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2 <br /> • how many engaged with Street Outreach, Harm Reduction and Deflection Program <br /> (SOHRAD); and <br /> • how many were sheltered at the Inter-Faith Council (IFC) or Cold Weather Cots. <br /> Staff will begin presenting this data at OCPEH's April Leadership Team meeting and report it <br /> monthly thereafter. <br /> Governance <br /> Staff is reviewing the Governance Charter and the municipal MOU to ensure compliance with the <br /> composition and roles of the Leadership Team and Executive Committee. The latter has not met <br /> in over a year. Staff is especially interested in broadening participation among the community on <br /> the Leadership Team, specifically for people with lived experience, people residing in northern <br /> Orange County, and members of the business community. <br /> Staff is also working to align group names with industry conventions, as well as identify <br /> opportunities to make governance/operations more efficient. For example, staff has consolidated <br /> two (2) working groups into one (1): the Data & Grants Workgroup with the Performance Review <br /> Committee. United States Housing & Urban Development (HUD) Technical Assistance, which <br /> was to assist with this restructuring process, has been paused by HUD in part due to recent <br /> changes at the federal level. <br /> Budget <br /> OCPEH staff recently presented the proposed FY 2025-26 budget to the Leadership Team, where <br /> the Expansion Budget was approved unanimously with some recommendations for adjusting the <br /> spending categories. To that end, staff have developed a revised Expansion Budget which places <br /> the cost of the Housing Access Coordinator into the external County funding portion of the budget, <br /> and replaces its expense with operational costs for Cold Weather Cots and Permanent Supportive <br /> Housing. The Expansion budget proposal can be seen in detail in the attached presentation slides. <br /> FINANCIAL IMPACT: The County contribution to OCPEH is approximately $400,000 per year, <br /> which is approved during the normal budget process. There is no financial impact with this specific <br /> discussion. <br /> ALIGNMENT WITH STRATEGIC PLAN: This item supports: <br /> • GOAL 3: HOUSING FOR ALL <br /> OBJECTIVE 2. Address need and any policy barriers to increase access to emergency <br /> shelter beds and other low-barrier housing including eviction diversion. <br /> OBJECTIVE 3. Invest in Permanent Supportive Housing <br /> OBJECTIVE 9. Increase representation of people with lived experience on housing related <br /> matters. <br /> • GOAL 2: HEALTHY COMMUNITY <br /> OBJECTIVE 3. Provide social safety net programming and the resources needed for our <br /> most vulnerable community members (e.g., veterans, unhoused people, foster children, <br /> older adults, etc.). <br /> OBJECTIVE 4. Reduce impacts and barriers for justice-involved children and adults <br /> through deflection, diversion, therapeutic interventions, and re-entry support, including <br /> housing. <br /> RECOMMENDATION(S): The Manager recommends that the Board receive and discuss this <br /> information on the budget and governance of OCPEH and provide feedback as appropriate. <br />