Mayor & Commission Meetings

.0.0.The meeting will be streamed and broadcast live. Interested members of the public can watch live online via YouTube at www.youtube.com/accgov or the YouTube app, via www.accgov.com/videos, via Facebook at www.facebook.com/accgov, or on ACTV Cable Channel 180 or at www.accgov.com/actvlive WORK SESSION AGENDA UNIFIED GOVERNMENT OF ATHENS-CLARKE COUNTY, GEORGIA Thursday, December 14, 2023 – 5:30 PM City Hall Commission Chamber I. Call to Order (5:30 p.m.) Mayor Kelly Girtz II. Items for Future Consideration A. ISO Standards for Diversity & Inclusion........................................... Dr. Remy Epps Inclusion Officer B. Review draft RFP Language for distribution of ............................. Roderick Wallace ARPA Homelessness Funds Housing & Community Development Director III. Adjourn NOTE: All reports are draft. No final action is taken at this work session. The Work Session is open to the public; however, public comments are not received. Mayor & Commission Work Session | December 2023 Strategic Inclusion Planning - ISO Standard 30415 Dr. Remy Epps, Diversity & Inclusion Officer  1. Inclusion Office Purpose & Focus Areas 2. Key Terminology 3. Discussion of Inclusion Office's Approach, Framework Strategy, and Utilization 4. Preview DEI Assessment Purpose 5. Practical DEI Assessment Details 6. Current & Future Inclusion Office Initiatives 7. Key Take Aways & Questions Inclusion Office Purpose We, the Athens-Clarke County Inclusion Office, are committed to embracing the principles of diversity, equity, and inclusion. Through education, advocacy, and outreach, we strive to ensure accessible city services and equitable outcomes for all persons. Our dedicated team works to protect the fundamental rights of every ACC community member and employee, by recognizing and valuing their diverse lived experiences. We use authentic community input and up-to-date research to inform decision making processes to pro-actively address and close gaps. Inclusion Office Focus Areas 1. Staff Culture, Climate, & Competence 2. Accountability to Residents 3. Organization Sustainability Sustainability. The development & leadership meets the needs of current generations without compromising the ability of future generations to meet their own needs. Shared Language Project: Key Terms Diversity Diversity includes human differences across a range of lived experiences, identities, and backgrounds. Valuing diversity requires actively seeking out and acknowledging individual and group differences while prioritizing the benefits of representation. ACCGov Diversity Action Statement: "We commit to actively valuing, acknowledging, and making room for human beings with different identities, backgrounds, histories, experiences, and perspectives to be represented and incorporated into our decision-making processes. " Shared Language Project: Key Terms Equity: Equity means justice, fairness, and including the different lived experiences, backgrounds, and needs of individuals and groups in policies and practices in order to close the gaps and improve outcomes. Equity requires the evaluation of policies and processes to ensure that we are identifying and eliminating disparities, and moving towards an Athens-Clarke County where identity is no longer a predictor of outcomes. ACCGov Equity Action Statement "We commit to taking consistent action to identify and close gaps in order to increase positive outcomes throughout our community. We implement policies and procedures to ensure fair treatment and access to resources. We evaluate and assess the impact of our policies on residents and staff to ensure that we are responding to populations based on specific identified needs, rather than assumptions." Shared Language Project: Key Terms Inclusion Inclusion means the choices, methods, and strategies that create room for more voices, and cultivate an environment where every individual and group is actively acknowledged, welcomed, respected, and valued in a manner that supports their full participation. ACCGov Inclusion Action Statement "We commit to making room for more voices and building pathways for increased understanding and participation in local government processes. We understand and actively value differences of perspective, background, and experience, while acknowledging that the need for belonging cannot be met without real and meaningful access to opportunities to engage, listen, understand, and be responded to with respect and dignity."  Our Approach: Strategic Inclusion Planning The Inclusion Office approaches DEI like a service akin to caring for a garden or preparing a meal. Just as each action in gardening is carefully assessed to cultivate crops or plants, building an inclusive organization requires a thorough evaluation of every initiative. It's essential to guarantee that each endeavor actively involves underrepresented and diverse communities through a range of programs and service projects. Simply, We.... • Review current performance; • Clarify expectations for improved performance; • Establish success metrics; and This Photo by Unknown author is licensed under CC BY-NC. • Offer support Our Framework: ISO 30415 Released in May 2021, the ISO 30415 standard serves as a Guiding Framework for cultivating an inclusive workplace, applicable to organizations of any size, with varied accountabilities, and a sustained dedication to diversity and inclusion (D&I). It addresses inequalities within organizational systems, policies, processes, and practices, offering a comprehensive approach to promote inclusivity. Courtesy of Inclusionscore.org  Assessment or Evaluation An assessment plays a crucial role in shaping the organization or department- How We're wide diversity strategic planning process. It offers a tangible measure of current performance, incorporating the voices, ideas, and energy of diverse Utilizing this in stakeholders in the community. This systematic approach enables the organization to embrace Diversity, Equity, and Inclusion (DEI) as a core value, Real - Time showcasing baseline positioning, and identifying opportunities for growth.  The assessment will examine ACCGov, as a whole, and each department with respect to the 7 Principles Areas below: • Accountabilities and responsibilities How We're • D&I framework • Inclusive culture Utilizing this in • Human resource management life cycle Real - Time • Products and services — design, development and delivery • Procurement and supply chain relationships • External stakeholder relationships DEI Maturity Index This is a tool for assessing systemic progress along a continuum of practices that help create and sustain an inclusive organization. Once the assessments are complete, a score will be revealed to indicate what level efforts are at. *There are various styles of Maturity Models available Diversity & Inclusion Service Management Refers to the set of actions an organization takes to plan, construct, deliver, operate, and oversee Diversity & Inclusion (D&I) services across the entire organization Before a project (or initiative) is deployed, an assessment, framework (policy), and assigned responsibilities should be completed, or you run the risk of siloed efforts with no maturity benefit. Courtesy of Inclusionscore.org Project Types • Training • Educating stakeholders about something they were unaware of. • Data Extraction • Collecting information about a particular issue to analyze organizational inclusion. • Internal Infrastructure • Creating organizational bodies that engage and advise on inclusion issues. • External Infrastructure • External investments that demonstrate internal organizational priorities. Current & Future Inclusion Office Initiatives Focus Area 1: Staff Culture, Climate, & Competence S.1. Develop a learning & development plan for all staff around building a culture of accountability S.2. Achieve a respectful and welcoming workplace environment where every team member is nurtured and supported for their unique skills and perspectives • Equal Employment Opportunity Plan • Revamped Organization DEI Training • Workforce Data Dashboards Current & Future Inclusion Office Initiatives Focus Area 2: Accountability to Residents S.1: Be a community bridge by aligning and collaborating with various local, regional, and national groups on an as needed basis to support DEI efforts and partnerships S.2. Utilize equity tools to integrate consideration of equity in decisions, including policies, practices, program initiatives, programs, budget, to address the impacts on quality of life • Budget Equity Tool • Equity Assessment Toolkit • Subrecipient Guides • Workforce Data Dashboards • Human Relations Commission Current & Future Inclusion Office Initiatives Focus Area 3: Organization Sustainability S.1. Build Organizational DEI Capacity S.2. Demonstrate leadership commitment and accountability to advance equity and inclusion • ADA/ Inclusive Facility Evaluations • Equal Employment Opportunity Plan • Organization DEI Training • CORE Values Team • Supplier Diversity Program/Policy Development • Budget Equity Tool • Equity Assessment Toolkit • Subrecipient Guides  • A systematic approach to DEI is imperative for creating a sustainable inclusive organization. • Diversity, Equity, and Inclusion goes far beyond race, ethnicity, gender, sexual orientation, and age. Key Take-Aways • Diversity, Equity, and Inclusion is a process not a destination. There is always will be work to be done. • The Inclusion Office is here to support! Contact Us Remy Epps, Ph.D. Inclusion Officer Athens-Clarke County Inclusion Office Office: (706) 613-3015 remy.epps@accgov.com OR Inclusion Office Inclusionoffice@accgov.com MAYOR AND COMMISSION WORK SESSION ARPA-funded Homelessness Activities and RFP Concept Unified Government of Athens-Clarke County Housing & Community Development Department (HCD) December 14, 2023  PURPOSE • Review SPRPH Funding Allocation Plan and CDO accepted by Mayor & Commission on October 3, 2023 • Explain RFP Concept and Grouping of Specific Strategies • Explain ARPA Homelessness RFP & Application Review Process • Review 3 Proposed Competitive RFPs  ACCEPTED FUNDING PLAN INCLUDING CDO DATED 10/3/2023 Key Strategy CDO Approved ARPA Allocation #1 :Staff the Coalition $400,000 Homelessness #2: Increase Participation from persons with Lived Experience Engagement $30,000 Homelessness #3: Improve Coordinated Entry Policy and Implementation $350,000 Homelessness #4: Establish Comprehensive Street Outreach $200,000 Homelessness In Support of #4: Physical Healthcare of Homeless Ind. (CDO) $195,000 #5: Organize Housing Surges for Encampments $150,000 Homelessness #6: Increase Low-Barrier Shelter Units $2,200,000 Homelessness #7: Implement Diversion and Rapid Exit $200,000 Homelessness #8: Create Support Fund to End and Prevent Homelessness $300,000: M&C previously Homelessness allocated in FY24 budget process #9: Engage in Landlord Focused Initiatives $240,000 Homelessness #10: Establish Partnerships for Employment $195,000 Business Dev. & Workforce Support All Other Strategies $500,000 Homelessness  RFP GROUPING BY KEY STRATEGY Low Barrier Shelter Unsheltered Initiatives Supportive Services • Increase Low • Comprehensive • Diversion and Barrier Shelter Street Outreach Rapid Exit Units • Physical • Landlord Healthcare Focused Services Initiatives • Housing Surges • Partnerships for for Employment Encampments Applicants may submit up to 3 total proposals across the 3 RFPs. RFP APPLICATION AND REVIEW PROCESS Universal Timeline Comprehensive Outreach Efforts Universal Components of all ARPA- funded Homelessness Applications Universal Eligibility Requirements Universal Evaluation Criteria  ANTICIPATED RFP SCHEDULE  RFP Release January 8, 2024  Technical Assistance Period January 24-February 28, 2024  Webinar January 24, 2024 at 11:00 am  Last Day for Questions February 21, 2024  Q&A Addendum released February 28, 2024  Proposals Due March 8, 2024  RFP Review, Recommendation of Submitted Proposals March 11-29, 2024  Mayor and Commission Award Approval May 7, 2024 NOTIFYING INTERESTED PARTIES • Interested Parties Listserv email maintained by HCD and PIO • Homeless Services Providers including, but not limited to, Faith-Based Organizations, Halfway Houses, Mental and Physical Healthcare providers • Athens Homeless Coalition • Posted on HCD Website (NewsFlash) • Posted on ACCGov Website (NewsFlash) • Posted on ACCGov ARPA Website • Neighborhood Leaders notification to share with community partners and leaders  UNIVERSAL REQUIRED ELEMENTS OF ALL RFPS Evidence of Implementation Budget – Sources Scope of Work Appropriate and Expenditure and Uses Experience Timelines Equity Performance Risk Assessment Assessment Metrics APPLICANT ELIGIBILITY REQUIREMENTS  Must serve Athens-Clarke Count residents; and  Must be a public or private non-profit entity incorporated by or licensed in the State of Georgia, and registered with the IRS for at minimum of one year; and  Must have at least 1 year of organizational experience operating a similar service or program in the area(s); and  Must have demonstrated capacity to meet performance requirements for federally contracted funds, including compliance reporting and other Federal Grant funding requirements.  EVALUATION CRITERIA Evaluation Criteria Maximum Number of Points Budget & Leverage 10 Feasibility/Timeline 20 Organization Capacity & Qualifications 15 Clarity/Quality of Proposal 20 Women & Minority Businesses 5 Local Businesses 5 Letters of Support 5 Risk Assessment 20 Total 100 RFP 1 Specific Slides Follow RFP 1: INCREASE LOW BARRIER SHELTER UNITS SPRPH Goal #3: Improve Emergency Shelter and Transitional Housing Programs Key Strategy #6: Increase number of low-barrier shelter units. Purpose: To seek proposals that will increase the number of low-barrier shelter, emergency shelter and transitional housing program units.  RFP 1: INCREASE LOW BARRIER SHELTER UNITS  Proposals for the provision of low-barrier emergency shelter to individuals and households experiencing homelessness in Athens-Clarke County.  Projects funded through this RFP may include construction, acquisition and conversion, rehabilitation of existing low-barrier emergency shelters to increase capacity, and costs associated with qualified staffing.  Configuration of beds/units can be of congregate, non-congregate or a combination thereof.  Eligible costs for construction include acquisition, demolition, development hard costs, and related soft costs.  RFP 1: INCREASE LOW BARRIER SHELTER UNITS Low-Barrier Shelter Principles • Low Barrier Shelter means an Emergency Shelter that does not require any of the following for a client to stay at the shelter: (i) criminal background checks, (ii) credit checks or income verification, (iii) program participation, (iv) sobriety, or (v) identification. Low Barrier Shelters may, however, enforce safety requirements for self, staff, place, and others. • Configure space to meet a variety of needs Rules should be based on behavior while in the shelter. • Termination as last resort • Sufficient staffing to support individuals with higher needs to move into permanent housing  NEXT STEPS  Present Proposed RFPs to January 2, 2024 Mayor & Commission  Release RFPs January 8,2024  M&C vote on recommendation of May 7, 2024 submitted proposals  Begin with Contracting to ensure successful May 8, 2024 expenditure by ARPA deadline of December 31, 2026. RFP 2 Specific Slides Follow  RFP 2: HOMELESS SUPPORTIVE SERVICES Purpose: To seek proposals for projects that will increase access to housing and increase housing stability, through 3 specific activities: A. Diversion and Rapid Exit B. Landlord Focused Initiatives C. Partnerships for Employment SPRPH Goal #3: Improve Emergency Shelter &Transitional Housing Programs SPRPH Goal #4: Increase Access to Permanent Housing SPRPH Goal #5: Increase Housing Stability  RFP 2: HOMELESS SUPPORTIVE SERVICES A. Diversion and Rapid Exit Activities – Funding Available for this Activity $200,000 Purpose: To reduce the inflow to homelessness and reduce the length of time individuals/households live in homelessness through diversion and rapid exit activities. SPRPH Goal #3: Improve Emergency Shelter & Transitional Housing Programs Key Strategy #7: Implement Diversion and Rapid Exit Activities  RFP 2: HOMELESS SUPPORTIVE SERVICES A. Diversion and Rapid Exit Activities  Diversion and Rapid exit are targeted motivational interviewing and case management efforts resulting in reduced inflow into homelessness.  Diversion practices help people experiencing homelessness access alternatives to shelter or living unsheltered.  Rapid exit refers to finding alternatives soon after entering homelessness.  RFP 2: HOMELESS SUPPORTIVE SERVICES B. Landlord Focused Initiatives – Funding Available for this Activity $240,000 Purpose: To increase access to permanent housing for people exiting homelessness through landlord engagement with targeted incentives. SPRPH Goal #4: Increase Access to Permanent Housing Key Strategy #9: Engage in Landlord Focused Initiatives  RFP 2: HOMELESS SUPPORTIVE SERVICES B. Landlord Focused Initiatives  Landlord focused initiatives include engagement, incentives and risk mitigation.  Proactive engagement of landlords and targeted incentives can lead to an increased housing supply for people exiting homelessness.  RFP 2: HOMELESS SUPPORTIVE SERVICES C. Establish Partnerships for Employment – Funding Available for this Activity $195,000 Purpose: To increase housing stability, reducing the number of newly homeless and households returning to homelessness by offering opportunities for employment that increase their income so they can afford to pay for housing. SPRPH Goal #5: Increase Housing Stability Key Strategy #10: Establish Partnerships for Employment  RFP 2: HOMELESS SUPPORTIVE SERVICES C. Establish Partnerships for Employment  Supporting individuals and households experiencing homelessness to increase their income is a way to address the affordability housing crisis. Improving connections to well-paying jobs.  Barriers to quality employment may be past criminal history, lack of training, access to proper attire, and transportation.  NEXT STEPS  Present Proposed RFPs to January 2, 2024 Mayor & Commission  Release RFPs January 8,2024  M&C vote on recommendation of May 7, 2024 submitted proposals  Begin with Contracting to ensure successful May 8, 2024 expenditure by ARPA deadline of December 31, 2026. RFP 3 Specific Slides Follow  RFP 3: UNSHELTERED HOMELESS INITIATIVES Purpose of RFP 3: To seek proposals for projects that will reduce the impact of unsheltered homelessness, through 3 specific activities: A. Comprehensive Street Outreach B. Physical Healthcare Services for Individuals living Unsheltered C. Housing Surges for Encampments SPRPH Goal #2: Reduce the Impact of Unsheltered Homelessness  RFP 3: UNSHELTERED HOMELESS INITIATIVES A. Comprehensive Street Outreach– Funding Available for this Activity $195,000 Purpose: To reduce the impact of unsheltered homelessness on both those experiencing it and the community by promoting more efficient use of resources and intentional relationship building. SPRPH Goal #2: Reduce the Impact of Unsheltered Homelessness Key Strategy #4: Establish Comprehensive Street Outreach  RFP 3: UNSHELTERED HOMELESS INITIATIVES A. Comprehensive Street Outreach  Comprehensive street outreach strategies promote more efficient use of resources and intentional relationship building with people experiencing unsheltered homelessness.  Street outreach professionals help ensure people are supported to move into safe housing options and help highly vulnerable people connect with appropriate housing and services.  RFP 3: UNSHELTERED HOMELESS INITIATIVES B. Physical Healthcare Access and Services – Funding Available for this Activity $195,000 Purpose: To increase access to healthcare assistance for unsheltered homeless and to decrease the number of emergency room visits for non-emergency healthcare needs. SPRPH Goal #2: Reduce the Impact of Unsheltered Homelessness Key Strategy: n/a - result of a CDO  RFP 3: UNSHELTERED HOMELESS INITIATIVES B. Physical Healthcare Access and Services  Homeless persons encounter barriers to general healthcare.  Unsheltered homeless are more susceptible to certain diseases, have greater difficulty getting health care, and are harder to treat than other people, all because they lack a home.  Successful programs to provide general healthcare should include communication, coordination, a targeted approach, and utilize internal and external resources.  RFP 3: UNSHELTERED HOMELESS INITIATIVES C. Housing Surges for Encampments– Funding Available for this Activity $150,000 Purpose: To quickly identify housing and place people experiencing homelessness into units using a disaster response approach. SPRPH Goal #2: Reduce the Impact of Unsheltered Homelessness Key Strategy #5: Organize Housing Surges for Encampments  RFP3: UNSHELTERED HOMELESS INITIATIVES C. Housing Surges for Encampments  Creation of a Housing Central Command (HCC) is one model of a housing surge.  HCCs quickly identify housing and place people in units, similar to disaster response models. This approach uses resources to rapidly implement changes within local homeless response systems.  NEXT STEPS  Present Proposed RFPs to January 2, 2024 Mayor & Commission  Release RFPs January 8,2024  M&C vote on recommendation of May 7, 2024 submitted proposals  Begin with Contracting to ensure successful May 8, 2024 expenditure by ARPA deadline of December 31, 2026.