POLICY COUNCIL MEETING Thursday, September 8, 2016 9:00 – 12:00 am

PUBLIC COMMENT

CONSENT AGENDA July 14th Policy Council Meeting Minutes Housing Placement Report (Next Slide)

STRATEGIC PLANNING DISCUSSION Ice Breaker: Why are you interested in addressing the issue of homelessness?

Agenda For This Session Outcome: Get Clear Direction From Policy Council on Future Course of C3H. History, Mission, Pillars Successes Top Priorities for Organization C3H Expansion – Staffing & Data Approve Budget and Funding Sustainability Plan

C3H Purpose Statement C3H will harness all resources available to reduce the number of people experiencing homelessness, as well as minimize the impacts of homelessness in Santa Barbara County.

C3H Pillars As Approved in By-Laws Prevent homelessness Support the expansion of housing (and resources) for the homeless Build a results and data driven culture Elevate community dialogue, support and collaboration regarding homelessness Encourage client commitment to self sufficiency

Are We Succeeding? How Do We Measure Success? Pillar Success Measure Prevent homelessness Look for decreases in Point in Time Counts, Track Housing Retentions Support the expansion of housing (and resources) for the homeless Support the CoC which allocates federal funding to local providers Advocacy at city and county meetings Build a results and data-driven culture Use Vertical Change data system to maintain VISPDAT data (who people are and what they need), track housing placements, catalog and report on outreach measures Elevate community dialogue, support and collaboration regarding homelessness Host monthly regional meetings throughout the county with partners Organize forums/training Encourage client commitment to self-sufficiency Regional coordinators & team leaders encourage self sufficiency as part of their strategies

Things We Are Currently Doing: What Are Your Top Priorities? Regional coordination Lead Agency to the Continuum of Care Coordinated Outreach Teams (COTS) Development of robust data system Partnering with hospitals Closing gaps in existing services Conduct bi-annual (annual?) count of homeless people Something else?_______________________

What do Community Partners Want from C3H? Service Providers - closer relationships (e.g. MOUs) and training and support for Vertical Change North County Cities - staff resources dedicated to outreach to families and unsheltered homeless Policy Council and other elected officials - produce tangible results Hospitals - alternatives for discharge of chronically homeless patients and a reduction in Emergency Department usage

C3H Expansion (Approved FY 2015-16) Staffing Changes: New F/T South Coast Regional Coordinator – converted vacant Administrative position New F/T Coordinated Outreach Team Leader - to run Santa Barbara COT Other Changes: Office established in Santa Barbara Increased overhead as relationship with United Way of Northern Santa Barbara County solidified Movement towards “boots on the ground” – Coordinated Outreach Teams (COT) in all regions

C3H Regional Org Chart (2016-2017)

Data Driven Outreach and Coordination C3H “houses” VISPDAT data with Vertical Change client management software (previously managed by City Housing Authority) C3H manages bi-weekly Housing Placement Call C3H provides Vertical Change tool for tracking and case- managing client interactions across the system Early successes, but need more resources to continue developing the tool Vertical Change has experience with other cross sector data projects locally (i.e. First 5, Family Service Agency)

Data on C3H Coordinated Outreach

BREAK TIME!! 10 Minutes

BUDGET PRESENTATION

FY 2016-17 Budget Timeline May 12th – Policy Council received preliminary 2016-17 budget July 7th – C3H notified of $0 funding from Cottage Health July 14th – Budget Hearing postponed pending Santa Maria Council meeting (August 2nd) and Cottage Health meeting (August 3rd) August – Santa Maria increases contribution to $24k and Cottage commits to $25k

Option #1 (Executive Committee Recommendation) Sustained Operations Budget Staffing Retained at Status Quo Data Support (Vertical Change) Maintained Uses $82,400 of Unallocated Revenues/Reserves (one-time funds) Maintains a 4.5 month operating reserve

Option #2 Reduced Budget No Merit Increases for Staff Elimination of Vertical Change data program/street outreach case management tool Uses $49,475 of Unallocated Revenues/Reserves (one-time funds) Maintains 6 month approved reserve

Option #2 Reduced Budget Sustain 6 Mo. Reserves (2016-2017) Impacts to Reserves Impact to Reserves Last Year Actual (2015-2016) Option #1 Executive Committee Recommended Budget Reduction of Reserves (2016-2017) Option #2 Reduced Budget Sustain 6 Mo. Reserves (2016-2017) As of July 1st 156,888 245,138 Change in Reserves 88,250 (82,400) (49,475) Reserve Balance 162,738 195,663 Projected Six Month Required Reserves 154,197 215,841 199,379 Excess (Shortfall) in Required Reserves $90,941 ($53,104) ($3,716)

Future Budgetary Impacts FY 17-18 Option #1 $95,350 annual on-going operating increase $53,104 one-time increase to replenish reserves $148,454 Total Increase Revenues needed in FY 2017-18 Option #2 $61,438 annual on-going operating increase $3,716 one-time increase to replenish reserves $65,154 Total Increase Revenues needed in FY 2017-18

Action Item Reserve Policy Discuss and Approve FY 16-17 budget Option #1 -- No change to existing six month reserve requirement Option #2 -- Consider changing reserve policy to 4.5 months (eliminates need to payback $53,105 under Budget Option #1) Discuss and Approve FY 16-17 budget Option #1 – Fully Funded (4.5 months reserves) Option #2 – Reduced Budget (6 months reserves) Other?