The Sacramento CoC Board is a 25-member board that is responsible for managing community planning, coordination, and evaluation to ensure that the system of homeless assistance resources are used effectively and efficiently to rapidly and permanently end people’s homelessness. This includes planning for the use of HEARTH Act Continuum of Care resources and State or local funds allocated to the Sacramento CoC and coordinating these funds with other relevant resources in the CoC geography. The Sacramento CoC Board will also share its data and analyses to inform the use of State, local, and private resources throughout Sacramento County.

The Sacramento CoC Board shall have a minimum of fifteen (15) and a maximum of twenty-five (25) seats. Board membership shall be representative of relevant and diverse organizations and projects serving homeless subpopulations and include at least one individual either currently experiencing homelessness or formerly homeless.

The Executive Committee is comprised of the three Sacramento CoC Board officers (Chair, Vice-Chair, and Secretary) to carry out officer responsibilities as described in CoC Governance Charter. The Executive Committee calls all meetings of the Sacramento CoC and Sacramento CoC Board. The Executive Committee may act for the Sacramento CoC Board for urgent decisions where a regular or special meeting of the Sacramento CoC Board cannot be scheduled. In such a case, decisions are then referred to the full Sacramento CoC Board for ratification.

The Racial Equity (REQ) Committee holds primary responsibility for uncovering the scope, causes, and potential solutions of race serving as a predictor for homelessness in Sacramento. This discovery extends to the ways in which Black, Indigenous, and People of Color (BIPOC) experience homelessness and our local homelessness system. As knowledge is generated, it will be disbursed through interactive trainings, accessible reports, and other user-friendly mechanisms. Activities include:

• Attend monthly 2-hour meetings and additional trainings, stakeholder forums, learning sessions, and other CoC committee meetings as warranted.
• Conduct committee assignments corresponding to the work plan outside of the monthly meetings.
• Contribute to the development of an Action Plan that will guide the decision-making process of the CoC Board over the next 3-5 years.

The Governance Committee is responsible for ongoing evaluation of the CoC structure and operations, including:

• Annual review of the governance charter and making recommendations for changes to the Sacramento CoC Board;
• Overseeing Sacramento CoC Board member appointment process, including reviewing applications and nominating candidates to the Sacramento CoC Board;
• Annually inviting membership to the Sacramento CoC and developing strategies to ensure broad participation, including persons with lived experience on the Sacramento CoC, Sacramento CoC Board, and its committees; and
• Reviewing the annual budget and year-end reconciliation of the CoC Lead Agency and HMIS Lead Agency, relative to Sacramento CoC activities and reviewing activities broadly carried out by these entities outside of the Sacramento CoC activities.

The Project Review Committee holds primary responsibility for overseeing a collaborative process to select projects for the HUD CoC funding application and for evaluating project performance of HUD-funded activities. Activities include:

• In consultation with funding recipients, establishing performance targets by population and program type;
• In consultation with funding recipients and ESG jurisdictions, establish written standards as described in the Governance Charter;
• Evaluating the year-round performance of recipients and outcomes as required for HUD-funded CoC and ESG activities and report to HUD and Sacramento CoC Board; and
• Implementing the review and rank process, including determining funding priorities, and making funding recommendations for the CoC funding application.

The Coordinated Entry System Committee oversees the design and implementation of the local coordinated entry system (CES) and evaluates its functioning and impact on improving access and connection to services to resolve homelessness. Responsibilities include:

• In consultation with ESG jurisdictions and CoC recipients, establishing policies and procedures, including specific policies to guide operation for persons fleeing domestic violence to ensure HUD requirements and local goals are met;
• Developing performance metrics and evaluative tools;
• Regularly seeking feedback from providers, consumers, and others;
• Reporting regularly to Sacramento CoC Board and broader CoC community on access, resources, and functioning.

The System Performance Committee is responsible for system wide planning to ensure the overall housing and service system meets the needs of individuals, including unaccompanied youth, and families experiencing homelessness. Working with the CoC Lead Agency who prepares the documents and reporting out to the Sacramento CoC Board for approval or adoption, areas of responsibility for this committee include:

• Mapping how the homeless system of services functions, including inventorying of major programs, services and resources, to inform the Sacramento CoC Board and public;
• Completing the annual Housing Inventory Count required by HUD;
• Conducting the annual gaps analysis and presenting to the Sacramento CoC Board;
• Planning and conducting the Point-In-Time Counts;
• Evaluating system-level performance using HUD and community performance measures;
• Reviewing the annual CoC application relative to system performance and planning activities; and
• Recommending strategies and actions to the Sacramento CoC Board to improve overall functioning of the homeless system.

With assistance from the HMIS Lead Agency, the HMIS and Data Committee is responsible for carrying out responsibilities of the Sacramento CoC Governance Charter, including,

• Ensuring HMIS is operated in compliance with HUD;
• Reviewing local reports to HUD to ensure accuracy;
• Ensuring accurate, timely and comprehensive data is available to inform Sacramento CoC activities;
• Reviewing and recommending changes to the Sacramento CoC Board on privacy, security, and data quality plans consistent with HUD regulations and notices;
• Developing and regularly reviewing HMIS policies and procedures materials; and
• Assisting in the evaluation of the HMIS Lead, as requested by the Sacramento CoC Board.

The 2021 PIT Count Subcommittee is tasked with debriefing and analyzing the implementation of the 2021 Point in Time Count and to develop recommendations for forthcoming Point in Time Counts and PIT Committees.

The Sacramento Youth Action Board (YAB) is a formal committee of the Sacramento CoC Board. Membership consists of persons between ages 18 and 24 years at the time initial appointment to the YAB, and at least two- thirds of YAB members must be homeless or formerly homeless. The YAB advises the Sacramento CoC Board on policies and activities that relate to preventing and ending youth homelessness. Specific areas of work include:

• Informing CoC’s written plans or strategies relative to preventing and ending youth homelessness;
• Informing the design of the PIT Count; and
• Informing other CoC Committee work, such as the CES Committee, Project review Committee and System Performance Committee, as it relates to preventing and ending youth homelessness.