Aboriginal Housing Management Association AHMA

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Aboriginal Housing Management Association (AHMA)

• Self Management Challenges Opportunities

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• While we are pursuing this path to peace it is
  bound to confront difficulties, challenges,
  obstacles. But we should never lose hope.
• 
  Quote from his holiness the Dalai Lama
  (2002)

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AHMA Where we left off

• From Dream to Reality

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Challenges leading to the development of AHMA

• Many of our First Nations people and families
  lived off reserve
• CMHC funded Urban and Rural Native housing
  programs (UNH/RNH) developed across Canada in
  response to this reality

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• 1993--CMHC ceased funding further UNH/RNH housing
  initiatives across Canada
• 1996 Full-blown concern within BC regarding the
  CMHC threat to devolve our UNH/RNH programs to
  the Province--as they had already begun in other
  Provinces within Canada

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In 1996, we incorporated ourselves into a
networking, educational, and advocacy
organization which we called AHMA (Aboriginal
Housing Management Association).

• We lobbied for a renewed Urban Native development
  program.
• We lobbied against devolution, but to no avail.
• We met, we discussed, sometimes heatedly,
  our options.

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Assessing the situation through frequent and
involved meetings with our members, CMHC and BCH,
our members decided to participate in developing
a win-win agreement with BC Housing. We began
crafting a powerful legal and social contract.
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• We did some self analysis. This is what we came
  up with

• We knew our tenants and the challenges they
  faced, as well as how to support them in
  overcoming these challenges.
• We had heart - we cared deeply
• We knew how to develop housing and finance real
  estate
• We knew how to administrate non-profit housing

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The Province of BC also wanted to do things
differently. They worked with us to hash out
common positions for the foundations of a legal
agreement. We created a model for management. We
presented a report of our findings and
recommendations to the party in power (NDP) as
well as the opposition at that time.(Liberals).
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We decided to lobby the outgoing NDP government
to give us at least an agreement in principle by
Cabinet for self-management before the election.
We lobbied hard and succeeded!
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On March 19, 2001, the Office of the Premier
under the NDP government released a news
announcement that stated that Aboriginal Housing
self-management was approved in principle.
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We got a two step agreement

• Management of the existing BC Housing stock
  currently being managed by Aboriginal Housing
  groups (300 units) and
• Management of the CMHC stock as soon as an
  agreement is reached between the Federal and
  Provincial governments (2,800 units)

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Like BC Housing, we have been subject to the core
review process by the Liberal government. Shayne
Ramsey, CEO of BC Housing, informed us that
devolution itself is undergoing the same process
to ensure that the Province gets adequate funding
to take on the Federal program.
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We have had to demonstrate that we can deliver
our housing programs in a cost effective and
efficient manner as does BC Housing. Once a
decision is made, and we remain optimistic that
it will be made in favour of our model, we will
proceed to the implementation phase, at that time
we hoped March 2002.
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At our September 2001 AGM we amended our
constitution and bylaws to allow us to become a
service delivery organization. We did proceed
with the technical development of our model so
that we are fully prepared to begin the
transition into a self-management organization.
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We will

• Strive to meet the needs of our communities
• Deliver Urban and Rural housing in a culturally
  sensitive manner
• Be innovative leaders mindful of the lessons of
  the past, but committed to boldly breaking new
  ground in the delivery of supportive Aboriginal
  housing

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We will also be open to new ideas - new ways of
doing business, and to the development of new
affordable housing stock to meet the growing
needs of the Urban and Rural Aboriginal community.
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• The whole world is moving toward building a
  better future.

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AHMA

• WHO WE ARE

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Aboriginal Housing Management Association

• AHMA is a unified group of Aboriginal housing
  societies committed to the self management of
  quality affordable housing to urban and rural
  Aboriginal people in British Columbia. AHMA is
  uniquely placed to deliver the housing programs
  currently managed by CMHC and BC Housing.

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Our Board of Directors is made up of one
representative from each of the Urban and Rural
Housing Societies. We have an Executive Council
of 8 with the North and South of British Columbia
equally represented. Our President is Ray Jones,
our Vice President is Margaret Pfoh, our
Secretary/treasurer is Murline Browning (Roseanna
ThomasTreasurer is on Maternity leave ?).
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It is because of all the committed volunteers,
past and present, that our dream of
self-management is becoming a reality.
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What does AHMA own and/or manage?

• There are 21 Aboriginal housing societies in BC
  that manage and own off-reserve housing
• There are 1976 units funded under the Federal UNH
  housing program
• There are 994 units funded under the RNH housing
  program (448 home ownership 546 rental)
• 10 housing societies manage 341 units funded by
  BC Housing

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AMHA represents 18 Aboriginal housing societies
across the province, which own and manage
federally and provincially supported off-reserve
social housing.
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• Problems can be overcome with determination
  patience. Its a state of mind!

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Recent Challenges Opportunities

• The past year has witnessed the following
  accomplishments
• We hired Linda as our Acting CEO
• We engaged in numerous and progressive meetings
  with BCH
• Developed a Management Framework for AHMA

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• Developed Negotiating/Technical Committee
  recommendations
• Developed Finance Committee recommendations
• Hired a Financial Consultant to work on the key
  financial issues and concerns
• Assessed BCH budget cutbacks as it affects our
  members.

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AHMA February 2002

• Development of a Management Framework

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Management Framework for AHMA
Planning assumptions

• Core funding will be in place
• AHMA will be accepting functions previously
  carried out by CMHC and BC Housing
• Gains and losses are to be expected through the
  negotiation process, but the final agreed upon
  resources must be aligned with the newly devolved
  responsibilities and authorities.

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Context of ManagementFramework

• The process of devolution initiates a number of
  shifts for each of the previous players in
  providing housing services
• For aboriginal housing Societies and AHMA, the
  shift marks a change in empowerment for
  communitiesallowing for communities to make
  decisions that serve the character and nature of
  individual communities while respecting the whole
  AHMA membership

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Assumptions regarding conflict resolution

• The process approach must fit the diversity of
  our aboriginal communities
• The competitive model for conflict resolution
  would not work
• Instead, AHMA would benefit from a collective
  community based approach using a
  participatorystyle of governance
• AHMA members must have full confidence in
  AHMAmore so than the governing bodies devolving
  the services

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Fundamental shifts for AHMA

• A shift in style spirit of relating to each
  other (from competitive to collective/community
  based)
• Towards consistency among all AHMA Societies
  intrinsically motivated by community values
  embracing the whole aboriginal community.
• Towards collective good of AHMA versus only that
  of the individual Society

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AHMA shifts continued

• Use of information shifts from disclosure is
  risky to information empowers all.
• AHMA would move from lobbying to decision making
  and implementing
• From accountability to the Government agencies to
  accountability to our AHMA members

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Strategies for Managing Change

• Accelerate cohesion and trust building through
  honest dialogue and trustworthy actions
• Frequent internal Communication
• Approach difficult issues in a spirit of
  understanding
• Keep a contextual roadmap present (visual
  information readily available via open honest
  communication)

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Strategies for Managing Change continued

• Encourage full disclosure of information among
  members and Management levels
• Recognize that regional differences between the
  North and South have to be considered
• Acknowledge that there is a history that colours
  perceptions relationships between the North
  South that requires continual attention to
  respecting those differences

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Factors guiding the Board members Working
relationship

• We developed a confidentiality agreement (subject
  to further development change)
• Acknowledged the contribution of diversity in
  Board member perspectives
• Developed strategies for the Management of
  tensions affecting AHMA board work
• Developed a Decision Making Model based on
  members values
• Outlined tools for Decision making

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• Never explain
• Never regret
• Never apologize
• Get the thing done and
• let them howl.

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AHMA

• The Participatory Decision Making Model

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Purpose

• To ensure that decision makers use the front-end
  workon information gathering
• Combine front-end information with member
  inclusive discussion on the impact and
  implications to assess the collective level of
  support
• Discussions address communication and
  implementation requirements
• The votemerely affirms the level of
  understanding (as a formal process)

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The Process

• Step 1
• Information is gathered presented
• Extended breaks are used to ensure informal
  information exchange among participants
• To ensure full disclosure each decision is
  communicated in terms of
• Why the information must be transparent and,
• How the information is to be used in the decision
  making process

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Process continued

• Step 2
• Use The Spectrum of Participant Agreement to
  determine level of support and promote clarity of
  what is being discussed.

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The Participatory Decision Making Spectrum
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Working with the Spectrum

• Using the Spectrum points, Board members indicate
  where they stand
• Discussion follows and members, based upon new
  information, may change where they stand
• Results provide an indication of the degree of
  support for the decision
• Members with reservation signals points where the
  Board may wish to monitor communication and/or
  implementation of the decision

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Process continued

• Step 3
• Confirm the decision with a vote
• Step 4
• Determine how best to communicate collectively
  the decision
• Step 5
• Determine how best to implement the decision

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Developing the AHMA Implementation Framework

• In navigating the change, AHMA has the
  opportunity to draw on practices of existing
  governing bodies which have worked well
• In keeping with the participatory and collective
  approach to our Management Framework, AHMA also
  has the capacity to design its own version of
  practices in areas where something specific and
  relevant to our community values is needed.

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Issues requiring Policy Direction

• How surplus deficit budgets will be handled by
  AHMA
• Propose options for how AHMA will manage surplus
  budgets
• What kind of deficits will AHMA fund/not fund
• Planning factors
• Changes in the welfare system
• Assessing the sources of any surplus
• Due to increased revenue
• Due to reduced costs

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• Propose ways to balance equity for smaller and
  more isolated communities
• Defining what equity would mean is important
• Areas of inequity that need to be addressed
• Networking/sharing best practices
• Salary/benefit packages to attract people to
  remote areas
• Budget ratios based on geographical/social needs
• Housing balances based on community statistics

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• Human problems will, of course, always remain.
  But the way to resolve them is through dialogue
  discussion.

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Proposed ways to balance inequities

• Move meetings to the North and smaller
  communities on a rotational basis (permits
  exposure and creates a real understanding)
• Develop standard electronic sharing
• Declaration of support for the North and smaller
  communities
• Make every attempt to keep what the Northern and
  smaller communities have
• Set standards of communication to ensure no-one
  is left out of the loop
• Share budget lines
• Correct new inequities before they are implemented

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Finance Considerations

• What criteria will we use to develop a core
  budget?
• What criteria will we use to develop one-time
  expenses?
• Equitable allocation incorporation of a
  culturally appropriate budget line with
  appropriate safeguards to avoid abuse
• Guideline for transparent and equitable
  allocation of funding
• How do we measure equitable? Where do economies
  of scale apply?
• Criteria for allocating new Capital project funds

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Post Management Framework Development

• Key resolutions

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• On May 22, 2002, the Board and Committee Members
  broke up into two groups, the Negotiating
  Committee and Finance Committee, and presented
  the following resolutions to the Full Board on
  May 23, 2002 and were passed as follows

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Resolutions

• WHEREAS All existing programs operate under
  different guidelines.
• THEREFORE BE IT HEREBY MOVED THAT AHMA shall
  streamline and standardize its rent scale.

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Resolutions

• WHEREAS CMHC BCHMC use different percentages
  to calculate rents geared to income.
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• THEREFORE BE IT HEREBY MOVED THAT AHMA will
  standardize the process by using 25 of income
  for all R.G.I. tenants.

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Resolutions

• WHEREAS CMHC BCH define minimum rents
  differently.
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• THEREFORE BE IT HEREBY MOVED THAT AHMA shall
  standardize the minimum rents utilizing the
  current BCH minimum rents scale as a model.

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Resolutions

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• WHEREAS There is a difference in the amount of
  rent charged for people on assistance (BCH
  CMHC).
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• THEREFORE BE IT HEREBY MOVED THAT AHMA will
  standardize the calculation by charging the full
  shelter component.

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Resolutions

• WHEREAS CMHC is already funding some housing
  groups for benefits.
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• THEREFORE BE IT HEREBY MOVED THAT AHMA has
  solicited a proposal for benefits from IMI and
  will pursue this proposal and implement it for
  all staff subject to funding.

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Resolutions

• WHEREAS Not all of the AHMA member societies
  have the pension plan funding approved by CMHC.
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• THEREFORE BE IT HEREBY MOVED THAT AHMA will
  write a letter to CMHC asking for equity amongst
  the member societies regarding pension

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Resolutions

• BE IT RESOLVED THAT AHMA ENDORSE THE FOLLOWING
• PRINCIPLES AND PRIORITIES FOR ACTION BY AHMA
• 1) That AHMA seek immediate funding from BC
  Housing and CMHC to hire a finance officer and to
  pay for appropriate administrative and start-up
  costs to support this position.

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• That the Finance Officer develop a common format
  for a five year budget forecast for each society
  and its projects, and then be asked to prepare a
  forecast in accordance with that format.
• 3) That AHMAs request for adequate funding be
  based upon a quantification of the 5 year
  forecasts of all the member societies.

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4) That AHMAs request for funding be driven by
the identified needs of AHMAs members, not by BC
Housing or CMHC formula. 5) That AHMA not
consider the admission of new members for a
period of 3 fiscal years after the commencement
of the Self-Management Agreement.
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Resolutions

• BE IT RESOLVED THAT AHMA ENDORSE THE FOLLOWING
  PRINCIPLES TO BE INCORPORATED IN THE
  SELF-MANAGEMENT AGREEMENT AND ITS SCHEDULES.

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1) That the Agreement provide AHMA with adequate
funding  a) to permit its member societies to
maintain and operate their projects in accordance
with the terms of the operating agreements and
past practice b) to maintain the infrastructure
of all member societies and c) to fund AHMAs
costs to operate in a self-sustaining and prudent
manner.
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2) That Schedule C be structured on a line by
line basis (with the listing of specific types of
costs covered), to provide a transparent
rationale and justification for the funding. 3)
That the funding formula be structured so as not
to require annual negotiations, but rather only
periodic reviews, perhaps every 5 years, for
adjustments based upon experience and reasonable
expectations for the next period.
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• 4) That the 10,000,000 fund be acknowledged as
  goodwill money not a contingency fund, to be
  invested and spent at the discretion of AHMA.
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• 5) That there be a separate contingency fund
  established or a contingency line item included
  in the funding formula, to cover unbudgeted
  costs.

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• 6) That the Agreement provide a mechanism to
  guarantee adequate and timely cash flow (revise
  paragraph 5.10).
• 7) That AHMA has the sole right to decline to
  grant membership to and to take over
  administration of the operating agreements of any
  society not currently a member of AHMA.

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8) That AHMAs consent be required to take over
the administration of operating agreements for
any new project by an existing member. Such
consent should not be unreasonably
withheld. 9) That the Agreement confirm that the
operating agreements are to be fully assigned to
AHMA and clarify what provisions may be amended
by AHMA without the prior consent of BC
Housing. 10) If extraordinary items of expense
occur, AHMA will go back to the Province for
additional funding.