|TPCH has worked with HomeBase, a HUD Community Compass Technical Assistance Provider, since Summer 2019 to develop and implement strategies to improve TPCH governance. In November 2019, HomeBase staff conducted a series of meetings and interviews with TPCH General Council, Board, Governance & Planning Committee, Board Officers, Committee Chairs, and Lead Entities. Based on these meetings, HomeBase issued a report of recommendations to improve TPCH governance. The Governance and Planning Committee has met bi-weekly since receipt of the HomeBase recommendations and issued its formal recommendations to improve TPCH governance to the TPCH General Council on February 13, 2020. The TPCH General Council voted to approve the following recommendations which will now be incorporated into upcoming revisions to the TPCH Governance Charter for full approval in May 2020. Recommendations are being issued in two stages:
Stage 1 – February 2020: Recommendations that address the overall governance structure of the CoC, distribution of responsibilities, and role and composition of the CoC Board and Committees.
Stage 2 – May 2020: Detailed recommendations and proposed revisions to the CoC Governance Charter that incorporate approved Stage 1 recommendations and detail a proposed approach to actualize those recommendations (identify standing committees, committee and board composition, etc.)
This two-stage process is intended to assess General Council approval for the foundational recommendations and collect additional CoC member input before proposing detailed governance charter revisions.
Approved Stage 1 Governance Updates:
Stage 1 recommendations were approved by the TPCH General Council on February 13., a summary of which is provided below. A full description of the recommendations as approved by the General Council is available here.
1. To re-assign responsibility for developing the CoC’s strategic plan to prevent and end homelessness from the CoC Board to the CoC General Council in partnership with the CoC Board and Lead Entities.
2. To limit CoC Board membership to not more than 20 individuals reflective and representative of the General Council with a priority on recruiting community decision-makers to Board service.
3. To assess and re-align committees to strategic plan goals.
4. To re-structure committee membership by establishing an elected or appointed voting membership roster of relevant subject matter experts and people with lived experience of homelessness and housing instability to provide expertise and guidance to the CoC Board and General Council in the committee’s subject area.
5. To permit the CoC Board to approve the total number of members to be seated on each CoC committee to ensure community representation while promoting efficient, effective decision-making to advance strategic plan priorities.
6. To develop a community process by which the CoC Board and/or General Council elect or appoint individuals or organizations with relevant expertise and experience to CoC Committees.
7. To permit non-members to attend committee meetings to provide additional information and perspective to items on the committee’s agenda.
8. To clarify the role of CoC Committees as expert deliberative forums to conduct research and provide policy recommendations to the CoC Board, and to implement decisions made by the CoC Board.
9. To establish a succession plan for Committee leadership by electing Vice-Chairs with the anticipation that Vice-Chairs will advance to Chair in the subsequent year, and encouraging a minimum of one year continued membership for exiting Chairs.
10. To eliminate committee participation as a requirement for obtaining and maintaining CoC voting membership and to develop appropriate alternative requirements for CoC voting membership.
11. To permit CoC committees comprised primarily of people with lived experiences of homelessness and housing instability to adopt alternative governance structures, voting requirements, and membership criteria if approved by the CoC Board.