Community Investment Partnership Planning Retreat

Transcription

1 Community Investment Partnership Planning Retreat The Community Investment Partnership includes members of the Thurston County Regional Health and Human Services Council (HHSC) which is comprised of elected officials from Thurston County and its Cities and the United Way of Thurston County. Facilitated by Karen Parkhurst, Senior Planner, TRPC February 8, :00 noon -4:00 p.m. Area Agency on Aging 2404 Heritage Ct SW, Olympia, WA 98502

2 Community Investment Partnership Retreat Agenda 1. Welcome and Introductions (Karen Parkhurst) 2. Review of the Agenda /Meeting Purpose (Karen Parkhurst) 3. Confirm HHSC Chair and CIP Co-Chair Positions (Karen Parkhurst - All Members) 4. Funding Projections all Sources (Gary Aden) (Attachment 1) a Set Asides: Homeless and Affordable Housing Coordinator, Cold Weather Shelter/Contingency-Emergency Funds/Coordinated Entry 5. HOME--Affordable Housing/Homeless Housing RFP (Gary Aden) (Attachment 2) a. Recommended Review Team and HAT Priority statement 6. CIP - Review Team Selection/RFP Review Process (Karen Parkhurst) a. Decision Making Process in 2015 (Attachment 3) b. Decision Models From Other Programs (Attachment 4) c. Review of last year comments (Attachment 5) i. Allow an amount per review team? ii. Interviews of Applicants Yes or No? iii. CIP Members on review teams? Assign to teams if Yes. d Review Team Members/Recruitment materials e. Select/Recommend CIP review team members CIP Priorities (Karen Parkhurst) a. Review Priority Recommendations from Action Teams (Liz Davis) (Attachment 6) 8. CIP RFP What are the Areas of Focus (Karen Parkhurst) a. Financial and Residential Stability b. Promoting Healthier Choices c. Child and Youth Resilience 9. South County Cities Update (Commissioner Wolfe) 10. Adjourn Next CIP Meeting Date and Topics MARCH 14, :00 TO 3:00 PM Olympia, WA Conference Room 280 1

3 2016 Funding Projections Attachment 1 O:\SOCSVS_CHP\Housing & Community Renewal\MONTHLY MEETINGS\CIP_Community Investment Partnership Steering Comm\Retreat 2

4 2016 Funding Projections Attachment 1 Set Asides from 2163 $ 55,000 Homeless and Affordable Housing Coordinator $ 100,000 Emergency / Contingency Fund** $ 87,200 Cold Weather Shelter Program $ 45,000 Coordinated Entry Program $ 287,200 Total Projected Revenues for 2016 Program Year (not including set asides**) $ 550,000 HOME Investment Partnership Act (Federal Affordable Housing Funding) $ 929,102 SHB 2163 (Local Document Fee Recording Funds for Homeless Housing)** $ 247,500 SHB 2060 (Local Document Fee Recording Funds for Affordable Housing) $ 200,000 State Consolidated Homeless Grant (CHG Estimate) $133,000 Emergency Solutions Grant (ESG) (Federal to State to County) $2,059,602 HOME and Affordable Housing and Homeless RFP Total $ 624,301 Community Investment Partnership (Local Sales Tax and United Way Funding) $ 2,683,903 Total including HOME Affordable Housing and Homeless Housing and CIP 2016 HHSC Revenue 42,212 Lacey 25,000 Tumwater 85,679 Olympia 63,000 Thurston County 215,891 Subtotal <21,589> (Less 10% from HHSC portion for County Admin) 194,301 HHSC Available for Program 430,000 United Way Available for Program $624,301 Total available for CIP Program O:\SOCSVS_CHP\Housing & Community Renewal\MONTHLY MEETINGS\CIP_Community Investment Partnership Steering Comm\Retreat 3

5 Homeless and Affordable Housing Funding Attachment 2 O:\SOCSVS_CHP\Housing & Community Renewal\MONTHLY MEETINGS\CIP_Community Investment Partnership Steering Comm\Retreat 4

6 Homeless and Affordable Housing Funding Attachment the (local) Homeless Housing Program assists homeless persons and families. Eligible activities include: O&M costs for emergency shelters and licensed overnight youth shelters; Rental Assistance for homeless or persons below 30% of the median income, or are in immediate danger of becoming homeless; Costs of developing affordable housing and services for formerly homeless persons residing in transitional housing or permanent housing; Rapid Re-housing programs; Rental and furnishing of dwelling units; Outreach services; Temporary services to assist persons leaving state institutions and other state programs; Services to prevent homelessness, such as emergency eviction and prevention programs, including temporary rental assistance, and coordinated assessment and entry programs; Operating subsidies for transitional housing or permanent housing; Other activities to reduce and prevent homelessness as identified in Thurston County s Ten-Year Homeless Plan; and the Development and management of local homeless plans including homeless census data collection, goals, performance measures, strategies, and cost and evaluation of progress towards established goals. CHG the (state) Comprehensive Homeless Grant funds support a variety of activities, including: operations of emergency shelter and transitional housing units, rental assistance, data collection and reporting. Refer to the Guidelines for a Consolidated Homeless Grant for details on providing services to people who are homeless. The Hen program was recently added to the CHG contract. HEN (state) Housing and Essential Needs Grant funds are limited to providing rental assistance, utility assistance and essential needs for Medical Care Services recipients whose eligibility is determined by the Department of Social and Health Services (DSHS). ESG the (federal) Emergency Solutions Grant funds homelessness prevention assistance to households who would otherwise become homeless and to provide assistance to rapidly re-house persons who are experiencing homelessness. The funds under this program are intended to target individuals and families who would be homeless but for this assistance. The funds will provide for a variety of assistance, including: Short-Term or Medium-Term Rental Assistance, Housing Search and Placement, and Housing Stability Case Management the (local) Affordable Housing Program assists in the development and preservation of affordable low-income housing (households at below 50% if the area median income) that address critical local housing needs. Eligible activities include: Capital Projects: acquisition, construction, or rehabilitation of housing projects that are affordable to low-income persons at or below 50% of the area median; Rental Assistance: Housing vouchers for non-homeless persons below 50% of median income, which may be for short or long term use, and for tenant-based or project-based use; and Rapid Re housing programs. The (federal) Home Investment Partnership Act HOME Program is targeted to producing safe, decent and affordable housing through acquisition, rehabilitation and new construction of single and multifamily units serving low income renters, homeowners and first time homebuyers. Work is completed through non-profits and Community Housing Development Organizations (CHDO s). 5

7 Eligible Affordable and Homeless Housing Activities by Funding Source ACTIVITY FUND SOURCE CHG ESG HEN HOME O & M X - - X - - Rental Assistance X - X X X - Services X - - X - - Emergency Shelter X X Data Collection and Reporting X X X X X X Short term Rental Assistance (1-12 months) X X - X X - Medium term Rental Assistance (13-24 X X - X X - months) Housing Search/Placement - X - X - - New Construction of Housing X X X Acquisition of Housing X X X Utility Assistance - - X Case Management - X - X - - Rehabilitation of Housing X X X Essential Needs - - X New Construction/Rehabilitation of X X X Transitional Housing Rapid Re-Housing - X - X - - Outreach to Homeless and At Risk X - - populations Assistance to those Leaving Institutions X - - X - - Homeless Prevention - X - X - - Rental of and Furnishing of units for X - - Homeless Operating Subsidies for Transitional X - - X - - Housing Operating Subsidies for Permanent X - - X - - Housing Rental Deposits/Damage Deposits X - - Foreclosure Prevention X - - Serve up to 30% of Median Income X X X X - - Serve up to 50% of Median Income X - Serve up to 80% of Median Income X 6

8 Housing Action Team --- Priority Statements for 2016 Recommended Review Team Members for HOME 2016 RFP Program Area Provide Agency and Program Operating Costs for Emergency Shelter Transitional Housing with Services Permanent Supportive Housing Percentage of Revenue $559,800 (61.2%) $45,000 (5%) Develop a functioning Coordinated Entry Program Provide Rapid Rehousing funding for Individuals and Families $295,200 (33.8%) Maintain, Enhance and Expand the supply of affordable housing for low income homeowners, renters and special needs populations $750,000 Ensure that all housing that is developed or rehabilitated with this funding is Green and Healthy Housing $50,000 *Red Area has approximately $900,000 available. ** Blue and Green Areas have approximately $800,000 in federal and local funding available. The below individuals are proposed to review the HOME/2060 -Affordable Housing/2163 -Homeless Housing/Emergency Solutions Grant and Consolidated Homeless Grant RFP responses. Jeff Spring Sheryl Hawes Joe Avalos or Designate Katrina Van Every HHSC Member(s) CHG Program Manager, State Department of Commerce Housing Program Manager, Kitsap County Housing Authority PHHS Behavioral Health Manager Planner, Thurston Regional Planning Council? 7

9 Decision Making Process in 2015 Attachment 3 O:\SOCSVS_CHP\Housing & Community Renewal\MONTHLY MEETINGS\CIP_Community Investment Partnership Steering Comm\Retreat 8

10 Funding Process for HOME & CIP 2016 Attachment 3 1. Release the RFP (22 Feb) 3. Review teams reads and rates responses (April) 5. Final Recommendation to the BOCC for Contract Authority (June) Receive responses (18 Mar) Final responses to the HHSC or CIP. (9 May) Contracts begin in July or September depending on funding source HHCS Funding Sources Funding Sources: HOME/2060 Affordable Housing New Construction, acquisition and rehabilitation of affordable housing for those at or below 80% of median including special needs populations. Funding Sources: Homeless Housing 2163/CHG/ESG Homeless services, Rapid Rehousing, Operating and maintenance funding for programs and agencies serving homeless and at risk populations. CIP Funding Sources Funding Source: Community Investment Partnership Non capital, non homeless, Human Service programs as identified in the Thurston Thrives strategic goals. O:\SOCSVS_CHP\Housing & Community Renewal\MONTHLY MEETINGS\CIP_Community Investment Partnership Steering Comm\Retreat 9

11 CIP Decision Process in RFP released 2. RFP returned 3. Threshold Review completed by Staff. 4. Review team training provided by Staff 5. Review Teams: Read and rate each application using forms provided by staff Work independently to organize meetings Interview applicants for a max of 15 minutes Complete individual forced pair worksheet 6. Review teams meet and create one priority list through a forced pair worksheet with top 1/3 fund fully, middle 1/3 partially fund and bottom 1/3 do not fund. 7. Review team chair presented information to the CIP regarding their selections. 8. CIP deliberated for 3 ½ hours and selected projects. 9. Final CIP recommendations forwarded to Board of County Commissioners for contract authority 10

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13 Decision Models from Other Programs Attachment 4 O:\SOCSVS_CHP\Housing & Community Renewal\MONTHLY MEETINGS\CIP_Community Investment Partnership Steering Comm\Retreat 12

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29 Last Year Review Team Comments Attachment 5 O:\SOCSVS_CHP\Housing & Community Renewal\MONTHLY MEETINGS\CIP_Community Investment Partnership Steering Comm\Retreat 28

30 General Comments: CIP Panel Feedback and Recognition Event 6/15/15 Amazing to see how much good work that is being done in our community Excited about the future of the program Because the process is clear and rigorous I think the chance that this money is doing something useful is very high Because of things like follow through What Worked: This was a rigorous and impressive process Applicants were required to think through things to help applicants become stronger organizations Great people - amazed with how groups worked together Interviews were so helpful, could ask the questions that we wanted to know 15 minutes was a good length of time, too Forced pair process? What could help us improve the process: We need to help the people that are applying United Way help them to articulate higher goals in their application - so that they can be a part of something that has a broader community impact How we work the recommendation of the amount - there is no real guideline for how to make the recommendation How do you compare what they asked for vs what they really need EITHER allocate what a panel has to give out/work with, can be a proportion of the total amount of what was requested Panel is making a determination based on dollar amounts OR Not make any recommendation on dollar amount, and then make the CIP make the final call Let the rankings lie without an amount OR alternative - assign a target amount to each group, would allow panels to go deeper "I don't know anyone who recommends a budget without knowing what they have to work with" "I didn't want to know how much money was available because I wanted it to be based on deserving" Might be an opportunity to find a volunteer skilled in grant writing that would be willing to offer two or three seminars about synthesizing material, help those smaller agencies position themselves to compete with the ''big guys" Need more money! Going to try and get parody between United Way and other organizations involved I think we could also work on educating people on Thurston Thrives - missing the boat on connecting it How can we make this process have a bigger impact - money for programs or money for results Prevention or crisis based programs, more clarity, challenge to pick between prevention or O:\SOCSVS_CHP\Housing & Community Renewal\MONTHLY MEETINGS\CIP_Community Investment Partnership Steering Comm\Retreat 29

31 immediate need Should we in our next iteration, make it so a percent goes to crisis, a percent goes to evidence based practice, etc. Add innovations bonus - innovative program, might not work Need to structure this where it rewards risk and innovation Most impact: we specify the criteria - this is what we want to see, if you can do it you're going to get the funding In the application - this is what we are trying to result, this is how you are going to get funding Might cause conflict where someone who really needs the money that would manipulate their application to get what they need Community members: This is the same old same old, CYS gets all the money, and how do other organizations get to that level Caught between maintaining a solid organization, and how to spread the wealth (Would like to do this with bigger money, would be able to do something different and serve as a good way to take that on) Is our purpose with this funding, to fund sustaining organizations, are we keeping organizations alive? That's how organizations see it "we have to get our X amount from United Way" Disagree: It's the results and what they end up doing is what we look at in the end, looking at the program Could also get training on how to share your story If it's not the biggest story is our funding still worthwhile? 'What would you like to know from the agencies that were funded last year? Tell us a real life story - how did it make a difference, not just about the data If we start asking for more story-telling, we'll get it -have to connect it to our logic model What did they not accomplish, what are they not telling us Is there a tweak in the system where we can make results that we've never heard of before Open to blowing up the whole process if our purpose is to make community results Could we give 100,000 to each Thurston thrives hub and have them tell us what needs are greatest? Portland model? Why aren't organizations partnering, there are so many opportunities! Don't like the section in the application about partnering Would like to see that section re-amped Put together a project where you work together Opportunity to make a volunteer available for being the story teller for your organization O:\SOCSVS_CHP\Housing & Community Renewal\MONTHLY MEETINGS\CIP_Community Investment Partnership Steering Comm\Retreat 30

32 2015 CIP Review Panel Members Preparing Children and Youth to be Resilient, to Learn & to Succeed CIP Steering Committee: Paul Knox and Joan Cathey Barbara Burgener Denise Hagen Ellen Shortt-Sanchez Joe Frederickson Leatta Dahlhoff Rhodetta Seward Promote Healthy Choices and Behaviors CIP Steering Committee: Faith Trimble and Virgil Clarkson David J. Kapaun Kevin Haughton Kris Tucker Michelle Harvey Promoting Financial and Residential Stability CIP Steering Committee: Ben Morales and Jennine Roe Gretchen Bornstein Lars Andreassen Patrick Maxson Tyler J. Adams Theresa Slusher Kristin Retlin 31

33 The Community Investment Partnership Seeks Skilled Volunteers for Community Investment Grant-Making Panels CONSIDER THIS UNIQUE VOLUNTEER OPPORTUNITY. SHARE YOUR EXPERTISE, BE PART OF A SHORT TERM, HIGH LEVEL TEAM AND HELP IMPACT CHANGE IN OUR COMMUNITY. Overview United Way of Thurston County and the Thurston County Health and Human Services Council (HHSC) have created the Community Investment Partnership (CIP). The partnership was formed to increase impact around targeted community social and health priorities by combining financial resources. By coordinating public and private resources the CIP will: Amplify our impact and focus our results around common goals Create incentives for service coordination Increase efficiencies for both non-profit service providers and funding organizations Support common performance reporting and continuous improvement The Community Investment Partnership will release an RFP in February 2016 requesting grant proposals from interested and eligible nonprofit organizations. Non-profits applying for Community Investment Partnership grants provide programs that advance the common good for Thurston County residents in the following goal areas: Promote financial and residential stability Prepare children and youth to be resilient, to learn and to succeed Improve people s health and healthy behaviors Volunteers are needed to serve on Citizen Review Panels Responsibilities We are seeking dedicated volunteers to join one of three rating, ranking and performance review panels that focus on the priority goal areas for the entire grant process. Each panel will be co-chaired by two members of the CIP Steering Committee. To fully engage in the process, each panelist must: a. Attend an orientation meeting b. Attend four to six meetings for debriefing, collaboration and funding recommendations c. Conduct interviews with grant applicants d. Access grant applications from a website 32

34 e. Read, evaluate and rate each application f. Collaborate with other panel members f. Comply with the CIP ethics code which includes conflict of interest, confidentiality and non-discrimination policies Time Commitment Panel members will be required to attend an orientation and commit to approximately 20 hours in April and May Each panel will meet four to six times in the late afternoon early evening period in the Olympia area. Grants are read outside of meeting times. Panels will convene once after six months to track grantee s success and ensure grant guidelines are being met. Desired Qualifications An interest in the welfare of our community and a desire to create change through strategic investments in local programs. Some knowledge and interest in the goal areas above. An ability to be open minded and unbiased, considering each program application equally and fairly. The ability to articulate questions and opinions in an engaging and non-confrontational manner. An orientation will be provided to help volunteers understand the priority goal areas and how to use the tools to effectively and fairly evaluate grants. To Apply To apply as a Community Investment Partnership volunteer, please send your contact information and a short cover letter responding to the three questions below. Send both to Jessica Bateman at mail to: jbateman@unitedway-thurston.org by February 19th, Please tell us: 1. What interests you about serving as a Community Investment Partnership volunteer? 2. What skills or expertise do you bring to a funding panel? 3. Which of the three priority goal areas below interest you the most and why? Promoting financial and residential stability Preparing children and youth to be resilient, to learn and to succeed Promoting health and healthy behaviors Thank you for considering joining us in this exciting community endeavor! Please contact Jessica Bateman above if you have any questions or comments. 33

35 Policy Recommendations from Action Teams Attachment 6 O:\SOCSVS_CHP\Housing & Community Renewal\MONTHLY MEETINGS\CIP_Community Investment Partnership Steering Comm\Retreat 34

36 2016 Priorities Thurston Thrives Action Teams Clinical Care Collaborate with Housing and Public Safety & Justice Teams on jail, hospital, and behavioral health diversion efforts Mental Health Triage Center co-located at jail (collaboration with Public Safety and Justice team) Community Health Pilot Project with Lacey Fire Department to deploy an ARNP and social worker to homes when calls are received that do not require a full fire truck Advance Care Planning Project with Providence to help people determine the healthcare they want and who can make decisions for them Community Care Center one-stop service hub in downtown Olympia with multiple service partners (collaboration with several different action teams) Community Design Safe Routes to School: (includes Walk n Roll-type education/promotion efforts) many county areas are not served by these programs encouraging active travel to school (south county; parts of larger, more urban districts) Outreach/promotion events: event(s) that involves bringing people together to be active, preferably on a neighborhood placemaking project or trail improvement of some kind Trail wayfinding signs, other on-trail/corridor improvements: could include clean-up or maintenance projects, or neighborhood placemaking improvements Action on findings of walkshed analysis: along urban corridors, either improvements that open up more trail or transit access for nearby housing, or presentations of the results to local officials or neighborhoods) Economy Develop a system of cross referrals and education among career, financial education, and employer and business development networks. These could include computer training, career and skill development and entrepreneurship/self-employment programs for new and existing employers. Communicate information and resources across public, nonprofit, employer, and community networks. Develop materials for outreach and public relations. Develop ways to identify and address opportunities and gaps in partner networks through Emerging Issues discussions, ABC Shared Learning and Moving Beyond Poverty events, collaborative projects, and sharing of best practices. Focus on mainstream, community, and business connections. Explore, develop and provide education about public policy issues with consideration of local, regional and state government arenas through legislative advocacy tools, such as CFED scorecard, Washington ABC lobby Day, EDC Economic Vitality Index, etc., Advance cross referrals and collaboration among Hubs within the Asset Building Coalition, Thurston Thrives and other networks for better coordination of services through Steering Committee meetings, integrated events / projects, improved communications, and by addressing gaps among sectors. 35

37 Education & Resilience Integrated Services: Better coordinate systems and programs to improve services and outcomes for children, youth, and families, including: improved access to services, increased alignment and coordination of services, and timely and effective/appropriate services for children, youth, and families. Support the Community Schools project, GRAVITY, and the 21st Century Community Learning Centers (CCLC). Family and Community Engagement: Engage parents, families, and the community in understanding NEAR (neuroscience epigenetics, Adverse Childhood Experiences, and resilience), preventing ACEs, and promoting resilient children, youth, and families. Work with Junior League of Olympia to put on the annual Community Summit on Resilient Children, Resilient Communities. Evidence-Based Programming: Increase evidence-based service opportunities and the community s awareness of such services. Coordinate care so that: those in need are referred/connected to the services most beneficial to them; service transitions between programs operate smoothly; service gaps are identified and addressed; providers work in partnership to identify funding for these gaps; and evaluation tools are able to report community use, value, and need. Collaborative Grant Development: Develop/increase resources and diversify funding streams for agreed-upon projects, bring more flexibility in how funding decisions are made, and promote policy changes for improving how public grants ensure contracting opportunities at the local level. Create a State of the Children report for Thurston County to aid in communicating with the public and with funders Parents Matter: Public awareness campaign with positive, consistent messages to inspire all parents to have important conversations with their children Youth Wellness & Recovery: Build a system of wellness and recovery to ensure hope, resiliency, and success for all youth, including by empowering youth voice and involvement at all levels, i.e. through peer leadership and peer support; and ensuring that youth feel safe, wanted, and have a sense of belonging and places to go. Engaged Learning: Improve opportunities for students to engage in their learning and serve as the Thurston County forum for the Regional Alliance for Youth (RALLY). Trauma-Informed Approaches: Improve education about, access to, and implementation of traumainformed practices. The Education and Resilience Action Team supports collaborative approaches to maximize effectiveness and optimize resources, including the ability to leverage dollars in fund development, both within our own Action Team and among other Thurston Thrives Action Teams. Environment Support efforts of Climate and Clean Energy Work Group o Highest priority: Develop a plan for new investments in a Thurston county-wide climate and clean energy program (covering energy efficiency, renewable energy, and transportation) that includes local funding sources. This will have a special focus on helping low and moderate income families save money on their utility and transportation expenses, while reducing local levels of carbon pollution. o Identify high-benefit opportunities for coordination and collaboration among existing local climate and energy programs. 36

38 o Explore the role that local natural systems (e.g., tree canopies) might play in absorbing and reducing Thurston County s carbon emissions. Work on performance measures Food Ensure people have enough to eat, including low-income families, seniors, and youth Educate our community to increase healthy eating, including: cooking, nutrition, growing healthy food, financial education, food utilization, and food safety Improve food distribution systems, including: redistributing food to prevent wasted food, supporting small farmers & producers with coordinated distribution systems, and reducing impact on the environment with coordinated distribution systems Collaborate with Environment Team on farmland preservation & watershed management Collaboration with Economy Team on local food production, distribution, and markets Housing Provide agency and program operating costs for emergency shelter, transitional housing with services, and permanent supportive housing Develop a functioning coordinated entry program Provide rapid rehousing funding for individuals and families Maintain, enhance and expand the supply of affordable housing for low income homeowners, renters, and special needs populations Ensure that all housing that is developed or rehabilitated with this funding is Green and Healthy Housing Public Safety & Justice Find solutions other than jail for some non-violent offenders, i.e. those who need help with addiction or mental illness, or even just a payment plan for their fines instead of spending time in a jail cell o Work with Superior Court on a Risk Assessment that sheriff s deputies can use to evaluate if an offender should go to a detox center or mental health center instead of jail o Launch Mental Health Triage Center where sheriff s deputies and police officers can take people who are struggling with mental health issues to get evaluation and treatment instead of jail o Work with other county officials on a program to help some people to avoid jail for driving with a suspended license, and instead work with them to pay their fines and ultimately regain their driver s license 37

39 Clinical Care Priorities Collaborate with Housing and Public Safety & Justice Teams on jail, hospital, and behavioral health diversion efforts Mental Health Triage Center co-located at jail (collaboration with Public Safety and Justice team) Community Health Pilot Project o Working with Lacey Fire Department to deploy an ARNP and social worker to homes when calls are received that do not require a full fire truck Advance Planning Project (see Current Focus on next page) Community Care Center (collaboration with several different action teams) o One-stop service hub in downtown Olympia with multiple service partners 38

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41 HHSC Interlocal and CIP MOU Attach for Reference 40

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57 CIP Options -- DRAFT Funding Round August 2015 These are thoughts following our July CIP meeting that attempt to frame up some the ideas and options discussed to better focus our CIP funding toward innovate solutions to priority and opportunistic community needs. Ideal Revenue Conditions $450K UWTC $450K HHSC/Local Government Total: $900,000 Consider two year funding commitment (with exit caveat to cover uncertainty) Option One $600K General Funding RFP for three existing goal areas $300K Collaborative Projects RFP for up to three targeted community solutions o Use Portland model to include training and coordination support for key staff from engaged agencies to bolster success o Use purchased outcome approach to specify desired results o Seek to leverage funding from sources such as school districts, criminal justice, etc. Option Two Take entire RFP and direct it to targeted, priority purchased outcomes that fall under existing goal areas. Examples could include: o Engage vulnerable students in community partnerships with schools that improve student outcomes Demonstrate improvement in student success indicators in targeted school communities over 2 year period Seek intergenerational partnerships with students and seniors Engage students in community service and intern experiences o Fund partnerships that better align food and meal programs with other needed services to improve client conditions over 2 year period o Leverage other private and public funds to support day services and health clinic in Olympia 56