Loading...
HomeMy WebLinkAboutAgenda - 02-11-2025; 2 - Orange County Partnership to End Homelessness (OCPEH) Discussion 1 ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: February 11, 2025 Action Agenda Item No. 2 SUBJECT: Orange County Partnership to End Homelessness (OCPEH) Discussion DEPARTMENT: Housing ATTACHMENT(S): INFORMATION CONTACT: PowerPoint Presentation Blake Rosser, Housing Director, 245- OCPEH Governance Charter— October 2490 2022 Danielle Butler, OCPEH Manager, 245- OCPEH MOU 2024-25 2490 UNDER SEPARATE COVER Ten Year Plan — 2007-2020 ONLYAVAILABLE ELECTRONICALLY A T. https://www.orangecountync.gov/Docum entCenteWig w/30416/Orange- Countys-Plan-to-End-Homelessness- Documents PURPOSE: To discuss the Orange County Partnership to End Homelessness (OCPEH) budget, data and major planning documents such as the Governance Charter and municipal MOU. BACKGROUND: Data OCPEH has important guiding documents, namely the original Ten Year Plan to End Homelessness and the Homeless Systems Gaps Analysis. The former document is meant to be regularly updated with progress toward addressing the original plan. The latter document is meant to be annually updated to show progress toward addressing system gaps. The Ten Year Plan has not been updated since 2020, and the Gaps Analysis had a draft last updated in 2023 which does not appear to have been finalized. The last finalized Gaps Analysis was completed in 2021. The OCPEH program has been under strain given loss of key staff and changes in leadership over the last year, leading to missing updates on these important documents. Current OCPEH Staff plan to update both documents by January 2026. On a smaller scale, OCPEH staff is in agreement with stakeholder requests for monthly data reports, to include items such as: • how many people contacted the Housing Helpline; • how many completed Coordinated Entry intakes; • how many exited homelessness; 2 • how many engaged with Street Outreach, Harm Reduction and Deflection Program (SOHRAD); and • how many were sheltered at the Inter-Faith Council (IFC) or Cold Weather Cots. Staff will begin presenting this data at OCPEH's April Leadership Team meeting and report it monthly thereafter. Governance Staff is reviewing the Governance Charter and the municipal MOU to ensure compliance with the composition and roles of the Leadership Team and Executive Committee. The latter has not met in over a year. Staff is especially interested in broadening participation among the community on the Leadership Team, specifically for people with lived experience, people residing in northern Orange County, and members of the business community. Staff is also working to align group names with industry conventions, as well as identify opportunities to make governance/operations more efficient. For example, staff has consolidated two (2) working groups into one (1): the Data & Grants Workgroup with the Performance Review Committee. United States Housing & Urban Development (HUD) Technical Assistance, which was to assist with this restructuring process, has been paused by HUD in part due to recent changes at the federal level. Budget OCPEH staff recently presented the proposed FY 2025-26 budget to the Leadership Team, where the Expansion Budget was approved unanimously with some recommendations for adjusting the spending categories. To that end, staff have developed a revised Expansion Budget which places the cost of the Housing Access Coordinator into the external County funding portion of the budget, and replaces its expense with operational costs for Cold Weather Cots and Permanent Supportive Housing. The Expansion budget proposal can be seen in detail in the attached presentation slides. FINANCIAL IMPACT: The County contribution to OCPEH is approximately $400,000 per year, which is approved during the normal budget process. There is no financial impact with this specific discussion. ALIGNMENT WITH STRATEGIC PLAN: This item supports: • GOAL 3: HOUSING FOR ALL OBJECTIVE 2. Address need and any policy barriers to increase access to emergency shelter beds and other low-barrier housing including eviction diversion. OBJECTIVE 3. Invest in Permanent Supportive Housing OBJECTIVE 9. Increase representation of people with lived experience on housing related matters. • GOAL 2: HEALTHY COMMUNITY OBJECTIVE 3. Provide social safety net programming and the resources needed for our most vulnerable community members (e.g., veterans, unhoused people, foster children, older adults, etc.). OBJECTIVE 4. Reduce impacts and barriers for justice-involved children and adults through deflection, diversion, therapeutic interventions, and re-entry support, including housing. RECOMMENDATION(S): The Manager recommends that the Board receive and discuss this information on the budget and governance of OCPEH and provide feedback as appropriate. ORANGE COUNTY HOUSING DEPARTMENT OCPEH Discussion — 2025 Agenda Terms & Organization Data & Initiatives — 10 year Plan , Gaps Analysis, etc . Governance and MOU Budget ORANGE COUNTY � HOUSING DEPARTMENT Terms & Organization n ORANGE COUNTY O HOUSING DEPARTMENT 6 Housing Term —A F1 0- e I AMI –Area Median Income In 2024 in the Durham/Chapel Hill metro area, this is $105,900 for a family of four Low-income 80% of AMI –$84,700 for a family of four; $59,300 for a single person Very low income 50% of AMI –$52,950 for a family of four; $37,100 for a single person Extremely low income 30% of AMI –$31,750 for a family of four; $22,250 for a single person CoC –Continuum of Care HUD Definition: "A community plan to organize and deliver housing and services to meet the specific needs of people who are homeless as they move to stable housing and maximum self-sufficiency. It includes action steps to end homelessness and prevent a return to homelessness." OCPEH The CoC for Orange County: Orange County Partnership to End Homelessness HOME Committee Collaborative partnership operated by OCPEH in which area service providers meet twice monthly to discuss clients and refer for services Transitional Housing Temporary housing with supportive services to individuals and families experiencing homelessness, with the goal of interim stability and support to successfully move to and maintain permanent housing. A client in transitional housing is still considered homeless and not in a form of permanent housing. An example is IFC's shelter, which can be from 90 days to 1 year. PSH - Permanent Supportive Combines rental assistance with voluntary supportive services to address the needs of chronically homeless Housing people. The services are designed to build independent living and tenancy skills, and connect people with community-based health care, treatment and employment services. Rapid Rehousing A program offering housing search, move-in and rental assistance along with case management, on a temporary basis (no longer than 2 years). The goal is to quickly re-house someone who recently became unsheltered and transition them to more permanent housing. Housing First A policy that advocates unconditional, permanent housing as quickly as possible to homeless people, and other supportive services afterward (House first, add supportive services later). Rapid Rehousing is an example of a Housing First program. HCV– Housing Choice The modern name for Section 8 rental assistance program serving "very low income" residents Voucher ORANGE COUNT' HOUSING DEPARTMENT 7 OCPEH Program and Staff Breakdown on i • - EH(vurdit Housing 1J�rraarrt Helpline (3.5) , I OW"UWfiNft Vacwt V"arty SOHRAD SOHRAD Street Outreach, Lo bbowieg EmUr' (3.5) Harm Reduction and (oardinawlibtryS ltt r Deflection Y�rrdm ardidw Housing RRH Rapid Rehousing (mrdimat#dFm"Spmlbt Access (1) SOAR SSI/SSDI Outreach, 94006W PgFSUPP6 w I�aw�yat�rr��HRd�a Access and Recovery (adrdieat d l X Spetiiiliist ,�J, C`' C br cr" °,roru Peer Suppov.Navigator SON W R R H (2.5) Lvedyrr Mc8ride Feer Suppvrl&vigator 50HAAD kn qr (9-, 46 SOAR (1) SOAR CIsOworker Rpir�rra�rr I Cold Weather ORANGE C HOUSING DEPARTMENT 8 Interdepartmental Collaboration 1 '"- -1 mr, Emergency Services CWC SOHRAD HCV/FYI Housing Helpline HOME Committee OCPEH Utility Assistance FYI Foster Youth to CWC Independence CWC Cold Weather Cots SOHRAD Street Outreach, Harm Reduction SOHRAD and Deflection SOAR SOAR SSI/SSDI CWC Outreach, Bridge Housing Access and Recovery ORANGE COUNT' HOUSING DEPARTMENT 1 . n ORANGE COUNTY 0 HOUSING DEPARTMENT 10 Major documents need updating Ten Year Plan ( Last updated 2020 ) Updates totaling from 3 - 12 pages have been added at the end of document in 2013 , 2015, 2018 and 2020 Gaps Analysis ( Last updated 2021 ) Work last done to update this document in 2023, but does not appear to have been finalized OCPEH Staff will update both documents by January 2026 . ORANGE COUNTY � HOUSING DEPARTMENT Most recent Gaps draft indicated partial progress Gaps Filled : Housing Access Coordinator Homelessness Diversion Funding Street Outreach Accessible, housing-focused shelter Partially Filled : Rapid Rehousing Housing Helpline DV Shelter Youth Housing Program Landlord Incentives Housing Locator nORANGE COUNTY Bridge Housing HOUSING DEPARTMENT Remaining Gaps require larger, 12 sustained investments Remaining Gaps : Permanent Supportive Housing Income- based housing Furniture and Household Goods Bridge Housing Crisis Diversion Facility Integrated Service Center Medical Respite Beds ORANGE COUNTY � HOUSING DEPARTMENT 13 Monthly data reports to commence for Leadership Team OCPEH Manager will begin data reports at April LT meeting, to include : Contacts by Housing Helpline Coordinated Entries conducted Exits from homelessness In shelter at IFC, IFC Cold Weather, and County Cold Weather Unique engagements by SOHRAD Landlords added/lost ORANGE COUNTY � HOUSING DEPARTMENT 14 Current Initiatives focused on emergency shelter and low-barrier housing 2 "d site, or larger volume primary site for county Cold Weather Cots Satellite cold weather shelter in Hillsborough Low- Barrier Housing Work Group to identify opportunities for development/acquisition Integrated Services " Day" Center ORANGE COUNTY � HOUSING DEPARTMENT Performance OCPEH Number of Households housed : 178 (G3, 02; G2, 03) Returning to homelessness in 1 year: 7% (1 pt. decrease) Number of people unhoused : 148 (17% increase) Nationally: 18% Chronically Homeless: 26 (8% decrease) Entering Shelter/Homelessness: 340 First time homeless: 274 (Both Highest Ever) Median days homeless: 288 (13% decrease) Median time in shelter: 56 (20% decrease) *A11 numbers from 2023 Point-In-Time (PIT) Count Danielle Butler -^, ORANGE COUNTY • - Manager 0. . . . 16 Governance n ORANGE COUNTY O HOUSING DEPARTMENT 17 Staff reviewing Governance Charter and mou Documents prescribe composition and role of Executive Committee , Leadership Team Staff ensuring that LT and OCPEH remain in compliance ( ex : Exec. Committee has not met recently) Staff also seek to broaden participation, e . g . residents with lived experience, those in north of county, members of bun" (e5A ?NffU' Oty � HOUSING DEPARTMENT 18 Governance Restructuring Staff focusing on matching group names to industry conventions Staff consolidated Data/Grants workgroup and Performance Review Committee HUD Technical Assistance, which was to assist with this process, has been paused by HUD . ORANGE COUNTY � HOUSING DEPARTMENT 19 i 1 • n ORANGE COUNTY O HOUSING DEPARTMENT 20 Housing Helpline 2.5 - 3,700 • - Rapid Rehousing 1.5 $250,000 15 Administration 0.2 - - Cold Weather Cots - $30,000 1,600 Bridge Housing - $95,000 48 Landlord Incentives - $20,000 12 Permanent Supportive Housing - $150,000 8 SSI/SSDI Outreach, Access, and Recovery 1 - 15 Rapid Rehousing 1 - 10 Street Outreach, Harm Reduction and 4 - 100 Deflection Housing Helpline 0.5 - 800 Housing Access Coordinator 1 - 50 Bridge Housing - $148,000 48 Administration 1.625 - - *OCPEH consists of contributions from four OC municipalities broken down in the following proportions: • 39.7% - Chapel Hill • 39.5% - Orange County • 14.3% - Carrboro • 6.5% - Hillsborough 21 2024-25 OCPEH BUDGET CH OC CARR. HILLS. 39.70% 39.50% 14.30% 6.50% Staff/Description Total PORTION PORTION PORTION PORTION OCPEH Expansion Budget 2.625 FTE: 1 Homeless Programs Manager, CoC Personnel.625 Homeless Programs Coordinator& 1 Housing Access Coordinator $241,173 $ 95,746 $ 95,263 $ 34,488 $ 15,676 CoC Operations $ 82,460 $ 32,737 $ 32,572 $ 11,792 $ 5,360 SOHRAD Personnel 4.0 FTE: 1 Clinical Coordinator (CJRD), 3 Peer Street Navigator (OCPEH) $285,516 $ 113,350 $ 112,779 $ 40,829 $ 18,559 SOHRAD Operations $ 37,050 $ 14,709 $ 14,635 $ 5,298 $ 2,408 RRH Personne10.5 FTE $ 33,500 $ 13,300 $ 13,233 $ 4,791 $ 2,178 RRH Operations $ 3,415 $ 1,356 $ 1,349 $ 488 $ 222 2/3 of annual operational costs (OCPEH is Bridge Housing Operations requesting funding for four of the six beds available.The two remaining beds will be funded with support from UNC Health) $ 147,887 $ 58,711 $ 58,415 $ 21,148 $ 9,613 Coordinated Entry Personnel 0.5 FTE $ 34,195 $ 13,575 $ 13,507 $ 4,890 $ 2,223 Coordinated Entry Operations $ 3,415 $ 1,356 $ 1,349 $ 488 $ 222 FY23-24 Fund Balance$70,000 was approved to carry over from FY22-23 to apply in FY24-25 $ (70,000) $ (27,790) $ (27,650) $ (10,010) $ (4,550) TOTAL EXPANSION BUDGET $ 798,611 $ 317,048 $ 315,451 $ 114,201 $ 51,910 2024-25 OCPEH BUDGET $1,893545.00 Joint Funding ("Expansion Budget") $798,611.00 County Funding ("Local Investments") $309,294.00 Federal Grants ("OCPEH Grants") $785,640.00 ORANGE C HOUSING DEPARTMENT 22 Local Investments Outside OCPEH Landlord Incentive Program FY 23-24 General Fund Dollars $ 50,000 PSH Funding FY 23-24 General Fund Dollars - Permanent Supportive Housing to IFC $ 150,000 Cold Weather emergency FY 23-24 General Fund Dollars - Part-time as needed for staffing in overnight shelter accordance with the Community's Inclement Weather Response Plan. $ 14,500 Bridge Housing FY23-24 Social Justice General Fund Dollars $ 94,794 TOTAL LOCAL INVESTMENTS $ 309,294 OCPEH Grants CoC Grant DV Rapid Re-housing grant transfer(January 0.9 FTE Rapid Re-housing Case Manager - December 2024) (DV); Rental and utility assistance $ 157,208 CoC Grant Supportive Service Only: Coordinated Entry 2.5 FTE: 2.5 Coordinated Entry (Housing (October 2023 - September 2024) Helpline) Specialists $ 191,764 CoC Grant Rapid ) Re-housing (November 2023 - October FTE: 2 Rapid Re-housing Case Managers 2024 $ 161,920 HOME Grant Rapid Re-housing (FY 23-24 Year to Date Rental and utility assistance spending) $ 121,989 ESG Annual Rapid Re-housing (January 2024 - December 0.5 FTE: 0.5 Rapid Re-housing Case 2024) Manager $ 43,660 State Fiscal Rapid Re-housing (CPS) (January 2024 -June 0.1 FTE Rapid Re-housing Case Manager; Recovery Funds 2025) - Rental and utility assistance $ 85,200 CoC Planning (July 2023 -June 2024) .2 FTE: Homeless Programs Coordinator; Grant (July 2024 -June 2025 - anticipated) Stipends for people with lived experience $ 23,899 TOTAL GRANTS $ 785,640 2024-25 OCPEH BUDGET $11893,545.00 Joint Funding ("Expansion Budget") $798,611.00 County Funding ("Local Investments") $309,294.00 ORANGECOUNTY Federal Grants ("OCPEH Grants") $785,640.00 HOUSING D 23 2025-26 Expansion Request CHAPEL HILL ORANGE CARRBORO HILLSBOROUGH Percentage Split 39.70% 39.50% 14.30% 6.50% Description Total PORTION PORTION PORTION PORTION OCPEH Expansion Budget(Bold indicates request on top of Continuation Budget) CoC Personnel 2.625 FTE: 1.0 Homeless Programs Manager, .625 Homeless $197,560.71 $111,888.10 $111,324.43 $40,302.26 $18,319.21 Programs Coordinator CoC Operations $54,332.00 $21,569.80 $21,461.14 $7,769.48 $3,531.58 Cold Weather Cot Personnel,Operations,and Supplies $50,000.00 $19,850.00 $19,750.00 $7,150.00 $3,250.00 (rollover fund) Permanent Supportive Housing(transferred from county $59,273.29 $23,531.50 $23,412.95 $8,476.08 $3,852.76 funding to offset deduction of HAC 1.0 FTE SOHRAD Personnel 4.0 FTE: 1 Clinical Coordinator(CJRD),3 Peer Street Navigator $356,957.34 $141,712.06 $140,998.15 $51,044.90 $23,202.23 (OCPEH) SOHRAD Operations $35,407.00 $14,056.58 $13,985.77 $5,063.20 $2,301.46 Increase to be able to assist with more move-in costs and cover other gaps to facilitate housing clients,such as $10,000.00 $3,970.00 $3,950.00 $1,430.00 $650.00 application fees Bridge Housing 0 FTE-2/3 of annual operational costs(OCPEH is currently Operations funding four of the six beds available.The two remaining beds $147,887.00 $58,711.14 $58,415.37 $21,147.84 $9,612.66 (Wonderful House) are funded by Alliance). Coordinated Entry The existing CoC grant provides funding for personnel for 2.5 CE Personnel staff. Funding is needed to provide salary support for a 0.5 FTE $41,120.00 $16,324.64 $16,242.40 $5,880.16 $2,672.80 CE staff to address the increasing community need. TOTAL EXPANSION BUDGET $952,537.34 $411,613.82 $409,540.21 $148,263.92 $67,392.70 Additional local (county) investment Landlord Incentives $ 20,000.00 1.0 Housing Access Coordinator, 1.0 Personnel SOAR Caseworker, 1.0 RRH caseworker, 1.0 HH & Outreach $ 278,931.29 Coordinator, 0.30 Grants Coordinator ORANGEU PSH Fundin Permanent Supportive Housing $ 90,726.71 TOTAL COUNTY HOUSING DEPARTMENT INVESTMENTS $ 389,658.00 Orange County Housing Department 300 W. Tryon Street Hillsborough and 2501 Homestead Road Chapel Hill 919-245-2490 1 orangecountync.gov/Housing Blake Rosser -^, ORANGE CO Director, OC Housing n'j� 0HOUSING D 25 GOVERNANCE CHARTER OranRe County Chapel Hill/Orange County ;! fI I fI I Continuum of Care (CoC) ! � End Homelessness ARTICLE I ORANGE COUNTY PARTNERSHIP TO END HOMELESSNESS SECTION 1. NAME. The name of the organization is the Orange County Partnership to End Homelessness (hereinafter "Partnership") which serves as the Chapel Hill/Orange County Continuum of Care (hereinafter "CoC"), designated by the U.S. Department of Housing and Urban Development (hereinafter "HUD") as NC-513. The Partnership is a collaborative program created and supported by four local governments: Orange County, Chapel Hill, Carrboro, and Hillsborough, North Carolina. SECTION 2. PURPOSE. The vision of the Orange County Partnership to End Homelessness is that homelessness in Orange County becomes rare, brief, and one-time. The Partnership is established by representatives of relevant organizations within Orange County, North Carolina to carry out the responsibilities set forth in the HUD CoC Program interim rule (24 CFR Part 578), specifically to administer: • CoC Governance and Structure • CoC System Operations and Planning • Preparing an Annual Application to HUD for Funds, the CoC and ESG annual funding local competitions and community application preparation/submission • Designating and Operating the Homeless Management Information System (hereinafter "HMIS"), the HUD-required database for all non-domestic violence agencies that receive HUD homeless funding • Coordinated Entry, systemizing how people access homeless services and are assessed, prioritized and referred for program referrals SECTION 3. MEMBERSHIP. Membership in the Partnership is open to any community member living and/or working in Orange County and is meant to ensure a community-wide commitment to ending and preventing homelessness. Members are meant to represent the four local government funders, homeless service organizations, people with lived experience of homelessness, and other stakeholders within Orange County. SECTION 4. BOARD. The Orange County Partnership to End Homelessness Leadership Team (hereinafter "Leadership Team") is the governing body of the Partnership and CoC, provides leadership to the work of the Partnership, and acts on behalf of the CoC. SECTION 5. FUNDING APPLICATIONS. The Partnership is responsible for preparing and overseeing the CoC and Emergency Solutions Grant (ESG) funding applications. The Partnership, through the Project Review Committee and Leadership Team, establishes funding priorities, project application rating and ranking tools, and the local application process via a transparent and inclusive process for each funding opportunity. The Partnership encourages all eligible applicants to submit project applications. The CoC shall approve any substantial changes, including a change of recipient or addition of sub- recipient, to CoC and ESG grants. Page 1 of 22 26 • CONTINUUM OF CARE (CoC) FUNDING. Orange County serves as the collaborative applicant for CoC funding for the Chapel Hill/Orange County CoC, NC- 513. The Leadership Team, Homeless Programs Manager (hereinafter "Manager"), project applicants, and Project Review Committee work together to prepare and submit the CoC Application that consists of the community application, project applications, and project priority listing. Each year the application timeline is contingent on HUD as outlined in the annual CoC Notice of Funding Opportunity (NOFO) and follows the Funding Application process outlined below in Article IV Section 5, Funding Allocation Process. CoC Reallocation Process: The CoC encourages reallocation of CoC funds as needed to best serve people experiencing homelessness in Orange County. The CoC solicits project applications for new and renewal projects from all qualified applicant agencies. The Project Review Committee evaluates each project application via community priorities contained in the Project Scorecard, including project performance data for renewal projects. Project scores and threshold evaluations are used to craft a CoC Project Priority Listing to best help Orange County end homelessness, including renewal projects, new projects, and projects that are reallocated into new or expanded renewal. Project applicants will be notified if they are approved, denied, or reallocated in part or in full in advance of deadlines determined by the annual CoC NOFA. All applicants will be notified in writing of the appeals process if they disagree with the CoC's funding recommendations. • EMERGENCY SOLUTIONS GRANT (ESG) FUNDING. The State of North Carolina, through the state Department of Health & Human Services, Division of Aging and Adult Services, Adult Services Section, determines the amount of ESG funding available for each CoC in North Carolina. The Partnership manages the ESG application process in conjunction with the Leadership Team, Manager, project applicants, and funding committees. All applicants will be notified in writing of the appeals process if they disagree with the CoC's funding recommendations. SECTION 6. MEETING OF FULL CoC MEMBERSHIP. In compliance with the CoC Interim Rule (24 CFR Part 578), all meetings of the Partnership are open to the full membership of the CoC and to any member of the public. Partnership meetings are conducted as open, public meetings as outlined in Article 33C, Meetings of Public Bodies, in the North Carolina General statutes. Meeting agendas and meeting minutes are published online in advance of meetings on the Partnership web page: ocpehnc.com/ocpeh-leadership-team. SECTION 7. COORDINATED ENTRY & WRITTEN STANDARDS. In compliance with the CoC Interim Rule (24 CFR Part 578), the Partnership has developed a comprehensive, community-based approach for how people access homeless services in Orange County, and how service providers assess and refer people to housing and service programs. This coordinated entry system is accessed through the Housing Helpline and includes a common assessment tool and coordinated referral process. Please refer to Coordinated Entry Written Standards and the Coordinated Entry Policies & Procedure documents (last updated December 2021) for full information. SECTION S. SPONSORSHIPS & ENDORSEMENTS. The Partnership does not sponsor or endorse particular activities, events, political campaigns, or bond referendums. The Partnership will send information about such things to constituent members, including members of the Leadership Team and homeless service providers, for distribution to their networks. The Manager can write Letters of Consistency with CoC activities for renewal Page 2 of 22 27 grants with partner agencies. Applications for Letters of Consistency that refer to new projects or partners will be brought to the Leadership Team for review. The CoC is approached with requests for Letters of Support in grant applications or other funding opportunities. CoC staff can write Letters of Support for participating organizations in the CoC when proposed activities enhance programs and supports available to people experiencing homelessness. New partners and requests that fall outside the scope of program enhancements will be brought to the Leadership Team for review. ARTICLE II LEADERSHIP TEAM SECTION 1. PURPOSE. Members of the Leadership Team serve as the CoC Board for the Chapel Hill/Orange County Continuum of Care, advise on the management of the Partnership, and protect and advance the interest of the Partnership. SECTION 2. COMPOSITION. The Leadership Team shall consist of a minimum of sixteen (16) and maximum of twenty-five (25) elected and appointed voting members. Members shall be one of four types, all are full voting members: • Elected officials: Each of the elected bodies of the four (4) local governments (Orange County, Chapel Hill, Carrboro, and Hillsborough) shall appoint one of their members to the Leadership Team. • Ex officio: The Directors of each of the following departments, or their official designee, shall serve on the Leadership Team: o Orange County Department of Social Services o Orange County Department of Housing & Community Development o Town of Chapel Hill Office for Housing & Community (inclusive of Chapel Hill Housing Department) o Orange County Criminal Justice Resource Department • People with lived experience of homelessness. • Community members: The balance of representatives are made up of homeless service providers, faith-based communities, local businesses, UNC-CH, UNC Hospitals, developers/homebuilders, funders, Chambers of Commerce, prison system, victim service providers, LGBTQ advocates and organizations, and other homelessness stakeholders. OCPEH Staff shall serve as a non-voting members of the board. SECTION 3. MEMBERSHIP ELIGIBILITY. Individuals who live and/or work in Orange County and are interested in the mission of the Partnership shall be eligible to apply for membership in the Partnership's Leadership Team. SECTION 4. APPLICATION FOR MEMBERSHIP. An application for Leadership Team membership shall be available on the Partnership's website and from the Manager and shall be advertised to the public at least one time per year. Current Leadership Team members will be asked annually to recommend, and potentially to reach out to, potential new members. Applicants shall complete the application and submit them online. The Manager shall give them to the Board Development Committee or to the full Leadership Team for review. SECTION S. BOARD SELECTION PROCESS. At the September Leadership Team meeting each year the Chair shall appoint, subject to the concurrence of the Leadership Team, a Board Development Committee of at least three (3) members. The committee shall be Page 3 of 22 28 responsible for nominating a new Chair, Vice Chair, and new members of the Leadership Team. The Leadership Team will also revise and approve the Leadership team application at the September meeting. The Manager will publicly solicit applications for Leadership Team membership in September and October of each year. At the November Leadership Team meeting, the Board Development Committee shall send the names of all applicants to the Leadership Team so that members have the opportunity to evaluate potential new members using the prioritization strategy outlined in the Leadership Team Priorities (see Appendix 3: Leadership Team Priorities). The Board Development Committee will review the applications and input from the Leadership Team and make a recommendation for Chair, Vice Chair, and new members at the November Leadership Team meeting. The slate of proposed candidates will be approved with a majority vote. In addition, the Leadership Team accepts applications year-round. Applications received outside of the annual process outlined above will be forwarded to the entire Leadership Team for review and potential approval on a quarterly basis, unless new applicants offer an opportunity to fulfill stated priorities or in the instance the Leadership Team falls below the minimum membership of 16. This selection process shall be reviewed, updated, and approved by the CoC at least once every (5) five years, last update December 2019. SECTION 6. TERM & ATTENDANCE. Leadership Team members' terms shall be staggered in order that approximately one-half of the voting members of the Leadership Team (with the exception of elected officials and ex officio members) are appointed annually to serve for two (2) years. Elected officials shall be appointed at the discretion of their appointing body. People with lived experience of homelessness and community members serving on the Leadership Team may serve no more than three (3) consecutive two-year terms and no more than six (6) consecutive years; terms of local government elected officials and ex officio members will not be limited. Following a year of not serving on the board, a member is again eligible for election to the board. The duties of the Leadership Team members shall begin January 1 following elections held in November each year. Members of the Leadership Team are expected to attend meetings in person or by phone or let the Chair or Manager know in advance that they are unable to attend. Members unable to attend meetings are asked to review meeting materials and contact the Manager with questions and comments within a week of the meeting. Members who are absent from more than fifty percent (50%) of Leadership Team meetings in a calendar year will be contacted to discuss their continued service on the Leadership Team. SECTION 7. ON-BOARDING. The Manager will provide a comprehensive on-boarding of new Leadership Team members, including conducting individual meetings with each new member, having community presentations on Homelessness 101 and Homelessness 201 orientation sessions available for Leadership Team member attendance, updating Leadership Team orientation packets each year, being available for feedback and questions. SECTION S. VACANCIES. Any vacancies in elected positions on the Leadership Team shall be filled by elections of eligible candidates by the current members of the Leadership Team for the unexpired portion of the vacated term. SECTION 9. MEETINGS. The Leadership Team shall establish its meeting schedule each Page 4 of 22 29 year, but must meet no less than every other month. Meetings will be conducted in a hybrid format, at a physical location within the geographical confines of the CoC. Virtual attendance information and meeting materials will be publically posted on the CoC's website in advance of the meeting.At the direction of the Chair a regular meeting date may be changed by notifying members of the Leadership Team at least three (3) days prior to such meeting, provided that a majority of the members concur, by email or telephone poll or in a meeting of the whole, with the change. A special meeting of the Leadership Team may be called at any time by the Chair, or any two (2) members. Notice in writing or via email stating the purpose shall be sent to all members of the Leadership Team at least three (3) days prior to a specifically called meeting. SECTION 10. VOTING & QUORUM. In any proceeding in which voting by members is called for, each eligible member attending in person or virtuallyshall be entitled to one vote. A majority of the voting members of the Leadership Team shall constitute a quorum, and a quorum must be present for each vote. If a quorum is not present at a regular Leadership Team meeting, the meeting shall proceed and matters under consideration may be tabled to vote on at a later meeting or voted upon via email, subject to the discretion of the Chair. The Chair can also call for Leadership Team votes by email provided the vote is published on the meeting agenda and is sufficiently worded to enable the public to understand what is being deliberated, voted, or acted upon. The CoC voting decision rule shall be simple majority. SECTION 11. AVOIDING CONFLICT OF INTEREST & RECUSAL. 24 CFR 578.95(b) states "No Continuum of Care board member may participate in or influence discussions or resulting decisions concerning the award of a grant or other financial benefits to the organization that the member represents." Leadership Team members will complete and sign Conflict of Interest Information Form (APPENDIX 2) each year with updated information about organizations that they represent as an employee, donor, volunteer, member, board member, trustee, or any other affiliation. Leadership Team members will recuse themselves from discussions or decisions that could violate conflict of interest policy. Leadership Team members who represent an agency that has a financial interest in the discussion concerning the award of a grant or other financial benefit may be requested to provide program information in advance of the funding deliberations. The Chair may request clarification from Leadership Team members under Robert's Rule in order to assist in the expediting of business. SECTION 12. FUNDING APPLICATIONS. The Leadership Team reviews recommendations from the CoC Project Review Committee and the ESG Project Review Committee and votes to approve final funding recommendations, including the CoC Project Priority Listing and the ESG project funding recommendations. SECTION 13. TERMINATION. Any member may resign from the Leadership Team upon written notice to the Chair or Manager. Any member may be expelled by a two-thirds vote of the Leadership Team. An opportunity for written appeal of that decision to the Executive Committee will be afforded the member facing expulsion. SECTION 14. COMPENSATION. Leadership Team members are eligible for a stipend compensation, as Leadership Team activities contribute to CoC System Operations and Planning and compensation is an eligible expense for CoC Planning grant revenue. Leadership Team members who have lived experience of homelessness will be provided a Page 5 of 22 30 timesheet to document hours when meeting materials are made available. Members returning completed timesheets to OCPEH Staff will be compensated for their time no less frequently than once per quarter. Compensation will be reasonable according to OMB Circular 2 CFR 200, and will be not less than the Orange County Living Wage: https://www.orangecountylivingwage.org/living wage calculation. ARTICLE III LEADERSHIP TEAM: OFFICERS, MANAGEMENT TEAM, AND EXECUTIVE TEAM SECTION 1. OFFICERS AND MANAGEMENT TEAM. The officers shall be the Chair, Vice Chair, and the Manager who shall serve as the Secretary of the organization. The Management Team is made up of the Chair, Vice Chair, and Manager. SECTION 2. OFFICER SELECTION PROCESS. The Board Development Committee shall nominate the Chair and Vice Chair. Officers shall have served at least one (1) year as a member of the Leadership Team before taking office. The Leadership Team shall elect the officers prior to December 1 each year. All officers shall serve for a term of two (2) years beginning January 1 or until their successor is elected and assumes the duties of the office. Officers shall be voting members of the Leadership Team. SECTION 3. DUTIES OF THE CHAIR. The Chair shall serve as the head of the Leadership Team and shall preside at all meetings of the Leadership Team and the Management Team. The Chair, with advice and counsel of the other officers, shall determine all committee chairs and assist in the selection of the committee personnel. The Chair shall have the authority to appoint all Ad Hoc and special committees. The Chair shall serve as a voting member of the Leadership Team and serve as a member of and chair the Management Team. SECTION 4. DUTIES OF THE VICE CHAIR. The Vice Chair shall exercise the powers and authority and perform the duties of the Chair in the absence or disability of the Chair. The Vice Chair shall chair the Board Development Committee. The Vice Chair shall serve as a voting member of the Leadership Team. SECTION S. MANAGEMENT TEAM. The Management Team shall act for and on behalf of the Leadership Team when the Leadership Team is not in session, but shall be accountable to the Leadership Team for its actions. It shall be composed of the Chair, Vice Chair, and Manager. The Chair shall serve as Chair of the Management Team. SECTION 6. DUTIES OF THE SECRETARY. The Secretary shall: (a) keep the minutes of the meetings of the Leadership Team and of all committees in electronic and hard copy; (b) see that all notices are duly given in accordance with the provisions of this governance charter or as required by law; and (c) in general perform all duties incident to the office of secretary and such other duties as from time to time may be prescribed by the Leadership Team. SECTION 7. EXECUTIVE TEAM. One elected appointee from each of the governments that fund the Partnership shall form the Executive Team. The Town of Chapel Hill, the Town of Carrboro, the Town of Hillsborough, and Orange County shall each have one member of this group. The purpose, roles, and responsibilities of this group are outlined fully in APPENDIX Page 6 of 22 31 4: The Memorandum of Understanding between Orange County and the Towns of Chapel Hill, Carrboro, and Hillsborough: Orange County Partnership to End Homelessness (hereinafter "MOU"). This group meets quarterly, sets the work plan for the Manager, and provides ongoing supervision of the Manager through the County Manager. ARTICLE IV STAFF ROLES SECTION 1. GENERAL DUTIES OF THE HOMELESS PROGRAMS MANAGER. The Manager shall function as the chief executive officer of the Partnership. The Manager shall perform all duties as may be incident to the office and all duties as delegated by the Leadership Team. The management of the staff of the Partnership shall be the sole responsibility of the Manager. It will be the duty of the Manager to act in an advisory capacity to the other officers, the Leadership Team, the Orange County Board of Commissioners, the Orange County Manager and the Committees in order to promote the projects and activities of the Partnership in accordance with the Memorandum of Understanding between Orange County and the Towns of Chapel Hill, Carrboro, and Hillsborough and the Leadership Team. The Manager shall be an ex-officio, non-voting member of the Leadership Team, the Executive Committee, and all committees. The Manager shall also serve as the Secretary of the Partnership. The Manager will provide staff and scoring support to the Project Review Committee for the purposes of ESG and CoC funding competitions as well as program performance monitoring and oversight. Manager will not participate in any initial application for funding submitted by Orange County. The Manager shall support the HMIS implementation and complete all HUD-required data submissions, including PIT/HIC and system performance measures by annual deadlines established by HUD (see below, Article VI, Data Collection & Assessment). The Manager shall organize and staff workgroups as needed for time-limited projects. At the end of the period of employment, the Manager shall deliver to the Leadership Team all books, papers, and property of the Partnership. SECTION 2. GENERAL DUTIES OF THE HOMELESS PROGRAMS COORDINATOR The Coordinator shall function as the clinical and task supervisor for the Partnership's direct service programs, including Homelessness Prevention and Housing Stabilization, Rapid Re- housing, and Street Outreach, Harm Reduction and Deflection Peer Support Specialists. Coordinator shall support the HMIS implementation and governance and provide support in HUD-required data submissions and funding competitions. The Coordinator will apply for ESG and CoC funding competitions with support and input from the Orange County Housing Department Director. Coordinator will not participate in any Project Review Committee project application review, scoring or recommendation. SECTION 3. HIRING & SUPERVISION. The Executive Team (see above Article III. Section 7. EXECUTIVE TEAM, and see below APPENDIX 4: The Memorandum of Understanding between Orange County and the Towns of Chapel Hill, Carrboro, and Hillsborough: Orange County Partnership to End Homelessness) participates in interviews and provides ongoing supervision of the Manager through the County Manager. SECTION 4. TECHNICAL SUPPORT. The Manager shall provide technical support and capacity building for homeless project applicants in Orange County. The Manager shall support CoC and ESG grantees in program performance, HUD regulation compliance, and reporting. Page 7 of 22 32 SECTION 5. COMMUNICATIONS. It shall be the duty of the Manager to conduct the official correspondence; preserve all books, documents, and communications; and maintain accurate record of the proceedings of the Partnership, the Leadership Team, and all Committees (see below, Article V. COMMITTEES). The Manager shall manage the Partnership website, email lists, and other communications. SECTION 6. FUNDING APPLICATION PROCESS. The Manager shall coordinate the CoC and ESG funding application processes, including: • Preparation of annual CoC and ESG competition information, including local competition timeline and deadlines, information about serving on funding committees, and local project application instructions • Preparation and validation of the Grant Inventory Worksheet and CoC registration • Staffing of Funding Committees (see Article I. Section 5. FUNDING APPLICATIONS) for the development of scorecard(s), assisting in the scoring and ranking of project applications and development of funding recommendations • Completion of community section of ESG and CoC applications, including the CoC Project Priority Listing using the CoC Reallocation Process outlined in Article I, Section 6. CoC Application Process above • Assist new and renewal applicants in completing CoC project applications by providing technical assistance and feedback • Prepare pre-application information and forms as needed ARTICLE V COMMITTEES SECTION 1. APPOINTMENT AND AUTHORITY. Members of Committees are self-selected based on the work of the Committee. It shall be the function of the committees to make recommendations to the Leadership Team and carry out such activities as may be delegated to them by the Leadership Team. SECTION 2. LIMITATION OF AUTHORITY. No action by any member, committee, employee, or officer shall be binding upon or constitute an expression of the policy of the Partnership until it has been approved or ratified by the Leadership Team. Committees shall be discharged by the Chair when their work has been completed and their reports accepted, or when, in the opinion of the Leadership Team, it is deemed wise to discontinue the committee. SECTION 3. BOARD DEVELOPMENT COMMITTEE. At a regular Leadership Team meeting prior to September 1 each year the Chair shall appoint, subject to the concurrence of the Leadership Team, a Board Development Committee of at least three (3) members. The committee shall be responsible for nominating a new Chair, Vice Chair, and new members of the Leadership Team per process outlined above (Article II. Section 5. BOARD SELECTION PROCESS). SECTION 4. HOME COMMITTEE. Homeless service providers in the Partnership shall meet monthly for case conferencing of a by-name list of people experiencing homelessness in Orange County who are considerably vulnerable and connected with service providers or the court system. The goal of this Committee is to coordinate care for the most vulnerable Page 8 of 22 33 people in our community and to prioritize Permanent Supportive Housing and other housing opportunities. SECTION 5. DATA & GRANTS WORKGROUP. CoC and ESG recipients in the Partnership shall meet monthly to work on coordinated entry, written standards, program performance improvement, and the CoC collaborative application. The Data & Grants Workgroup will review program performance data from each CoC and ESG funded project quarterly, in conjunction with the Project Review Committee. SECTION 6. VETERANS EXPERIENCING HOMELESSNESS WORKGROUP. The Veterans Administration (VA) and other veterans service providers shall meet with homeless service providers each month to review a by-name list of veterans and to coordinate care for veterans experiencing or at-risk of homelessness in Orange County. SECTION 7. SOAR COLLABORATIVE. Caseworkers working on Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI) applications shall meet monthly with other community stakeholders to coordinate referrals and streamline processes to obtain medical records and other information needed to process applications for people with disabilities who are also experiencing or at risk of homelessness. SECTION S. COORDINATED ENTRY PLANNING. Coordinated Entry (CE) Planning group meets regularly to troubleshoot how people access homeless services, how service providers assess people for program referrals, and how program referrals are prioritized and conducted through the HOME Committee and OC Connect. The Coordinated Entry Planning Committee conducts an annual assessment of coordinated entry, including but not limited to, system demographics, feedback from people with lived experience of the CoC's coordinated entry in the previous year, service provider feedback, and outcome data by available demographic information. SECTION 9. PROJECT REVIEW COMMITTEE. An application for Project Review Committee (PRC) membership shall be available on the Partnership's website and shall be advertised at least once per year. Applicants shall complete the application and submit them online. CoC staff will review and if selected, PRC members will complete a Conflict of Interest form that CoC staff will keep on file for no less than one year. PRC members will recuse themselves from scoring and discussing funding and ranking recommendations for any projects in which they or an immediate family member serve as officer, director, trustee, partner, employee, or agent which might give rise to a possible conflict of interest with the CoC. The PRC is responsible for: • Quarterly data reviews of each CoC and ESG funded project, in conjunction with the Data & Grants Workgroup • Establishing the rating and ranking tool for new and renewal projects, inclusive of community funding priorities, used for CoC and ESG annual applications • Formulating proposed project priority listings - the list of projects to be funded - for each CoC and ESG annual application for Leadership Team final approval • Monitoring participation in the cross-CoC Housing First evaluation • Developing and monitoring corrective actions plans as needed to meet threshold measures SECTION 10. ADDITIONAL COMMITTEES. The Leadership Team may create any additional committees as it deems advisable to handle the work of the Partnership. The Page 9 of 22 34 Leadership Team shall authorize and define the powers and duties of all committees, which shall report annually to the Leadership Team on their objectives, activities and accomplishments. Committee membership will vary depending on the particular needs of the group, but generally should represent the totality of the Partnership as feasible. SECTION 11. COMPENSATION. Committee members are eligible for a stipend compensation, as Committee activities contribute to CoC System Operations and Planning andcompensation is an eligible expense for CoC Planning grant revenue. Committee members who have lived experience of homelessness will be provided a timesheet to document hours when meeting materials are made available. Members returning completed timesheets to OCPEH Staff will be compensated for their time no less frequently than once per quarter. Compensation will be reasonable according to OMB Circular 2 CFR 200, and will be not less than the Orange County Living Wage: https://www.orangecountylivingwage.org/living wage calculation. ARTICLE VI DATA COLLECTION & ASSESSMENT SECTION 1. HMIS. The Partnership is responsible for the Homeless Management Information System (hereinafter "HMIS") and a member of the HMIS@NCCEH Regional HMIS system.whose members are Chapel Hill/Orange County CoC, Durham County CoC, and the NC Balance of State CoC (79 counties in NC). As such, the Partnership has four primary responsibilities: 1. Designate an HMIS Lead Agency: The Leadership Team shall approve an HMIS Lead Agency to operate the local HMIS. This entity will be responsible for ensuring that all applicable federal partner regulations and notice requirements are met. 2. Designate an HMIS Grantee: The Leadership Team shall designate an HMIS Grantee who will be the single agency to manage the HMIS funding and ensure all local financial obligations are met. The HMIS Grantee will contract with the HMIS Lead Agency to operate HMIS in Orange County. The Contract and MOU will describe the exact responsibilities of the HMIS Lead Agency, HMIS Grantee, and Continuum of Care for meeting federal partner regulations and notice requirements. 3. Designate HMIS@NCCEH Advisory Committee Representatives: The Leadership Team shall designate two representatives from the Continuum of Care to the HMIS@NCCEH Advisory Committee. 4. Review HMIS@NCCEH Governance Charter: This document directs the governance of the regional HMIS system. The Partnership may approve or send suggestions to the HMIS@NCCEH Advisory Committee on amendments for adoption. Role of Manager: The Manager, in partnership with the HMIS@NCCEH Advisory Committee, shall ensure the following: • Consistent participation in HMIS for all federal partner funded programs and encourage the same for all other agencies • For agencies that are exempt from participating in HMIS by federal statute (for example, domestic violence service providers) the Manager will support participation in a comparable database that meets the HUD standards for HMIS • HMIS is administered within Orange County in compliance with requirements prescribed by HUD Page 10 of 22 35 • Oversight is provided by the HMIS@NCCEH Advisory Committee • Compliance with all HUD rules and regulations, including reviewing, revising, and approving three key data documents: a privacy plan, a security plan, and a data quality plan. Orange County uses the Partnership to End Homelessness budget to fund the CoC's HMIS, including funding user license fees. SECTION 2. POINT-IN-TIME COUNT & HOUSING INVENTORY COUNT. The Partnership plans and conducts an annual Point-in-Time Count (PIT) that counts and collects data on people experiencing homelessness who are both unsheltered and sheltered within emergency shelters and transitional housing. The Partnership will provide training, forms, and instruction for agencies and individuals conducting this count. Normally, the PIT is held on the last Wednesday in January. The PIT will comply with any additional HUD requirements. The Partnership completes the annual Housing Inventory Chart (hereinafter "HIC"), which includes a bed inventory of all emergency shelters, transitional housing programs, rapid re-housing programs, and permanent supportive housing programs in the CoC. The PIT and HIC are submitted to HUD through the Homeless Data Exchange (hereinafter "HDX") in accordance with the deadline set by HUD. SECTION 3. SYSTEM PERFORMANCE MEASURES. The Partnership completes the annual System Performance Measure data submission each spring. The seven system-level performance measures help communities gauge their progress towards preventing and ending homelessness: 1. Length of time persons remain homeless; 2. Extent to which persons who exit homelessness to permanent housing destinations return to homelessness; 3. Number of people experiencing homelessness; 4. Jobs and income growth for people experiencing homelessness in CoC Program- funded projects; 5. Number of persons who become homeless for the first time; 6. Homelessness prevention and housing placement of persons identified as Category 3 of HUD's homeless definition in CoC Program-funded projects; and 7. Successful housing placement. The Partnership will submit data on community system performance measures to HUD through HDX in accordance with the deadline set by HUD. SECTION 4. LONGITUDINAL SYSTEMS ANALYSIS. The Longitudinal Systems Analysis (LSA) report provides critical information about how people experiencing homelessness use homeless services and demographics about the people in the homeless system. The Partnership will submit the LSA report annually to HUD via the HDX 2.0 in advance of the annual deadline. ARTICLE VII FINANCES SECTION I. BUDGET AND ACCOUNTING. The budgeting and accounting systems of the Partnership shall be an integral part of the budgeting and accounting systems of Orange County Government. SECTION 2. FISCAL YEAR. The fiscal year of the Partnership shall begin on the first day of Page 11 of 22 36 July and end on the last day of June. ARTICLE VIII PARLIAMENTARY AUTHORITY SECTION 1. PARLIAMENTARY AUTHORITY. The current edition of Robert's Rules of Order shall be the final source of authority in all questions of parliamentary procedure when such rules are not inconsistent with the Governance Charter of the Partnership. ARTICLE IX GOVERNANCE CHARTER SECTION 1. RATIFICATION. The Orange County Partnership to End Homelessness governance charter (formerly referred to as bylaws) was formally adopted on November 5, 2008 and most recently amended on October 17, 2022. SECTION 2. AMENDMENTS. The Governance Charter of the Partnership may be amended or revised by a two-thirds vote of the Leadership Team present at any special or regular meeting thereof. Proposed amendments must be in written form and distributed to Leadership Team members prior to the presentation and vote. The Governance Charter may be fully revised to include agreed-upon changes, or an Amended Article may be added for insertion into the existing document. SECTION 3. ANNUAL RENEWAL & UPDATES. The Partnership Leadership Team will formally review and update the CoC Governance Charter annually, making changes as necessary. SECTION 4. DISSOLUTION. The Governance Charter of the Partnership will be dissolved upon termination of the Memorandum of Understanding between Orange County, NC and the Towns of Chapel Hill, Carrboro, and Hillsborough and the Leadership Team of the Partnership. Page 12 of 22 37 APPENDIX 1: Abbreviations Abbreviation Full name CoC Chapel Hill/Orange County Continuum of Care Coordinator Orange County Homeless Programs Coordinator ESG Emergency Solutions Grant HIC Housing Inventory Count HMIS Homeless Management Information System HDX Homeless Data Exchange HUD U.S. Department of Housing and Urban Development Leadership Team Orange County Partnership to End Homelessness Leadership Team LSA Longitudinal Systems Analysis Manager Orange County Homeless Programs Manager MOU Memo of Understanding NCCEH North Carolina Coalition to End Homelessness NC HMIS North Carolina Homeless Management Information System NOFA Notice of Funding Availability Partnership Orange County Partnership to End Homelessness PIT Point-in-Time Count PRC Project Review Committee SOAR SSI/SSDI Outreach, Access & Recovery SSI Supplemental Security Income SSDI Social Security Disability Insurance Page 13 of 22 38 APPENDIX 2: Conflict of Interest Disclosure Form s Orange COU!Vlt�l Partn6rshllp to 24 CFR 578. 95 (b) Continuum of Care board '° Erle Homelessness members. No Continuum of Care board member may participate in or influence discussions or resulting decisions concerning the award of a grant or other financial benefits to the organization that the member represents. Leadership Team members fill this form once per year; Coordinator keeps current year forms on file. Name Current Employer or Business Affiliation Position Other Activities Please include all employment, business, or financial interest which you or a member of your immediate family may have as an officer, director, trustee, partner, employee, or agent which might give a rise to a possible conflict of interest with the Orange County Partnership to End Homelessness. Charitable or Civic Involvement Please list all official positions which you or any member of your immediate family may have as a director, trustee, or officer of any charitable, civic, or community organization as well as any unofficial roles such as significant donor, volunteer, advocate, or advisor which might give rise to a possible conflict of interest with the Orange County Partnership to End Homelessness. If at any time there is a matter under consideration that may constitute a direct or indirect conflict of interest not listed on this form, it is your obligation to disclose the facts to the Leadership Team. I do hereby affirm that I have received and read the policy and I will adhere to the document's spirit, principles, and practices. Signature Date Page 14 of 22 39 Partn6rship to APPENDIX 3: Leadership Team Priorities End Homelessness ADOPTED BY THE LEADERSHIP TEAM DECEMBER 16, 2019 Within the parameters of the OCPEH Governance Charter, board members are recruited using the following weighted criteria: 1) African-Americans 2) People with lived experience of homelessness, with the goal of having multiple people with different experiences of housing insecurity on the board at any given time 3) People who meet the HUD recommended categories for board membership 4) Other community members Elected officials are encouraged to use priorities stated above when choosing Leadership Team appointee, understanding that elected boards have their processes for designating board members. Ex officio members are encouraged to designate a standing member, using the priorities stated above. Once current barriers to Leadership Team membership are better understood, further revisions to the Leadership Team priorities and process for new members will be considered, previewed to be in 2020. Page 15 of 22 40 APPENDIX 4: MOU between Orange County and the Towns of Chapel Hill, Carrboro, and Hillsborough: Orange County Partnership to End Homelessness Attachment 1 Memorandum of ilrrderstarnding between Orange County and the Towns of Chapel Hill, Carrboru, and fl llsburough; Orange County Partnership to End Homelessness (0C"PF,TT) Whereas, in April 2008,the Orange County Board of Commissioners, Chapel Hill Town Council, Cairboto Town Cowicil , and Hillsborough Roard of Commissioners endorsed the Orange County I0-Year Plan to End Cluonic F Ionielessness and entered into a memorandum of understanding to hand and support the Plan's implementation by the Orange County Partnership to End.Homelessness ( CPER),and '' hereas,the Partnership has made significant progless in ending and preventing homelessness in Grange County over the past fourteen years. and Whereas,the parties to this Memorandum came together and revised this Meinorand= of Understanding in 2015,and Whereas,reflecting a combination of national best practices, national funding models, and local experience, the Orange Couiity 10-Year Plan to End Chronic Homelessness has evolved to become an ongoing program, the Orange County Plan to End Homelessness, and Whereas, the rule of the Partnership is to implement Orange Counter's Flan to End Homelessness and serve as the Conti uu n of Care for Orange County, and Whereas,the parties to this Memorandum understand the value of this work to each jurisdiction and accordingly intend to continue to fiend and support it, and Wlierens,the initial 10-Year Plan created) a body called the Executive Team.,now called the Leadership Team,consisting of representatives appointed from each of the above govenuuental partners and a cross-section of community representation, chargers with providing oversight and direction to the plan,and the parties to this Memorandurn intend for the leadership Team to continue to perform this role, and liereas, the parties to this Memorandum intend to continue funding the P'artnership's Homeless Programs Manager and Housing access Cootidinator,and provide partial funding for the Homeless Programs Coordinator, all of whom have jots responsibilities outlined in a Job Description (Attachment A),and Whereas, in order to irnpleanent the Plant, the Partnership is providing direct service: programs via passthrough funding from other sources, and Whereas,the four elected appointees continue to reetanunend and serve on the OCPEH Execrative Teaan, which shall consist of the four elected appointees, to ensure that the interests of all four funding jurisdictions are consistently represented; Page 16 of 22 41 The parties to this Memorandum hereby clarify the roles and respronsibitities of each bony as it relates to funding and oversight. A. The Executive Team will: I. Provide ongoing supervision of the Homeless Programs Manager(HPM) thriough the County Manager by: i. Conducting;joint annual performance reviews of the UPM with the County Manager,after gathering input from the Chair of the Leadership Team and others,as appropriate; ii. Approving an annual work plan for the HPM based on the goals of the Plan,subject to fi nal approval by the County Manager; iii. Meeting with and revicwing the work plan with the 14PM and the County Manager quarterly; iv. Participating in interviews for the hiring of the RPM; v. Making recommendations to the County Manager regarding performance concerns related to the HPM. 2. Operate its program on the same fiscal year as that operated by the'Towns and County. 3, Not have supervisory authority over any Tovni or County staff who may be assigned to provide assistance to the Leadembip"Team or Executive Team. 4. Meet quarterly,with staff support,to review progress under the annual work plan. B, Towns and the County will: 1. Provide office space and supplies fdr the use of the Partnership staff as needed and available. 2. Provide staff assistance as needed to support the Executive Team and Leadership Team subject to Town Manager and County Manager direction. 3. Provide an annual appoinament from the elected governing;bodies to the Leadership/Exe€:utive Team_ 4, Assistwith the annual implementation eff6ils of the Plan. S. Continue to support the Partnership, h. Determine the amount of funding to be provided by each partner by utilizing a pop Lila tiroii-based formula teased on the latest Census data. Page 17 of 22 42 Based upon the 2.020 Census data,the percentage contributions,subject to each jurisdiction's Approval,are as follows.; t Orange County 39.5% • Town of Cbapel IIill 39.7% • Town of Carrboro 14.3 1/o • Town of Hitt sborough 6.5% 7, Receive an annual report from the HPM 8, Not be required or expected to continue funding Partnership stdtT sh ould the funding not be available through any one or more of the other paatners, 9. Not require or suggest the HPM perform work on goals that are not in herthis work flan for the Partnership. C. The Plan is understood to be a living document that the Partnership will update over time to reflect its accomplishments and the evolution of policies,evidence- based practices;and funding. D. This Memorandum supersedes the 2415 Memorandum of Ganders[andin.g that suppu.T(cd the Orange County I0-Year Plan to End.Chronic I Iomelessness.It will remain in effect for one year from the date of its adoption by all Parties. Memorandum will be renewed for up to five additional two-year teams if agrees upon by all parties.Revisions will be presented to the Executive Team for consideration no later than the final quarterly meeting.of the Executive Team prior to expiration of the one year terra..Any Party hereto may withdraw from the Mernorandurn by providing,written notice.to every other Party at least f months prior to the start of the fiscal year in which the Party wishes to A ithdraw. [SIGNATURES TO FOLLOW] Page 18 of 22 43 Wherefore the Parties hereto have set their hands and seals on the,day and dates recorded below. ORANGE COUNTY lienee Price Chair i1E IT STATE OF NORTH CAROLINA ORANGE COUNTY 1,the undersigned Notary Public of the County and State aforesaid,do hereby cer[ify that v% jtv-,ah , personally carne before me &s day and acknowledged that she is the Clork to the Board of Commissioners for Grange County,Norlh Carolina and that by authority duty given and as the,act of said County, the foregoing instrument was signed in its name by the Chair of said Board of Commissioners and attested by her as Clerk to said Board of Commissioners. OxKiEtz *ass my hand and official stamp or seal this day of JtAj 20 "A Notary Public T4xvA. aA,4 kc- Mvl� AIJBiL%co(N -Q3 1,�Fy Seal) CE C001,4,V 4400 cotm-nission expires: 11,1 Page 19 of 22 44 �" <p WN OF CHAPEL HILL Pam Hemrninger,Mayor ATTEST TATE OF NORTH CAROLWA ORANGE COUNTY 1,the undersigned Notary Public of the County and State aforesaid,do Hereby certify that Arnim T Ion—X-W , personally carne beftmre xne this day and acknowledged that hefshe is thep,19M Clerk for the Town of Chapel Hill, Noilh Carolina and that by authority duly given and as the act of said Town, the foregoing instrument was signed in its nar ae by the Mayor of the Town of Chapel Hill,NC and attested by her as Town Clerk for the Town of Chapel Dill,NC. 0txrrrirr 4.6 Witn&9 my 4 j, '! p u sial this day of201A-. _ OTA 'a s Notary Public d+rg-LA-a., i o4u �x G.= (Notary ,' -�.... .�` My commission ex $ r'r Page 20 of 22 45 F x��l41rlWP!!Iln�+1r,lf�r . r TOWN OF CAR_R.B(]RO 1- Damon Seils,Mayer STA FE OF NORTH CAROLINA U1L4VA COUNTY I, th dersign d Notary Public of the County and State aforesaid,do hereby certify that r , personally carne before me this day and acknowledged that.Ate is the Town Clerk for the T❑vai of Caurboro, North Carolina and that by aLltharritTf duly given and as the act of said'Town,the foregoing instrument was signed in its name by the Mayor of the Town of CaiTboro,NC and attested by-kcr as Town Clerk for the Tcwn of Carrboro,NC. Witness my hand and official stamp or seal.this_2 S!�day of_:SL)t, _. . _,20Z2, MARSHA PATE — NOTARY PUBLIC P'I-c ORANGE OOUNTI;NC Notary Public ,pars- , PA-412 COMMIS81ON EXPIRES JUNE 20,2024 —� (Notwy Sea My commission expires: o ` Page 21 of 22 46 0 P YOWN OF HILLSBOR.01 [I J Wea er, a C P, 0 1.4149 11AAA- WLUAr L V!!!fr v \ATTEST STATE OF NORTI I CARO LINA ORANGE COUNTY I,the undersigned Notary Public of the County and State aforesaid,do hereby certify that I�j 2-4vntetij personally carne before me this day and "'lawledged that he/she is the Town 1111erk for the Town of Hillsborough,North Carolina and that by authority duty givczi and as the act of said Town,the foregoing instrument was signed in its narne by the Mayor of the Town of Hillsborough,NC and attested by hl,-r as Town Clerk for the Town of Hiffibotough,NC, Witness my hand and official stamp or seal this J'a day of A dotrylwubl—iic (Notary Seal) My commission expires: Page 22 of 22 Attachment 1 Memorandum of Understanding between Orange County and the Towns of Chapel Hill, Carrboro, and Hillsborough: Orange County Partnership to End Homelessness (OCPEH) Whereas, in April 2008,the Orange County Board of Commissioners, Chapel Hill Town Council, Carrboro Town Council, and Hillsborough Board of Commissioners endorsed the Orange County 10-Year Plan to End Chronic Homelessness and entered into a memorandum of understanding to fund and support the Plan's implementation by the Orange County Partnership to End Homelessness (OCPEH), and Whereas,the Partnership has made significant progress in ending and preventing homelessness in Orange County over the past sixteen years,and Whereas, the parties to this Memorandum came together and revised this Memorandum of Understanding in 2015, and Whereas,reflecting a combination of national best practices,national funding models, and local experience,the Orange County 10-Year Plan to End Chronic Homelessness has evolved to become an ongoing program,the Orange County Plan to End Homelessness, and Whereas, the role of the Partnership is to implement Orange County's Plan to End Homelessness and serve as the Continuum of Care for Orange County, and Whereas, the parties to this Memorandum understand the value of this work to each jurisdiction and accordingly intend to continue to fund and support it, and Whereas, the initial 10-Year Plan created a body called the Executive Team,now called the Leadership Team,consisting of representatives appointed from each of the above governmental partners and a cross-section of community representation, charged with providing oversight and direction to the plan, and the parties to this Memorandum intend for the Leadership Team to continue to perform this role,and Whereas, the parties to this Memorandum intend to continue funding the Partnership's Homeless Programs Manager and Housing Access Coordinator,and provide partial funding for the Homeless Programs Coordinator, all of whom have job responsibilities outlined in a Job Description(Attachment A), and Whereas, in order to implement the Plan,the Partnership is providing direct service programs via pass-through funding from other sources, and Whereas, the four elected appointees continue to recommend and serve on the OCPEH Executive Team,which shall consist of the four elected appointees, to ensure that the interests of all four funding jurisdictions are consistently represented; Whereas, the parties to this Memorandum have determined the amount of funding to be provided by each partner by utilizing a population-based formula based on the latest 48 Census data, Based upon the 2020 Census data,the percentage contributions, subject to each jurisdiction's approval, are as follows: • Orange County 39.5% • Town of Chapel Hill 39.7% • Town of Carrboro 14.3% • Town of Hillsborough 6.5% The parties to this Memorandum hereby clarify the roles and responsibilities of each body as it relates to funding and oversight. A. The Executive Team will: 1. Provide ongoing supervision of the Homeless Programs Manager(HPM) through the County Manager by: i. Conducting joint annual performance reviews of the HPM with the County Manager, after gathering input from the Chair of the Leadership Team and others, as appropriate; ii. Approving an annual work plan for the HPM based on the goals of the Plan, subject to final approval by the County Manager; iii, Meeting with and reviewing the work plan with the HPM and the County Manager quarterly; iv. Participating in interviews for the hiring of the HPM; v. Making recommendations to the County Manager regarding performance concerns related to the HPM. 2. Operate its program on the same fiscal year as that operated by the Towns and County. 3. Not have supervisory authority over any Town or County staff who may be assigned to provide assistance to the Leadership Team or Executive Team. 4. Meet quarterly,with staff support,to review progress under the annual work plan. B. Towns and the County will: 1. Provide office space and supplies for the use of the Partnership staff as needed and available. 2. Provide staff assistance as needed to support the Executive Team and Leadership Team subject to Town Manager and County Manager direction. 3. Provide an annual appointment from the elected governing bodies to the Leadership and Executive Teams. 2 49 4. Assist with the annual implementation efforts of the Plan. 5. Continue to support the Partnership through the responsibilities and activities outlined herein. 6. Receive an annual report and presentation from the HPM reflective of system-level data and OCPEH programming data. 7. Not be required or expected to continue funding Partnership staff should the funding not be available through any one or more of the other partners. 8. Not require or suggest the HPM perform work on goals that are not in her/his work plan for the Partnership. 9. Work with the HPM to incorporate Homeless System Gaps Analysis into County-wide housing planning and supporting data sources C. The Plan is understood to be a living document that the Partnership will update over time to reflect its accomplishments and the evolution of policies, evidence- based practices, and funding. D. This Memorandum supersedes the 2015 Memorandum of Understanding that supported the Orange County 10-Year Plan to End Chronic Homelessness. It will remain in effect for one year from the date of its adoption by all Parties. Memorandum will be renewed under one year terms until decisions regarding OCPEH governance revisions are adopted and if agreed upon by all parties. Revisions will be presented to the Executive Team for consideration no later than the final quarterly meeting of the Executive Team prior to expiration of the one year term. Any Party hereto may withdraw from the Memorandum by providing written notice to every other Party at least 6 months prior to the start of the fiscal year in which the Party wishes to withdraw. [SIGNATURES TO FOLLOW] 3 50 I 1 Wherefore the Parties hereto have set their hands and seals on the day and dates recorded below. ORANGE COUNTY j I i s J ezettedford, air 4ATST STATE OF NORTH CAROLINA ORANGE COUNTY the undersigned Notary Public of the County and State aforesaid, do hereby certify that personally came before me this day and acknowledged t at she is the Clerk to the Board of Commissioners for Orange County, North Carolina and that by authority duly given and as the act of said County, the foregoing instrument was signed in its name by the Chair of said Board of Commissioners and attested by her as Clerk to said Board of Commissioners. Witness my hand and official stamp or seal this�'" day of��OCC, 20,U Nota6 Public (Notary Seal) ✓ °°1°1111HIIIli////0' My commission expires: �_j �� �(`j `�•�`��(S.....;�4f N0 �y °•., eL IC .,,tip•.• coin�•°°° 4 51 TOWN OF CHAPEL HILL C Jes i a Anderson,Mayor ,ATTEST 5*119emm N. ()L jv*c2 STATE OF NORTH CAROLINA ORANGE COUNTY I, the undersigned Notary Public of the County and State aforesaid, do hereby certify that SAt gtWw M. , personally came before me this day and acknowledged that helshe is the Town Clerk for the Town of Chapel Hill, North Carolina and that by authority duly given and as the act of said Town, the foregoing instrument was signed in its name by the Mayor of the Town of Chapel Hill,NC and attested by her as Town Clerk for the Town of Chapel Hill,NC. Witness my hand and official stamp or seal this 22. day of 0 -o bu _, 202q. a.`(• Notary Publ A,,,t-- (Notary Seal) NNRVZ), My commission expires:m�0 RD 25 -A.'�• MARY U .1e41VGF. C, 4111111110 % 5 52 i TOWN OF CARRBORO 6.W, Lm6v 07i� Barbara Foushee,Mayor TTEST STATE OF NORTH CAROLINA ORANGE COUNTY I, he unders gnqd Notary Public of the County and State aforesaid,do hereby certify that JK1/17-4f, personally came before me this day and acknowledged that:, �Os t own Clerk for the Town of Carrboro, North Carolina and that by authority duly given and as the act of said Town, the foregoing instrument was signed in its name by the Mayor of the Town of Carrboro, NC and attested by Jwf,as Town Clerk for the Town of Can-born,NC. K%v%A Witness my hand and official stamp or seal this day of Al() V ,20Z/ . U(.� otary Public (Notary Seal) J My commission expires: �. •Vote s •, P �oN. - O Octobe'�%' J ,11S1TO�N 6 53 TOWN OF HILLSBOROUGH Mark Bell,Mayor *AEST' STATE OF NORTH CAROLINA ORANGE COUNTY I,the undersigned Notary Public of the County and State aforesaid,do hereby certify that dwv, �' i t personally came before me this day and acknowledged that he/she is the own Clerk for the Town of Hillsborough, North Carolina and that by authority duly given and as the act of said Town, the foregoing instrument was signed in its name by the Mayor of the Town of Hillsborough, NC and attested by her as Town Clerk for the Town of Hillsborough,NC. WiMilp,.4 Vitt. y)Uv&,and official stamp or seal this,Z' "^day of Ip{v ,20 V+. NpTARY �!]0: —• NotaryPublic PUBUC, ly Seala ,�; N...... C MY sOdrmtmissmh expires:_� 7 54 HOMELESS PROGRAMS MANAGER Job Class: 2307 FLSA Status: Exempt DISTINGUISHING FEATURES OF THE CLASS An employee in this class is responsible for managing systems of service, programs, and funding for people experiencing homelessness. An employee is responsible for leading and coordinating the effort to develop a comprehensive approach to ending homelessness in Orange County, collaborating with Orange County, Chapel Hill, Carrboro, and Hillsborough town staff on program initiatives as well as managing the Orange County Partnership to End Homelessness (OCPEH). These responsibilities include a wide range of activities related to program performance, ensuring regulatory compliance with all applicable laws and regulations, and program and staff management. Work is performed under the general supervision of the Housing and Community Development Director with leeway to exercise independent judgment within the framework of applicable rules, regulations, policies and procedures in the performance of duties, both in terms of planning and accomplishing work, and in making decisions regarding needs and requests. Supervision is a responsibility of this class. Does related work as required. EXAMPLES OF ESSENTIAL FUNCTIONS Following are examples of typical work activities and responsibilities. The incumbent may be responsible for performing other related duties and responsibilities as required or assigned. A position may not include all the work examples given, nor does the list include all that may be assigned. Manages and provides leadership to the administration of various programs addressing housing and services to those affected by homelessness, and oversees quality control of various grant programs. Serves as a primary contact on homelessness program initiatives for the County and participating jurisdictions. Supervises, coordinates, or assists in the coordination of partnerships and collaborates with local and regional homelessness and housing resources including the County's Street Outreach program, Rapid Rehousing, Coordinated Entry, housing navigation and access, and other programs statewide. Coordinates with the North Carolina Coalition to End Homelessness to support homeless providers in their use of the Homeless Management Information System (HMIS). Participates in the North Carolina HMIS Governance Committee. Utilizes and maintains the HMIS to provide local homeless data reports to track data quality of local agencies, monitor program performance and outcomes. Revised 12.13.2021 55 Performs all homeless data reporting required by federal, state, regional, and local entities. I Works collaboratively with human services agencies across Orange County to assist households at risk and currently experiencing homelessness in pursuing services. Coordinates updates to the Orange County Resources Guide for distribution to local governments, providers and the public. Provides staff and coordination support for the Orange County Partnership to End Hornelessness (OCPEH) Leadership Team and subcorrianittees, which includes posting meeting notices, drafting agendas, and recording and distributing meeting notes. Coordinates the process for, and completes and submits annual federal and state grant applications by coordinating input from OCPEH grantees and other stakeholders. Applies for other grants to support the goals of the County, municipalities and OCPEH. Coordinates the development and implementation of initiatives to achieve the goals of the Plan to End Homelessness (Plan), including annual updates to the Orange County Homeless System Gaps Analysis. Coordinates updates of the OCPEH Plan in collaboration with the OCPEH Leadership Team and subcommittees; works throughout the year to achieve the goals and strategies contained in the Plan. Works to fill system gaps as identified in the annual Orange County Homeless System Gaps Analysis. With the Homeless Programs Coordinator, administrates and supports eight monthly standing meetings of the Continuum of Care (CoC) including the by- name list review, veterans meeting, SOAR Collaborative, etc. Coordinates the OCPEH annual reports including past year accomplishments and current year goals. Coordinates the planning and execution of the annual Project Connect services event. Manages data collection and reports to the U.S. Department of Housing & Urban Development (HUD)events (i.e. Point-In-Time Count, Housing Inventory Count, Longitudinal Statistical Analysis, System Performance Measures, etc.) Maintains knowledge of current issues, trends, and strategies related to federal, state, regional, and local homelessness policies, best practices, research, statutory regulations and requirements; conveys this information to the County, Revised 12.13.2021 56 municipalities, OCPEH committees and stakeholders. Responds to inquiries from the County and municipal staff, the OCPEH, and the public requesting information to connect at-risk individuals with available resources. Coordinates and maintains the OCPEH website and social media accounts including Facebook and Twitter. Provides overall supervision of homelessness division staff and direct supervision to Housing Access Coordinator and the Homeless Programs Coordinator, ensuring staff compliance with the OCPEH Plan, HUD regulations, program requirements and standard operating procedures. Supervises the Housing Access Coordinator to ensure that the program establishes and maintains effective working relationships with tenants and landlords to facilitate conflict resolution. Supervises assigned staff to ensure homeless programs are in compliance with HUD regulations, program requirements and standard operating procedures monitors production, quality control and data integrity of transactions completed. Holds regular staff/team meetings and provides continuous leadership and communication with the Homeless division staff; assesses staff performance and coordinates training and development opportunities as needed. Works across the Housing and Community Development department on housing initiatives and actively seeks collaboration from internal and external partners to better serve the community; makes programming recommendations to the Director based on knowledge of participant and community needs and knowledge of evidence-based practices in the field. Makes policy and program change recommendations to the Department Director. Assists in the management and analysis of the program's budget and makes recommendations to the Director regarding the OCPEH budget as needed. Coordinates and monitors the OCPEH budget, provides annual fiscal information to the County and Town Managers in the budget process. Ensures excellent customer service is provided to all homeless clients, landlords, and community partners, Interacts and communicates with various groups and individuals such as County staff, clients, service providers, community audiences and the general public. Embraces and supports all initiatives, policies and procedures within Orange County Housing and Community Development Department and OCPEH, and implements all new requirements in accordance with established guidelines. Revised 12,13.2021 57 Uses computer applications and other systems such as spreadsheets, word processing, calendar, email and database software in performing work assignments. I Adheres to the County's safety rules and regulations. Performs related duties as required. REQUIRED KNOWLEDGE, SKILLS, AND ABILITIES Thorough knowledge of the local, state and federal laws, ordinances, standards, and regulations pertaining to subsidized and affordable housing, homeless programs. Thorough knowledge of the principles, theories, practices and methodologies of homeless planning and development. Thorough knowledge of evidence-based practices in HUD housing and homelessness programs. Thorough knowledge of HIPAA guidelines and the ability to maintain a high level of confidentiality when working with various records and reports containing personal and financial information. Thorough knowledge of the functions and interrelationships of the County and other governmental agencies. Good knowledge of the social, economic, and environmental factors that influence poverty and housing insecurity, Good knowledge of County ordinances, department policies and procedures. Good knowledge of Trauma-Informed Care (TIC) and Motivational Interviewing (MI) methods. Skill in management and supervision, and the ability to coordinate and/or supervise the work of others. Skill in being customer-focused, adept at problem solving and working collaboratively with others. Skill at prioritizing work activities and the ability to multi-task while under pressure. Skill in oral and written communication including developing and delivering presentations, and preparing and maintaining accurate records and reports, Skill in gathering and analyzing complex data. Revised 12.13,2021 58 Skill in public and interpersonal relations. Ability to demonstrate sound judgment, integrity, resourcefulness, accuracy, a high degree of confidentiality, thoroughness, tact, dependability and courtesy commensurate with the demands of the position, while maintaining an ethical standard of care. Ability to plan and implement detailed and complex programs and activities; ability to manage programming, monitor and maintain compliance with complex federal, state and local program requirements and regulations. Ability to develop, explain, present, and implement operational and program policies and procedures. Ability to ensure compliance with established policies and procedures and facilitate attainment of established departmental goals and objectives. Ability to accurately interpret and timely apply regulations, evaluate program activities, and recommend and implement related improvements. Demonstrated ability to work with diverse, low income populations and homeless individuals, and establish and maintain effective professional relationships with a variety of constituents, i.e, tenants, landlords, County staff, outside agencies and the general public. Demonstrated ability to communicate effectively both orally and in writing with diverse, low-income populations to express information and ideas clearly and concisely. Ability to read and interpret complex materials; ability to assimilate technical and theoretical concepts from diverse disciplines and apply creatively and intuitively to solve unique problems. Ability to interact with all levels of staff exhibiting professional discretion, confidentiality, and high ethical standards; ability to collaborate with others and work as part as a team. Ability to coordinate department activities with other County departments, property/business owners, residents, developers, and community leaders in order to accomplish goals and complete projects. Ability to work in stressful conditions while balancing multiple projects within time constraints, personnel capabilities, financial resources and political considerations. Ability to maintain effective relationships with County employees, professionals and the general public through contact and cooperation. Revised 12.13.2021 59 Ability to formulate reports, present findings and make recommendations based on research and data; ability to prepare public reports and program documents. Ability to offer training and assistance to co-workers and County employees, as required. Ability to complete the duties of the position with limited supervision. Ability to effectively problem solve and handle difficult situations and complex decision-making, and react calmly and quickly in emergency situations. Ability to oversee and assist in development and maintenance of all record keeping systerns, as applicable. Ability to work flexible hours, including evenings and occasional weekends. Ability to effectively use computer applications such as spreadsheets, word processing, calendar, e-mail and database software to maintain records, prepare reports, and conduct correspondence related to the work. MINIMUM ACCEPTABLE TRAINING AND EXPERIENCE Graduation from a regionally accredited or recognized college or university with a Master's Degree in Social and/or Political Science, Sociology, Urban Planning, Business Administration, Community Development, Counseling, Social Work or closely related field; AND five (5) years' experience including direct work experience or graduate level coursework in housing or community development; AND three (3) years of administrative or consultative experience in a human service program with program planning, administration, and evaluation, marketing, and grant management AND two (2) years of supervisory experience; OR Graduation from a regionally accredited or recognized college or university with a Bachelor's Degree in Social and/or Political Science, Sociology, Urban Planning, Business Administration, Community Development, Counseling, Social Work or closely related field AND seven (7) years' direct work experience in housing or community development AND three (3) years of administrative or consultative experience in a human service program with program planning, administration, and evaluation, marketing, and grant management AND two (2) years of supervisory experience; OR Graduation from a regionally accredited or recognized college or university with an Associate's Degree in Social and/or Political Science, Sociology, Counseling, Social Work, Urban Planning, Business Administration, Community Development or closely related field AND nine (9) years' direct work experience in housing or community development AND three (3) years of administrative or consultative experience in a human service program with program planning, administration, and evaluation, marketing, and grant management AND two (2) years of supervisory experience; OR Revised 12.13.2021 60 An equivalent combination of education training and experience. Experience in the homelessness programs (work experience or living experience) initiatives is strongly preferred. SPECIAL REQUIREMENTS Possession of or ability to readily obtain a valid driver's license issued by the State of North Carolina for the type of vehicle or equipment operated. All offers of employment are conditional upon successful clearance of a background check. Employment cannot commence until the employee has been cleared. PHYSICAL REQUIREMENTS AND POSSIBLE HAZARDS Must be able to physically perform the basic life operational support functions of standing, sitting, walking, typing, bending, stooping, carrying, reaching, talking and repetitive motions of the hands and wrists. Ability to perform light work, exerting up to 10 pounds of force occasionally, and/or a negligible amount of force frequently or constantly to lift, carry, push, pull or otherwise move objects. Must possess the visual acuity to prepare and analyze data and figures, perform bookkeeping, perform extensive reading and operate a computer terminal. Ability to endure emotional stress related to the nature of interactions with residents and/or family members who may be hostile, resistant or violent. Revised 12,13,2021 61 HOMELESS PROGRAMS COORDINATOR Job Class: 2045 FLSA Status: Exempt Position: 1291 DISTINGUISHING FEATURES OF THE CLASS This is a time-limited, benefited position through 6/30/2022. The work involves the responsibility for coordinating programs that assist persons who have experienced a housing crisis. Work involves supervising the work of the Housing Helpline/Coordinated Entry staff, Street Outreach Peer Navigators, Rapid Rehousing staff, and Homelessness Prevention staff, ensuring timely response is given. An employee in this class works with the Homeless Programs Manager to coordinate community funding application processes and homeless Continuum of Care activities. Work is performed under the general supervision of the Homeless Program Manager with some leeway to exercise independent judgment within the framework of applicable rules, regulations, policies and procedures in the performance of duties, both in terms of planning and accomplishing work and in making decisions regarding client needs and requests. Supervision is a responsibility of this class. Does related work as required. EXAMPLES OF ESSENTIAL FUNCTIONS Following are examples of typical work activities and responsibilities. The incumbent may be responsible for performing other related duties and responsibilities as required or assigned. A position may not include all the work examples given, nor does the list include all that may be assigned. Coordinates the assigned housing programs and is responsible for effective program delivery; develops plans for accomplishing program objectives, staffing requirements, and allotment of funds to various program components. Performs recordkeeping, reviews and evaluates program progress and needs, and participates in goal setting and program evaluation. Provides quality control of the various programs associated with homelessness by conducting file reviews of applicants and referrals. Assists with coordination of the Continuum of Care to include funding processes, and meeting coordination to include agenda setting and meeting minutes. Provides supervision to the Street Outreach Peer Navigators, Coordinated Entry Housing Specialists, Homelessness Prevention, and Rapid Rehousing Specialist, providing guidance and correction as needed; consults with coworkers to review clients' progress, resolves problems and monitors quality of service. Ensures staff compliance with the Administrative Plan, HUD regulations, program requirements and standard operating procedures monitors production, quality control and data integrity of transactions completed. Revised January 2022 62 Plans and conducts meetings, training and other activities for staff members. Serves as technical resource to County staff, clients, and community organizations. Works closely with department staff and service providers to determine what housing programs are available and appropriate for clients. Works with the Housing Access Manager to provide clients with information about housing availability and makes referrals to obtain permanent housing alternatives. When needed, provides back up to assist persons at-risk due to lack of permanent housing alternatives including counseling, case management, support and preventive services and making appropriate referrals to departments, individuals and agencies. When needed, answers calls and emails on the Housing Helpline and provides appropriate coordinated assessment and resource connection procedures to include accurately recording information in the Homeless Management Information System (HMIS) and other databases for analysis and reporting purposes. Attends and assists in the coordination of Orange County Partnership to End Homelessness meetings, to include executive, leadership, SOAR Collaborative, HOME Committee, Veterans Experiencing Homelessness Workgroup, and others as needed; takes notes and sets agendas for these meetings as needed. Collaborates, coordinates, and supports team members and follows through on initiatives and assignments, as directed; actively participates in team meetings, process improvements and other special projects. Serves as back-up to the Homeless Program Manager. Embraces and supports all initiatives, policies and procedures within Orange County Housing Department and Orange County Housing Authority, and implements all new requirements in accordance with established guidelines. Adheres to the department's safety rules and regulations. Uses computer applications or other automated systems such as spreadsheets, word processing, calendar, e-mail and database software in performing work assignments. Performs other tasks as required. FULL PERFORMANCE KNOWLEDGE, SKILLS AND ABILITIES Thorough knowledge of federal, state and local laws, codes and policies concerning the provision of public assistance programs and their eligibility requirements, especially as they relate to housing and supportive services needed for housing stability. Revised January 2022 i r 63 i i Thorough knowledge of interviewing procedures and practices, and skill in assessing and evaluating clients' needs. Thorough knowledge of Street Outreach, Coordinated Entry, Homelessness Prevention, and Rapid Rehousing evidence-based practices. Thorough knowledge of Continuum of Care and Emergency Solutions Grant funding regulations and guidelines. Thorough knowledge of HIPAA guidelines and the ability to maintain a high level of confidentiality when working with various records and reports containing personal and financial information. Good knowledge of current social, economic, affordable housing, homelessness, and health trends and services, and the ability to adapt trends to practical program applications and link clients with services needed. Good knowledge of best practices in housing and homeless services provision. Good knowledge of trauma-informed care and motivational interviewing. Skill in management and supervision, and the ability to coordinate and/or supervise the work of others. Skill in being customer-focused, adept at problem solving and working collaboratively with others. Skill at prioritizing work activities and multi-tasking while under pressure. Skill in oral and written communication including developing and delivering presentations, and preparing and maintaining accurate records and reports. Skill in gathering and analyzing complex data. Skill in public and interpersonal relations. Ability to demonstrate sound judgment, integrity, resourcefulness, accuracy, thoroughness and the physical condition commensurate with the demands of the position, while maintaining an ethical standard of care. Ability to communicate effectively both orally and in writing with racially and socio- economical diverse populations to express information and ideas clearly and concisely. Ability to prioritize and respond to demands of a caseload in a prompt and effective manner. Ability to collaborate with others and work as part as a team. Revised January 2022 64 Ability to relate well with others under stressful conditions. Ability to solve problems, work independently and operate under difficult and stressful circumstances. Ability to establish and maintain effective professional relationships with County staff, clients, outside agencies, community organizations, neighborhood associations, professional or student associations, and members of the general public. Ability to organize, consolidate and evaluate information, maintain records, prepare reports, and complete assignments accurately and timely. Ability to read and understand moderately complex written information. Ability to effectively use computer applications such as spreadsheets, word processing, calendar, e-mail and database software to maintain records, prepare reports, and conduct correspondence related to the work. Ability to demonstrate sound judgment; integrity; resourcefulness; accuracy; thoroughness and the physical condition commensurate with the demands of the position. MINIMUM QUALIFICATIONS Graduation from a regionally accredited or recognized college or university with a Master's Degree in Social and/or Political Science, Sociology, Urban Planning, Business Administration, Community Development, Counseling, Social Work or closely related field AND two (2) years' experience including direct work experience or graduate level internship/coursework in housing or community development with a minimum of one (1) year of experience in supervision, leading teams or coordinating the work of others An equivalent combination of training and experience as defined above. A higher degree does not substitute for work experience. Prior experience working with individuals impacted by housing crises is strongly preferred. Bilingual applicants are encouraged to apply. SPECIAL REQUIREMENTS Possession of or ability to readily obtain a valid driver's license issued by the State of North Carolina for the type of vehicle or equipment operated. All offers of employment are conditional upon successful clearance of a background check and pre-employment drug testing. Employment cannot commence until the employee has been cleared. PHYSICAL REQUIREMENTS AND POSSIBLE HAZARDS Ability to physically perform the basic life operational functions of climbing, balancing, stooping, kneeling, crouching, crawling, reaching, standing, walking, pushing, pulling, Revised January 2022 65 i i lifting, fingering, grasping, feeling, talking, hearing and repetitive motions of the hands/wrists. Ability to perform light work exerting up to 10 pounds of force occasionally and/or up to 5 pounds of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. I Ability to endure emotional stress related to the nature of interactions with residents and/or family members who may be hostile, resistant or violent. Possess the visual acuity to operate a passenger vehicle when applicable, prepare and I analyze data and figures, perform work on a computer terminal, and perform extensive reading. 1 i p, d I f i i Revised January 2022 E 66 HOUSING ACCESS COORDINATOR Job Class: 1684 FLSA Status: Non-Exempt DISTINGUISHING FEATURES OF THE CLASS This position is responsible for developing and coordinating data management systems to simplify access to affordable housing for people in housing crisis, and coordinate housing availability with landlords, property owners and other agencies to meet the clients' needs. The work involves identifying affordable ! housing alternatives, developing and maintaining systems to manage the i availability of affordable housing, and assisting people as they navigate housing resources for homelessness prevention, emergency response involving shelter, and permanent housing. Work is performed under the general supervision of the Homeless Programs Coordinator with some leeway to exercise independent judgment within the ' framework of applicable rules, regulations, policies and procedures in the performance of duties, both in terms of planning and accomplishing work, and in making decisions regarding needs and requests. Supervision or leading others may be a responsibility of this class depending on the assignment. Does related work as required. EXAMPLES OF ESSENTIAL FUNCTIONS Following are examples of typical work activities and responsibilities. The incumbent may be responsible for performing other related duties and responsibilities as required or assigned, A position may not include all the work examples given, nor does the list include all that may be assigned Connects, consults and collaborates with agencies, landlords and property owners to expand the number of private housing opportunities available in Orange County. Develops, maintains and supports data management systems to evaluate the demand and supply of affordable housing units, and make systems accessible to various service providers when supporting individuals in their search for affordable housing units. Provide accessibility to information and resources regarding programs, services and available units to assist in the search for affordable housing. Provides assistance to persons in need of affordable housing to identify, and secure placement in a housing unit. Provides direct customer service to service providers, participants, and the general public responding to inquiries, requests and follow up, Prepares and presents information regarding coordinated entry to human service agencies, civic and community groups, and individual citizens. 6/21/2020 67 Embraces and supports all initiatives, policies and procedures within the Orange County Partnership to End Homelessness, and implements all requirements in accordance with established guidelines. Interacts and communicates with various groups and individuals such as county staff, clients, service providers, community audiences and the general public. Attends ongoing training from HUD and technical assistance providers. Performs various administrative tasks including preparing reports and correspondence, and preparing meeting materials. Uses computer applications or other automated systems such as spreadsheets, word processing, calendar, e-mail and database software in performing work assignments. Adheres to the County's safety rules and regulations. Performs related duties as required. REQUIRED KNOWLEDGE SKILLS AND ABILITIES Good knowledge of the principles, challenges, practices, and philosophies of affordable housing and homelessness, including information gathering, counseling, assessment and intervention methods. Good knowledge of trauma-informed care and client-centered practices. Good knowledge of the social, economic, and environmental factors which influence poverty, unemployment and homelessness. Good knowledge of the various social and health service functions and interrelationships of the county, other governmental agencies, and community resources, and the ability to make appropriate referrals. Good knowledge of the laws, ordinances, standards, and regulations pertaining to homeless services, such as the HEARTH Act, the McKinney Vento Act, the CoC Interim Rule, and other programs related to the specific duties and responsibilities of the position. Skill in being customer-focused, adept at problem solving and working collaboratively with others. Skill in interviewing persons, gathering information and using various clinical assessment tools to evaluate the needs of clients, summarize and interpret findings, and develop assistance alternatives. Skill in effectively communicating with persons in difficult and emotional situations. 5/21/2020 s 68 i Ability to demonstrate sound judgment, integrity, resourcefulness, accuracy, thoroughness and the physical condition commensurate with the demands of the position, while maintaining an ethical standard of care. Ability to understand the challenges of individuals facing housing crises, and effectively communicate orally and in writing. Ability to effectively problem solve and handle difficult situations and complex decision making, and react calmly and quickly in emergency situations. , Ability to interpret and apply county, state and federal regulations, policies and procedures. Ability to establish and maintain cooperative working relationships with clients, service providers, county staff, agencies, and representatives from civic or community groups. Ability to organize and consolidate information, maintain records, prepare reports, and complete assignments accurately and timely. Ability to manage and meet multiple deadlines, while being flexible in a complex, changing environment with competing demands. Ability to effectively use computer applications such as spreadsheets, word processing, calendar, e-mail and database software to maintain records, prepare reports, and conduct correspondence related to the work. Ability to perform basic mathematical calculations. MINIMUM QUALIFICATIONS Graduation from High School Graduation or General Educational Development (GED) test equivalency AND three (3) years related work experience in a human service program and electronic data management systems. SPECIAL REQUIREMENTS Possession of or ability to readily obtain a valid driver's license issued by the State of North Carolina for the type of vehicle or equipment operated. All offers of employment are conditioned upon successful clearance of a background check. Employment cannot commence until the employee has been cleared. PHYSICAL REQUIREMENTS AND POSSIBLE HAZARDS Must be able to physically perform the basic life operational support functions of standing, sitting, walking, bending, stooping, carrying, reaching, talking and repetitive motions of the hands and wrists. 5/21/2020 69 Ability to perform light work, exerting up to 20 pounds of force occasionally, and/or up to 10 pounds of force frequently and/or negligent amount of force constantly to lift, carry, push, pull or otherwise move objects. Must possess the visual acuity to prepare and analyze data and figures, perform bookkeeping and operate a computer terminal. 5/21/2020