Attachment 2 - Member Proposals Memo

Attachment B: Member proposals memo for Goals, Key Performance Indicators, and Key Environmental Indicators | September 2026 SHS Regional Policy Oversight Committee Member proposals memo September 2026 Date: Wednesday, Sept. 2, 2026 To: Members of the Supportive Housing Services Regional Oversight and Policy Committee (SHS RPOC) From: Liam Frost, Housing Director; Yesenia Delgado, SHS Division Director Subject: Member proposals for Goals, Key Performance Indicators, and Key Environmental Indicators This memo summarizes proposals submitted by SHS RPOC members regarding the proposed goals, key performance indicators (KPIs), and key environmental indicators (KEIs) for the Supportive Housing Services (SHS) program. It identifies which recommendations have been incorporated into the updated package and which have not. In December 2025, Metro Council endorsed draft goals, KPIs and KEIs for the SHS program in December 2025 as part of a SHS reforms package. From April to August 2026, the Committee assessed and provided feedback and is expected to vote on a recommendation to send to Metro Council on September 9, 2026. In advance of the August SHS RPOC meeting, Metro staff requested written proposals from committee members by July 17. Proposals received by that deadline were included in the August meeting packet and presented by the respective representatives at the meeting: • HereTogether • Metropolitan Mayors’ Consortium Metro staff also received an additional proposal from Clackamas County Commissioner Ben West on August 4. The proposal was included in the August meeting packet but was not presented at the meeting. Following committee discussion and further staff analysis, selected recommendations have been incorporated into Attachment A: Final Goals, KPIs, and KEIs, based on the availability of data already collected by Metro. See Table 1 for new KPIs and KEIs added to the Final Goals, KPIs, and KEIs. SHS RPOC | Page 2 Member proposals memo for Goals, Key Performance Indicators, and Key Environmental Indicators | September 2026 HereTogether The HereTogether coalition provided recommendations focused on system and provider health. They suggested the addition of three KEIs: 1. “Provider financial stability. Whether SHS-contracted providers can sustain operations. Reported in aggregate, no organization-level disclosure. 2. Staff turnover by program type and county. Turnover is what moves when the system's levers work or fail. Reported in aggregate, no organization-level disclosure. 3. Insurance cost as a share of the operating budget. A rising fixed cost that impacts organizational health and stability. Reported in the aggregate, no organization-level disclosure.” They also suggested the addition of two KPIs: 1. “Contract and payment health. a. Reimbursement rates covers actual cost. b. Payments arrive on schedule. c. Length of time to execute contracts and make payments. 2. System collaboration. Whether health and housing systems are coordinating in practice. We recommend Metro staff develop specific benchmarks for measuring collaboration.” Included in Final Goals, KPIs and KEIs package • HereTogether proposal: Add “Staff turnover by program type and county” KEI Metro response: This is included in Attachment A, Final Goals, KPIs and KEIs as KEI 10, “Service provider turnover intentions.” Additional data information is included in Attachment B, Appendix to Final Goals, KPIs and KEIs. Data will be disaggregated by program and job type; organizational demographic data will be disaggregated by county. Not included in Final Goals, KPIs and KEIs package • Provider financial stability. Whether SHS-contracted providers can sustain operations. Reported in aggregate, no organization-level disclosure. • Insurance cost as a share of the operating budget. A rising fixed cost that impacts organizational health and stability. Reported in the aggregate, no organization-level disclosure. • Contract and payment health. o Reimbursement rates covers actual cost. SHS RPOC | Page 3 Member proposals memo for Goals, Key Performance Indicators, and Key Environmental Indicators | September 2026 o Payments arrive on schedule. o Length of time to execute contracts and make payments. • System collaboration. Whether health and housing systems are coordinating in practice. We recommend Metro staff develop specific benchmarks for measuring collaboration. See Table 2 for full Metro responses to HereTogether system health recommendations and Employee Recruitment & Retention work group update. Metropolitan Mayors’ Consortium The Metropolitan Mayors’ Consortium, which represents the mayors of 24 cities in the Portland Metro Area, provided recommendations focused on addressing city priorities. They suggested the addition of two metrics: 1. A metric regarding street-level homelessness. 2. A complementary outcome metric recognizing the role of cities in preventing homelessness by measuring housing stability and successful community tenancy. Such a metric should evaluate the effectiveness of services that help low-income households remain safely housed, avoid eviction, access supportive services, and maintain long-term stability in their communities.” The Metropolitan Mayors’ Consortium requested that Metro staff draft appropriate language for consideration of these metrics. That language is reflected below. Included in Final Goals, KPIs and KEIs package Both proposed metrics are included in the Final Goals, KPIs and KEIs • Outreach: Number of individuals experiencing unsheltered homelessness who engage with street outreach workers funded by SHS Metro response: This is included in Attachment A, Final Goals, KPIs and KEIs as KEI 7, “Street outreach engagement.” Additional data information is included in Attachment B, Appendix to Final Goals, KPIs and KEIs. It’s important to note that initial contact with an individual is not intended to be primarily data-focused. Outreach workers collect and enter information as the client relationship develops and engagement progresses. Accordingly, data quality expectations for street outreach projects apply to clients who have an established date of engagement. • Regional coordination and alignment: Number of staff-to-staff coordination meetings among Metro, counties, and cities SHS RPOC | Page 4 Member proposals memo for Goals, Key Performance Indicators, and Key Environmental Indicators | September 2026 o Metro response: This is included in Attachment A, Final Goals, KPIs and KEIs as KEI 9, “Regional coordination and alignment with cities” Additional data information is included in Attachment B, Appendix to Final Goals, KPIs and KEIs. This will include Regular staff-to-staff coordination meetings among Metro, counties, and cities, and identification and mapping of existing coordination structures among counties and cities. Clackamas County Commissioner Ben West Clackamas County Commissioner Ben West provided comments on SHS data, outcomes and continuous quality improvement. The proposal suggested one new KEI: 1. Monitor trends in federal and state funding for homeless services. The proposal also included a recommendation for the continuous quality improvement (CQI) framework, another SHS reform body of work that is under SHS RPOC’s and Metro Council’s review and consideration. Included in Final Goals, KPIs and KEIs package The proposed KEI is included in the package for SHS RPOC recommendation and Metro Council adoption: • Monitor trends in federal and state funding for homeless services o Metro response: This is included in Attachment A, Final Goals, KPIs and KEIs as KEI 11, “State and federal funding related to homeless services.” Additional data information is included in Attachment B, Appendix to Final Goals, KPIs and KEIs. Metro will collect annual budget data from multiple publicly accessible sources, including Housing and Urban Development, Health and Human Services Department, Department of Veterans Affairs and Department of Agriculture. Not included in Final Goals, KPIs and KEIs package The proposed CQI goal—“support and strengthen initial proposal evaluations, ongoing contract monitoring, and continuous quality improvement efforts for homeless services”—is outside the scope of the goals, KPIs, and KEIs reform. However, the proposal will be considered for incorporation into the CQI framework. SHS RPOC will continue discussing CQI frameworks in fall 2026. Table 1: New KPIs and KEIs No new goals were proposed by Committee members. SHS RPOC | Page 5 Member proposals memo for Goals, Key Performance Indicators, and Key Environmental Indicators | September 2026 KPI: Outreach Intervention areas: Street Outreach What is measured Data disaggregation Additional information Number of individuals experiencing unsheltered homelessness who engage with street outreach workers funded by SHS • Populations served (families, seniors, veterans, etc.) • Race/ethnicity • Other client characteristics Following HUD guidelines, this is limited to participants that have a “Date of Engagement”. This is defined as the date that engagement results in “a deliberate client assessment or beginning of a case plan.” Other outreach, including the work that outreach workers to develop relationships with individuals prior to assessment, is not captured in the data. KPI: Regional coordination and alignment with cities Intervention areas: Regional system health What is measured Data disaggregation Additional information Number of staff-to-staff coordination meetings among Metro, counties, and cities. N/A This will include the identification and mapping of existing coordination structures among counties and cities. KEI: Service provider turnover intentions Context: SHS workforce retention and system health What is measured Data disaggregation Data source Staff turnover intentions: Percentage of staff surveyed who were considering: • leaving position within the next year • leaving homeless services field entirely Percentage of direct Individual staff data: • Program type • Job type • Demographic data Organization data: • Program type • Job type • Demographic data by county Metro-collected data through the regional SHS staff wage and demographics survey which includes an individual staff survey component. This survey is currently scheduled every two years per guidance issued by the SHS RPOC | Page 6 Member proposals memo for Goals, Key Performance Indicators, and Key Environmental Indicators | September 2026 service staff with turnover intentions compared to percentage of staff in management and executive leadership; reasons for considering leaving; and factors that staff report would improve retention. former Tri-County Planning Body; the next survey is scheduled for summer 2027. KEI: State and federal funding related to homeless services Context: Overall funding landscape What is measured Data disaggregation Data source State and federal funding changes This KEI will be reported annually to align with annual state and federal budget cycles. N/A Metro-collected data aggregated from multiple publicly accessible sources, including but not limited to: • Housing and Urban Development (e.g. Continuum of Care, Emergency Solutions Grant, Community Development Block Grant, Public Housing, others) • Health and Human Services Department, including Medicaid and Substance Abuse & Mental Health Services Administration programs • Department of Veterans Affairs • Department of Agriculture (e.g. Supplemental Nutrition Assistance Program) SHS RPOC | Page 7 Member proposals memo for Goals, Key Performance Indicators, and Key Environmental Indicators | September 2026 Table 2: Metro responses to HereTogether system health recommendations and Employee Recruitment & Retention work group update HereTogether proposal Status Metro response KEI: Staff turnover by program type and county Included This is included in Attachment A, Final Goals, KPIs, and KEIs, as KEI #10, “Service Provider Turnover Intentions.” Additional data information is provided in Attachment B, Appendix to Final Goals, KPIs, and KEIs. Data will be disaggregated by program and job type, while organizational demographic data will be disaggregated by county. Metro recommends exploring future adjustments to the scheduled 2027 survey if a different turnover data point is desired. However, caution is recommended if pursuing additional data collection could create organizational strain, particularly given the option to continue collecting this data point through the individual staff survey component. KEI: Provider financial stability Not included Data for this KEI is not currently available to Metro. Metro recommends exploring this topic further in a study to understand the true operating expenses for homeless services providers. KEI: Insurance cost as share of ops budget Not included Data for this KEI is not currently available to Metro. Metro recommends exploring this topic further in a study to understand the true operating expenses for homeless services providers. KPI: Reimbursement rates vs actual costs Not included Data for this KEI is not currently available to Metro. Metro recommends exploring a study to understand the true operating expenses for homeless services providers. for homeless services providers. KPI: Payments arrive on schedule Not included Some counties have already reported on this measure in recent annual reports provided to Metro. Metro will continue working with counties to explore streamlining and simplifying future reporting to support more consistent tracking of regional provider payment timeline trends and progress. KPI: Length of time to execute, pay contracts Not included Some counties have already reported on this measure in recent annual reports provided to Metro. Metro will continue working with counties to explore streamlining and simplifying future reporting to support more SHS RPOC | Page 8 Member proposals memo for Goals, Key Performance Indicators, and Key Environmental Indicators | September 2026 consistent tracking of regional SHS contracting execution trends and progress. KPI: Whether health and housing systems are coordinating in practice Not included Metro will explore with the counties, Health Share, and other relevant partners to assess where and how this information could be reported annually. Employee Recruitment & Retention work group update The following is an update on Metro’s work to convene a work group focused on Strategy 2A of the SHS Employee Recruitment & Retention (ERR) plan as directed by Metro Council following a recommendation by the former Tri-County Planning Body (TCPB) to launch a cross-sector SHS workforce stabilization advisory body. This work will inform Metro’s efforts to understand the overall system health of SHS and potential future recommendations by the SHS RPOC to Metro Council. Next Steps: Fall–Early Winter 2026 1. Complete Strategy 1 of the TCPB-approved regional ERR Implementation Plan: Contracting Guidance • Work with the existing ERR Workgroup (convened by Metro and comprised of county staff members and select SHS providers from across the region) to complete SHS contracting guidance memos by December 2026, thereby completing Strategy 1 of the ERR Plan. this work could also include exploring the feasibility of a study to better understand the actual operating costs of homeless services providers. Potential areas of analysis could include provider financial stability, insurance costs as a share of operating budgets, reimbursement rates compared with actual costs, and other indicators of system health. • Continue work to support more consistent and effective tracking of contracting- related progress. Following completion of the contracting guidance memos in December 2026, Metro will assess whether continued collaboration with the counties is needed to support more streamlined reporting of regional contracting progress 2. Prepare for Strategy 2A Workgroup Launch • In coordination with the counties, Metro will conduct research, planning, and recruitment activities in preparation for adjusting membership of the existing ERR work group with a goal of launching work on Strategy 2A of the ERR plan in early 2027. SHS RPOC | Page 9 Member proposals memo for Goals, Key Performance Indicators, and Key Environmental Indicators | September 2026 • Preparation will include review and decisions on the Strategy 2A work group membership and scope proposed in the ERR plan. o ERR plan-proposed members for the Strategy 2A workgroup:  3 county representatives  1 state agency representative  2 workforce development board representatives  1 philanthropy representative  3 provider representatives, including 1 representative from a culturally specific provider  1 provider coalition representative  1 cross-sector partner from health care  1 labor representative  2 workers with lived experience, including 1 from a culturally specific provider o ERR plan-proposed scope and deliverables of the Strategy 2A workgroup:  Workforce compensation and potential cost of service delivery: Examine classifications of workers in need of wage increases and the resources necessary to support those increases, or potentially broaden the focus to the true cost of delivering services for SHS provider organizations.  Cost-saving mechanisms: Identify strategies that could advance workforce stabilization while minimizing impacts on programmatic outcomes and outputs.  Education and training pathways and compensation ladders: Explore opportunities to strengthen career pathways for the homeless services workforce. January-July 2027 and beyond • Begin convening the ERR Strategy 2A workgroup • Convene approximately monthly for six months • Review/discuss existing SHS workforce data with work group and complete/review additional studies as needed by the time the workgroup disbands (such as a potential study to understand the true operating expenses for homeless services providers) • Develop and finalize work group recommendations, with final recommendations anticipated by July 2027