that, that seat. There's been some opportunities via email to express for board members to express their interest. In early in mid March, some emails came out and board members at that time to kind of share who their, what their interests are in serving in this capacity. There's also some additional seats, such as the Psh, Rapid Rehousing, and I think a few other seats that needs to be filled on here. Those seats are being filled in a separate process, which I'll get to a little bit later. But in particular, for today's meeting, our focus is on filling the seat for the COC board. I should also mention that there's some seats available for people with lived experience in there some work that is happening in the background, particularly with the hands Engagement Manager, to identify the best way to feel those seats for the committee. So this is your current composition. And so you'll see him here, who is serving on that committee. And as I've shared the CLC four seat was previously failed by Senator Pratt already, but it is currently vacant. There's also some other vacancies that I mentioned earlier. So some of those vacancies include vacancies for the can lead agency. Some of our work groups like street outreach, emergency shelter, and then veterans and youth for some of our specific population work groups. Those seats are currently vacant as well. And then you can see here how those seats are filled. Typically they are appointed or, and or voted on by the particular entity or sector that they represent. And so those are in the process of being sealed. So I mentioned earlier in March, battery loads, early to mid March that there was some interest email going out to identify some candidates for the CLC board seat. We did identify several candidates, they are listed here for you, which is Lydia garter ter listener and Alan Roseto. So today, we're going to be asking for the COC board to vote to identify your representative who will sit on the performance and evaluation committee. all board members are eligible to vote. And I'm going to drop a voting link in the chat box in just a minute. In that link, we are asking you to identify yourself. So there's a space for you to fill out name and agency if that is applicable. In the voting. We'll be open until the end of this meetings. Yes, here.
I am sorry, I didn't I remember this now once I saw it, but I didn't realize that Donald Lyons was also in the city, Detroit's housing revitalization department was also on this committee. So I'm actually going to resend my, I guess, I'm going to resign for me to be an eligible member to be voted on for this committee. So because we already have one person from HRD. Okay,
and I think is not limited, but if you choose to rescind, then that's fine. Yeah, well, thank you. Alright. Thanks, Sarah. So I will have to revise the ballot before I drop it in the chat. So I'll ask if you just give me some time to do that. And then I will drop it in the chat. And like I said, we'll leave it open throughout the meeting for you all to vote. And then the expectation is that the votes of the from the results from this vote will be announced next week sometime. Once we've been sure to review all of the votes and make sure all of the votes are sufficient. Any questions?
Yeah, this might be a silly question, but do people who are running for the are like when I vote as well, like do you vote if you're also the person running Okay, don't think you can vote for
somebody else. But yes, you do get an opportunity to vote
All right. Well, Erica, I can turn it back over to you. It looks like there aren't any questions in the chat. I'm not. And I don't see any hands raised. I'm going to modify the ballot. And then I'll I'll drop it into the chat when it's finished. Okay,
thank you so much. And thank you, everyone, and thank you to those that are interested in thank you for everyone's loads once they come in. We are actually at the point of our cam gouvernance guiding document. So I don't know if you need a minute or if you want to go home are there. And it's great.
Yes, I can do it. Can you give me just one sec.
I can drop the link if you want.
The committee. Chelsea, are you able to modify your since terrorists no longer modify?
I'm not sure if I have those capabilities. I'm
sorry, but I probably left the changes my bad. I just didn't realize it until now.
I can go ahead and when the cam presentation and circle back to the link if Chelsea is not able to enable? Sorry. Sorry, I didn't hear you Chelsea. So
yeah, I'm not I'm not able to modify. Sorry.
All right. And I'm assuming that I'm able to, but Amanda did create it. So hopefully, she gave us permission to modify mostly. Alright, so moving on to the cam presentation, I'm gonna get ready to upload a document in the chat. I do need to apologize to you all. I forgot to send this document out when I requested the agenda item be added to I forgot to actually share the document. So you all did not get this in advance. And so I do understand that if you all want to take some time, either at the next meeting because there is an ask to vote for this as well. If you want to take some time at the next meeting, or if you want to vote in between meetings via email, I fully understand that again, my apologies for not getting this out sooner for that oversight. So I'm gonna go ahead and drop that in the chat. And then I'll pull up my screen so we can kind of walk through where I'm gonna highlight some of the information so downloading in the chat now. Everybody, that's what
you would like so we're actually right up on the big word wrap it
while she's doing that, just a reminder if you have any public comments to directly message Kiana for me.
Yeah, actually, I think I've got the wrong I'm having a day here. I think I got the wrong backing. I think I dropped the trap instead of the final draft.
Okay fine. Oh, really? Lydia either we're doing Jeopardy or I feel like the Brady Bunch family
is a freshman
Yeah. Okay. It's okay. You just given us a little moment of mindfulness in our day. Okay. Deep breath
thank you for helping redirect right.
Look, I appreciate your attendance today. This is like Easter Monday, and we got a good crowd and turnout. So thank you.
All right, you all saw the final one should be in the chat. Now. I'm hitting seein as we speak, so disregard that first one that I put in there and use the same one. I'm actually going to delete the first one just so that folks don't get confused. Okay, so I'm going to share my screen so Again, I am presenting on behalf today on behalf of the cam transition team. Once again, kind of Stephanie in here, as you all know, from our last meeting, our former cam Manager, which was Scott Jackson is no longer with us. And so I'm stepping in as interim management. So as a result I'll be presenting today. So again, kind of starting where the hope is to in is that we vote on a recommendation from the cam transition team to approve the cam Governance Committee guidance document. In this presentation, I'll give you some content, some contents, some background as to how we arrived here. Also share with you some timeline things and then some important things from the camp governance document guiding document, just want to highlight you have the court document yourself in the chat if you want to take. So since 2022, we the cam transition team has been meeting and really managing the transition from to the new cam lead agency. So they managed to transition and then really have been working with the implementing partners in their early stages of the post transition. And so during that time, it was decided that we really need to start moving into more of a regular rotation and phasing out the cam transition committee and working with relaxing the cam Governance Committee. And so the cam transition team really includes members for the members of the cam governance committee, but it also has some expanded membership for those permanent roles that we thought would be helpful in managing the transition as well. So we're getting back to a more smaller cam Governance Committee and a more focused camera Governance Committee on the maintaining operations and making sure that things with Cam is running effectively and efficiently. And so for the last few months, that cam transition team has been working alongside the Detroit advisors group. We've also worked with some of the cam implementing partners to give me feedback and input as we designed the guiding documents to rely on the cam governance. And there was a decision that was made that definitely is going to need to be some changes based on the just everything you know that happened transition and post transition with the cam, fleet agency. And so now we're bringing to the for the recommendation of the cam transition team with respect to its guidance. So highlighting a few things from the guiding document, starting first with the purpose, and I'll just take an opportunity to read it for you. I think I've tried to highlight the most pertinent words in here for you all to kind of do a quick scan of what the purpose is. But the relax the purpose of the Realash cam governance committee, as it's being proposed is that the cam Governance Committee will provide oversight and guidance to the implementation of coordinated entry for the Detroit COC. So the committee will work to make sure they can operate effectively, efficiently and equitably. And that is to be the guy that in there will be accountability by people with live experience of homelessness. The committee will make recommendations to the COC board on policy and system level changes and improvements. And I think this is similar to the work that the cam Governance Committee has done in the past before it was the cam transition team. So you all are pretty familiar with the role of the cam Governance Committee. Just some highlights on some of the responsibilities. Some of the responsibilities is to make sure that the policies and procedures for cam are updated on an annual basis. It's reviewing performance reports. It's also making recommendations based on any evaluation, monitoring and reporting to make sure that we have a efficient and an effective camp system. Some additional responsibilities as I highlighted earlier and its purpose is also just looking at systems level policies and processes and making recommendations or and or decisions on those policies and processes that will help improve km. It's partnering with our people with lived experiences, be it our yabb or our DAG. I'm to make sure that their voices are elevated. And really the work that is being done by tam is being guided by people with lived experiences. They also have some role in helping to make funding recommendations and recommendations in support of those who may actually receive funding for cams. So that's just a few highlights of the responsibilities. But again, you have the full document if you want to take a look at it and read it one by one. So want to talk about the next thing in the document, which is the membership. And so there are three different types of membership levels, some are elected members, voting members, and in a bit, we'll talk about some non voting members. So you will see here and I'll try to make it a little bit larger. Hopefully, you all can see that what is being proposed here is that there will be several appointed seats. And I've put a little asterix by what is a new seat. And so, for example, you will see that under the second one down is the cam access agency. And then the fourth one down is the cam, back office agency. These are new seats on the cam Governance Committee for the relaunch and these became necessary as a result of how the cam Lee is structured. Now, in the past, there was one cam lead agency. And so access and back office were a part of that lead agency, but the way things are structured now, as you all know, there are multiple agencies and implementing partners. And so it became necessary to make sure that those partners have some representation at the table for the various roles that they played. So those are some of the new appointed seats. And then you can see in the opposite column, who appoints that particular seat. And then if we move down to our Electus seats, again, highlighting either somewhere where changes were made, or modify, so the little plus sign is a modification. And then again, the asterisk is, is a change. So I'll come back to the modification for the COC board member seat. But I wanted to point out that, as you all can see, there's been several seats added now for people with lived experience with the inclusion of making sure that their youth and young adults at the table as well. And then also there was a need to make sure that we have some representation from the domestic violence sector. And so that was an added seat as well. And then we also just added a seat, or proposing to add a seat for someone community at large. And so that would be someone really, that doesn't fit within these other categories, however, has a interested stake in helping to advance and improve coordinated entry. Now I want to go back up to the COC board member seat, and you have that little plus sign there. Again, just a reminder, that plus sign means that that was a modification. In the past, there were four, I believe, three or four seats for the CLC board. And so this now is one seat. So all of these different seats represent one seat. And so that's a little bit of a change from what you all saw in the past. And so I want to make sure I point that out. As some of these changes, were also just made to make sure as we had to add seats then and make changes and things of that sort that the group didn't get too large. And that it could still be effective and running his meetings and making decisions. Also wanted to know that there are four there used to be a C for cam funder, which was D when and then that seat was removed, or based on this recommendation is being removed. To my knowledge, I don't believe that there's any particular funding coming directly from the winds to Cam, although they are funder overall in our system.
Then I'm gonna move on and just share with you all some of the none voting seats and these are really, folks that is really good to have at the table and make sure that they're present, but that the camp's transition team didn't see the need for it to be a folding seat. And so that includes the HMIs lead agency being proposed Mr. Ian hook, which are funders of the system of the cam system and the M TA and can talks as if there are any TA or consultants working with the cam Governance Committee, I wanted to highlight the low. So you all see here what it looked like formally. So or as I guess in its current iteration, I will say that we also have some non voting seats. And they were the cam lead agency camp implementing agency in the COC lead agencies. So those seats are being removed. So the ones in the bottom chart are being removed in the ones in the top chart are what is being proposed for non voting membership. So just want to share with you a little bit of the timeline, this kind of going forward. And so as I've shared, we've been working on this for the past few months with the cam transition team. So that's not represented here in this timeline, but just kind of share what's going forward. So we're here today with the COC board, and we're presenting from recommendation from the cam transition team that the governance documents be approved. We're going to start the recruiting process. And so we're anticipating that the Rapid Rehousing workgroup will be voting on their representative and also the PSH worker will be voted on as representatives in April. We're also anticipating that outreach work groups and the shelter work group will be voting on this representatives in May. The goal is to have our first cam governance committee meetings on a longer term transition team on May 1, which is the regular cadence that cam governance has been meeting. And then, as I said, because I forgot to share the document, we can either have the vote for the CLC for representative at the main meeting, or if you all are comfortable, we can do that vote in the interim via email. And if we did it that way, the COC board member hopefully would be able to join the first meeting which would happen on May 1, may 1, should this proposed guiding document be approved? And I believe that is it. Oh, just want to share. So if there are any interested board members, you can express your interest to me, you can actually do an in this meeting, if you like via private chat. And or I will be sending out a follow up email in the next day or so. And then you can express your interest via email that way as well. So we'll be collecting those over the next couple of weeks. And then depending on how the board decides to go we'll either vote via email or we'll wait into the main meetings to have that vote for the COC board when all right so that concludes my presentation and I just wanted to entertain a motion or make a motion for the COC Board to approve the cam guiding documents as presented recommendation from the cam transition team.
Motion you
need a motion to quash I'm sorry
yes
I second Roseto
Do we have any questions
if not, Chelsea, I think you're ready for the vote
Yes, everything's ready for you. I will start with the newsletter because
all right. I think everyone can go ahead and vote and we will move forward now with our agenda. Thank you again for both presentations
all right. And we will move forward now with our shelter prioritization or access changes. Do we have Miss watch? Yeah, right. Can
you hear me okay? Yeah. Okay, great. So I, I might be new to some of y'all. So I'll take a second to introduce myself before I hop into the presentation. My name is Brenna Welch. I'm the Program Director of cam access at Wayne Metro. And I'm here today to bring a recommendation for a vote regarding shelter prioritization. So, just to kind of offer some level setting we began the shelter prioritization process on January 29 2024, is a means to address shelter referrals according to need and risk. So currently, if an individual seeking shelter engages with Cam, an assessment is completed and the client is added to a prioritization list. The list is organized according to client need, and client need is identified through the following factors unsheltered status, fleeing or attempting to flee DV Sadat wellness score length of time since requests and open outreach entry. So this is our new shelter access model first to households individual or family experiencing it housing security insecurity. Then the households would contact can by phone or by presenting to an access point. If the household cannot be diverted, they would be added to the knees shelter list. After collecting daily back vacancies cam publishes a daily reservation list of all households eligible for a shelter referral for that day, Cam and other service providers that tend to contact all households on the list. Households need to confirm shelter placement by 2pm. And after the household has to confirm their shelter space, our referral will be made. There is a caveat. At the bottom of this slide, it is not likely that shelter referrals will happen the same day that a client request shelter, you can move to the next slide. So in order for us to fully understand the recommendation and vote today, I thought it was important to bring some access to data. So this access data that we're sharing comprises the majority of the implementation time from January 29 to march 27. Next slide. So the first figure we've looked at is the bed utilization. This is the number of individuals enrolled in a shelter as compared to the amount of beds available at that shelter. So in January, we saw an average bed utilization of 100 points 103.7%, which means about 4% of individuals in shelter, we're not staying in a bed, or we're potentially using a space in like a doubled up fashion. However, in February, we saw that number decreased to 98.7%. And then March decreased even farther to 92.3%. Well, it's always cams goal to fill all available beds, seeing this decrease in bed utilization shows that fewer clients are seeing an overflow. Additionally, you know, this could not be at all attributable to the shelter access prioritization process, but could just be because of warmer conditions. Individuals are seeking shelter at a lower rate, you can move to the next slide. In the call center, we have seen a 14% decrease in calls from December to March 2024. So you see kind of it, it dropped significantly in February and then in March, we're kind of back on the uphill climb. This is an average calls per day metric. It usually stays between 100 and 150. Again, this could be attributable to the warmer conditions recently. Comparatively, here's data from our in person access points. So both Noah and Cass Cass is kind of just a flat line straight across. NOAA has seen some increase and then maybe a tiny bit of decrease. These are average intakes by day and then they're organized by month so on average Noah is currently seeing 16 individuals per day, and Cass is seeing three Next slide. This shows the makeup of our seeking shelter list by population type. This is broken out by the type of jury load and that's referred to shelter. So single family and then use as a subset of that singles and family number. On average, we're seeing 38 singles added per day 15 families and seven youth. So the majority of our list is made up of singles for 62.4% and families and use coming in kind of respectively. Next slide. Oh, so this shows an average number of days on the prioritization list before shelter referral. So a client contacts can seeking a shelter but they get added to the prioritization list. And then it's important for us to monitor how long they stay on that list before they receive an acceptable referral. We are seeing an overall average of 14 days. Looking at it by prioritization factor on sheltered as a factor, average is 12 days fleeing DV average is 13. Wellness score greater than zero average is 14. And then clients who are engaged with street outreach tend to see about 23 days on the list before they receive a referral. Oftentimes, individuals have more than one prioritization factor. But this is filter to average for each individual factor without looking at the others. So kind of as a mutually exclusive view. The clients who engage with st outreach sometimes do take longer to reach and to assign shelter beds to So oftentimes, there's a delay and referral for that group. But compared to figures from February, we've seen a 36% decrease in days on our list, and the overall average is down from 22 days. So about a month ago, the same figures were 36% Higher, and I think it's likely that the number of days on lists will continue to decrease as we continue the prioritization access pilot. Next slide. So this shows the outcomes of daily shelter reservation lists. Every day, a list is published at 10am of individuals who have a reservation for shelter, we then begin to contact those individuals by phone, text, email, and street outreach if applicable. On average, we're referring about five individuals to shelter, or 26% of the list gets a referral, on average to individuals decline shelter or 12%. Often individuals declined shelter because they have self resolve their homelessness, but sometimes individuals will decline shelter based on the provider offered, when possible, we would offer a secondary provider choice. But that's not always possible, we would note that they've declined that provider and then offer them something else, hopefully the next day. And then 61.9% of our list or about 11 people per day, we are unable to get in contact with Next slide. So that kind of brings me to what's happened in the last 6063 days, the opportunities and improvements that we've seen, you can navigate to the next one, please. So our first one is that beds were remaining unfilled. Now the reason for this was because we would contact clients on the shelter reservation list. And if they did not reply, that 61.9% Who didn't respond for the bad referral, we were scrambling to fill those beds or at the very beginning, we were not even looking to build those beds and unfortunately rolling them into street outreach or overflow at the end of the day, or offering that a you know, receiving them the next morning. So as part of the shelter prioritization process, we reach out to clients based on their prioritization score as beds become available. But one of the main challenges we faced was getting back in touch with residents to offer that shelter space. In early February, there was an average of nine beds being offered to street outreach and overflow at the end of the day, so you can navigate to the next slide, recognizing that this was not how we wanted our shelter pilot to play They out, we made an improvement.
That cam now sends a mass text message at 2pm to a portion of the seeking shelter list as well as making phone calls to filled beds. This was offered to the camp transition team as a recommendation and voted on and approved on February 16. So since implementing those text messages at 2pm, we've averaged four beds available at the end of day, but in March alone, our average available beds is three. So we are seeing a decrease in beds available at the end of the day. Another item that has required some attention is use coordination. Of those beds that were remaining at the end of the day. 43% were used, and often those beds are recurring day to day, with specific spaces remaining unfilled for multiple days at a time 70% of youth who are pulled onto the daily shelter reservation list, do not respond to initial camp communication. So we were seeing days where we received beds from youth providers were unable to build them and then we received them the next day. Next slide. On March 6, this youth access improvement was offered to Cam transition team as a recommendation and was voted on. So now us clients on the seeking shelter list are still being added to the daily reservation list based on their prioritization score. However, instead of cam contacting clients from our 866 phone number, they're now contacted by ch SS Wykes GP mobile assessor. If the client is unable to be reached on the first attempt, the bed will immediately be offered to others. So rather than allowing Intel to pm for that bed to be offered via masked text message, it happens as soon as we identify that the client is not able to be contacted. So we send mass text messages to all US clients who are experiencing category one or four homelessness who fit the bed demographic. Then after the mass text is sent beds are offered on a first come first serve basis any youth clients who engage with Cam via access or through the Wykes GP mobile assessor.
Next slide.
So through coordination with Wyke, CP mobile assessor cam was able to fill a very unique shelter spot that had sat unfilled for over five weeks. Also, since implementation of the youth carve out we've seen a significant decrease in the beds remaining at the end of the day. There's a chart here to the right where you can see that we've had as high as eight beds. But more recently that we're seeing around one or two beds remaining at the end of the day, right around like 318 and 19, you can see that there is a spike. Those dates were occurred because providers reported higher than usual bed counts and reported late. Usually our shelters report to Cam by 9am. Sometimes there's a bit of a delay. But on those days we didn't receive bed counts until after noon. And so it was kind of a scramble to fill any available beds, and we struggled to ensure that all available beds or most available beds were filled at that time. Next slide. The most recent cttw approval was for a shelter transfer, which allowed for considerations for individual household shelter transfer. These are necessary because they uphold client choice. They allow client and agency reasons for transfer and they also make room for shelter program ramp downs. Knowing that transfers would not affect the total number of available beds CTT voted to allow household seeking transfer to be added to the list at the highest possible value. This essentially ensures that the next available referral is offered to that household. Next slide, please. So this is kind of what that looks like. You can see under primary factors and tiebreakers the items that were previously voted on by this board, as well as under special circumstances you see CPS involvement which is from our initial prioritization order. However, down at the bottom where these arrows are pointing, show households enclosing shelter or warming center program as Well as requested transfer for individual household both offer a special circumstance, which allows the household to be placed on prioritization for immediate placement without consideration of any other factors. Specifically, with transfers, this was kind of an easy recommendation for CTT. Considering the fact that I transferred household doesn't change the amount of available beds in the entire CFC, it just changes from one provider to another, as well as ensuring that individuals who are in closing shelters or warming center programs are able to enter shelter seamlessly without having to spend time on shelter. Next slide. So, we are working to receive continuous feedback through many sources. We are asking today for an extension of the shelter prioritization pilot for 30 days, and so if this is approved, the next 30 days will be focused on obtaining community feedback through meeting with the DAG, yeah, by offering focus groups access points, as well as shelters, sending a survey which was sent today via hands newsletter, and then also seeking feedback back directly from providers through the work group options. Next slide. So today, the request for the COC board. Next slide is that we would we ask for an allowance of an additional 30 days, so kind of as a recap, on December 4 2023, the COC board approved shelter prioritization pilot for a period of 90 days, which would be ending very soon. However, because implementation started on January 29 of 2024, we only have 63 days of the pilot instead of the full 90 days. And per the camp transition team, there was a recommendation to extend the pilot for a month and go before the board on May 6 2024, with a recommendation for a final version of the shelter prioritization policy. At this time, I'd be happy to answer any questions, or if anyone would like to move straight into the motion.
I've actually got a question. I was wondering about doing street outreach, sometimes we have to actually go locate the clients in order to get them into the shelter. And with the time period that's allowed, by the time you get your team together and get out on the street, you might have an hour to try to find your client. I was hoping that maybe we could extend that at least by an hour, from two o'clock to maybe three o'clock. As a suggestion, because I find it difficult myself trying to get in touch with clients sometimes. And now we're having issues with the free phone system that's been going on in the United States is now for for the most part being shut down. We're having clients that their phones are being turned off by the company who is making it even more difficult to get in touch with our clients at this time. Yeah, so ours might be might be all, you know, things. That might be the only way we might be able to find them. Because we we've got to literally search sometimes.
Yeah, I appreciate that. I think that my recommendation then would be that you connect with Cam and communicate that you're looking for that specific client. And we can hold that back for an additional hour. I think that implementing an additional hour overall would make it difficult for cam access phone lines and in person intake locations to ensure that we are able to connect with clients before for the end of the day. So I think that when you're in that situation, absolutely you can contact me directly, or I'm happy to share. Maybe it makes sense in the street outreach space that's upcoming to share contact information for our shelter coordinator, so that we can ensure we're not trying to fill that spot and giving you that extra hour but not applying it as a rule across the board.
That would make sense to at least have that available for the outreach organizations themselves. That would be appreciated.
There are no other questions. Then, Eric, I'm happy to hand it back over to you to ask for a motion.
All right, thank you. Can we get a motion for this request to allow an additional 30 days? All motion there we go. All right. Thank you
all right. And Miss watched us. That concludes your presentation at this point.
Yes. Thank you so much for offering me time. Yes.
Thank you. All righty. What we are at the point of taking a break, please stay on Zoom will resume at 301. So in five minutes. Thank you, everyone.
All right, everyone, we are back. That has been our five minute break. And I hope that everyone is still here with us. Next, we'll be moving into our COC board officer elections. And I believe Chelsea, you're doing that piece? Correct.
All right. All right, everyone. My name is Chelsea Johnson front hand. And it is about that time for board members to elect who they want to who they want to serve as the vice chair and fill one of the seats for the at large officer. The current interested candidates are Dr. Gerald Curley who was running for vice chair, and Lydia Goddard. Goddard was serving who was running for the at large seat. So with that being said, I'm going to hand things over to Dr. G. To give a brief campaign speech. Dr. G, are you ready?
Sure, hello, hello, everyone. Give me just a second I was going to share my screen. So good afternoon, everyone. Glad glad to be with you all. And so pleased to have this opportunity just to share a few minutes about who I am. For those who don't know me and to really just talk about how I envision how I might be a support to this role. So I am Gerald Curley from VA Detroit health care system. I currently serve as the director of the Mental Health homeless program, and I'm the Mental Health Social Work leader for the mental health service here at the VA. Approximately 150 social workers throughout the service prior to being in homeless services, just so you'll know a bit about my former experience. I worked for University of Michigan Hospital, and their suicide prevention program there. I also worked for several years in corrections but state of Michigan and Wayne County and also have experienced with Community Mental Health in Washtenaw County. I also will just share that, you know, I've been a part of this continuum for several years, serving throughout several programs that VA partners with the community on it serving veterans who are at risk of homelessness, or literally homeless. Some of the skills that I feel that I would bring to the seat. Here's some of the other qualifications that I have. I'll just leave that there for a moment. 12 years VA homes experienced 25 years in total homelessness and housing solutions experience, have a lot of abilities in terms of organization. Community Organization, administrative skills, being flexible and adaptable, particularly in this time we're after COVID. We have a lot of challenges locally, regionally federally, with balancing budgets and making sure that we're being judicious with the funds that are available for what it seems to be an ever increasing population of folks who have need an ever decreasing pools of funds have a lot of ability. They are being innovative with what is available. And we're just really proficient at building teams. Some of you may know that I came to the role of VA, at a time of great transition when a lot of the directives and expert expectations federally were changing. never really been able in the four and a half years in this state, been able to really turn things around. And to that I'll skip on to the next slide, which is talks about some of my contributions to the system. I've been out of the COC board since October 2019 And I Also the co chair of the veterans work for the CSC was also one of the voices that really saw importance in unifying our coordinated entry processes between the community. Some of you will know we prior to 2019, when I became the director here, a lot of our programs were siloed. Not a lot of transparency regarding the funding and housing resources. So we've really worked hard as community together to really make sure that housing resources from the Veterans side of things are transparent, and that veterans who are also citizens of the community, have access to both systems and are getting what they deserve. I also am currently a member of the strategic planning oversight Commission, which I think leads into the last point that I'll make some of the goals that I have, if you should trust me with the ability to serve in this position, I think it's important. This is kind of monumental that seeded Detroit hands and all the community partners that are representatives of this call, have come together to really look at a strategic plan at this level. And being part of that planning commission, it would be an honor to continue to make sure that we operationalize that plan. And having insight as to being part of that strategic committee that led that work, it would be a privilege to really continue onward and live into that plan. I also want to just continue to build a continuum where we ensure that all stakeholder voices are raised, you saw on the first slide that some of my interest, are LGBTQI issues as I did one of my dissertations around just making sure that her note heteronormative institutions embrace all walks of life. And so I'm still interested in making sure that I have an opportunity to lead our work, they're really going to live into developing a code of ethics for this body. I think we do great work. But I think we we have room to improve how we do our work, which then lends to the idea of continuing to evolve our protocols around process and parliamentary procedure. And then finally, a piece that I think we've left untapped on the table are for profits, although to some extent the veteran work has been able to leverage Rocket Mortgage. There are several other entities that we may be able to tap into in terms of filling those financial gaps and the community of faith, which is still very strong in our region, particularly in Detroit. It's an untapped resource where folks are ready to align their resources with the work that we do. So I thank you for these few moments to speak with you. I look forward to serving you and if you see fit, to allow me this opportunity, I will continue to serve and dedication to the COC. Thank you for your time.
Well, not to be that was great. Thank you so much. I'm so going forward, we will have Lydia Goddard running for the arch seats.
Ladies, I'm here. I don't have slides that are a low Dr. G. I hate following you. You're just you're just so good. I'm a big fan. But my name is Lydia Goddard. And I use she her pronouns. I feel like y'all have been getting to know me a little bit more over the last couple of months. My tenure on the board is recent. But I have been in the COC for coming up on I think five years in some different capacities. I come from a background deeply rooted in advocacy and service within community. With years of firsthand experience working on the frontlines of ending homelessness. I've witnessed the diverse challenges faced by underserved populations. My passion for creating effective, inclusive and equitable systems within our COC and beyond is what drives me. As a board member, a member of several COC committees and active participant in our coordinated entry system and Cam implementation. I've had the privilege of contributing directly to our community's efforts. My dedication to leveraging data driven insights, trauma informed care, and real time interventions has led to tangible impacts reinforcing my belief in the power of equitable and effective change. Some of my recent contributions include organizing and facilitating our continuums first youth case conferencing space, utilizing diversion activities with local funding to better support households and finding safe alternatives to entering the homeless response system through problem solving and limited financial assistance. Implementing a triage system where all of our youth reporting a disabling condition are assessed for higher levels of supportive housing placements through Coordinated Entry prioritization. Implementing processes to review and utilize HMIs data of households experiencing homelessness who are not enrolled in coordinated entry to target our outreach and engagement efforts, as well as targeting assessments for households experiencing chronic homelessness based on shelter entry HMIs data, reducing the time spent homeless. I've helped implement a community based process to develop a youth specific assessment and modified prioritization based on feedback from our Youth Advisory Board. And enhanced Coordinated Entry access and support for youth through integrating outreach, navigation, cross system collaboration, youth homelessness demonstration, program connections, team trainings, use specific access points. And as we talked about earlier, our recent youth carve out for shelter prioritization, and just overall Coordinated Community Plan aligned partnerships. Beyond my qualifications, I believe I'm the right person for this role, because I bring passion, dedication and a vision for the future. I bring a wealth of diverse experiences and skills to the table, including a background in behavioral health, community engagement, advocacy, outreach, data analytics and homeless response. My experience has instilled in me a deep understanding of the issues facing our community and a strong commitment to effecting positive change through fostering productive discussions and driving actionable steps that advance our collective mission. As we look to the future, I see immense potential for growth and improvement within our board. envision a board that continues to prioritize diversity, equity and inclusion in all aspects of our work, actively seeking out and amplifying the voices of the socially economically and culturally diverse communities that we serve, and ensuring that everyone has a seat at the table. I also believe in the power of collaboration and fostering stronger partnerships with other organizations like Mr. everstone Dr. DE mentioned, to amplify our impact and better meet the needs of our community. If elected in this role, I am committed to drawing from my experiences advocating for underserved and underrepresented communities, and spearheading community empowerment projects throughout Michigan, bringing my fresh perspectives and innovative ideas to our discussions. My dedication to collaboration, accountability and data informed decision making will be instrumental in driving our work forward, including fostering a culture of open communication and transparency, soliciting feedback from stakeholders and people with lived experience and continually seeking opportunities for innovation and improvement. I am excited for the opportunity to contribute in this role. And I'm ready to bring my passion, expertise and dedication to the table, working alongside all of you to create positive change in our community. Thank you for considering me.
Thank you, Lydia. That was a wonderful speech. Okay, board members, you all heard the campaign speeches. So now I will share the form to conduct your to conduct your vote. I will allow until 430 We might get out there earlier. But um, yeah, well to the end of this meeting for you all to conduct your vote. Thank you so much. And I will hand it back to Erica.
All right. Thank you both. Those are both great presentations. And we appreciate it so much to hear from you all and get to know you. Before we do take a vote. So I appreciate that time. Miss Johnson, I think we're back to our view of committees. And I believe you are leading that discussion.
Yes, thank you. Um, so we have an overview of committees. This is part two. And these are the rest of the committee's that are currently active. So I'm going to hand it over to Jennifer just wants to start some sharing.
Yeah. Good afternoon, everyone. Let me go ahead and share my screen. Okay. Want to make sure it can everyone see the slide deck should say veterans system updates? Yes. All right, very good. So, today DeAndre, and myself will be just going over quick updates about the things that are happening within the veteran leadership committee. I am the system lead now within the veteran community. And Deandra is the vice president of social services at Volunteers of America and also serves as the co chair at the vet leadership committee. So Dr. I will turn it over to you.
Thank you, Jennifer. Yeah, so Jennifer and I will cover the work that that we are doing here. But you all just heard a bit about the work that we've been doing in the veteran leadership committee with Dr. G's, and paint speech. So, Jennifer, you want to thank you. So the veteran leadership committee is the purpose is to make veteran homelessness rare, brief and non reoccurring. We're a group of collective stakeholders in the veterans space. You know, and this is our driving mission that we keep on all of our meeting minutes and every decision making is, you know, to ensure that this purpose is at the forefront of our mind. Jennifer, we lost the slides. Okay, yes, sorry. All right. Most of our meetings are on teams where Microsoft Teams groups. Next slide. And then, as I shared, you know, there are many partners in the work that come together to really ensure that veteran homelessness is rare, brief and non reoccurring. This is a sample of some of the providers, but really, we have really good representation from our grant per diem, contract residential, you know, see your transitional housing providers, and also your case management providers, our rapid rehousing and homelessness prevention providers. And we also have folks from the city of Detroit, and hand, and then also community partners like Emanuel house, and Dr. Mmm. And we've had some recent engagement from our D, wind Navigator, and also state level leadership as well. So I will turn it over to Jennifer, who will take us through some of the rest of the work.
Thanks, Chandra. Yeah, so there was a lot of work being done within the veteran leadership committee and our improvement team. There are four areas and key areas that we're working on right now. One of them is increasing outflow. So we're looking at increasing the possibly increasing the bridging of our events from SSVF to Habash, the majority of our bets right now on our binding list our score and qualify clinically for HUD VASH. And so we have some opportunities to really utilize that that bridging opportunity between those two programs. So we're looking at doing that. Also looking at improving case management at all levels, meaning bringing in some additional training, to all of the staff at all the different agencies looking at there being a consistent level of service offered no matter where the veteran touches the system. And so that's one of the areas we're working on. Also looking at increasing units in downtown Midtown and new center area. And we're partnering with Rocket Mortgage to try to work through some of those opportunities that might be there to do that. Looking at decreasing inflow, we do have a recidivism project that we are currently working on. And something that we noticed a few years ago was that we have a number of veterans who are cycling back through the system multiple times. And so we want to really look at who those veterans are. So we're doing some data diving right now on that. And then with based on that data, we're going to build out a project to try to determine what is lacking within our system, so that we can make some improvements and better support those veterans so that they can sustain their housing long term. Also looking at increasing our prevention and diversion services through the system. And looking at some additional trainings for all staff, and just some different ways that we can do things so that we can become a more proactive system versus reactive. For our system improvements, we're looking to just develop a consistent streamlined process to ensure data entry is accurate with all of our providers. So in addition to the system lead, which is the position that I'm in now, we do also have a data lead, her name is Ri and she is working on doing a lot of data cleanup and also looking at building out additional reports. And so we just want to ensure that no matter where the data is inputted out within the system that is being done consistently and accurately. And then as I mentioned, we're we have Re is our data lead I am the system lead. So my role is to really focus on all of these projects that we've talked about for a while and just haven't had somebody to drive the work forward consistently. And so that's what I will be doing. Also looking at just doing some more collaborative case management between providers, and then of course having more veterans with lived experience at our decision making tables, and then getting more political backing and awareness from our state officials. Because our goal is to end veteran homelessness in Detroit by the end of this year. And just for general information so we do we mean Meet bi weekly. Right now it's held on Thursdays from 12 to 1pm. We are doing some changing within the Leadership Committee and the improvement team, we may look at combining those two. So that date and time may change. And we will provide that information to everyone. If that does happen. It is we're all open to additional members. We don't have any vacancies at this time that require a vote. But if you do need additional information you can reach out to Deandra or Dr. G. Who used her to speak briefly ago. And that's all the information that we have today. If anyone has any questions, we'd be happy to answer them.
All right, fine, we'll turn it back over to Chelsea. Thank you, everyone. Have a great day.
Thank you. Okay, next up, we will have the youth homelessness by Meredith bombing.
Yes, hello, everyone. And thank you for having me here. I think I've probably had the pleasure of meeting most of you at this point. But in case I have not. My name is Meredith pronouns are she hers, and I am the youth homelessness coordinator at hand. And I'm also the staff person for the COC committee on youth homelessness, and I hope you might consider joining us. Let me tell you a little bit, who we are and what we've got going on. So our committee purpose, the purpose of the Committee on homelessness is to lead a responsive system of care and are trained to meet the needs of youth experiencing and at risk of homelessness, and make youth homelessness rare, brief and one time. So pretty straightforward. Also, very large purpose and goal of our work here. A little bit of history. So this committee was actually initially formed out of a city council Task Force on homelessness, that established a specific youth homelessness team. And that work sort of became incorporated into the COC as an official committee. And since that work sort of became COC official, folks got going on creating a guiding document, and setting up all of that infrastructure capacity, making sure folks were interested in committed because they were really trying to operationalize, create and operationalize a plan that would address homelessness, youth homelessness in our community. And so as they were sort of working on all of that they sort of looked to wage gap as a means to do that. So wage gap stands for youth homelessness demonstration project, and that is hud hud funded. And it was a very big undertaking. So in that process of planning for applying for wiht beam, the committee sort of gave its steering and decision making power over to a group who was committed to this yDp application, and that group became the wife GP core team. And so, like I said, the committee kind of went on hiatus while this group, which was made up of a lot of committee members, was able to focus on that wage gap process. Now, we were awarded by HDP, the wage gap projects are up and running. And something that came out of that award was this long community planning process that I know many of you participated in. And that culminated in the creation of this coordinated community plan, or CCP to end youth homelessness, which is awesome, because now that our committee is back up and running, we have this plan that sort of outlines the need and the desires for the work to be done in Detroit that we can work off of as a committee. And so now we're back. And we're trying to sort of dive into that broader system level work around youth homelessness. So what exactly are we doing right now? We are in the process of finalizing our work plan. We, and we're actually meeting next week, and I'll share more details about that. But we did use the CCP to inform this work plan. Within the CCP, there's an appendix that sort of goes through all of these goals and objectives. And so what we did was we looked at the goal area As we voted, which ones do we want to prioritize, then we had discussions around those most highly voted goal areas, members of the committee sort of evaluated their capacity and interest in these various spaces. And now we're sort of in the process of then selecting those work areas, and mapping out timelines and figuring out what we would what we're going to do. And I can give you some example of this. So this came from one of our sort of planning and discussion, meetings. And you can see at the top, this goal one was one of the more highly voted goals. And that would be prevention. And then you can see, these are screenshots from the CCP. So we have the objectives and the action steps. So I pulled those up and asked everyone to sort of comment, and you can see we've got some activity first, lots of stars and people highlighting the places that they were most interested in sharing more ideas on posters. So I know there's a lot on this slide. But I just wanted to sort of give you a little more of an example of like, what kinds of things are we working on. And so here it is, you can see it's a very collaborative space. And we really do try to hear from everyone, as we're sort of moving all this work forward. So who's doing this, here is our sort of current roster. I will note, the co chairs are bolded and highlighted in red. So those are our leaders of the committee. These seats here in blue, these are all designated seats. So these, these folks are the people from these organizations representing that sector or system. So we are always trying to have folks from all of these areas on the committee at all times. And so these are designated and these are pretty much awful. And then we have our green down here, these are elected seats, and these are the youth service provider seats. So these folks are so so designated, we have space for us service providers, up to seven of them. And then they vote for which providers will take on the term. And those are two year terms. And we do have some vacancies. We have two seats for COC board members. So that's really why I'm here today, presenting to you guys. And then we do also have rooms, we could accommodate more youth service providers if there were folks who were interested. And that was sort of be handled by the boat. And then we did have a technical assistance provider who had been working with us previously, and that is vacant as well. That seat though is worth noting is not a voting position, but really just sort of a support position, similar to the role that I'm in on this committee. So I'm just the staff person, sort of providing all of the technical and administrative support. And my position was not not a voting one either. So logistics that I mentioned, our full committee meets on the second Wednesday of every month from 130 to 3pm. These meetings have all been virtual. We have sort of talks about maybe trying to do a couple in person each year, but have not really moved that planning forward yet. So for now, they're all virtual. Of course, as we get going, there's a potential to be adding more meetings, assembling subcommittees, that kind of thing. But for now, we're just on the second Wednesday of every month. Our next meeting is next Wednesday, at 130. And even if you don't join as a voting member, or don't have the interest or capacity in that kind of role, our meetings are open. And we love to hear from folks, we have a lot of non members join and participate in the discussions. So if you do want to get the invitation, feel free to put your email in the chat or send an email to me and I can make sure that you get added to the invitation. And I believe Chelsea will be coordinating board member like official board member involvement. But I really do hope that we get two of you to join us on that official capacity. And like I said we meet next week, it should be an exciting meeting because we will be finalizing our work plan for you all Any questions?
Yes, the owl. This is Katie's questions owl. It makes me smile. So I always throw down there.
No questions, Armani. Okay. Armani is one of our committee members, as well. So I will stop sharing if questions come up later.
I will put my email in the chat as well. And I look forward to hearing from you. I hope
you all join us in this work. It's an exciting piece of the COC right now. So thank you.
Thank you very live. Next we have is Elise crosstalk Gonstead. Sorry, for the PSH review committee.
We're awesome. Thank you, Chelsea. I'm just going to share my screen. Okay, can everyone see this? Alright, um, so yes, as Chelsea noted, my name is Elise Krogstad. I am the COC coordinator with hand eye staff this committee or provide staffing support from hand side. I also work closely with Lauren Lakota, who does some of the staffing from the city of Detroit side, I believe she's on the call as well. And just here to give you a quick overview of really what the PSH review committee does. Again, that PSH review stands for permanent supportive housing. This committee was formerly known as the light tech committee or Low Income Housing Tax Credit properties. But the title of the committee was changed when we revamped our letter support policy, I think a little over a year now. So to give you a little bit of background on the committee's purpose, the Detroit CoCs PSH review committee aims to set both the expectations and the process for determining support of PSH projects in Detroit Hamtramck and Highland Park. So as I noted before, we have a developed letter support policy that was created with the intention of promoting and aligning projects with the CoCs goal of ending homelessness. And one way that we're working to achieve this end is to assist projects in the development in the development of high quality PSH units for households within our continuum. So the PSA review committee is really responsible for ensuring that any PSH project to come to our continuum for support are committed to the creation of both high quality housing as well as the supportive services that are attached based on both the COC standards and our prioritization policies. So what the committee does is largely focused around that letter support process and vetting projects coming through our continuum. We receive multiple, multiple requests throughout the year that the respond to, and we have a process that's outlined in our letter support policy, which is available for everyone to review on hands website. But I'm going to walk you through that policy really quickly, because it'll give you sort of an idea of what this committee works through with the projects who come to us for support. So the first step in the letter support process is for a project team to engage with the staff of the committee and submit their letter of intent. So generally speaking, this project team is going to be comprised of the supportive service provider, the developers, property managers, and that project team works to create that initial letter of intent, providing an overarching view of the project, the service delivery model, the unit composition for the project and the funding source that they're applying for. So after we receive that letter of intent, the PSH project team is then required to meet with the PSH review committee for what's called a threshold meeting to discuss to discuss the project design with the committee members. And this is a really an opportunity for us to get a first look at what the project is hoping to be. And for the project team to learn more about the COC and what we are looking for and what feedback we might have for them to develop a successful project within our continuum. So after that threshold meeting, the project team takes the information that they gather from us the feedback and and does some work in the meantime, and then comes back to us by submitting materials and other documentation. It has to be submitted at least seven business days in advance of their final presentation to the committee because there is an expectation of committee members that we have fully read and digested all of that documentation and have sort of a firm grip on the materials that they've provided. So they submit that packet of materials to us, and then they come back to the review committee for their final presentation. And this is really where we are crossing the t's dotting the eyes, making sure that the project is really in alignment with our systems needs. And if there are any adjustments that have been made to the project, we're able to have a space for that discussion to occur with committee members. And then after the presentation is over, the committee takes some time to discuss and ultimately votes on whether or not to provide a letter of support for each particular project that we meet with. So this is sort of a it's an iterative process that happens through that very low different funding cycle goals that we respond to. So it's definitely interesting, we're always seeing different projects coming to us. And I have quite enjoyed it. A little bit about our committee membership, because we are hoping to start recruiting some new members. So currently, the PSH review committee is meeting monthly and we meet on the third Wednesday of every month, we do expect the committee members are prepared in advance in meetings, like I said, there's some documentation that you have to work through. And it's really important, so we can have robust conversations with the project teams. And there's also an expectation that committee members adhere to the conflict of interest policy, because we do sometimes have members who might be PSH providers themselves. And we want to be really conscious of when there's a need for someone to recuse themselves from a vote or similar situations that might arise. And, again, just actively participating in those committee discussions. It's very helpful both for us and for the project teams for for us all to be engaged in the work. So as I said, we are looking to recruit new committee members, we're really hoping to bring in some homeless service providers, psh providers, and also representation from the Detroit advisors group. And it's a little bit open at the moment. So what I have asked is that if you are interested, or want to learn more about joining the committee, you can reach out to either myself or Lauren Locata with the city. Again, we sort of CO staff this space. And we'll be able to help provide some more information. So I know I just talked a lot. I'm going to pause for a second and see if there any questions or if Lauren, you're on the call, and you have anything to add. But if not, that is all for me. And I will drop those emails in the chat for everyone.
Thank you, Elise. So we were supposed to have a presentation from the values and fundings priorities. However, Julia, who is a staff person of the committee, she was unable to join us today. So we will have to move forward. However, I do believe that there was like at least like a report out in December, at the December board meeting, so I can just drop the link. And you all can just like browse that. But if there isn't any concerns or any questions or comments, then I will hand it off to Erica. Thank you.
All right. Thank you. Thank you all for the presentations. Those are great. Thank you. Thank you. Now, we move forward here to our public comments. And miss key Anna. Sorry.
Good afternoon, everyone. Yes, yes. I'm here. And I have not gotten any requests yet. However, I do want to give folks the opportunity to reach out to me directly, or we can go into just a raise hand and we will call on you when we are ready for your public comments. Please take a look at the rules and suggestions for the public comments which are on the screen for you here. And if you have any questions about those we can try to address as well. But we do ask that you keep the public comment to three minutes per in dividual so if you want to message me directly if you have public comment today, or you can simply raise your hand and we will call on you for public comment
don't see any hands raised yet. So we'll give it another minute or so how to give folks time if they want to have public comment today?
All right, Erica, I do not have anyone that has messaged me yet, for public comment. I think we've probably given it ample time. And I have not seen any hands raised either. So I'm going to assume that we do not have anyone for public comment today. And I will pass it back over to you. Thank you.
Thank you, Miss Harrison, I appreciate you. Thank you all. At this time, that will conclude our meeting, or today. So you get a few minutes back air time. Or in your day today. Our next meeting will be May 6 At two o'clock on Zoom again. So we hope to see you all there. And thank you so much. Josie, did you have something in the comments? Oh, sorry. I
was just putting out reminders to please sign into the attendance form. And also, board members. Don't forget to use the sponsor. Vote for the more officers and you know, of course isn't gonna link. The vote will close at 430. Just so you know. That's
one. Thank you. All right. Well, thank you. Thank you. Oh, looks like we got a question, Tara.
All right. Did I miss the vote for the performance and evaluation committee?
I can probably dig it up and
find that. I will.
Yes. And
thank you. Okay.
Did you repeat it in Chelsea? Sorry. The sorry. Let
me clarify that last. The last link that I put was the the link to the committee. Members. All right.
Any other questions before we wrap up today? All right. If there are none, you all have a great day and enjoy some sunshine. Bye. Thanks, everyone.
