Collaborative Governance Structure Presentation
In this presentation dated May 18, 2017, various aspects of a collaborative governance structure are discussed. The Metropolitan Homelessness Commission is willing to lead the Continuum of Care (CoC) if desired by the community. The presentation delves into aligning ordinances with governance charters and outlines the roles of different committees and boards in the CoC structure.
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Presentation Transcript
COMBINED GOVERNANCE STRUCTURE PRESENTATION MAY 18, 2017
METROPOLITAN HOMELESSNESS COMMISSION Willing and able to take on the task of leading the CoC if that s what the community wants Staff has been tasked by the Metropolitan Homelessness Commission to begin looking at what it would take to align the ordinance with the governance charter in case the community wants to move to a unified governance structure
CHANGE MODEL GOVERNANCE LEADERSHIP & COLLABORATIVE APPLICANT
COC STRUCTURE CoC Governance (Leadership): CoC Governance Board Following Charter Requirements Committee Committee Committee
COC STRUCTURE Collaborative Applicant (Management): CoC Governance (Leadership): CoC Governance Board Following Charter Requirements Organization Board board members Committee Committee Committee
COC STRUCTURE Collaborative Applicant (Management): CoC Governance (Leadership): Organization Board board members & Representative from the CoC Governance Board CoC Governance Board Following Charter Requirements Committee Committee Committee
COC STRUCTURE Collaborative Applicant (Management): CoC Governance (Leadership): Organization Board board members & Representative from the CoC Governance Board CoC Governance Board Following Charter Requirements CoC Staff Committee Committee Committee
COC STRUCTURE Collaborative Applicant (Management): CoC Governance (Leadership): Organization Board board members & Representative from the CoC Governance Board CoC Governance Board Following Charter Requirements CoC Staff Committee Committee Committee
COMBINED GOVERNANCE STRUCTURE Collaborative Applicant (Management): CoC Governance (Leadership): Organization Board board members & Representative from the CoC Governance Board Metropolitan Homelessness Commission Metro Ordinance aligned with CoC Charter CoC Staff Committee Committee Committee
COMBINED GOVERNANCE STRUCTURE Collaborative Applicant (Management): CoC Governance (Leadership): Organization Board board members & Representative from the CoC Governance Board Metropolitan Homelessness Commission Metro Ordinance aligned with CoC Charter CoC Staff Committee Committee Committee Legal questions still to be answered.
2 QUESTIONS 1) What does a strong governance structure look like in Nashville? (governance board)
2 QUESTIONS 1) What does a strong governance structure look like in Nashville? (governance board) 2) Who has currently the capacity and resources to help guide our new governance structure and assist in the effort to build a strong foundation that leads to outcomes? (collaborative applicant)
YOUR DECISION AS THE COC Do you want to combine the CoC Governance Board with the Metropolitan Homelessness Commission?
METRO DECISION Does Metro want to combine the CoC Governance Board with the Metropolitan Homelessness Commission? The answer probably needs to start with the Homelessness Commission if there is interest from the CoC for such a merger.
METROPOLITAN HOMELESSNESS COMMISSION WHAT WOULD THIS LOOK LIKE, ACCORDING TO JUDY?
METRO HOMELESSNESS COMMISSION MERGES WITH COC BOARD CoC nomination process where nominees presented to the Mayor Mayor Appointees Ensures business & funders representation Metro Homelessness Commission with Metro Legal input is examining how all this would/could work
IF MERGER OF COC AND COMMISSION: NEW ORDINANCE Metro ordinance aligned with CoC governance charter Metro Legal is being consulted CoC Governance Charter will be reviewed and approved annually
TIMELINE & NEXT STEPS First step: Governance Charter See Timeline as presented today and in email
COLLABORATIVE APPLICANT & HMIS LEAD METRO HOMELESSNESS COMMISSION
ALREADY PRESENTED Homelessness Commission Budget: $1.59 million to $1.91 million (not including $225,000 in new MTA partnership to support people working on housing)
ALREADY PRESENTED Homelessness Commission Budget: $1.6 million to $1.9 million (not including $225,000 in new MTA partnership to support people working on housing) Our current structure within Metro Social Services We have our own board We have our own budget, separated out from MSS budget We are mostly planning and coordination Vision, Mission & Goals outlined by Metropolitan Homelessness Commission (board) provide staff direction Staff reports to MHC Director (supervisory function) MHC Director reports to Metro Social Services Executive Director (supervisory function)
ALREADY PRESENTED Homelessness Commission Budget: $1.6 million to $1.9 million (not including $225,000 in new MTA partnership to support people working on housing) Our current structure within Metro Social Services Our current staffing model (5 Metro funded positions 2 are open & 3 grant-funded positions)
ALREADY PRESENTED Homelessness Commission Budget: $1.6 million to $1.9 million (not including $225,000 in new MTA partnership to support people working on housing) Our current structure within Metro Social Services Our current staffing model (5 Metro funded positions 2 are open & 3 grant-funded positions) Future staffing model if Metro budget passes (director, assistant director, CES manager, housing coordinator, data & research coordinator, and 3 outreach coordinators)
ALREADY PRESENTED Homelessness Commission Budget: $1.6 million to $1.9 million (not including $225,000 in new MTA partnership to support people working on housing) Our current structure within Metro Social Services Our current staffing model (5 Metro funded positions 2 are open & 3 grant-funded positions) Future staffing model if Metro budget passes (director, assistant director, CES manager, housing coordinator, data coordinator, and 3 outreach coordinators) Partnerships with nonprofits, with landlords, & government agencies (especially with MSS, Mayor s Office, and MDHA)
COC COLLABORATIVE APPLICANT STAFF Wherever staff is housed, the staff will be under the umbrella of an organization s board Examples: Standalone nonprofit Nonprofit Board (separate from the CoC governance board) Under a nonprofit the staff will be staff of that nonprofit Under MDHA MDHA Board, MDHA staff Under Metro Metro Board, Metro department staff (To be determined whether that remains an option)
STAFF RESPONSIBILITIES Clear agreement that staff works on behalf of CoC Governance Board and must ensure that the CoC Meets HUD requirements under federal programs on behalf of community Meets requirements as outlined by other possible funding sources Implements policy and processes in accordance with CoC Governance Board agreement Works with committees Example of outlining staff expectations: Chicago Continuum of Care has an MOU between CA and CoC Staffing is financed by Collaborative Applicant (funding sources to be determined) Director reports to: CoC Governance Board Chair on policy issues Collaborative Applicant Executive Director on staffing issues hiring and firing happens here
WHY JUDY RECOMMENDS STAYING IN GOVERNMENT That s where the investment for the current CoC work already is That s where the additional resources are that are needed to strengthen & build up the collaborative applicant Metro is likely to invest in itself more than it is willing to RFP out to an outside organization
HOMELESSNESS COMMISSION What we bring to the table: $2-million budget Staff with expertise & I believe trust from the community based on outcomes we achieved together over the past 4 years Strong track record of collaboration with nonprofits, landlords, and MDHA If approved by Council increased budget for next FY by about 20% (shows willingness of Mayor to invest in the Homelessness Commission) Metro Council support, with 4 commissioners
FUTURE STAFFING MODEL FUNDING RESPONSIBILITY BY COLLABORATIVE APPLICANT
ESTIMATED STAFFING COST: $1.447 MILLION JUDY S VISION Administration Community Coordination CES Manager Data & Research Director Data & Research Coordinator HMIS System Administrator (3) Assistant Director CoC Coordinator (2) Office Assistance PSH Program Coordinator Funds & Grants Coordinator (in future) Shelter Inreach Team (4)* Homeless Outreach Team (3)* *coordiation and special projects functions including some direct services to fill gaps
FUTURE VISION JUDY S PERSONAL VIEW
EXAMINE CA IN 3-4 YEARS Start in Metro to: Build a foundation through a combined governance structure Set community goals and meet them Move from collaboration to a systems approach Invest resources based on strong outcome measures (data) I believe that complex social issues must be addressed locally local investment & resources (once we have the capacity to set goals based on outcome measures) Examine whether a standalone nonprofit or other structure to house the collaborative applicant has become feasible and financially sustainable
NEXT STEPS No matter where the collaborative applicant ends up, the CoC must focus on: 1. HMIS CES investment and build out 2. Community Education a. What does housing-focused mean b. What is a housing crisis resolution system c. What is prioritization (it is not the same as eligibility) d. Best-practice models e. Outcome measures & setting community goals
WHAT ARE SHORT-TERM HUD DEADLINES FOR THE COC? Meeting CES requirement by January 23, 2018 Commission is willing and continues to lead the effort for now and assists the CoC in reaching that goal 2017 CoC NOFA application
NO MATTER WHAT the Metropolitan Homelessness Commission staff is providing planning and coordination to move our community toward a housing crisis resolution system ... We recognize that we, as a staff, are strong in providing expectations HUD places on CoC communities, and we will continue to partner with the collaborative applicant in support of common goals
HOMELESSNESS COMMISSIONS IMMEDIATE GOALS Lead Mayor Barry s Challenge to End Veteran Homelessness in Nashville in 2018 Strengthen the Commission s board structure and work with the CoC toward alignment Implement planning and coordination around specific projects: Move Metro from an enforcement-only to a social services response Grow our Landlord Liaison efforts Implement Drive to End Chronic Homelessness a partnership with MTA Coordinate with partner organizations to build a master By Name List for all populations
Q&A My responses on handouts for prioritized questions Will email Suzie all 28 answers Addendum with questions we all need to be willing to address as a CoC
