Title
Health and Human Services Agency recommending the Board receive and file a presentation on the Department of Housing and Urban Development Continuums of Care (CoC) and the return on investment of existing CoCs in other counties. (Est. 15 Min.)
FUNDING: General Fund.
Body
DEPARTMENT RECOMMENDATION
Health and Human Services Agency (HHSA) recommending the Board receive an update on the Department of Housing and Urban Development (HUD) Continuums of Care (CoC) and the return on investment of administering CoC programs in other counties.
DISCUSSION / BACKGROUND:
On August 15, 2017, Health and Human Services staff provided a presentation and update on El Dorado Opportunity Knocks (EDOK) CoC (File ID: 17-0741 Agenda Item: 27), at which time staff was directed to return with further information on successful Continuums of Care in other counties, how they are administered, and an overview of Return on Investment in those CoC’s.
The presentation sought to provide a timeline of the most recent updates since the Opportunity Knocks Board of Directors merged with the CoC in May 2017, resulting in a single Board of Directors for El Dorado Opportunity Knocks Continuum of Care. Within the update, details regarding the launch of Coordinated Entry were discussed, as HUD is requiring communities to launch this system by January 23, 2018 in order to continue to qualify to receive federal and state homeless assistance funds. The Coordinated Entry System (CES) will allow the El Dorado County region to identify, assess, and prioritize homeless individuals and families for available housing and services based upon vulnerability and severity of need.
As described in the presentation, the CoC is responsible for coordinating the community’s policies, strategies, and activities geared toward ending homelessness. CoC requirements include but are not limited to: establishing and maintaining a formal governance and structure, Coordinated Entry System operations and planning, annual community applications and processes to receive funding, designating and operating the Homeless Management Information System (HMIS), and strategic planning to improve system performance. Additionally, throughout the year, CoC’s are responsible for submitting several reports to HUD, including: Housing Inventory Count, Point in Time Count, System Performance Measure Reports, Annual Homeless Assessment Report, Grant Inventory Worksheet, and Consolidated Applications for funds on behalf of the community. Due to the depth of responsibilities that fall upon the CoC, as well as the attention and expertise needed to produce an effective system, communities often rely upon a full-time Homeless Coordinator to ensure administrative compliance while supporting the foundation and growth of this community system. The Counties of Sonoma, Marin, Napa, Contra Costa, San Francisco, San Mateo, Santa Cruz, San Luis Obispo, Butte, Solano, and Yolo are some examples of counties who have County FTEs administer their local CoC. The Counties of Placer, Redding, Monterey, Shasta, Inyo, Visalia, Kings, Tulare, Sacramento, Yuba, and Sutter are some examples of counties who rely upon a consultant or non-profit consulting firm to administer the CoC.
Studies from across the United States continue to show significant tax dollar cost savings when the homeless population is provided supportive housing opposed to remaining homeless and continually tapping emergency services such as law enforcement or fire response, detox, incarceration, outpatient and inpatient treatment, and emergency shelter. Proven cost savings and program success of supportive housing can only be possible through successfully operating a Continuum of Care, as the federal and state governments are trending toward only funding programs in regions that administer a compliant CoC. To ensure that El Dorado County, as a region, can reduce homelessness and produce cost savings by increasing the availability of CoC programs, CoC administration must be consistently supported.
CoC technical support starting in FY 2018-19 is unidentified at this time, and the current CoC coordination and planning, compliance and policy implementation, and relatively large administrative workload for FY 2017-18 are being performed by the Deputy Director of the Community Services Division. Continuing this beyond FY 2017-18 is not a viable, long-term approach to ensure success for both HHSA Community Services Division and the CoC. The purpose of this presentation is to educate the Board on cost studies and research associated with Continuum of Care programs, provide local cost comparisons in neighboring counties compared to El Dorado County, and update how Continuums of Care with similar population sizes and geographic characteristics have been funded compared to El Dorado County CoC over the past several years.
HHSA plans to seek further direction during the Fiscal Year 2018-19 budget discussions for the continuation of program administration.
ALTERNATIVES:
N/A
OTHER DEPARTMENT / AGENCY INVOLVEMENT:
N/A
CAO RECOMMENDATION:
It is recommended that the Board receive this update.
FINANCIAL IMPACT:
There is no Net County Cost associated with this Agenda item for FY 2017-18.
CLERK OF THE BOARD FOLLOW UP ACTIONS
Clerk of the Board to receive and file the presentation.
STRATEGIC PLAN COMPONENT:
County Strategic Plan Goal #5 - Healthy Communities: Improved health, well-being, and self sufficiency of El Dorado County communities, residents and visitors.
CONTACT
Patricia Charles-Heathers, Ph.D., M.P.A., Director