The Advocacy and Public Relations Committee will develop the CoC’s advocacy agenda on an annual basis, provide advice and consent on the activities of the CoC in pursuing the CoC’s advocacy agenda, participate in ad hoc projects to mobilize CoC constituents in advocacy campaigns, and represent the priorities of the Advocacy and Public Relations Committee in outside meetings, to the media, and with policymakers.  This committee will also plan for special events, coordinate publicity/advocacy, and seek out resources for any identified needs.

The Appeals Committee will be utilized as needed in response to appeals arising from new or renewal grant applications whose projects were not included in the final slate of CoC Project Priority Listing or ESG Project Applications. The Appeals Committee will be convened by the Continuum of Care Chairperson following receipt of an appeal that adheres to the appeals timeline and that is submitted in accordance with the appeals process. The CoC Appeals Process became effective on June 11, 2020.

The Coordinated Entry committee is responsible for developing, monitoring the progress and impact of, and periodically recommending any necessary revisions to an implementation plan for a coordinated entry and assessment system for all homeless and prevention resources, prioritizing housing first models, low-barrier entry, rapid re-housing, prevention, and diversion from shelter and working to meet the needs of clients throughout the CoC.

This committee will create recommendations for written standards for eligibility, assessment, and prioritization of resources for all CoC and ESG program types.

This committee will strive to have government and/or non-profit representation from each jurisdiction within the Guilford CoC as well as coverage of all of the subpopulations served by the Continuum of Care.

Further details of Coordinated Entry Committee duties and focus are set forth in the Coordinated Entry Policies and Procedures Document.

The Executive Committee shall consist of the Chairperson, Chair-Elect, Secretary, eligible past chair, Executive Director (or representative) of Collaborative Applicant, Coordinated Entry Committee Chair,Strategic  Planning Chair, System Performance and Evaluation Committee Chair and a maximum of five at-large Directors selected by the Board Chair. This committee is responsible for providing Board leadership in ensuring clear and effective lines of communications between the Board and CoC members and stakeholders; and for providing Board leadership in ensuring that CoC planning and implementation is consistent with requirements articulated by HUD in 24 CFR Part 578 and other directives, with applicable federal, state, and local laws, and with the strategic direction.

The Executive Committee will be responsible for setting and upholding process decisions to determine which issues go to the Board for official vote, and for determining when the need for action is sufficiently urgent as to require either an unscheduled meeting, or a vote by the Board on a matter which was not included on the publicly disseminated meeting agenda, or action by the Board without a meeting. In the interest of transparency the rationale for such decisions should be communicated to the CoC membership and stakeholders along with the outcome of such actions.

Except for the power to amend the Governance Charter, the Executive Committee shall have all the powers and authority of the Board of Directors in the intervals between meetings of the Board. This committee shall report to the Board all action taken at the next full Board meeting.

The Governance Committee will ensure board effectiveness, as well as maximum participation and performance; recommend new board members to the Nominating Committee in a timely fashion; ensure board policies are being observed; ensure compliance with the conflict of interest policy for the board and the CoC; implement board development and growth opportunities throughout the year; ensure all board members receive orientation; and provide recommendations to the board and CoC membership on the bylaws and related governance issues.

The Governance Committee is also responsible for ensuring adherence to HUD regulation 24 CFR part 578.7(5) that requires CoCs to review and update the governance charter annually.

It is the responsibility of this committee to recruit and train landlords and property managers and to develop new housing resources.

This committee develops policies and procedures and provides oversight to the HMIS Lead Agency on HMIS issues including project participation, participant privacy, data security, data quality, and HMIS governance.   It provides information and guidance to the Guilford CoC related to the implementation of HMIS. This committee also hears grievances related to sanctions by the HMIS Lead agency. This committee will lead the annual process of reviewing the performance of the HMIS Lead Agency and the annual process of either re-appointing the HMIS Lead Agency or undertaking a competitive process. This committee will also organize and lead the Point In Time Counts (PITC).

This committee will develop a plan of outreach to the full diversity of stakeholders, including persons/organizations that are not currently members and will establish and annually review a dues structure and membership process/application for the CoC. The committee will also develop a membership information kit that may include the governance charter, membership list, and membership benefits.

This committee slates Board of Director and Committee nominations, while ensuring diversity, balanced stakeholder representation and institutional memory. The Nominating Committee will be composed of three to five members, with at least one representative from the Guilford CoC Board. This committee will be charged with recruiting qualified, willing members of the CoC to serve as Board and standing committee members in accordance with the desired composition as outlined in relevant federal and/or state regulations and in accordance with the HEARTH Act and other relevant planning documents.

Additionally, the Nominating Committee shall:

• Ensure that the Board of Directors includes at least one representative from the United Way of Greater Greensboro, the United Way of High Point, the City of High Point, the City of Greensboro, and Guilford County.
• Ensure that the Board of Directors includes at least five (5) representatives from the Continuum of Care
• Evaluate at large nominees from the community, the Continuum of Care and the Board of Directors’ recommendations for open Board positions.
• Develop and submit to the Executive Committee for their review an annual, single slate of nominations for the Board of Directors
• Submit the slate of nominees for the Board of Directors to the Continuum of Care at least seven (7) days prior to the Annual Business Meeting for ratification. Any voting Continuum of Care member may make nominations from the floor provided the consent of the nominee has been secured.

The Nominating Committee shall be appointed by the Board chair and will meet as needed.

The Stronger Together Task Force is comprised of members of the Guilford County Continuum of Care who meet regularly to discuss concerns pertaining to homelessness, ordinance/policy changes, and funding opportunities for CoC agencies in Guilford County.

This committee is responsible for Guilford CoC planning activities including: establishing CoC system performance metrics and standards; evaluating CoC system performance; establishing metrics and standards for measuring the performance of ESG- and CoC-funded projects; and evaluating performance of those CoC and Emergency Solution Grant funded projects. It is responsible for developing a tool to evaluate performance of CoC-funded projects and developing a CoC system performance dashboard that is presented to the Board and CoC stakeholders at a minimum annually. It will provide recommendations of remedial actions and quality improvement plans for poor-performing projects to the Guilford CoC Board of Directors and the Guilford CoC membership.

The System Performance and Evaluation Committee will annually review HUD’s guidelines, other applicable guidelines or regulations, and best practices and implement a review of funded agencies to monitor adherence to standards of care and outcomes.

This committee, with input from the Collaborative Applicant, will establish and oversee a process to evaluate and rank the performance of CoC member agencies applying for HUD or other CoC-administered funding. No member agency that is applying for CoC funds shall score or rank applications.

The Guilford County CoC Board shall approve ranking and funding recommendations made by System Performance and Evaluation Committee.  These recommendations will then be submitted to the CoC membership for approval before being submitted by the Collaborative Applicant to the relevant funder.

This committee is responsible for developing goals, plans and strategies to carry out the mission of the CoC. It is responsible for gathering information or conducting needs assessments related to ending homelessness, including the annual gaps analysis required by HUD. 

The initial goal for the Youth Committee will be set goals and action steps that will generate a more accurate count of homeless youth in Guilford County in order to more accurately access the needs for services. Going forward, the committee will annually set goals and action steps, to be reviewed by the CoC Board and ultimately approved by the CoC Membership.