continuum of care meeting agenda - mayor's office of … of care meeting agenda march 21st,...

Continuum of Care Meeting Agenda

March 21st, 2017, 1-4pm

Helping Up Mission 1029 E. Baltimore Street

Baltimore, MD 21202

Please arrive early to sign in before the meeting begins. There are no scheduled Continuum of Care member votes at this meeting. Meeting Agenda 1pm-2:30pm

I. Welcome II. Board Updates & Introduction of New Board Members

III. City/MOHS Updates IV. Coordinated Access Expansion & HUD Requirements V. System and Project Performance Measures Briefing

VI. CFY 2018 Consolidated Funding Application VII. FFY2017 Continuum of Care Funding Competition

VIII. YouthREACH Count Listening Session 2:30pm-4pm Please join this listening session facilitated by the Continuum of Care Board to share and discuss ideas, opportunities, and challenges for addressing homelessness in Baltimore City. The Board will use this information and insight to help set priorities and work plans for the upcoming year and beyond.

Continuum of Care Meeting

Baltimore City

March 17, 2017

Agenda

I. Welcome

II. Board Updates

III. City Updates

IV. Coordinated Access Expansion & HUD Requirements

V. System and Project Performance Measures Briefing

VI. CFY 2018 Consolidated Funding Application

VII. FFY2017 Continuum of Care Funding Competition

VIII. YouthREACH Count

Joe Wood

Chair, Continuum of Care Board

Welcome & Board Report

Board Report

2017 Continuum Board Leadership

Joe Wood: Chair

Amy Kleine: Vice Chair

Board Report

2017 Continuum Executive Committee

Amy Collier: Coordinated Access Chair

Winston Philip: Data & Performance Chair

Janice Miller: Governance Chair

Amy Kleine: Resource Allocation Chair

Damien Haussling, Tomi Hiers, & Gabby

Knighton: At-Large Committee Members

Board Report

January 2017: Newly elected Board convened

February Retreat: Orientation and training

Next Steps: Solicit feedback from the CoC and establish 2017 priorities

Board Report

Committee and Workgroups RecruitmentSign-up sheet available

New Committees and WorkgroupsHealth Care Workgroup is reconveningConsumer Advisory Workgroup is being

establishedFundraising Committee is being evaluated

and adapted

Board Report

Next Board MeetingMarch 31st, 9-11am

Union Mill

Terry Hickey

Director, Mayor’s Office of Human Services

[email protected]

City Report

City Report

MOHS Updates

Welcome Terry Hickey, permanent Director of

Mayor’s Office of Human Services!

Starting the hiring process for the Director of

Homeless Services position – anticipate making

an offer of employment by May

MOHS will continue to include homeless services,

community action centers, Head Start – will now

include youth and education initiatives

City Report

Mayor’s Workgroup on Homelessness Workgroup will provide Mayor with recommended

strategies to address homelessness

First meeting on March 22, workgroup will meet and finalize recommendations within 60 days

Members Tina Hike-Hubbard (Enterprise Community Partners)

Molly Tierney (Baltimore City DSS)

Amy Kleine (Weinberg Foundation)

Kevin Lindamood (Health Care for the Homeless)

Jeff Hettleman (The Shelter Group)

Tomi Hiers (Annie E. Casey Foundation)

Damien Haussling (COC Board member)

Ingrid Lofgren (Homeless Persons Representation Project

Janice Miller (House of Ruth)

City Report

Winter Shelter

Winter shelter season extended until end of March

Between October-February, winter shelter was called a total of 63 nights – over 3,000 bednights were provided in addition to regular shelter

City opened up additional overflow site at Cold Spring on nights shelters reached capacity – no one was turned away from shelter

City now using Pinderhughes site in West Baltimore for overflow

In April, MOHS will send a final report on winter shelter utilization, an online survey seeking community input, and information for an in-person feedback session

Amy Collier

Chair, Coordinated Access Committee

Becky Savadkin

Coordinated Access Staff

Coordinated Access Expansion

Goals and Purpose

Central intake location

Ensure clients are given the services best suit

their needs

Preserve and respect client choice

Simplify enrollment process

Standardize procedures across CoC



HUD Requirements Includes all project types Covers entire geographic area Easily accessed by individuals Well-advertised Comprehensive and standardized assessment tool Includes specific policy to guide operation of the system

to address the needs of individuals and families who are fleeing or attempting to flee domestic violence

Establishes and follows written standards of care for all project types

Allows for coordinated screening, assessment, and referrals for ESG projects

HUD Deadline: February 1, 2018


Committee Updates Coordinated Access Committee Meetings resumed on

March 10th Meeting bi-weekly to plan for system rollout Client Track build-out expected by early April MOHS will be hiring additional staff and a temporary

consultant to assist with system development Will be splitting into workgroups based on project-types

and will be looking for more community input

Upcoming Committee Activities

System-wide Policies and procedures

Training schedule

Create rollout timeline

Maintain existing system

Individual project types Workgroup sessions with providers

Get feedback and expand system


Finished System Navigators – Assesses client’s needs and eligibility,

assembles documentation, and helps clients apply to programs.

MOHS – Reviews client eligibility documentation and works in the system to match clients

Providers – Provides services to clients matched through coordinated access. Works with navigators to help transition clients into program.

HMIS –Assists with matching clients, stores client information, maintains client standby list, provides technical support to navigators.


Winston Philip

Chair, Data and Performance Committee

Lee Martin

Data and Performance Committee Member

Janice Miller

C Data and Performance Committee Member

Performance Measures

Data and Performance Committee

Responsibilities

Develop HMIS Policies and Procedures

Monitor HMIS Lead

Establish local Performance Outcomes and

Benchmarks

Identify important data for CoC decisions and

strategic planning

Encourage the use of data to improve the

homeless system in Baltimore

Performance Outcomes

HUD System Performance Measures

Developed and released by HUD

Journey Home System and Project


Locally developed

Data pulled for projects that participate in the

HMIS system

System Measure VS Project

Measure

System Measure

Used to evaluate entire Baltimore City

homelessness system

Measures used to identify resource gaps in the

system

Project Measure

Used to evaluate individual project performance

Measures used to identify areas of improvement for

projects

Development Process

Data and Performance Committee developed

Journey Home Performance Outcomes

Data and Performance Committee vote to

recommend finalized Performance Outcomes

to CoC Board

CoC Board vote to approve Journey Home


Why do we have outcomes?

There are 2020 goals we need to meet- we

cannot accomplish these goals without tracking

progress

Performance outcomes allow data to be

compared across projects in a standard format

Outcome data can be used to advocate for

system change and resources

Baltimore City 2020 Goals

System Goals for 2020

October1, 2016 (Actual)

Goal

Average length of stay (ES, SH) 104 days 30 days

Average length of stay (ES, SH, TH) 184 days 90 days

Successful placement in/retention of permanent housing 61% 80%

Successful placement from Street Outreach and Dropins 65% 80%

Returns to homelessness from permanent housing within 2 years

15% 5%

Employment Stability and Growth 4.4% 20%

Non-Employment Cash Income Stability and Growth 26.4% 60%

Total Cash Income Stability and Growth 36% 54%

Benefits Stability and Growth 85.9% 56%

Utilization rate of units/Beds for homeless or formerly homeless persons

Not available 95%

City of Baltimore Performance Outcomes

• Number of homeless persons

• Persons Served

• Average length of time homeless

• Number of persons who become

homeless for the first time

• Average number of clients turned

away

• Increase or maintain number of

benefits

• Placements to shelter or housing

from Street Outreach and Drop ins

• Number of attempted and

completed Street Outreach

Contacts

• Placement in permanent housing

• Returns to homelessness from

permanent housing

• Increase or maintain employment

income

• Increase or maintain cash income

• Utilization rate of units/beds

Using Performance Outcomes

Projects cannot function in silos, they must

work together to improve the system

Individual project might do great work, but how

does that filter up to the whole system

Outcomes allow CoC to compare effective

strategies and create best practices

How can we use the data?

Questions the Data Raises

Why is length of stay higher for 50-60 year

olds?

Why do women consistently have a longer

length of stay than men?

Why does the length of stay drop around 60

years old?

Next Steps

Development of a Performance Management

plan which will include

System Benchmarks

Project Type Targets

Special population considerations

Revisit Performance Measures and

Performance Management plan annually

Amy Kleine

Chair, Resource Allocation Committee

Danielle Meister

Continuum of Care Coordinator

Resource Allocation Report

Resource Allocation Committee

Responsibilities

City Formula Grants (ESG, HOPWA, State)

Help MOHS set funding priorities and design

funding process

Score proposals and provide feedback

Assist with drafting allocations (MOHS makes

final determinations in accordance with

local/state/federal funding priorities and

applications)

Resource Allocation Committee

Responsibilities

Continuum of Care Program Funding

Read CoC NOFA and set funding priorities

Design and oversee local competitive funding process

Evaluate projects for possible reallocation

Rank projects

Oversee MOHS’ development of CoC’s overall application

Journey Home – Private Funds

Recommend allocations for funds to full CoC Board

Work with United Way to oversee uses of private funding

CFY2018 Consolidated Funding

Application

Total # applications received: 51

Renewal applications received: 43

New applications received: 8

Total funding requested: $8,044,535

Total funding available to allocate: $5,697,522 (possibly less)

HUD has not released ESG or HOPWA allocations – will likely not know until April


Application

Scoring Thresholds 75 and over

Renewal projects recommended to receive renewal funding

New projects eligible for funding

Under 75 Renewal may have reduction/elimination of grant funding

New projects not eligible for funding

Decision-Making Factors CoC funding priorities (increase # RRH units, increase youth

shelter beds, increase outreach/coordinated access)

Funding stream priorities

Performance

Alignment with best practices/program model

Client eligibility/low-barrier


Application

Competition Observations

Overall, proposal quality and project performance

are improving

Greater emphasis on how project aligns with

overall CoC strategies and funding priorities

Some projects are minimally involved in

Continuum of Care and some have not evolved

with best practices in field

Disconnect for some projects around funding

goals to “end homelessness” vs. “manage

homelessness”


Application

Award Timeline

Resource Allocation Committee met on March 9 to finalize draft of allocations

Working with State to finalize allocations

ESG and HOPWA award expected in April

Conditional funding awards and final budget requests will begin going out in early April – there could be cuts or increases, depending on final outcomes of funding

Some projects will receive a conditional funding award with corrective action requirements, requested program model changes, or a plan to improve performance


Application

Journey Home Outreach Funds

Approximately $150,000 available

Applications currently under review

Goal to leverage existing funding/capacity

Next CFA Competition (CFY2019)

Timeline change to better align with HUD’s Annual Action Plan schedule

Competition will be held in Fall (likely an October release date)

Additional benefit: more time to process awards

FFY2017 Continuum of Care Competition

FFY2016 CoC Application Overall Score:

172/200 (highest to date)

National Comparison:

Highest Score for any CoC: 187.75

Lowest Score for any CoC: 79

Median Score for all CoCs: 154.5

Weighted Mean Score for all CoCs: 160.7


FFY2016 Competition Results

Reallocated $1.5m from renewal projects – used these funds + bonus funds to create new projects

Received full funding for all renewal projects included in community application

Received full funding for three of five new projects included in community application – over 170 more households will receive rapid re-housing each year

Overall net increase of $1,038,098 in funding

over previous year


FFY2017 CoC NOFA expected to be released in

May

Resource Allocation Committee (RAC) currently developing

reallocation and ranking strategy

RAC will present strategy to CoC board on March 31for input

RAC will present strategy to interested community members in

April (date TBD) for input

Goal to complete reallocation process prior to release of NOFA

so projects know whether or not to apply/applicable grant

changes

After NOFA is released, competition timelines and process will

be finalized to correspond with HUD requirements


Anticipating the FFY2017 NOFA

Similar HUD funding priorities

Reallocate underperforming

projects/underspending

Creation of new permanent housing &

coordinated access services

Improved system performance

Expect HUD’s funding tiers to be similar to last

year:

Tier 1: 93% of funding

Tier 2: 7% of funding

Reallocation opportunities limited – mostly PSH


SSO8%

TH20%

HMIS2%

Safe Haven

3%

PSH67%

FY14 Award $21,554,805

SSO2%

TH1%

HMIS & CA5% Safe

Haven4%

PSH88%

FY15 Award$19,467,127

SSO1%

TH1%

HMIS & CA4%

Safe Have

n2%

RRH10%

PSH82%

FY16 Award$20,505,225

YouthREACH: April 1-15

Counts and surveys unaccompanied youth age 24 and under who are experiencing homelessness, couchsurfing, or staying with someone who is not a parent or guardian

Calls to Action:

If you’re a provider, and serve primarily youth: sign up to be a survey site!

If you’re a provider, and primarily serve adults/families: complete the survey online with youth (youth can pick up a gift card after completion)

If you or someone you know is formerly or currently homeless and wants to be a youth ambassador, email [email protected]

CoC Board Listening Session

Please join Board members for smaller group

discussions

Pick a group, #1-5 (each group will discuss the

same questions/topics)

HUD Continuum of Care Program Baltimore City 3-Year Funding History

The Journey Home 2017 Board Membership

Elected Positions (Voting Members)

Corliss Alston Deputy Chief for Housing Choice Voucher Program Housing Authority of Baltimore City

Christopher Buser Chief of Social Work US Department of Veterans Affairs

Amy Collier Division Director, Community Services Catholic Charities of Baltimore

Sean Conley Chief Academic Officer Baltimore City Schools

Yevette Dixon

Ciera Dunlap Case Management Supervisor Youth Empowered Society

Peter Hammen Chief of Operations City of Baltimore

Damien Haussling Faces of Homelessness Speakers’ Bureau

Tomi Hiers Director, Baltimore Civic Site The Annie E. Casey Foundation

Carolyn Johnson Managing Attorney Homeless Persons Representation Project

Amy Kleine Program Director Harry & Jeanette Weinberg Foundation

Gabby Knighton Associate Director, Recovery Support Services Behavioral Health System Baltimore

Traci Kodeck CEO HealthCare Access Maryland

Kevin Lindamood President & CEO Health Care for the Homeless

Daniel McCarthy Executive Director Episcopal Housing Corporation

Janice Miller Director of Programs and Clinical Services House of Ruth Maryland

Luciene Parsley Managing Attorney Disability Rights Maryland

Winston Philip Manager of Data Analysis & Performance Center for Urban Families

Sonce Reese

John Schiavone President & CEO St. Vincent de Paul of Baltimore, Inc.

Molly Tierney Director Department of Social Services

Anthony Williams

Joseph S. Wood University of Baltimore

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Appointed Positions (Non-Voting Members) Mike Fried Chief Information Officer Baltimore City Health Department

Jason Perkins-Cohen Director Mayor’s Office of Employment Development

Robert Stokes, Sr. Councilman- District 12 Baltimore City Council

TBD Mayor’s Office of Human Services

2017 Board Leadership Positions

Chair Joseph Wood

Vice Chair (or Co-Chair) Amy Kleine

Standing Committee Chairs

Coordinated Access Amy Collier

Data & Performance Winston Philip

Fundraising

Governance Janice Miller

Resource Allocation Amy Kleine

At-Large Executive Committee Members Damien Haussling Tomi Hiers Gabby Knighton

Committee & Workgroup Reports

March 2017

EXECUTIVE COMMITTEE

The newly established Executive Committee started meeting in February 2017 and will continue to meet monthly to guide the work of the Continuum Board. Currently, the Executive Committee is focused on Board development and establishing priorities for focused leadership of the Continuum.

In accordance with the Continuum Governance Charter and Bylaws, the Executive Committee now includes chairs from each of the standing committees. The Executive Committee will continue to oversee and provide guidance to the work of these committees, including the necessary support to ensure new committees and workgroups are established. Currently, Executive Committee members are actively partnering with Continuum members to reconvene the Health Care Workgroup, establish the Consumer Advisory Workgroup, and adapt the Fundraising Committee.

GOVERNANCE COMMITTEE

The Governance Committee is in the process of recruiting new members and will reconvene within the next month to develop an updated scope of work for 2017. Additionally, the Governance Committee has been providing support to the newly elected Board to develop orientation and training processes and identify new Board leadership.

DATA AND PERFORMANCE COMMITTEE

The Data and Performance Committee met on March 16th to work on the Performance Management Plan and related projects. The committee discussed the system benchmarks and project type targets that should be established. The committee also discusses how benchmarks and the Performance Management Plan should be used in the community and to help inform CoC priorities. In February, some members of the committee also met and selected a consultant for the development of performance dashboards. These dashboards will be used to review performance data and also be available to the public in an effort to make homelessness data more accessible. These dashboards are targeted to be available early summer 2017.

RESOURCE ALLOCATION COMMITTEE

The Resource Allocation Committee met on March 9, 2017 to complete allocations for the CFY2018 Consolidated Funding Application. The CFA allocates funding for Baltimore’s City’s formula grants: ESG, HOPWA, and six sources of State of Maryland funding. MOHS will use the recommended allocations to prepare the City’s grant applications to the State of Maryland and HUD. Conditional award notifications are expected to be sent by April 2017. The committee also reviewed and updated the reallocation and ranking strategy for the FFY2017 Continuum of Care Funding Competition. The committee will present the proposed strategy and funding priorities to the Continuum of Care Board on March 31st for input and feedback. The committee is working to schedule a CoC Competition-focused meeting in April for interested community members to provide an overview of the competition, review the proposed strategy, and receive input and feedback. It is anticipated that the Continuum of Care Notice of Funding Availability (NOFA) will be released in May 2017. The committee hopes to complete the reallocation process prior to the release of the NOFA.

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COORDINATED ACCESS COMMITTEE

On March 10th, 2017, the Coordinated Access Committee has resumed a regular meeting schedule which had been paused since Gabby Knighton’s departure in August 2016. The main goal of the committee is to implement and maintain a CoC-wide Coordinated Access system that supports all project types in the CoC. A comprehensive coordinated access system is mandated by HUD to be fully implemented by February 2018. HUD System Requirements HUD is requiring that all CoCs implement a comprehensive Coordinated Access system by February of 2018. This gives the Baltimore CoC less than 10 months finish designing and implementing this system. HUD has set several standards to which this system must comply:

1. The system must cover the entire geographic area 2. It must be easily accessed by individuals 3. It is well-advertised 4. It uses a comprehensive and standardized assessment tool 5. It includes specific policy to guide operation of the system to address the needs of individuals and families

who are fleeing or attempting to flee domestic violence. 6. It establishes and follows written standards of care for all project types 7. It allows for coordinated screening, assessment, and referrals for ESG projects

Interim Match Process While the committee has only met once since resuming, a lot of work has already gone into designing and implementing the Coordinated Access system. Currently, an interim match process is being implemented for Permanent Supportive Housing programs. This process uses housing first standards to match clients with appropriate PSH units throughout the CoC. The process starts with PSH programs notifying MOHS about any vacant units that they have. MOHS then announces these vacancies to navigators and then posts them on a navigator bulletin. The post includes lists of required documentation, eligibility requirements, and a description of the program. Navigators will then submit applications for any clients that are eligible and interested. MOHS then filters and sorts these clients based on the program’s eligibility requirements and HUD’s prioritization standards. The service provider will then receive a list of matched clients who will be moved into housing by collaborating with their navigators. This system, while effective at assessing eligibility and prioritizing clients is not necessarily viable for other project types. Therefore, more comprehensive policies and procedures are needed to make this model useful to the whole CoC. HMIS Build-Out MOHS has contracted with Clienttrack to build out a comprehensive sorting and matching tool into HMIS. This tool will be utilized by all service providers and will be a standardized intake process throughout the CoC. Project types will still set their own prioritization and procedures, but the tool will automate a lot of the matching functions that are involved in the process. Currently the Clienttrack tool is set to be finished by late March or early April. Once the tool is finalized and delivered, the committee will work to train providers in how to incorporate the software into the CoC’s policies and procedures for Coordinated Access. Committee Activities Thus far, the committee has only had one meeting since it resumed activities in 2017. With the HUD requirement that the Coordinated Access system include all project types, the composition of the committee has necessarily expanded to include more service providers and a greater diversity of project types. The committee is still seeking to expand as the decisions of the committee will necessitate input from as many providers as possible.

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The first meeting consisted mostly of surveying the new notice from HUD stating the requirements and making sure that the committee understands the state of the current Coordinated Access system and what must happen to roll it out to the rest of the CoC. In the next meeting, the committee will be surveying the software itself and getting a better understanding of its capabilities and limitations so that they may understand precisely how to use it in the system. In the upcoming months, the committee will be creating a scope of work and a timeline for the implementation of this system as well as setting policies and procedures for assessment and prioritization of clients who are entering the system. Since policies and procedures will be implemented differently by each project type, the committee decided to break into sub-committees. Each sub-committee will be able to focus on making sure the system can be best suited to each project types’ needs.

POINT-IN-TIME COUNT WORKGROUP

HMIS staff are currently processing and analyzing data collected during the unsheltered count and sheltered count. The Point-In-Time Committee will convene the first week of April to debrief on PIT Count activities, review the data, and finalize the PIT Count report for the community. Final data will be submitted to HUD’s reporting system by the end of April, and the final community report will be released.

VETERAN WORKGROUP

The veteran workgroup continues to support the launch of the new 60-unit veteran permanent supportive housing project operated by Project PLASE. The workgroup did not meet in January and February, but will be reconvening starting in March 2017. Veterans Administration and veteran service provider staff provided special support for the Point In Time Count by staffing each street count team and the headquarters. This enabled immediate connection to housing and services for each veteran encountered during the street count in addition to verifying veteran status.

YOUTH & YOUNG ADULT WORKGROUP

The youth and young adult workgroup is currently organizing this year’s YouthREACH count, which will be held April 1-15. Nine Continuums of Care across the State of Maryland are participating in the count. YouthREACH surveys youth age 24 and under who are homeless, couchsurfing, or unstably housed. The survey results are used to better understand youth homelessness, advocate for funding, and implement system changes to make services and housing more approachable for youth.

After YouthREACH is complete, the workgroup will reconvene to work on the Youth and Young Adult Strategic Plan and assess feasibility to do a 100-day rapid results challenge on youth homelessness.

JOURNEY TO JOBS WORKGROUP

Journey to Jobs is a systems-level collaborative effort focused on increasing access to employment and economic opportunity for people experiencing homelessness who: 1) are involved with the criminal justice system, 2) owe child support, and 3) have limited access to workforce and job opportunities. It is part of a three-year planning project under the Journey Home Initiative and in partnership with the Heartland Alliance and four other sites selected through a national, competitive grant process.

The J2J Oversight Group continues to focus on data collection strategies to further define the scope of barriers faced by homeless jobseekers. Most recently, the J2J project has partnered with the HMIS Lead Agency and Data and Performance Committee to develop additional data-sharing agreement protocols and potential partnerships to examine child support data. J2J is also working with partners to implement a provider and client survey.

All Continuum members are strongly encouraged to participate as an active member of at least one

standing committee or workgroup. If interested, please complete this form and return it to MOHS staff.

Agency (if applicable): ___________________________________________________________________________________

Contact Name and Email Address: ___________________________________________________________________________________

Committee or Workgroup Interests:

1. ___________________________________________________________________________________

2. ___________________________________________________________________________________

3. ___________________________________________________________________________________

Standing Committees

▪ Coordinated Access Committee: Responsible for the design and implementation of a centralized or

coordinated assessment system for homeless individuals and families to assess eligibility and make referrals to

homeless service programs and provide for consistent access and triage of resources, consistent with system

vision and in consultation with recipients of Emergency Shelter Grant (ESG) funds.

▪ Data & Performance Committee: Oversees a performance management plan for the Continuum, guides the

work of the HMIS Lead, and conducts an annual gap analysis.

▪ Resource Allocation Committee: Responsible for guiding the allocation of HUD Continuum of Care Program

funding and Journey Home funding for activities and monitors Journey Home expenditures and grants in

partnership with the Journey Home Fiscal Agent. (Note: The committee may not include members that are sub-

recipients of Journey Home, HUD (CoC, Emergency Solutions Grant, or HOPWA), state homeless services funding,

or local homeless services funding.

▪ Governance Committee: Responsible for the design and implementation of Continuum membership eligibility

and voting processes, Board membership nomination and voting processes, and the process for completing

annual and periodic review of the Charter and Bylaws

▪ Fundraising Committee: Responsible for private fundraising to support the goals of the Journey Home plan

and the Continuum’s strategic priorities.

Workgroups

▪ Consumer Advisory Workgroup: Develops feedback and strategic guidance for Continuum planning, activities,

and decisions based on the lived experience of homeless and formerly homeless individuals.

▪ Health Care Workgroup: Advocates for expanded access to health care benefits and services, coordinates

policy development between healthcare and homeless service providers, and fosters collaboration across

systems.

▪ Journey to Jobs Workgroup: Builds a system-level collaborative effort focused on increasing access to

employment and economic opportunity for people experiencing homelessness.

▪ Veterans Workgroup: Coordinates the local efforts to end veteran homelessness, and includes members from

the Mayor's Office, VA Medical Center, and providers that target their services to veterans. The workgroup has a

monthly leadership team meeting to focus on system-level work and Challenge goals, and a biweekly case

conferencing meeting for case managers to coordinate permanent housing placements and collaboratively

problem solve client housing barriers.

▪ Youth & Young Adult Workgroup: Coordinates the local efforts to end unaccompanied youth homelessness

(youth 24 and under living without a parent or guardian), and includes members from the Mayor's Office,

homeless youth providers, youth currently and formerly experiencing homelessness, local foundations, the

Baltimore City Public School System, and out-of-school time providers.

CONTINUUM COMMITTEES & WORKGROUPS

You’re Invited!

Consumer Advisory

Workgroup

Friday, April 7th, 2017

10-11:30am

First Unitarian Church

12 W. Franklin Street

Who? This group is open to anyone with personal

experience of homelessness.

What? This will be the first meeting of the Consumer

Advisory Workgroup.

When? Friday, April 7th, 2017, 10-11:30am

Where? First Unitarian Church, 12 W. Franklin Street

This workgroup will provide feedback and guidance to

the Continuum of Care’s efforts to end homelessness

in Baltimore City.

Light refreshments will be provided.

Please RSVP to

[email protected]

or

410-545-1979

mailto:[email protected]

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