Developing an Effective

Governance Model

NAEH Conference February 20, 2015

Suzanne Wagner swagner@housinginnovations.us

Framing Concepts Ending Homelessness requires communities to make tough decisions and bold changes in their homeless systems

Governance structure must enable and support these efforts: Set the tone for a “systems” focus as opposed to

“programmatic”

Bring together providers and other key stake holders

Manage and measure performance

Evaluate investments and re-align to achieve systems goals

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What is Governance? Governance is not the whole CoC

It is: Agreed upon processes and designated body(ies) Make decisions for the CoC With participation from range of CoC members May include Board, Steering Committee, Sub-Committees,

and/or Task Forces Ensure compliance with conflict of interest rules LEADERSHIP

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Is your governance structure effective? Transparency in decision-making processes Decisions get made Effective communication and member education Conflicts of interest are addressed Systems and program performance outcomes improve (e.g., numbers and length of stay , exits to PH Resources are strategically invested (efficient and effective) Resources are used (underspending is irresponsible)

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Good Governance is NOT Charter or by-laws alone No conflict That everyone has to be involved in every decision That constituent groups and members of the CoC can be completely “iced out”

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Structuring Your Local Governance Key Considerations: Leadership – Champion, CoC, Staff

Who to include?

How to structure roles that are appropriate

Board versus Staff Role

How to structure participation without a million committees and spending all day in meetings

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Challenges to Good Governance No leadership/leaders not engaged or feeling legitimate in making decisions

Only CoC funded agencies participate and difficulty getting non-grantees to the table

No resources for staff or support or staff have been decision-makers

How to decide how to be organized

Concerns about liability

There is no local government or they are not involved

Government is overly involved

Resistance to change

Many communities – must revamp structure

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Membership State /Local government Advocacy

Organizations/ Advocates

Intermediary Organizations

CoC Support Organizations

Foundations Academia

Homeless/Housing Provider

Organizations

Business Community

Housing Developers/

Owners

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Sample Governance

CoC Board

Program Development

System Performance Monitoring

Program Evaluation & Monitoring

Planning and Funding Priorities

Backbone Support Agency

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Info flows from Board to committees and vv. Comms. make recs and Board adopts. Staff in support role

Sample Governance

TYP or Community Leadership Committee

CoC Board

Subcommittees

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CoC Board comprised of Chairs of Subcommittees and designees from TYP Leadership. Committees make recs and Board adopts. TYP Leadership Group is final approval

CoC Board Examples CT Balance of State (BOS) CoC:

◦ State agencies – Mental Health, Housing, Education, Housing Finance Agency, Children’s Services

◦ VA, CT Coalition to End Homelessness, CSH,

◦ Sub CoC Representatives

NYC Coalition on the COC: ◦ 8 government, 8 provider coalitions, 8 consumer and at large members

Washtenaw County MI (Ann Arbor) and Houston, TX: ◦ Shift from Board of Homeless/Housing Coalition to new CoC Entity

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CoC Board Representation State/Local Government

Mainstream Service Systems – MH, Social Services, Child Welfare, TANF Agency, Housing/Community Development, ESG Recipients etc

Providers – homeless service and housing, outreach, shelter, TH

Housing Developers

People who are/have been Homeless

Advocates

Veterans Administration

Law Enforcement/Corrections

Chamber of Commerce/Business Community

Intermediaries

Faith Based Service Providers

Private and Family Foundations

Academics/Researchers

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Tips Board - large enough to be representative but not too large to get stuff done

Backbone support agencies are not the Board; advice and guidance

No constituency has more than 30-35% of seats

Clarity about authority, roles and responsibilities

Subcommittees make recommendations to Board for acceptance/adoption (or not)

Have at least one member who understands Robert’s Rules of Order and use them.

Develop structure and adjust

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