1 WHAT DOESNT? April City of Flint United Way of Genesee County - PowerPoint PPT Presentation

S e c t i o n 1 : Background S e c t i o n PROGRAM DESIGN TO MEET BUDGETARY RESTRICTIONS WHAT WORKS AND 1 WHAT DOESN’T? April City of Flint United Way of Genesee County The Cloudburst Group 2015

S e c t i o n 1 : Background S e c t i o n SPEAKERS 1 Tracy Atkinson Jamie Gaskin Chief Development Officer Chief Executive Officer City of Flint United Way of Genesee County Rick Ballard Suzanne Wilcox Technical Assistance Provider Program Manager North Coast Community City of Flint Consultants Judy Perlman Technical Assistance Provider The Cloudburst Group 2

S e c t i o n 1 : Background S e c t i o n SESSION OVERVIEW 1 1. Background 2. Strategic Approach 3. Specific Initiatives 4. Using HUD Funds in New Ways to Support Activity Delivery 5. Lessons Learned 3

S e c t i o n 1 : Background S e c t i o n S e c t i o n BACKGROUND 1 1

S e c t i o n 1 : Background S e c t i o n 1 : Background S e c t i o n S e c t i o n HUD TECHNICAL ASSISTANCE 1 1  “OneCPD” – HUD identifies communities struggling to use resources properly  Assigns Technical Assistance (TA) teams to: • Assess and recommend • Support data-driven planning • Implement systems and build operational capacity 5

S e c t i o n 1 : Background S e c t i o n CITY OF FLINT, MICHIGAN 1  Drastic economic downturn; dramatically altered housing market, sharp rise in blight and housing instability  Steep reductions in public sector workforce  Numerous HUD findings, Field Office concern about City’s capacity  OneCPD assignment in 2012 6

S e c t i o n 1 : Background S e c t i o n COMMUNITY “CLIENT” 1 Within City of Flint’s Planning Department, Division of Community and Economic Development (DCED) administers HUD programs:  Community Development Block Grant (CDBG)  HOME Investment Partnership (HOME)  Emergency Solutions Grants (ESG)  Challenged on key indicators: • Timely spending and full expenditure • Compliance (major cause: inexperienced replacement staff lacked regulatory knowledge and experience) 7

S e c t i o n 2 : Strategic Approach S e c t i o n S e c t i o n STRATEGIC 2 2 APPROACH

S e c t i o n 2 : Strategic Approach S e c t i o n TECHNICAL ASSISTANCE APPROACHES 2 Internal  Organize and prioritize outstanding issues  Adopt cross-cutting grants management tools to manage funds, deadlines, projects and files— “get ahead of the curve” and stay there External  Identify key activities to be led by others  Streamline processes to optimize HUD resources getting to residents in need 9

S e c t i o n 2 : Strategic Approach S e c t i o n STRATEGIC PLANNING WITH COMMUNITY PARTNERS 2 Strategic planning retreat held with concerned stakeholders (including City staff, local foundations, Land Bank, LISC), facilitated by TA providers, The Cloudburst Group. Strategic Priorities:  Articulate key community concerns, and identify external leaders to move these forward  Communicate need to shift transactions from city to partners with greater capacity, build buy-in and support 10

S e c t i o n 2 : Strategic Approach S e c t i o n WHY REDESIGN SERVICE DELIVERY? 2  Need to optimize scarce resources, in this case, fewer DCED staff, and to allow City to operate as an “idea center”  Opportunity to streamline/standardize processes for efficiency; seek to increase impact  “Service redesign” model retains City’s role in oversight; builds capacity and ensures accountability, increased investment for existing high-capacity subrecipient/partners 11

S e c t i o n 2 : Strategic Approach S e c t i o n SERVICE DELIVERY REDESIGN: 2 A) Working Definition Shifting operational activities to different “players” in a system, in order to:  Reduce volume of transactional burden for reduced public sector staff  Increase efficiency by building on partners’ strengths and existing activities wherever possible 12

S e c t i o n 2 : Strategic Approach S e c t i o n SERVICE DELIVERY REDESIGN: 2 B) Minimum Requirements Strategic redesign must:  Achieve/sustain compliance  Retain oversight and accountability for the grantee  Provide at least as much access and support to services as when fully delivered by the public sector 13

S e c t i o n 2 : Strategic Approach S e c t i o n SERVICE DELIVERY REDESIGN: 2 C) Benefits Strategic redesign can:  Target services for greater impact  Leverage resources  Streamline user processes  Bring new participants into the mix  Reshape public employees’ roles 14

S e c t i o n 2 : Strategic Approach S e c t i o n PRIVATE SECTOR EXAMPLES: 2  Hospitals that contract with other companies to provide food, laundry, security services  PayPal / Bill-paying from bank accounts 15

S e c t i o n 2 : Strategic Approach S e c t i o n REDESIGN STRATEGIES INCLUDE: 2  Work with high-capacity nonprofit partners whose existing activities dovetail with/leverage activities to be shifted  Work with current nonprofit subrecipients conducting “like” activities  Work with high-capacity nonprofit partners whose strengths can support the delivery of services 16

S e c t i o n 3 : Specific Initiatives S e c t i o n S e c t i o n SPECIFIC 3 3 INITIATIVES 17

S e c t i o n 3 : Specific Initiatives S e c t i o n KEY QUESTIONS FOR EACH INITIATIVE: 3 1. Why the partner was selected 2. The nature of the shifted responsibilities 3. Anticipated benefits across the system—to the public, to community agencies and to the city 4. Unforeseen benefits, surprises and other related items of note 18

S e c t i o n 3 : Specific Initiatives S e c t i o n HOME REPAIR SERVICES: GCCARD 3 19

S e c t i o n 3 : Specific Initiatives S e c t i o n HOME REPAIR SERVICES: GCCARD 3 1. Why selected?  Designated public Community Action Agency (CAA) within Genesee County government  Previously ran citywide emergency repair program  Administers federal weatherization funds  High-capacity and available staff  Capacity to link recipients of rehab services to other needed CAA services 20

S e c t i o n 3 : Specific Initiatives S e c t i o n FLOW CHART — BEFORE 3 21

S e c t i o n 3 : Specific Initiatives S e c t i o n FLOW CHART — AFTER 3 22

S e c t i o n 3 : Specific Initiatives S e c t i o n HOME REPAIR SERVICES: GCCARD 3 2. Responsibilities:  Manages intake applications  Assesses property and develops appropriate scope of work  Oversees contractor assignments  Liaises with the City’s Inspectional Services  Gathers needed documentation and processes payment requests 23

S e c t i o n 3 : Specific Initiatives S e c t i o n GCCARD, CONTINUED 3 3. Benefits that were anticipated:  Consolidates access to the City’s Emergency Repair and Home Repair programs using a single portal/screening protocol  GCCARD determines whether unit is more appropriate for Emergency Repair or full rehab.  Leverages Weatherization where appropriate  GCCARD utilizes CDBG Activity Delivery both for CDBG emergencies [14A] and HOME rehab [14J] 24

S e c t i o n 3 : Specific Initiatives S e c t i o n GCCARD, CONTINUED 3 4. Unforeseen benefits, surprises and other related items of note:  More timely property assessments due to larger staff  Challenges were encountered in relation to invoicing, linked by GCCARD to new expectations for greater detail—new invoicing forms have been implemented 25

S e c t i o n 3 : Specific Initiatives S e c t i o n REDESIGN STRATEGIES INCLUDE: 3 Work with high-capacity nonprofit partners whose existing activities dovetail with/leverage activities to be shifted  Work with current nonprofit subrecipients conducting “like” activities  Work with high-capacity nonprofit partners whose strengths can support the delivery of services 26

S e c t i o n 3 : Specific Initiatives S e c t i o n EMERGENCY SOLUTIONS GRANTS: METRO 3 27

S e c t i o n 3 : Specific Initiatives S e c t i o n EMERGENCY SOLUTIONS GRANTS: METRO 3 1. Why selected?  Metro already serves as ESG umbrella subrecipient for State of Michigan’s ESG program funds  Also serves as CoC Collaborative Applicant and HMIS Lead  Recognized as coordinating agency by community partners 28

S e c t i o n 3 : Specific Initiatives S e c t i o n EMERGENCY SOLUTIONS GRANTS: METRO 3 Old Structure New Structure HUD HUD City of City of Flint Flint Metro Subrecipient Subrecipient Subrecipient Subrecipient Subrecipient Subrecipient 29

S e c t i o n 3 : Specific Initiatives S e c t i o n EMERGENCY SOLUTIONS GRANTS: METRO 3 2. Responsibilities:  Metro has direct contracts with subrecipients; handles invoicing approval and one level of monitoring  City monitors Metro; draws HUD funds from IDIS 30

S e c t i o n 3 : Specific Initiatives S e c t i o n METRO, CONTINUED 3 3. Benefits that were Anticipated:  Invoice review/approval cycle shifts away from City staff  Consolidates information on subrecipient performance  Centralizing homeless service delivery is consistent with HUD and US Interagency Council on Homelessness priorities to increase systemic coordination 31