The Available Funding for All OWC HUD Renewal Projects Was Reduced by 5% in the 2013 HUD

Situation

The available funding for all OWC HUD renewal projects was reduced by 5% in the 2013 HUD Notice of Funding Availability (NOFA). To absorb this 5% reduction and demonstrate to HUD that the OWC is aligned with HUD’s goal of preserving funding for leasing and housing operations, the OWC reduced funding for supportive services (i.e., case management-related activities) by 13.5%. Since these funding reductions are expected to continue for the foreseeable future, properly prioritizing projects will be the most significant challenge for all Continuum of Care (CoC) relying on reduced HUD funding to ensure remaining funds are being spent effectively.

Background

Homelessness in the state of Michigan is a growing socio-economic problem. According to the 2010 Michigan’s Campaign to End Homelessness Report, Michigan has seen a 28% increase in the number of homeless Michigan residents from 2006 to 2010. In order to combat the growing homelessness issue, a concerted effort was made to centralize and coordinate service provider activities providing aid to homeless or those at risk of becoming homeless.

Out Wayne County Homeless Service Coalition (OWC) serves a Continuum of Care (CoC) body for most of Wayne County (excluding Detroit, Hamtramck and Highland Park):

·  OWC’s mission is to “eliminate homelessness in the Out Wayne County area.” As a CoC, OWC has been collaborating with over 60 local agencies to provide services to the homeless or those at risk of becoming homeless for over a decade.

·  OWC and their partner‘s projects receive a majority of their homeless and housing-related services funding from the U.S. Department of Housing and Urban Development (HUD.)

·  OWC coordinates all of the HUD funding activities including the management of HUD funding application and project prioritization.

Challenges

Through our conversations with OWC team, the following challenges have been identified:

·  Project Evaluation: Develop with OWC management a standard way to evaluate and monitor individual projects that is consistent across the organization:

­  Create evaluation criteria for what is best, what adds value

­  Assess performance of projects, devise plan to address if desired outcomes not achieved

­  Every project should be evaluated based on national outcome

­  Establish and develop a governance model for standard practices policies and process such as standard metrics to measure project performance

·  Reporting System: Examine HMIS software, which is used to track data and evaluate projects. The data that goes in to ‘Service Point’ is inconsistent. Furthermore, COC’s have different evaluation criteria and reporting requirement.

·  Benchmark: Benchmark against HAND to determine competitiveness of OWC

Purpose & Objectives

The purpose and objectives of this study are to:

·  Create a standard set of tools and processes throughout OWC to monitor project performance

·  Create a standard set of metrics used across the organization

Evaluation Criteria

·  HUD Goals

­  Increase progress toward ending chronic homelessness

­  Increase housing stability

­  Increase project participant’s income

­  Increase the number of participants obtaining mainstream benefits

·  Fiscal Component

­  Budget, expenses and staffing patterns relative to activities, number served and outcomes

Deliverables

·  Provide dashboard to evaluate project performance for all projects

·  Provide leadership and facilitation for project tracking/reviewing methodology will help to standardize and centralize the efforts begun by OWC. The final timeline for each program and metrics will be developed in collaboration with the OWC leadership.

Discovery Phase

·  Observations/Interviews – Spend time with front-line staff to observe their work and identify productivity barriers and process issues impacting performance

·  Conduct analysis using benchmarking data to identify/confirm opportunities for performance improvement

·  Identify systems/processes impacting productivity

·  Engage key staff to identify high yield opportunities

Assessment Phase

·  Estimate productivity improvements

·  Implementation timeline

Implementation Phase

·  Continue implementing quick win opportunities

·  Develop a project review process and dashboard

·  Measure & monitor improvement plan impact

Team (Advisory Panel) Bio’s:

Raksha Bhola: Raksha is the co-founder of SPADE, a startup in India that aims at improving the living standards of semi-urban community. She has diverse experience in public and development sector, encompassing sustainability, livelihood and health programs. She has provided consultation to United Nations, governments, nonprofits and startups on strategy and program management. Also, as part of the core team of Prime Minister’s Council in India, she has carried out strategic planning, developed national policies and innovative programs. Raksha holds a Master of Science from Delhi University. Having grown up in India, she now lives in Rochester Hills with her husband and two children.

Bobby Singh: Bobby Singh works at Huron Consulting Group providing consulting services for hospitals and health systems focusing on financial and operational improvements. He formerly worked at Ally Financial, where he was responsible for the budgeting and analysis of operating expenses. He gained valuable experience in financial modeling, granular analytics, and made significant progress in improving transparency and controls. Bobby holds a bachelor’s degree in Finance and Business Management from the University of Michigan-Dearborn. He combines his passion for running and community service to raise money for various charities by participating in marathons. Originally from Michigan, Bobby moved to Chicago after college and lived there for three years, but now calls Canton, Michigan home.

Edward Sudzina: Edward C. Sudzina has been in the financial services industry over the past 17 years. The bulk of his career has been spent at Raymond James as a financial advisor, branch manager, and complex manager. Ed is currently Senior Vice President and Complex Manager responsible for the Mid-Southeast Michigan Group of Raymond James. Prior to his career in financial services, Ed served as an Infantry Officer and Airborne/Ranger. He is a 1991 graduate of The United States Military Academy at West Point. Ed spends the bulk of his free time with his two young daughters and enjoys playing hockey and all outdoor activities.

Meagan Dunn: Meagan Dunn is the Director of Community Outreach and Partnerships for Henry Ford Health System. Meagan is responsible for managing the System’s Community Partnerships budget, builds strategic relationships with government, civic and community based organizations. She is also responsible for streamlining and coordinating community and volunteer activity for System employees. Prior to joining Henry Ford Health System, Meagan worked for the last three Mayors in the City of Detroit. Her work includes various levels of strategic community and volunteer engagement. In her last role, Meagan served the Deputy Press Secretary under Mayor Dave Bing. Meagan serves on several non-profit boards, including Crossroads of Michigan and Presbyterian Villages of Michigan. She resides in Detroit with her husband, Ethan.

David Kehr:

Dave Kehr has worked for the Schaeffler Group located in Troy, MI for the past 12 years and is currently the Valvetrain Systems Engineering Manager. He received his Bachelor of Science degree in Mechanical Engineering from Michigan State University in 1997. While at Michigan State, Dave earned Academic All-Big Ten honors as a member of the football team. Following school, Dave was employed by the Detroit Diesel Corporation. During his 5 years with the Detroit Diesel, he held several engineering positions, which included a 2 year on-site resident engineering position at Freightliner Trucks in Portland, Oregon. Shortly after joining Schaeffler in 2002, Dave spent 2.5 years on assignment in Germany. Since returning to the U.S., he has held various application and management positions. Dave currently resides in Oxford, Michigan with his wife and two dogs.

Jacqueline Redmond:

Jacqueline was born and raised in Michigan and has been lucky enough to stay and develop a strong advertising career and life here in Detroit. Jacqueline earned her undergrad in Communications from Michigan State University and returned recently to pursue her Master’s in Business Administration. She has spent her professional time working at world-class agencies like JWT, Doner, Leo Burnett, Goodby, Silverstein & Partners and is now an Account Director at Commonwealth. She has built brands, increased consideration and drove the sales of Ford, U.S Cellular, GMC, Buick and currently Chevrolet. She prides herself on great client relationships and thinks advertising should be purposeful and fun. Jacqueline is a proud Midwestern girl and loves finding adventure with her husband Phil.