Wyoming Homeless Collaborative (WHC)
Adopted September 19, 2013
Amended February 4, 2014, June 3, 2014, October 28, 2015, April 20, 2016, June 21, 2017, January 9, 2018, and July 19, 2018
Purpose of the Charter:
This Charter sets out the composition, roles, responsibilities, and committee structure of the Wyoming Homeless Collaborative (WHC) which oversees U.S. Department of Housing and Urban Development’s (HUD) Continuum of Care (CoC) Program in Wyoming.
The Wyoming Homeless Collaborative will operate on a 12-month basis, beginning on July 1 and ending on June 30.
Purpose of the Continuum of Care:
The WHC is an inclusive, community-based group that plans for and manages homeless assistance resources and programs efficiently and effectively with the ultimate goal of ending homelessness in Wyoming. The WHC is the planning body in the State of Wyoming that coordinates the community’s policies, strategies and activities toward ending homelessness. Its work includes (1) gathering and analyzing information in order to determine the local needs of people experiencing homelessness, (2) implementing strategic responses, (3) educating the community on homeless issues, (4) providing advice and input on the operations of homeless services, and (5) measuring CoC performance. The WHC delegates to the WHC Board of Directors the making of decisions regarding operating the CoC and planning for the CoC.
Organization of the WHC Continuum of Care:
The WHC represents all of Wyoming. WHC’s work includes the recruitment of members, needs assessments, Point-in-Time count, several volunteer committees and networking task groups which have various roles and responsibilities. These committees and work groups include but are not limited to the following:
• Finance Committee
• HMIS, Data, Performance, and Centralized or Coordinated Assessment Committee
• Membership and Outreach Committee
• Policies and Procedures/Governance Committee
• Project Evaluation and Monitoring Committee
• Point-in-Time Committee
The responsibilities of the WHC include:
Operating a Continuum of Care:
a. Develop, follow, and update annually this governance charter, which will include
procedures and policies needed to comply with HUD requirements and with HMIS
requirements, including a code of conduct and recusal process for the WHC Board of
Directors, its chair(s), and any person acting on behalf of the WHC Board of Directors.
b. WHC will consult with recipients and sub-recipients of ESG and CoC funds within the
State of Wyoming to provide and consistently follow standards for WHC assistance.
WHC will oversee all recipients by:
• Establishing performance targets appropriate for population and program type.
• Establishing and operating either a centralized or coordinated assessment system.
• Monitoring and evaluating performance.
• Taking appropriate action against projects that perform poorly, and reporting
outcomes to HUD of all recipients and sub-recipient projects.
• Coordinated Entry
Continuum of Care Planning
a. Coordinate the implementation of a housing and service system within the State of
Wyoming that meets the needs of homeless individuals and families. At a minimum,
such a system encompasses the following:
b. Outreach, engagement, and assessment
c. Shelter, housing, and supportive services
d. Prevention strategies
e. Plan for and conduct, a point-in-time count of homeless persons within the State of
Wyoming. Conduct an annual gaps analysis.
f. Provide information required to complete the Consolidated Plan(s) within the State of
g. Consult with State and local government ESG recipients within the State of Wyoming on
the plan for allocating ESG funds and reporting on and evaluating the performance of
ESG recipients and sub-recipients.
h. Determine whether to select the Collaborative Applicant to apply for Unified Funding
Agency designation from HUD.
Collaborative Applicant Responsibilities:
The WHC designates the Collaborative Applicant for the Wyoming Homeless Collaborative. The Board of Directors will develop and maintain a memorandum of understanding (MOU) with the Collaborative Applicant that is reviewed and updated at least annually. Specific responsibilities of the Collaborative Applicant include but are not limited to:
• Produce planning materials as it relates to the annual competition and the strategic
planning needs of the WHC.
• Collect and report performance data.
• Coordinate resources, integrate activities and facilitate collaboration within the WHC.
• Prepare consolidated application for submission to HUD.
• Coordinate and disseminate all information and deadlines pertaining to the annual
HMIS Lead Agency Responsibilities:
The WHC designates the Institute for Community Alliances (ICA) as HMIS Lead Agency for the Wyoming Homeless Collaborative beginning April 20, 2016. The Board of Directors will develop and maintain an MOU with the HMIS Lead Agency that is reviewed and updated at least annually. Specific responsibilities of the HMIS Lead Agency include but are not limited to the following:
• Establish and oversee the HMIS.
• Develop written policies and procedures for data security, data privacy and data
• Ensure that the HMIS is administered in compliance with HUD requirements.
• Ensure consistent participation by CoC and ESG recipients and sub-recipients in the
• Execute written participation agreements with HMIS user organizations and HMIS
• Serve as applicant to HUD for HMIS funds.
Wyoming Homeless Collaborative Board of Directors
Membership of the Wyoming Homeless Collaborative Board:
The Board of Directors shall consist of a maximum of fifteen Directors and a minimum of seven. There may be up to two (2) ex-officio non-voting members of the Board to be filled through invitation of the Board to fulfill advisory needs of the Board.
WHC Board Director Qualifications:
All members of the WHC Board of Directors shall demonstrate a professional interest in, or personal commitment to, addressing and alleviating the impacts of homelessness on the people of Wyoming. Directors must become WHC members.
WHC Board Director Responsibilities:
The WHC Board of Directors is the lead decision-making body responsible for planning and carrying out the goals of the WHC as they relate to HUD’s CoC Program. Additionally, the Board of Directors will coordinate and leverage HUD CoC funds with other relevant resources in the State of Wyoming. The Board of Directors’ specific responsibilities include:
• Attend meetings and contribute to informed dialogue on actions the group
• Select Board Officers annually
• Serve on at least one committee of the WHC Board.
• Participate in the activities of the WHC board, including the Point-in-Time count, HMIS
oversight, strategic planning, advocacy and public education efforts, project and
system performance reviews, and the application processes for CoC Homeless
Assistance Grants and other funding proposals.
• Seek input from and report back to the constituency they represent on key issues and
strategies and otherwise keep abreast of needs and gaps in the CoC.
• Approve an annual budget.
WHC Board Meetings:
• Board of Directors Regular Meetings: The Board will meet no less than 4 times a year.
Special Board Meetings: Special meetings of the Board may be convened by the Board
chair or by petition of at least 30 percent of the Board’s directors.
• Travel reimbursement may be available to voting and non-voting Board Members
based on the application process outlined in the WHC Policies & Procedures. Non-
voting Board members must be members in good standing of the WHC to qualify for
WHC Board Director Terms of Office:
• Directors will serve staggered terms of three years so that approximately one-third of
those directors stand for election every year. Two consecutive terms may be served
on the Board of Directors.
• In the year in which this governance charter is approved, the Board will assign
approximately equal numbers of directors to each of three classes.
WHC Board Director Conflict of Interest:
No member of the Board of Directors (including Officers) shall vote upon or participate in the discussion of any matter which shall have a direct financial bearing on the organization that the member represents. This includes all decisions with respect to funding, awarding contracts, and implementing corrective actions.
Directors of the Board and all employees and other agents of the Board must abide by the following rules in order to avoid conflicts of interest and promote public confidence in the integrity of the WHC and its processes. Failure to honor these rules will be grounds for removal from the Board or dismissal from the Board’s service.
a. No Board Director or agent may participate in or influence discussions or resulting
decisions concerning the award of a grant or other financial benefit to:
i. Any organization that he or a member of his immediate family represents; or
ii. Any organization from which he or a member of his immediate family derives
income or anything of value.
b. Whenever a Board Director or agent or any immediate family member of a Director or
agent has a financial interest or any other personal interest in a matter coming before
the Board, the Director or agent must:
i. Fully disclose the nature of the interest; and
ii. Withdraw from discussing, lobbying, and voting on the matter.
c. Any matter in which a Director has an actual or potential conflict of interest will be
decided only by a vote of the disinterested directors. In addition, the minutes of any
meeting at which such a vote is conducted must reflect the disclosure of the interested
Director’s actual or potential conflict of interest and his abstention.
d. WHC’s Directors and agents must sign a conflict of interest form annually, attesting to
the fact that they have reviewed the conflict of interest policy and disclosed
any conflicts of interest that they face or are likely to face in fulfilling their duties as
WHC Board Director Resignation and Removal:
Directors may resign from the Board at any time by giving written or oral notice to the Board chair. In addition, directors may be removed from the Board by a majority vote of remaining Board Directors for repeated absence, misconduct, failure to participate, disruptive or obstructive conduct, or violation of conflict of interest policies. Repeated absences are defined as more than two unexcused absences. Excused absences include illness, and vacation. Discussion and possible action on the termination of any Board member must be properly noticed on an agenda.
WHC Board Director Vacancies:
In the event that a Director is unable to complete a term, the remaining Directors may submit a nomination to fill this position. This nomination will be voted on by the WHC membership and may occur outside of the Annual June Meeting. The newly elected Director will serve the resigning Director’s term.
Leadership of the WHC Board:
There will be four officers of the WHC Board: Chair, Vice-Chair, Secretary, and Treasurer.
Election and replacement of Officers:
• The WHC Board of Directors will elect Board Officers at the June Board Meeting.
• Board Officers will serve a term of one year. An officer may serve up to three
consecutive one-year terms.
• In the event that an Officer is unable to complete a term, the Board Chair may
nominate a replacement from the existing Board of Directors to serve the remaining
term of office.
WHC Executive Director:
The WHC Board will chose an Executive Director to assist with carrying out the duties and responsibilities of the WHC and the WHC Board.
Membership Meetings: Each calendar year, at least three meetings of all members will be held.
Special Membership Meeting: Special meetings may be called with the approval of the Board or by a petition, submitted to the Chair of the Board, of 30 percent of WHC members in good standing.
Notice of Membership Meetings: Notice of the place, the date, and time of each and special meeting will be sent to members by e-mail, posted on WHC’s website or any other reasonable means of communication at least five (5) business days before the meeting date along with an agenda for the meeting.
Forty percent (40%) of the sitting members, present in person or electronically, of the membership or Board of Directors will constitute a quorum for decision making and taking action.
Review of Charter:
The WHC Board of Directors will review this charter annually to ensure it remains consistent with the WHC’s objectives and responsibilities. Changes or modifications will be addressed by a formal motion then brought before the statewide membership for approval.
Committees and Work Groups:
Committees must consist of Board Directors, WHC members, and Task Forces as needed. Board of Directors are expected to serves as committee chairs.
Duties of Committee Chairs/Task Forces:
Committee chairs are responsible for the development of a meeting schedule, creation of meeting agendas, recording of meeting minutes and reporting committee progress to the Board of Directors.
Relationship between WHC Board and CoC Membership:
WHC board meetings will be open to WHC Members and the public.
WHC Board of Directors will keep the membership involved by engaging WHC members in task forces and committees and sharing information such as:
• meeting minutes,
• resources for homeless services providers,
• plans and implementation progress,
• data about homelessness in the State and, funding availability by e-mail, posted on
WHC’s website or any other reasonable means of communication.
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