Commission on Aging - Regular Meeting

So we wanna try to get as brief as possible. So we're gonna call to meet the order. Veterinary.

No. Thank you. I do appreciate you hosting this. We we did it at the water resources. It was

chairman's supposed to be. Certainly, I believe this time, but due to some scheduling conflicts, we were hosting here.

Alright. We're happy. Yes. Absolutely.

Alright. For We just High Point for everything.

Everything. Everything. There's budget at all. Yep. Want. But the best note, what what what we did from Ben. Alright. Doctor on last minutes.

Last month's meeting. So moved. Something.

With the proper second, discussion. And then all the space to. Alright. Oh, goodness. One hundred and twenty day action items update. Yes.

Good afternoon to everyone. I wanna call your attention to your packet as it relates to the slide deck that you have. Please note that along with the slide deck in the other packet, you do have a copy of the most recent collaborative applicant lead MOU, which will be listed back for your review, and we'll look at it later in the. However, as it relates to, our January update, Please note a couple of things. We are making progress.

Number one, the COC swap share out. The report from the cooperation for supportive housing was shared, with the COC membership. So that task is complete. The COC has taken that information, and they have created a strategic interest survey. They have completed that feedback.

And so membership has, weighed in as it relates to their thoughts on the report. The other piece is is that, on the seventeenth of this month, I'm pleased to announce that the COC under Aaron's leadership was able to develop, the MOU in partnership with the county designating us as the lead agency. One thing that I wanna recognize with that is is that, the corporation for supportive house is gonna spend some time with you today as our leadership of the task force talking about what does it mean, to be the lead agency. And then we wanna go into a discussion as it relates to, feedback and expectations from the task force, for the next twelve months, twenty four months, and then let's go a little further and think about where where would you like for us to be over the next, five years. Please note that the lead, MOU is for five years.

So definitely wanna hear from the task force as it relates to expectations. The other thing, you'll get more information about this later on in the presentation, extremely to, pleased to announce that the COC is working with corporations for supportive housing to, develop their strategic plan, and that information. There's a timeline to be brought to you as the task force so then you can move forward with exploring how we can further align, which is the last item as it relates to really understanding once we hear back from the from the COC in regards to their strategic interest, how do we potentially formalize that through some memorandum of understanding between our two cities as well as the county to then move forward, in a long term strategic partnership and collaboration. And so I do wanna give kudos to the COC membership as well as Erin for her leadership and the support of corporation for supportive housing for helping us to continue to, get these green indicators as it relates to complete and looking forward to things that are in progress for us to move forward. I do wanna acknowledge that to be determined as it relates to the MOU want to allow, the task force to give feedback on that timeline once you get that information in regards to the strategic interest and priorities.

And so that's where we are with our hundred and twenty day update. We are nearing the end of that, so we'll talk more about the next action items in the charge of this task force, once we get through the presentation, and open up for discussion. Any questions?

Barry, any comments from you and the COCs.

I'll have an update on the strategic planning process later in the presentation. So

with that being said,

it closes everything out in regards to our old business, and so we could move, chairman Austin to to our other business.

Alright. I'm COC, the laboratory of applicant.

Alright. So, to the task force, we do have Nadia from the corporation with supportive housing who is going to assist us in the COC lead agency one on one overview on this. And so, thank you for joining us virtually.

Yeah. Great. Thank you. You all can hear me okay?

Yes.

Okay. Wonderful. Good afternoon, It's nice to virtually see you all again. I'm joined today by Jennifer and Latoya and also Liam, and we are quickly going to run through a an overview of the CSC collaborative applicant and lead agency responsibilities. If we can move to the next slide, please, and one further. Thank you. Just a quick reminder that we do have a large team here at CSH that's supporting you all in this work, supporting us in this work. We have a portion of folks today on the call, but just wanna shout out the larger team for all of their time, energy, and efforts. Next slide, please. And next slide.

Okay. CSC collaborative applicant and lead agency responsibilities. To help get us started with framing and positionality, if we can move to the next slide of where the collaborative applicant sits within the CSC, It is in partnership and alongside many other parties, the working committees, the grantees and recipients, the COC membership, the COC board, the HMIS lead, and the coordinated entry lead. And so the collaborative applicant really is meant to be a partner and a teammate to all of the larger, the larger COC and all of the other coordinating partners and pieces of making a COC function. Next slide, please.

In terms of what HUD says is the collaborative applicant's, responsibilities, there are three core responsibilities that the collaborative applicant must fulfill. The first is what they call COC registration. So this is where the collaborative applicant will routinely inform and update HUD about the geographic area that the COC is covering. The second, and this is one of the the bigger pieces here or maybe the largest piece, the COC consolidated application. And this is really a comprehensive document submitted to HUD, includes COC strategy, structure, COC capacity.

It gives a list and overview of all projects that are seeking HUD funding. And this is important to do a couple of things: one, to highlight current COC efforts to demonstrate COC effectiveness, and lastly, to secure funding for local projects. Right? This is the process by which the collaborative applicant is able to submit for, and then the COC receives funding for various projects. The third thing that HUD recognizes as a collaborative applicant responsibility is the process of COC planning funds, so grants that are awarded specifically to the COC to support their planning and their coordination of all of their different policies, programs, initiatives, etcetera.

This can look like coordinated entry, evaluation, the monitoring and compliance piece of the collaborative applicant responsibilities, preparing and submitting applications, Really, all of those logistics in those planning efforts, go are funneled through the COC planning funds for which the collaborative applicant does apply. Next slide, please. So those are the three things that HUD says are collaborative applicant responsibilities. Now different collaborative applicants and different COCs sometimes have additional responsibilities. Those responsibilities are only given to the collaborative applicant if there is capacity for those additional responsibilities.

And the if, I'm saying in capital letters. Right? There are three main things, but there are other things that the collaborative applicant can support or be responsible for if there is that capacity. You'll see those things listed on the screen that can be supporting the COC board and committee structure, building the capacity of the COC board, of committees, and of provider systems, generally speaking, coordinating various partners, collaborating with various committees to lead key work, products, and tasks, broadly communicating the work of the COC outwardly, right, in community forums, maybe in press situations, and then lastly, providing technical, administrative, and meeting support to the COC. These are all additional responsibilities, again, if that capacity exists.

And I'm going to go through each of these six buckets at a high level of examples of what we've seen in other COCs of what responsibilities might look like under these buckets, but, again, none of this is required to be done by the collaborative applicant. Next slide, please. The first, support board and committee structure. Right? So that can look a variety of ways.

Maybe that's designing, developing, and maintaining the COC website. Maybe that's coordinating, managing, and managing the staff annual review and changes to governance charter, maybe managing the board election and appointment process, leading and coordinating board member orientation, disseminating to the larger COC information and decisions that are made by the COC board, compiling committee work plans and posting information on the website, and then more on the logistical side, maintaining record keeping of board and membership agendas, minutes, and handouts. So, really, an administrative support role is what we're seeing are the most most frequently the the tasks that show up most frequently under supporting the board and committee structure. Next slide, please. Second, in potential additional responsibilities, if there is capacity, is to build capacity of the COC board, committees, and provider systems.

So, again, can look a variety of ways, creating and presenting short overviews of the COC to new board members, to new committee members, to new membership, assisting the board in creating a resource guide for new board members. There's a lot of information when you're incoming onto a COC board. Not only are there policies and procedures, but there's also that information of what resources exist, what programs exist, how do you refer to them, what's the capacity of those programs and resources. So creating a guide to support that process, disseminating and updating the board committees and membership on HUD guidance, especially in moments right now, right, where HUD guidance is coming out more frequently and maybe updating itself in different ways, having your your thumb on the pulse of that and being able to disseminate that information to the larger COC, assisting the board in creating a resource guide for new board members. That is a typo.

I apologize. Developing a plan and timeline to fully implement written standards. As And we know, the written standards are one of the guiding documents of the COC, something that is implemented and is adhered to by the COC. And then coordinating training opportunities for membership, we often see when new member organizations are brought into a COC. Maybe they're not as familiar with what a COC is or what their responsibility within this larger group is.

It's really important to have intentional time for training on the front end. And, again, on a recurring basis for members as a refresher, but that time in the beginning is really invaluable. And that is something that potentially the collaborative applicant could support, again, if capacity is there. Next slide, please. The third potential activity that collaborative applicants we've seen, support in various areas is coordinating partners.

And so, I mean, we know that there's a an a very long list of potential partners to coordinate with. I didn't wanna put them all on a slide for you here, but thinking about coordinating with housing authorities. Right? The entities that hold our vouchers, the entities that are able to apply and advocate for new vouchers who manage that whole system, we want our housing authorities and our continuum of care to work really, really closely together. That can look like coordinating with key system funders to identify new funding streams or opportunities, scheduling and participating in quarterly meetings with the HUD field office, so making sure that we, as a COC and as a collaborative applicant, are maintaining contact with our local HUD rep, and then coordinating federal technical assistance.

Right? HUD will oftentimes provide different COCs with technical assistance, and we wanna make sure that there's a point of contact and then there's a solid work plan for that technical assistance provider. And the collaborative applicant can serve that role if there is the capacity. Next slide, please. Thank you.

The fourth thing potentially on the list of responsibilities can be collaborating with committees. And so the COC and COCs all over, The United States, right, have varying committees. Some have a few. Some have many. But we want all of our committee committees to be working in lockstep not only with each other, not only with the COC strategic plan, but also with the board and with a collaborative applicant.

So a couple examples. Right? This could look like developing the PIP plan and conducting the PIP count, that annual count that's usually done in January, to see how many people are experiencing homelessness within, in this instance, the Guilford County region, identify COC policies and procedures that might be needed in future years. Right? So we're gonna have committees that are dedicated to creating new strategic plans, looking at the written standards, but we also wanna have, a group that's dedicated toward thinking in four or five years, what are the policies that we need to start thinking about so we can be doing the prework for implementation three, four years beforehand.

You can conduct routine gaps analyses of the homeless need and services. And then also, generally speaking, right, supporting COC committee work as necessary as different work plans develop, milestones are reached, maybe there's some data collection and evaluation that needs to be done, but general and routine committee responsibilities. Next slide, please. The fifth area that the collaborative applicant can potentially, support is communicating the work of the COC. This one we see very frequently across, collaborative applicants who have expanded responsibilities beyond the three that HUD mandates.

And this is really kind of that that press intervention rights serving as a spokesperson, drafting talking points for the COC board to present on homelessness, data and trends, roles and responsibilities, updates on decisions that are being made, and generally being the presence at different community wide meetings that the COC would want to have a presence at. Next slide, please. And lastly, this is, the sixth bucket that we've seen before in other expanded collaborative applicant, responsibilities is to provide that technical, administrative, and meeting support to the larger COC. This can look like planning and hosting those COC membership meetings. Maybe that's hosting the Zoom call.

Maybe that's coordinating the in person logistics. Updating the COC board membership on the latest HUD guidance. And so, really, the the collaborative applicant is the conduit in a lot of ways between HUD and the larger COC. The cloud of applicants gonna have routine contact with the HUD field office, and they're going to be able to disseminate information, updates from HUD, etcetera, to the larger COC. And then lastly, to provide meeting minutes, agenda, and other relevant materials at COC related meetings.

So I I really wanna emphasize, right, these are six areas that can be part of collaborative applicant duties. They are not mandated by HUD to be collaborative applicant duties. Maybe some fit, maybe some don't fit, maybe there's some that aren't on this list that we're seeing. We might wanna work into responsibilities that the current collaborative applicant holds, but really wanna be clear that these these examples of different responsibilities and potentially others are really all based in if there is capacity. And I think that's it on collaborative applicant. Aaron, I think I heard you in the space if we wanna move to strategic plan or maybe we're jumping here first.

Yes. So so, Mike, what we wanna do is to jump ahead and really do a cross examination of the current MOU designating Buford County as the lead and really breaking the mechanics a bit down. As as final reference, It looks differently, for each community. And so I wanted to take

the time and kind

of come through those buckets and then get some feedback from the task force as it relates to, what would you like to see happen? Where is their alignment around expectations around the next twelve months, twenty four months? And then let's kinda think kinda long term as it relates to the next five years, what would you like to see, from the lead agency? And so when you look at the approved MOU, we noticed that there are four buckets, administrative duties, system development and planning, monitoring duties, and also communication duties. And so the MOU was broken down into these four buckets.

Some things that we wanna highlight is is that the core responsibility is to make sure that annually the ESG and the Novo funding application, is done. And and so that is a that is a task that is facilitated by your lead agency, collaborative applicant. In our previous conversation over the past two years, there's also been conversation around how do we leverage public private dollars, grant opportunities as well, that is not listed in this space. However, a recognition that, if there is capacity, how do we move forward in that? Of course, we already talked about the clerical responsibilities of the board and work.

But most importantly, the third to the last bullet, a recognition that there is a need to staff meetings to make sure that, appropriate information is present as well as to provide some level of of advice and consultation, in the subject matter expert. When we go into system planning, and development, a big piece of the work in this green bucket here is coordinating partners within the housing and services system. Wanna give a nod to you, mayor Yvonne, and also you, Austin, this past winter. A lot of great work, along with Aaron when when forth in working with our interfaith partners. You you work hands on with them.

But in reality, how do we make sure as a lead agency that we are strategically, working with our COC leads, in a way to where our chair as well as community partners within our interfaith community, are actively and consistently engaged. We can also talk about the health care sector and and and the need to make sure that we have strong lines of communication and partnership there. So core strategic planning, initiatives, you're gonna hear from from Aaron later as it relates to how robust that can be and and a recognition that, yes, there's a committee overseeing the development of strategic plan. And what we have done really well over the years is to develop and to look at the gaps analysis. But then how do we make that gap analysis turn into an action plan for development?

And and and what are the resources needed as it relates to a broad stroke of community level work and engagement to really get those things moving. The other piece I wanna recognize is support as it relates to cross jurisdictional efforts. We have the city of High Point as well as the city of Kingsborough. We also recognize that there are resources, and and funding that is given to those jurisdictions as it relates to winter and white flag sheltering and their work and the system coordination between two cities to make sure that they're there's uniformity so then, therefore, things are seamless. And so that level of work across jurisdiction also, collaboration and across the county is extremely important.

Monitoring duties, wanna transition to that bucket. We are continuing. Wanna give a nod to Sherry and her team for building that space out as it relates to monitoring. We will continue to do those site visits and then also support the board chair as well as the COC membership and overseeing plans of correction to make sure that we are getting a really good return on investment with service delivery. The other piece is data reports and data dashboarding.

CSH doing a really good job helping us understand where our resources are physically as well as, within our resource map. A recognition is is that how do we sustain that resource map and move forward, from a place of data analytics? And then last but not least, community, communication duties. One, once the strategic plan is developed in partnership, how do we make sure that we're clear on our goals? What it what's the messaging around it?

How do we make sure that we celebrate our successes along the way? And also the day to day operations of creating a data hub for our CUC members to move forward and having access to information in real time, maintaining a newsletter, and then just traditional education and awareness around the unhoused and what we want the communities to know. And so, of course, when you look at the the MOA, the MOU that was approved, we do think that it is broad and also very intentional. As I expressed earlier, as it relates to our hundred and twenty day action items, and the manager expressed this as well, there is some work with the county in regards to understanding our staffing structure to to be best responsive to this MOU, and we will continue, to do that. We have some peer communities, whether that is Mecklenburg or either Wake, that have currently set up some, some good structures that that I can speak to today if if you if you would like to learn more about what they're doing.

But, definitely, we are in some internal evaluation in regards to the staffing structure to to best respond to the MOU. And so with that, said one want to create a space for the task force to explore and give us feedback around expectations of the lead agency. And if if you could kinda think, as always, what what's needed now, two years from today and then also five years.

These are test. Two years, five years.

They have detailed.

Go ahead.

I would say under communication duties, I think it would be helpful for the community to know that the county is the lead applicant. I think often people look at, High Point in Greensboro as being the lead applicants and we're not. So it I think it would be good to kind of raise the profile of the county so, people know exactly what that responsibility is.

Have we gotten what date we we are officially named the COC? So

the board of county commissioners approved the MOU on the seventeenth of of this month. And so as soon as we can finalize the signatures, my assumption, madam attorney, keep me keep me comfortable with this, but the execution date will go back to the date of board board action, which was the June 17.

When we approval.

Will go to July. And do we have a budget yet? Is what does this mean? Have we broken it down? What does it mean? Possibly for more cost. What accounting? I know c o so we'd like to get a breakdown of all the costs that come into from the the COC. Also, with all of the members of the COC, Once they're active, what they consider being active was, like, 60 something. K.

64. 64. So how many are actually active? Are we required to build any gaps within that structure? And how are the expenses expended from whom? And I know the COC, we don't they're a separate entity, but at the same time, we're the main applicant to kind of break that down as far as authority for expenditures and account bills. Yes.

So so, Chairman Austin, you do have some administrative funds that are associated with our hood allocation, which is our planning grant. And so that is a little over a $100,000, and that goes towards some of the staffing costs. The other piece is is that annually, we have been awarded around a little over 200 around $280,000 of ESG funds. In the last task force meeting, we were able to share how it was broken down, and we can definitely email that information back out in a in a prescribed way so you can see, the total allocation and then also how it was allocated out. The other piece is you do have your NOFO award annually.

Notice the funding opportunity. That's through HUD, and that is a little over $2,000,000 that is awarded out, annually as well. From my recollect recollection, if you look at the different pots of of money and and where the greatest pot is, I wanna say is around permanent supportive housing. But we definitely can show, the distribution as well, in in regards to the different services, by type and also, providers that are there reporting those funds. Also, just recognition that, I know that the city of Greensboro, they have a process, for for homeless service delivery as well.

And so we can work, with the manager's office to get that information so we can look at things in in its totality.

I was thinking that it was closer to 2,700,000.

I think I think it is it is around close to 2,700,000.0. I I can pull up my documents.

You got two whatever the millions might be, those monies, they give it out to the COC, the carrier responsibility, and for, you have a board that makes these grants to certain ones of the COC. I would say that would that's not money that we would have to, have authority over. COC has authority over.

Thank

you. That's correct. Okay. That's correct. There's a a committee applications come in. The collaborative applicant manages that application process, applications from, the COC membership. A spec committee reviews those applications and matches them with our the dollars that have been allocated for our community. And then we take the projects and the the cost of those projects and and match with, what our our strategy and our goals are for the year.

Now who adopts those strategies and goals?

Well, we are supposed to have a strategic plan annually, and we have had a strategic plan or an update of that strategic plan annually. I'm excited that this year, we're able to partner with, CSH and take the SWATO. And so it's it's a it's a one Guilford strategy, which is really great. So we're all on the same page and that we can speak about our goals, with one voice. Like, we haven't been able to do before, honestly.

And when did those funds come from her?

As as Sherry expressed, there's a different cycle for your ESG as well as for your Novo, and then the funding awards go directly to the provider. And so whenever, late fall, we complete the funding award application, then the disbursement is set individually with as as well as those providers, but we can get those dates to you. To answer your earlier question as it relates to our most recent allocation for your Novo is 2,760,000.00, and that allocation almost recent award. And then for your emergency solution grants, which is known as ESG, that is an exact amount of $278,141. And so that totals, 3,000,000, 42,373, in the allocation that we have recently received.

Administrative cost. I'm gonna get the final acceptance to come back with. The housing position that we have talked about in the county, how does that So

at this point in time, based on the board board passing the budget for this upcoming year, you did, allocate over $600,000, which was an additional rate positions. And so with that, we are looking at how to best categorize and title those positions and bring back recommendations, to the board. But but you have identified, ARPA, earnings to be able to be able to allocate towards those staffing costs. And

so with that, that step work collaboratively with, COC and help us by being the lead agent.

So at this point in time, you you have your accounting dollars that that's going into the staffing cost. The 3,000,000 is earmarked for services. You do have some planning grant funds. Like I said, it's a little over a 100,000 that could go towards staffing costs, but all of your HUD allocation is is restricted, to to service delivery. And then so when we think about the administrative responsibilities, to support the COC, typically, those are local dollars.

What about the CDBG funds?

So so your CDBG funds based on the jurisdiction, whether it's High Point or either Greensboro, just a recognition that those are restricted dollars as well as it relates to for for stated purpose. Again, we can get a full list of those allocations, but, typically, they're they're restricted for for some level of housing development or or service delivery. That's why I wanted

to get get some out of I mean, clear some clarity of what those funds can be used for. I know we we are basically a pass through of about 250,000. We used to get the money to raise them for them to execute on our behalf. Is that right? So are you speaking of our CDBG funds.

I can't speak to that. I can I can follow back up with

you? I think I would I have our current funding levels. I'm not aware of what

Well, the CBG funds About 120,000 or

so we get through the home, the consortium. So we talked about We

thought it was 250,000. We just renewed, I think,

can vary the place with one twenty. So unless there's a different a different funding source

Oh, we usually give that to the city because we're not in that field. But it comes to the county. I thought it was always two about right at $250,000. It's been like that for a while. And we give the money to the city. This is another problem. Well, I think it's CDEDG funds. Well, let me let me check because the one that

the Fortress did where we rehabbed for the three years and the consortium were transferred as the lead agent, you there's six different things you can use it for. We were using it for some scattered site housing and then some rehabilitation for

the last

several years. Good funds, I think of it.

But let me let me check on the number. I believe you said it was around $1.20. Now it bounces up, but it's been different numbers over the years. But let me verify that.

I always thought it was, like, 250,000, but I didn't know whether or we can reallocate those funds some kind of way to COC and my husband and, Latin America. And, do something with those funds since they're coming into the county rather than all the mistake that the mob's mayor give it to the city to execute on our behalf. But that might be something that might be they're trying to get all the type all the funding that's coming into the COC and Okay. The left of applicants so that we could be able to plan accordingly. Understood.

So, I have our, public letter. And in the CDBG, we received $2,489,554. For the home investment partnership, we received $1,383,573.18. For the ESG, we received $207,632. For HOPWA, we received $1,275,774.

Nothing in the housing trust fund and nothing in the housing recovery program. Of course, when I say we received, I should say that's a pledge. We're not actually out of that money, but that's the letter that we got from from HUD. And then it it does say, in in addition, your jurisdiction, CDBG allocation for this year also provides for $12,447,770 in available section eight loan guaranteed borrowing authority. That's not us. That would be the housing authority. Yes.

Looking to that, I think there are also funds that come through CDBG funds through the county, but we allocated, to the city because we were not in that space, in order to use the funds for the intended purpose. So I guess the question was whether or we can be able to possibly use that money now that we're getting into housing and what the intended purpose, is from, from, Hood or federal.

This letter also says that we have to submit our annual action plans or consolidated plans due for submission to our office by 08/16/2025. Please be reminded it's important to align with executive orders and applicable laws. So we have to have and I think we I think we have ours ready to go to meet the July 6 the August 16 deadline.

K.

Did we get that access to that information? So does directly as well?

That's that's that's dealing with the city.

So we are aware of the various HUD allocations that come to, the municipalities. What I will say is and and mayor Vaughn, she referenced a consolidated plan. And so in the MOU, there is a responsibility for us as the collaborative applicant slash lead to work with both municipalities on their consolidated plans. And and and the the goal of this is to make sure that the strategies that we, collectively agree upon that, yes, we do have alignment as it relates to how, jurisdictions individually based on what they what they receive, but then also what we collectively do that we have alignment. And and so, ideally, once we are able to secure a strategic plan and everyone is is invested in that plan, our perspective roles independently, as it relates to allocations, we should still have alignment.

And and, ideally, we should be working across committees and have representation as it relates to how we look at funding.

Mister chairman, this is Nina with the Nina Wilson with the city of High Can you hear me?

Yes. I can hear you.

If I can if I could speak for a moment, please. Sure. Okay. I just wanted to give you High Points information as well when it comes to the CDBG and home allocations. We will be receiving $841,549 for CDBG and $424,074 in home funds.

And what we, over the years have primarily and traditionally done with those funds have been, housing rehab, homeowner repair. Those have been the projects that we have focused on as well as public services supporting nonprofit agencies. Some of those are homeless service providers, but there are other nonprofit agencies, within High Point that, receive CDBG funds as well. And our focus for the home funds have been single family affordable housing development because we do, receive such a, you know, a smaller amount. We primarily have been working with our nonprofit housing developers to build, single family housing, like community housing solutions and, Habitat, you know, those types of organizations.

And, Maribon, I believe you may have mentioned the $12,000,000 that is the section one zero eight. That's your growing capacity?

Yes.

Yes. And, those are funds that you basically borrow against future CDBG allocations. We have used, in High Point, we have used used those section $1.00 $8, which is basically a guaranteed loan, and, we've used those for affordable housing development for some of our multifamily projects, because you can use it for certain activities like, acquisition and infrastructure, those types of things that are CDBG eligible activities. So just wanted to kind of give you a little bit of that background as far as what we have going on here. And we're working on our, consolidated plan and annual action plan just as Greensboro is, and we are set to have hours submitted, before that, August 1 August 16 deadline as well.

That's very helpful. Because up now, I think that's that's exactly what the CDBG funds from there. I thought we was getting $250,000 for for house repairs. We've been doing it for years, but we don't get into house repairs. So I think the idea was to consider give it to Greensboro, so they were into house repairs and allow them to disperse the money. And if money came down through the county, but we gave it to Greensboro for house repairs. And that's what the CDBG funds would do. I thought it was about around 200,000 for gift accounting. We didn't we didn't have that that program. That's why we make.

That's the problem looking to, see whether or that's something with again, if we had established in a housing so called department, whether or we might be able to do something of that nature.

I'm working on the coverage that Maya was in. Indicates who's responsible for what. And I I think that's really important, to have guidelines of what the lead agency is wanting to be doing. You know, so much of this work has been done by volunteers, and took on an outstanding job considering all intricacies of this program. But I think to, you know, have the, everything laid out just it's gonna help so much so much for efficiency.

And we'll relieve some of the leadership of COC to be able to think creatively and to deal more one on one with the agencies that they're serving when they're not having to do a lot of the administrative and detailed work and not having to feel responsible for having that done on a certain day now, certain day, etcetera, because they have other jobs that they're doing as well. Nothing get paid for. This is all volunteer. On top of that, there was is the challenge under the communication duties to be sure that the agents just know where that work is and responsibility, the lead agents that takes on doing this, that, and that they know who to call. You know, only have one day.

When they're not having a meeting and they've got a question, who do they call? They call somebody who's there ready to answer the phone with them. Then. So I just think this is a giant step forward being able to get to a point where we can, as a county, maybe get to, one central housing. I don't how long it'll take, but I think we're on the way. So this is a good job. Thank

you, mister chairman. Great. You. Further discussion? Aaron?

Oh, commissioner Bashan, thank you for lifting that up. I'm excited by this by this move. It allows us to have a a point agency, just for members of the COC, for members of the general public. We'll have technical assistance on staff, which is wonderful. We have our heroes in house now, and, it will allow us to not drop any balls. We have an agency that's that's dedicated to pushing our plan forward, and I think the future is bright because of this agreement.

And just one thing for the the task force's consideration, I think the different governing boards. What I've heard a lot of several things talked about here that really speak to the scope. And so if we're talking about, like, the housing function, that's different than, say, the COC, which is really, planning and coordinating housing services for people who are experiencing homelessness. And and if you remember the fur one of the first things we did here, we had this continuum. So I do think it's worth the governing bodies and then the the task force thinking about what does what does that spectrum look like.

Because if we're talking about a full housing department in the county, more than just what was added because that was for the lead agency responsibility. We talk about here. We talk about somebody is if they have, stable shelter and then move to those next phases, that's a much broader thing. And and I think some of the conversations with our municipal partners about a joint operation as we we move from the COC specifically designated responsibilities into this bigger housing system for Guilford County. So I just think keep that in mind because I did hear some things that that made you move high farther to get you right on that spectrum we showed in the first few meetings.

And and to also build on the when we did the wicked problem on training on the board retreat, what was really clear on is really big problems like this as it relates to the unhoused. How do we play the role as the convener and facilitator and the the individual or entity that can, gather and clarify separate efforts and put it all together, and and make it operable as a as a system. And so there will be some things as a county that we don't get funding for, such as affordable housing development. However, the reality is we can lean into this space in partnership with our municipal partners to tie into those plans and to be able to articulate and and gather that information to say, and this is what's happening within those jurisdictions that's getting that pot of money. And if we can have a good visual and also understand where we're going collectively.

And so, to to to Michael's perspective, there are still some some responsibilities and some funding direction that that still goes straight to cities that we did have to partner with to to say how do you plug and play into how we synthesize this particularly for for those that are on house.

We've talked we've kinda gone to the end of the story already, but I'll go through the process of strategic planning from a CSC perspective. The strategic planning committee is working with CSH to update and put together a new strategic plan in concert with the SWATO that's at CSH provided for us and did all that would work earlier this year and the gaps analysis that Club First provided for our community a couple of years ago. We're taking this information that that already exists and is still current to analyze our, strategy or put together our strategy for this next phase. So the strategic planning committee has had three meetings with CSH. And at our most recent meeting, we looked at the SWATO and the gaps analysis and created six buckets to guide our strategic plan.

The first being governance, culture and communication, partnerships, programs and initiatives, performance, and then funding. Under each of the buckets, we'll create actionable goals that will improve our systems and our processes and focus on housing outcomes for our community. So we are in June. We're drafting our goals now. We have a meeting, I believe, it's this week.

It might actually be tomorrow. I need to look at my calendar. When thank you. It's Wednesday. So Wednesday, we will gather again to, define our goals, under these buckets.

In July, finalizing the goals, and by August, we'll have a finalized plan. And in September, we'll present to the COC board in membership a renewed strategic plan that includes the goals, all of the wonderful surveying of membership, and the results of the retreat through the SWAT o, and, of course, the gaps analysis, which all the juicy information from a couple of years ago that is still relevant today to create a one Guilford plan to move the effort forward to end homelessness at Guilford County. I do want to mention that this is not although it is a little bit faster than your traditional strategic planning process that takes, you know, six months, nine months, a year, We've already done the work. What takes a long time with a traditional strategic planning process is the surveying, the information gathering, but we've done all of that. So we have this.

It's a wonderful opportunity for us to put together a new strategic plan because we've done the SWATO. We've done the gaps analysis. We have an existing strategic plan that is still relevant to our community. So it's really an update. And know, with our deeper commitment from our collaborative applicant, county, POC leads, we're

on our

way to really having one voice for a strategic plan. Any questions about that process?

As we, come to a close, just wanna circle back and acknowledge that the two items that are in progress, requires some some internal development and discussion work. Number one is the county group development implement an operational and staffing structure to support a lead agency. We spent some time talking about that today, heard from from my manager, also heard from the task force. And then the other piece is, making sure that we give space until the September for the COC to come back with a a structured and clear strategic plan, recognizing by HUD that they are the the leader and also the governing body to this work for our community and that we then build upon that. And then how do we move forward with that MOU, leveraging with our two cities to really get alignment around some priorities?

And so, you know, definitely two years ago, some some very broad conversations, and we have been able to bring things, to scale. And and, definitely, chairman Austin, he'd be loud and clear with what what is the call to action. And, definitely, we're doing a lot of update live with this readiness work. Wanna recognize that also feedback from the task force on the next meeting date, acknowledging that the COC has shared with us their strategic plan timeline for the September, and then also the county's responsibility to work with the manager's office as well as the board of county commissioners in regards to our operational staffing structure that also requires some level of recruitment and selection of relevant staff.

I have to volunteer at the Wyndham. I, yeah, I I register the caddies, so they start coming in. So that's the window.

What about the twenty first?

I'm good. Not bad. I can put someone for me.

I'm sorry. Was that July 21?

If we do 04:00, I can just leave

her at least. Yeah. 04:00. Yeah. That's July we're looking at July. The mayor said she could possibly make the air evening twenty eighth.

I'm out of the country the twenty first to the twenty ninth.

High Point City Council meets on the twenty first.

Carol, we have our behavioral health oversight advisory board meeting on the July 21.

The twenty eighth. Can you have somebody report for you, did you say? You wanna do the twenty eighth?

Yeah. We went through the twenty eighth before. And we're hosting that back around the.

We can do the water resources again. That's convenient for everyone.

Anything else? To

the chairs and to the task force, agenda items 28, any recommendations? Hear you loud and clear with, funding report the entire community, and updates based on the action items, any other items of interest.

I sent you the letter.

Alright. Thank you, mayor.

I'm not running off right now, but we can have time to develop that. Anyway we can get the agenda out to make make sure the coach here is all get it beforehand. If we can't, all the member email. Yeah.

Six.