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7 <br /> 1 BACKGROUND: <br /> 2 Data <br /> 3 OCPEH has important guiding documents, namely the original Ten Year Plan to End <br /> 4 Homelessness and the Homeless Systems Gaps Analysis. The former document is meant to be <br /> 5 regularly updated with progress toward addressing the original plan. The latter document is meant <br /> 6 to be annually updated to show progress toward addressing system gaps. The Ten Year Plan has <br /> 7 not been updated since 2020, and the Gaps Analysis had a draft last updated in 2023 which does <br /> 8 not appear to have been finalized. The last finalized Gaps Analysis was completed in 2021. <br /> 9 <br /> 10 The OCPEH program has been under strain given loss of key staff and changes in leadership <br /> 11 over the last year, leading to missing updates on these important documents. Current OCPEH <br /> 12 Staff plan to update both documents by January 2026. <br /> 13 <br /> 14 On a smaller scale, OCPEH staff is in agreement with stakeholder requests for monthly data <br /> 15 reports, to include items such as: <br /> 16 • how many people contacted the Housing Helpline; <br /> 17 • how many completed Coordinated Entry intakes; <br /> 18 • how many exited homelessness; <br /> 19 • how many engaged with Street Outreach, Harm Reduction and Deflection Program <br /> 20 (SOHRAD); and <br /> 21 • how many were sheltered at the Inter-Faith Council (IFC) or Cold Weather Cots. <br /> 22 <br /> 23 Staff will begin presenting this data at OCPEH's April Leadership Team meeting and report it <br /> 24 monthly thereafter. <br /> 25 <br /> 26 Governance <br /> 27 Staff is reviewing the Governance Charter and the municipal MOU to ensure compliance with the <br /> 28 composition and roles of the Leadership Team and Executive Committee. The latter has not met <br /> 29 in over a year. Staff is especially interested in broadening participation among the community on <br /> 30 the Leadership Team, specifically for people with lived experience, people residing in northern <br /> 31 Orange County, and members of the business community. <br /> 32 <br /> 33 Staff is also working to align group names with industry conventions, as well as identify <br /> 34 opportunities to make governance/operations more efficient. For example, staff has consolidated <br /> 35 two (2) working groups into one (1): the Data & Grants Workgroup with the Performance Review <br /> 36 Committee. United States Housing & Urban Development (HUD) Technical Assistance, which <br /> 37 was to assist with this restructuring process, has been paused by HUD in part due to recent <br /> 38 changes at the federal level. <br /> 39 <br /> 40 Budget <br /> 41 OCPEH staff recently presented the proposed FY 2025-26 budget to the Leadership Team,where <br /> 42 the Expansion Budget was approved unanimously with some recommendations for adjusting the <br /> 43 spending categories. To that end, staff have developed a revised Expansion Budget which places <br /> 44 the cost of the Housing Access Coordinator into the external County funding portion of the budget, <br /> 45 and replaces its expense with operational costs for Cold Weather Cots and Permanent Supportive <br /> 46 Housing. The Expansion budget proposal can be seen in detail in the attached presentation <br /> 47 slides. <br /> 48 <br /> 49 Blake Rosser, Housing Director, introduced the item and made the following presentation: <br /> 50 <br />