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

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PROGRAM DESIGN TO MEET BUDGETARY RESTRICTIONS

WHAT WORKS AND WHAT DOESN’T?

City of Flint United Way of Genesee County The Cloudburst Group

April 2015

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SPEAKERS

Tracy Atkinson Chief Development Officer City of Flint Rick Ballard Technical Assistance Provider North Coast Community Consultants Judy Perlman Technical Assistance Provider The Cloudburst Group Jamie Gaskin Chief Executive Officer United Way of Genesee County Suzanne Wilcox Program Manager City of Flint

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SESSION OVERVIEW

• 1. Background
• 2. Strategic Approach
• 3. Specific Initiatives
• 4. Using HUD Funds in New Ways to

Support Activity Delivery

• 5. Lessons Learned

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S e c t i o n 1 : Background

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BACKGROUND

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S e c t i o n 1 : Background

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• “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

HUD TECHNICAL ASSISTANCE

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S e c t i o n 1 : Background

CITY OF FLINT, MICHIGAN

• 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

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COMMUNITY “CLIENT”

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)

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S e c t i o n 2 : Strategic Approach

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STRATEGIC APPROACH

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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

TECHNICAL ASSISTANCE APPROACHES

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S e c t i o n 2 : Strategic Approach

STRATEGIC PLANNING WITH COMMUNITY PARTNERS

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

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WHY REDESIGN SERVICE DELIVERY?

• 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

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SERVICE DELIVERY REDESIGN:

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

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SERVICE DELIVERY REDESIGN:

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

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SERVICE DELIVERY REDESIGN:

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

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PRIVATE SECTOR EXAMPLES:

• Hospitals that contract with other companies

to provide food, laundry, security services

• PayPal / Bill-paying from bank accounts

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REDESIGN STRATEGIES INCLUDE:

• 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

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SPECIFIC INITIATIVES

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KEY QUESTIONS FOR EACH INITIATIVE:

• 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

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HOME REPAIR SERVICES: GCCARD

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HOME REPAIR SERVICES: GCCARD

• 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

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FLOW CHART — BEFORE

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FLOW CHART — AFTER

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HOME REPAIR SERVICES: GCCARD

• 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

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GCCARD, CONTINUED

• 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]

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GCCARD, CONTINUED

• 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

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REDESIGN STRATEGIES INCLUDE:

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

• f services

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EMERGENCY SOLUTIONS GRANTS: METRO

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EMERGENCY SOLUTIONS GRANTS: METRO

• 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

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EMERGENCY SOLUTIONS GRANTS: METRO

Metro

Subrecipient

HUD

City of Flint

Subrecipient Subrecipient Subrecipient

HUD

City of Flint

Subrecipient Subrecipient

Old Structure New Structure

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EMERGENCY SOLUTIONS GRANTS: METRO

• 2. Responsibilities:
• Metro has direct contracts with subrecipients;

handles invoicing approval and one level

• f monitoring
• City monitors Metro; draws HUD funds from IDIS

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METRO, CONTINUED

• 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

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METRO, CONTINUED

• 4. Unanticipated benefits, surprises and other

related items of note:

• HUD’s Field Office in Detroit had expressed

concern about Metro’s capacity to take this on, above its CoC responsibilities; following a week- long monitoring visit, concerns were allayed

• HUD also assessed the city’s capacity and

reviewed and approved policies and procedures and program manuals related to the new contractual relationships

• It proved far more time consuming to implement

this change than anticipated

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REDESIGN STRATEGIES INCLUDE:

• 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

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YOUTH RECREATION: UNITED WAY

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• 1. Why selected?
• UW’s high-capacity administrative infrastructure

could make challenging CDBG funds available to small and volunteer-run neighborhood groups

• invested leadership and mission alignment
• organizational commitment to reach out to local

agencies serving at-risk youth

YOUTH RECREATION: UNITED WAY

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• 2. Responsibilities:
• DCED awarded CDBG-Public Service

funds to UW

• UW administered a simple RFP, awarded up

to $5,000 to neighborhood groups for costs such as tournament fees and transport, equipment and supplies

• UW provides financial/recordkeeping support

as in-kind contribution

YOUTH RECREATION: UNITED WAY

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• 3. Benefits that were Anticipated:
• Reduces number of small CDBG-Public

Service awards which required significant DCED transactional activity

• Increases access to federal funds for small

grass-roots organizations, previously unable to meet thresholds for capacity /compliance

• Provides positive platform for UW to increase

support for youth recreation

UNITED WAY, CONTINUED

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AGENCIES FUNDED FOR YOUTH RECREATION

Do the Right Thing Youth Center New Direction Youth Program 2nd Chance Church Youth Club Battlecats Wrestling Club Berston Bicycle Club

• Mt. Olive Church Youth Group

Berston Boxing Club Pop Warner Football and Cheerleading Catholic Charities Summer Camp Cathedral of Faith Church Tapology (Tap Dancing at Berston Field House) Flint Police Activities League Flint Inner City Youth Hockey Crim Fitness Foundation Boys and Girls Club of Greater Flint Our Savior Lutheran Church/WOW North Flint Reinvestment Corp. 5-Fold Ministry International Academy Ministry and Community Center Flint’s Finest Basketball Club Big Brothers/Big Sisters Boys and Girls Club Police Activities League

United Way of Genesee County – subcontracts City of Flint – Direct Awards 2010-2014

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• 4. Unforeseen benefits, surprises and other

related items of note:

• Initiative improves diversity of the UW network

and shows UW as going beyond supporting large organizations exclusively

• $5,000 is a “Game Changer” for small groups
• Participating groups introduced to UW

capacity-building services such as Non-profit

• Mgmt. 101, Board Development, Advocacy,

Grant Writing

• Unrelated organizations connect with

each other

UNITED WAY, CONTINUED

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• Work with high-capacity nonprofit partners

whose existing activities dovetail with/leverage activities to be shifted

• Identify current nonprofit subrecipients

conducting “like” activities Work with high-capacity nonprofit partners whose strengths can support and even extend the delivery of services

REDESIGN STRATEGIES INCLUDE:

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S e c t i o n 4 : Using HUD Funds in New Ways to Support Activity Delivery

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USING HUD FUNDS IN NEW WAYS TO SUPPORT ACTIVITY DELIVERY

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S e c t i o n 4 : Using HUD Funds in New Ways to Support Activity Delivery

• 1. Why?
• Flint’s CDBG allocations have been steadily

declining

• Staff oversight responsibilities remain the same
• City wants to maximize CDBG administration funds

to support planning activities, as well as compliance

• CDBG 20% does not stretch as far as it used to

Therefore: Activity delivery becomes an important supplemental source of funds for DCED and partners’ staffing costs.

USING HUD FUNDS TO SUPPORT ACTIVITY DELIVERY

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S e c t i o n 4 : Using HUD Funds in New Ways to Support Activity Delivery

ADMIN FUNDING DECLINE

$0.0 $200,000.0 $400,000.0 $600,000.0 $800,000.0 $1,000,000.0 $1,200,000.0 $1,400,000.0

COF ADMIN AMOUNTS HUD YEAR

CDBG Admin HOME Admin ESG Admin

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S e c t i o n 4 : Using HUD Funds in New Ways to Support Activity Delivery

WHAT HUD SAYS:

Two notices:

• NSP Policy Alert - Guidance on NSP Activity

Delivery and Administrative Costs (May 18, 2012)

• Provided clarification on how grantees can

distinguish between activity delivery and administrative costs. Targeted towards housing activities

• CPD 13-07 (August 23, 2013)
• Provided additional guidance on the difference

between administrative and activity delivery costs

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ACTIVITY DELIVERY

Project Specific Contracts Payments

WHAT FLINT DID: OUR A-HA MOMENT

ADMINISTRATION

Overarching Program Implementation Evaluation Compliance and Monitoring

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OUR PROPOSAL TO HUD INCLUDED:

• Our understanding of Activity Delivery
• Our methodology, and
• Our proposed next steps to implement

Note – Everything except Flint’s proposal to aggregate activities based on matrix codes was approved. We can still aggregate activity delivery within a subrecipient agreement (as long as it is a single activity).

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WHAT FLINT ALREADY DOES:

Timesheet and payroll process

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WHERE WE ARE NOW:

Working with Finance Department to utilize Financial Management System (FMIS) to create projects for each one of our activities:

• Use existing DCED activity data to create unique

projects and input into the BS&A GL Projects module

• Ensure that projects “communicate” with all FMIS

applications, i.e., GL, PO, Timesheets

• Develop the internal city system to connect staff

hours, wage amounts, fringe amounts, and any other staff-specific charges to the appropriate activity

• Test applications to ensure completeness and

accuracy

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NEXT STEPS ON ACTIVITY DELIVERY:

• Procure new timekeeping system to more easily

track individual activities

• Train staff on how to input activities into the project

module, track expenses, and generate appropriate reports

• Begin utilizing new activity delivery system at the

start of new fiscal year

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ANTICIPATED BENEFITS, ACTIVITY DELIVERY

• Provides source of additional funds to support

DCED and partner staff

• Creates more specificity and ability to track staff time
• Creates methodology to directly relate staff time to

City payroll system

• Creates system to directly relate City fringe benefits

(4 separate) to wages

• Provides actual amount of wages/fringes to be

charged directly to IDIS activities

• Can track staff time at an address level which will

free up more HOME admin funds

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S e c t i o n 5 : Lessons Learned

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LESSONS LEARNED

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S e c t i o n 5 : Lessons Learned

SESSION OVERVIEW

• 1. Background
• 2. Strategic Approach
• 3. Specific Initiatives
• 4. Using HUD Funds in New Ways to

Support Activity Delivery

• 5. Lessons Learned

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LESSONS LEARNED:

Useful to talk through costs, benefits, risks and rewards for:

• Users of the service
• Providers/participating organizations that
• perate the service
• City of Flint, HUD

Key Take-away: Consult closely with the HUD Field Office before, during and after service delivery redesign planning and implementation

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PARTNERSHIP COMPONENTS:

Shift can address some or all of these activities:

• Administration: fiscal, documentation, reporting
• Program planning and service delivery
• Data analysis for targeting, performance

measures

• Outreach, marketing
• Oversight/training/technical assistance
• Selection and award decisions, processes

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LAY IT OUT CLEARLY:

Co-create a grid of responsibilities: City Partner Status/ comments Reporting to HUD

X

Invoice review/ approval

X

Contract development

Adapt City template with Legal input

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USED FOR GCCARD PARTNERSHIP:

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WORK ON THE EMERGING PARTNERSHIP:

Upfront:

• Take time to closely review documents with

partners and others. These embody important requirements and expectations that deserve attention

• Walk HUD through the proposed redesign,

possibly in the same meeting with the proposed partner to raise and address questions transparently

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Ongoing:

• Decide on measures of effectiveness for

service delivery as well as to guide shifting

• f responsibilities
• Meet with partner agency leaders and

program staff at regular intervals and use metrics to review progress

• Adopt a “no blame, no shame” stance of

curiosity about how things are turning out

• Include/update HUD at regular intervals

WORK ON THE EMERGING PARTNERSHIP:

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• Should be undertaken as a strategic local effort,

including early outreach to HUD and active input from an array of community and city stakeholders

• Be prepared that both the City and the partners

WILL work harder before anything gets easier— plus, expect to deal with unexpected hurdles

• Iterative communication with partners

is essential to adjust in real time

• New approach to Activity Delivery will make more

funds available for core business activities

OVERALL, SERVICE DELIVERY REDESIGN:

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RESOURCES AND CONTACT INFO:

• Case Study with Tools
• Examples

Tracy Atkinson City of Flint tatkinson@cityofflint.com (810) 766-7436 Rick Ballard North Coast Community Consultants richard.g.ballard@gmail.com (517) 230-9155 Judy Perlman The Cloudburst Group judyperlman@cloudburstgroup.com (617) 308-7369 Jamie Gaskin United Way of Genesee County jgaskin@unitedwaygenesee.org (810) 232-8121 Suzanne Wilcox City of Flint swilcox@cityofflint.com (810) 766-7436

Contact info for Flint team:

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