial assistance, when possible, is coordinated with case management activities.

Although achieving a functional end to homelessness in any community appears to be a daunting challenge, the reality of this accomplishment is easily defined. Communities that achieve functional zero actually ensure that they have more people exiting homelessness than are entering/re-entering homelessness at any given point in time. The community must have the knowledge and resources to efficiently respond to a housing crisis when it happens to ensure that individuals and families entering homelessness have efficient access to the assistance required for a quick return to a housed state. Most people will require minimal assistance while others -based on their needs, vulnerability and lack of access to resources - will require a more intensive support program or intervention. The collective goal of achieving functional zero to chronic homelessness can only be achieved in a housing and homelessness service system that is demonstrating service excellence and a housing first service orientation. This operational review will examine the likelihood of City of Reno in achieving functional zero given its current investments and service priorities.

Proposed Methodology & Work Plan

Truly transformative projects must be structured to surpass an initial exploration of program outcomes and operational challenges. They must ensure that opportunities for enhancement and improved service coordination are identified and turned into action. As experts in the field, the OrgCode team members are masters at converting theory, evidence and promising policies into operational and systemic realities that are person-centered, recovery-oriented, and housing focused. Using this empirical and operational expertise, our mission in this project is to ensure that targets and processes are established to guarantee that all activities and recommendations promote improved housing and stability outcomes.

6

Phase 1 & 2: Gathering Insights on Performance, Operations & Fidelity to Promising Practices, with Specialized Evaluation of CES and PSH

Our experience from other jurisdictions demonstrates the importance of community and service provider engagement during the information gathering stage of a program evaluation and enhancement project.

Task 1: Data and Information Analysis of Programs/Services

Part One: • Compile and analyze strategic plans, policy and procedure documents, logic

models, monitoring protocols, funding and partnership agreements • Review all CES policies, protocols and all documentation on core business

services • Examine effectiveness relative to intent • Outline enhancements in policy, practice and Housing First aligned operations

Part Two: • Review system and project data for the funded projects/services to understand

outputs and outcomes • Analyze HMIS data to evaluate CES process, implementation and tools utilized

to end homelessness to identify opportunities for refinement • Investigate social return on investment, where possible • Assess opportunities for improved alignment

Important Program Level Data: • Demographics of those served including race, gender, family

connections, etc. • Number of individuals/families referred and number of people accepted. • Number of participants remaining in housing after six months and one

year after receiving assistance. • Program exits by housing outcome, stability indicators • Post program review of housing stability, where possible • Current Program Efficiency, including caseload ratios.

The importance of this data mining activity is actually two-fold: effectiveness of funded homelessness and housing projects in meeting funder expectations, maintaining fidelity to practice and producing the expected outcomes and impacts for service participants receiving housing stabilization supports that match their acuity levels; and, highlight opportunities for database customization work that OrgCode could assist with to ensure that the local data collection processes are strategic in nature.

Task 2: Stakeholder Consultations

Interviews: Using a semi-structured interview guide, OrgCode will conduct a range of in-person and phone consultations with stakeholders with a particular perspective and/or expertise while also gathering information on CES, housing stability and services within the area. Working with City staff and such community partners as outreach, CES,

7

prevention & diversion, shelter, and Permanent Supportive Housing, Transitional Housing and Rapid Re-Housing Program staff, a list of relevant stakeholders will be generated and we propose using the Community Survey as a vehicle to identify additional interviewees.

Engagement with People with Lived Experience: As social scientists and community researchers, we are adamant that the voices of people with lived experience be heard. Working with housing and homelessness service partner agencies, we will engage with participants regarding the funded programs, the supports provided and the impact of these services on their housing, stability, health and quality of life. We will gain input from people with lived experience informally in our shadowing and review of such services as outreach and shelter. We will be cognizant of the need to ensure the voices of experiential persons are included in gathering direct client input. Task 3: Service Provider Surveys – Sheltering, CES, Homeless Services and Re-Housing Providers (including Transitional Housing, Rapid Re-Housing and Permanent Supportive Housing) & Community Partners

Self-assessment is a key reflective practice. Building upon existing instruments we have implemented in other communities, we will customize Service Excellence Self Assessment Survey to be completed individually – and anonymously – by staff involved in the delivery of the identified programs. The results help leverage that which is working well, while concurrently pinpointing where improvement is necessary.

OrgCode further recommends that community partners that work closely with the identified homeless service programs have an opportunity to provide feedback on the performance of local homelessness and housing programs, identify areas of strength as well as opportunities for revisions/enhancements. Such a community engagement opportunity, although reliant on voluntary participation in order to be a valuable activity, naturally provides insight for strategic planning but this avenue can also be used to identify professional development needs. Collaborating with the City of Reno, OrgCode will design and deploy an online community survey. The link can be shared to known entities involved in direct housing program service delivery, funding and/or planning of housing service programs and groups involved in ancillary services.

The surveys help inform us in several ways, including:

• Provides a pulse regarding how people feel about the current operations of the Housing First aligned program, its role in the community and its opportunities for improvements

• Measures alignment with and understanding of Housing First principles and service orientation

• Identifies future professional development activities required by service providers • Maximizes inclusion of voices into the process • Identifies critical differentiators in communities across the community

Task 4: Program Monitoring Visits, On-Site Shadowing and File Audits Beyond the semi-structured interviews, we propose that more detailed monitoring visits be completed with the funded programs and services, including all core business services related to the Coordinated Entry System. Each OrgCode team member is

8

experienced in performing community-based assessments on project practices, supports, data and file management, housing location and landlord liaison activities and the delivery of client-centred, recovery-oriented and strength-based services. Such a front line evaluation of current service pathways and supports will provide insights regarding service coordination, alignment with Housing First principles and practices as well as clarity on operational approaches.

As is our customary practice, OrgCode staff will also shadow case managers into the field as they do home visits, attend weekly case review, examine data collection processes, etc. and provide feedback on how activities went to both the staff member and the Team Leader. This is NOT just evaluation – it is coaching – intended to improve overall excellence in service delivery, operational tasks and professional practice. Throughout these performance monitoring and evaluation activities, OrgCode will apply two lenses for analysis:

• System lens: each funded program is examined based on contribution to the local homeless and housing system.

• End-user perspective of programs and systems: Gaps and opportunities for realignment from this perspective can differ compared to how changes may be considered at the service user level.

Determining which programs, and even specific workers, to shadow and engage with in this process will be subject to input by the City of Reno to ensure there is a balance in programs seen and reviewed – from that which is thought to be performing well, to those that are thought to be underperforming. OrgCode will look to the City of Reno staff to help set-up and facilitate the engagement with each of the organizations to be shadowed.

Phase 3. Final Report with Recommendations for Program Enhancements, as well as Future Investment Priorities This report will provide a summary of OrgCode’s insights and recommendations related to the City of Reno housing and homelessness system, with particular focus on the investments, capacity building and resource priorities required to assist in preventing and ending chronic homelessness. Recognizing that ongoing support and monitoring will be required to ensure that the transformation expected for the service orientation and support provision at local homeless service programs, OrgCode will provide a final report that will not only summarize the ‘learnings’ gleaned from the project but also provide a blueprint for future investment priorities that the City of Reno can provide to ensure alignment with promising practices and approaches in the years to come. Beyond this report of findings and recommendations, ongoing monitoring and coaching will be essential for a truly transformative shift in practices, services and orientation so continued leadership by the City of Reno will be essential moving forward. Without it, it is human nature for a return to previous, often ineffective practices leading to social control rather than social service provision. The recommendations and final report will:

§ Provide detailed commentary on improvements necessary for each sector of service (Coordinated Entry System, Prevention & Diversion; Connection to Permanent Solutions; and, Re-Housing Programs & Services)

9

§ Outline how the City of Reno can better monitor and support each of the program areas and system interactions, and improve policy development and strategic funding investment as it relates to each of these sectors of service

§ Identify which best and promising practices are in full effect, which are in partial effect, and which seem to be absent in service delivery, policy, and funding

§ Identify process improvements that are necessary to achieve intended program outcomes, and delineate roles and responsibilities between the City and funded agencies in these improvements

Phase 4: Training and Technical Assistance for Aligning Services and Supports with Evidence Informed Practices For a community to be most effective in preventing and ending homelessness, it must rely on effective system-based policy and program development, the incorporation of evidence-based tools and interventions as well as the momentum and urgency required to turn strategic plans into action and outcomes. Lead agencies such as the City of Reno must demonstrate an ability to lead systemic change. Building upon the insights gained from the Operational Review and the CES/PSH Evaluation, OrgCode will work with the City and its partners to customize a training and technical assistance plan to ensure the enhancement/realignment of operational practices and service orientation to align with a Housing Focused, Trauma Informed and Recovery Oriented Community of Practice. Our sessions will be designed to dig deeper into how local partners can better understand a systems-level response to preventing and ending homelessness, how programs and services can improve their implementation of best and promising practices and enhance a leadership structure that promotes service excellence and strategic impacts for the local individuals and families you have the privilege to serve.

Training/Knowledge Sharing

OrgCode trainings are engaging, and dedicated to assisting communities operationalize the theories and approaches known to get the results needed to reach “functional zero”. You can expect trainings that provide both system level knowledge and application, as well as best and promising practices to support program level implementation and suggestions for how to quickly align to a renewed service delivery model. Trainings will be customized to meet your community’s specific needs with curriculum and training materials being delivered in a way that can be easily and quickly implemented into operation. Although it is impossible to predict the training and technical assistance needs of your community partners and system of care prior to the operational review and CES/PSH evaluation, here is a list of training sessions and technical assistance opportunities that have assisted other communities realign their practices, processes and services: Examples of Training and Enhancement Sessions:

§ Housing and Homelessness System of Care – A Redesign Lab § How to be an Awesome Shelter § Diversion and Prevention that Works § Housing Based Case Management § Trauma Informed Care that Promotes Wellness and Reduces Harm § Motivational Interviewing & Assertive Engagement in a Housing Context

10

Examples of Technical Assistance:

§ Customization of CES report templates, Priority List reports, etc. § Development of policies and standards of care for any funded program stream,

including CES, shelter, RRH, PSH, Homelessness Prevention, etc. § On-site coaching of housing stabilization, sheltering and diversion activities with

funded programs

Budget The following table provides an overview of the duties, timelines, staffing and costs related to completing the operational review of Reno’s housing and homelessness system and recommendations for enhanced alignment with best practices.

Tasks Time Line Team Members Cost

Phase 1: Gathering Insights on Performance, Operations & Fidelity to Promising Practices

Interviews and/or Focus Groups with local stakeholders & PLE

4 days remote

2 days onsite

Iain, Tracy, David, Erin

$10,800.00

Project Data Analysis for local CES, Outreach, Shelter, Re-Housing and Homelessness Prevention activities

8 days remote David & Erin $9,600.00

Service excellence self assessment & community partner survey – all projects

4 days remote Tracy & Erin $4,800.00

Program Monitoring, Site Visits & File Audits – all identified projects

4 days on site by multiple staff

Iain, Tracy, David and/or Erin

$16,000.00

Phase 2: Specialized Evaluation of Performance, Operations & Fidelity to Promising Practices for CES and PSH

Interviews and/or Focus Groups with local CES and PSH agencies

2 days remote

2 days onsite

Iain, Tracy, David, Erin

$10,000.00

HMIS Data Analysis for local CES and PSH operations

4 days remote David & Erin $4,000.00

11

Service excellence self assessment & community partner survey – CES & PSH

4 days remote Tracy & Erin Included in Operational Review Project

Program Monitoring, Site Visits & File Audits – CES & PSH

3 days on site by multiple staff

Iain, Tracy, David and/or Erin

$9,500.00

Final Report Preparation for CES and PSH Evaluation

4 days Iain, David, Tracy and/or Erin

$4,000.00

Phase 3. Final Report with Recommendations for Enhancements and Investments

Final preparation of recommendations for enhancements

3 days Iain, Tracy & Erin $3,600.00

Final Operational Review Report preparation

5 days Iain, Tracy & David $6,000.00

Presentation of Final Report

1 day remote Iain and/or Tracy $1,200.00

Phase 4. Training & Technical Assistance

Up to 4 days of in-person and/or webinar training session

4 days Iain, Tracy & Erin $8,000.00

Technical Assistance for funded partners or City of Reno – onsite and remote

3 days Iain, Tracy, Erin and/or David

$6,000.00

Travel and all disbursements for Operational Review and CES/PSH Evaluation Contracts**

Maximum of 4 visits to Reno

Any OrgCode Team Member

$8,500.00

Total Proposed Project Cost: $100,000.00

12

Conclusion

Thank you for considering OrgCode for this initiative. We believe that our expertise in working to end homelessness will allow us to deliver this project efficiently and effectively. We are always open to negotiating the budget and project activities prior to the signing of any contract.

We look forward to opportunity to work with the City of Reno and its funded agencies on this important project.

Best,

Tracy Flaherty-Willmott Associate Director OrgCode Consulting, Inc.