This is a comprehensive (though not all-inclusive) sample of
Performance Targets and Strategies. Identify those that pertain to
the PHA and modify as necessary to fit the specific situation.
Develop new Targets and Strategies as needed to fit unique
circumstances. After entering the Targets and Strategies, add
baseline data, final performance targets, and estimated completion
dates.
1.1 Establish PHA Board compliance with bylaws and
applicable State laws. [Reference: 24 CFR 811.105; State Law,
1937 Act as amended]
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Review, revise and adopt by-laws.
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Conduct annual Board meeting and elect officers.
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Review the time, date, place of the regular meetings, and amend
if necessary.
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Comply with State Open Meeting Law, including posting
notification as appropriate.
|
|
1.2 Establish appropriate oversight and monitoring by the
Board of Commissioners. [Reference: 24 CFR 811.105; State Law,
1937 Act as amended]
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Provide training to the Board and Appointing Officials to
increase the knowledge of their roles and oversight
responsibilities
|
Participate in training provided by state or national industry
groups.
|
Establish a mentoring relationship with high performing
authorities.
|
|
1.3 Develop and present Annual Report to appropriate local
government in accordance with HA by-laws. [ Reference: HA
By-laws]
|
|
1.4 Require Appointing Officials to comply with Board
members’ terms consistent with State Law.
[Reference: 24 CFR 811.105; State Law, Local Law]
|
Assess appointment of Board members in accordance to State
Statute.
|
Update and maintain Oath of Office Certificates for all Board
Members.
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Update and maintain Certificate of Appointment for Board of
Commissioners; provide copies to HUD as appropriate.
|
Assess/implement the appointment of Resident Commissioner in
conjunction with State Law and HUD Public Housing Reform Act
(QHWRA).
|
Develop/maintain permanent tracking system of Commissioners’
appointments.
|
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1.5 Monitor implementation of the MOA. [Reference 24 CFR
902.75a]
|
Develop a process for reviewing MOA progress.
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Review progress report to HUD.
|
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1.6. Take steps to enforce rights under Cooperation
Agreement [Reference: 24 CFR 811.105; State Law, Local Law]
|
Review and discuss dedication of streets to the local government
|
Review and discuss baseline police services.
|
Review and discuss baseline public services (e.g. water, sewer,
trash collection, snow & ice removal, fire protection,
ambulance/emergency services).
|
Review and discuss Payment in Lieu of Taxes (PILOT).
|
Negotiate resolution of any deficiencies with appropriate local
government agency.
|
Post notices of changes as required by State and Local Law.
|
Amend cooperation agreement as needed.
|
Adopt necessary resolutions and execute MOUs between Housing
Authority and appropriate local government agencies to resolve
deficiencies under the Cooperation Agreement.
|
|
1.7 Establish short and long-term goals and objectives for
the PHA. [[Reference: 24 CFR 903.1, Public Housing Reform Act of
1998, PIH Notices 99-51 & 99-33]
|
Develop a 5 Year Agency/Annual Plan that states PHAS views and
objectives in compliance with HUD Public Housing Reform Act of
1998. Review, revise and adopt as necessary.
|
Coordinate with local jurisdictions and obtain public comment as
required.
|
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1.8 Establish goals for Section 3 and MBE/WBE Participation.
[Reference 24 CFR 85.36(e), 135.30]
|
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1.9 Ensure permanent records of the PHA comply with
applicable laws & regulations. [Reference: 24 CFR 990.201,
990.315, HA By-laws]
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All minutes must be approved, dated, signed and sealed.
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Board must comply with appropriate notice for special meetings
and document compliance.
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Resolutions must be tracked annually and reviews made as
necessary.
|
|
1.10 HUD will provide Technical Assistance as appropriate.
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Commissioners’ Training (basic and advanced), to include
ethics training.
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New Executive Director’s Training.
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Other program training as appropriate.
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2.1 Develop, adopt and implement PHA’s Administrative
Policies. [Reference: 24 CFR 85.36, 965.201, HUD Guidebooks
7401.7 & 7401.1]
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Personnel Policy.
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Standard of Conduct Policy.
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Use of PHA Vehicle and Equipment policy and procedures.
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Record retention policy.
|
Travel Policy.
|
|
2.2 Develop Operational policies and procedure manual for
all agency departments. [Reference: HUD Guidebooks 7401.1
& 7401.7; Public Reform Act of 1998]
|
|
2.3 Develop/amend staffing and organizational chart.
[Reference: HUD Guidebooks 7401.1 & 7401.7]
|
Evaluate the feasibility of site-based management.
|
Evaluate the feasibility of private management for all or part
of the HA.
|
Develop new organizational chart and plan.
|
Adopt by Board Resolution.
|
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2.4 Develop a training plan for staff on general program
administration.[Reference: HUD Guidebook 7401.7]
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New employee orientation.
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Ethics training
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Formal and on the job program training.
|
Personnel policy basic training.
|
PHAS Training.
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Public Housing Management Certificate Training.
|
Procurement Training.
|
Cross training on program requirements among employees.
|
Basic finance procedures for non-finance staff.
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Conflict Resolution Training (250 units or more).
|
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2.5 Review, Develop and Implement Position Descriptions and
Staff Performance Standards. [Reference: HUD Guidebooks 701.1 &
7401.7]
|
Develop position descriptions and performance standards; include
physical requirements and develop descriptions for those
missing.
|
Implement position descriptions and performance standards.
|
Obtain employee signature and place a copy in their personnel
file.
|
Conduct evaluation of staff performance and document in
accordance with Personnel Policy.
|
Evaluate existing staff performance standards and revise as
necessary.
|
Initiate appropriate union negotiations to adopt revised
position descriptions and performance standards in compliance
with union contract and applicable state law.
|
|
2.6 Establish and maintain employee records in accordance
with Personnel Policy. [Reference: HUD Guidebooks 701.1 &
7401.7]
|
Develop tracking register to track accrued annual and sick
leave.
|
Acquire staff certification on issuance of job descriptions and
performance standards.
|
Develop tracking log for staff reimbursement of mileage on
personal auto use.
|
Obtain W-4 exemption forms on all staff.
|
Maintain copies of annual evaluations and employee concurrence
in accordance with personnel policy.
|
Maintain current employee address, phone number, and emergency
contact information.
|
|
2.7 Recruit and hire a qualified Executive Director.
[Reference: HUD Guidebooks 701.1 & 7401.7, HA Personnel
Policy, State Law]
|
Review the position description.
|
Develop a solicitation package.
|
Advertise locally, nationally, and in industry publications.
|
Review applications received; verify references; rank
applicants.
|
Interview top ranking applicants.
|
Select best qualified and negotiate terms of offer.
|
Obtain Board approval.
|
Announce selection.
|
|
2.8 Develop and maintain current Reference Library for
Commissioners and Staff.
|
3.1 Improve Current Ratio (Current assets divided by current
liabilities). [Reference: 24 CFR 902, Subpart C]
|
Develop tracking method for current ratio.
|
Report monthly with progress report to Board/HUD.
|
Review staffing
needs and reduce salary costs where feasible.
|
Review other
sources of income, i.e., investments, waiver of PILOT, CGP use
for operations, local funding, expand other HUD programs,
increase occupancy, reduce accounts receivables.
|
Review expenses and
reduce / eliminate where appropriate.
|
|
3.2 Increase the Expendable Fund Balance (Expendable fund
balance divided by monthly operating expenses.) [Reference: 24
CFR 902, Subpart C]
|
Develop tracking method for expendable fund balance.
|
Report monthly with progress report to Board/HUD.
|
Review staffing
needs and reduce salary costs where feasible.
|
Review other
sources of income, i.e., investments, waiver of PILOT, CGP use
for operations, local funding, expand other HUD programs,
increase occupancy, reduce accounts receivables.
|
Review expenses and
reduce / eliminate where appropriate.
|
|
3.3 Reduce Tenant Receivables Outstanding (Average number of
days tenant receivable are outstanding. The gross tenant
accounts receivable at year end divided by the total tenant
revenue/ 365). [Reference: 24 CFR 902, Subpart C]
|
Develop tracking method for tenant receivables.
|
Report monthly with progress report to Board/HUD.
|
Assure the rent collection policies include the following and
are uniformly applied: (See also Performance Target 4.1)
|
Timely
evictions
|
Effective write-off policies
|
Use of Collection Agency
|
Home visits
|
Repayment Agreements
|
|
3.4 Reduce the Occupancy Loss which measures the vacancy
rate for the year. (One minus unit months leased divided by unit
months available). [Reference: 24 CFR 902, Subpart C]
|
Develop tracking method to determine occupancy loss. The
tracking method must determine which units are approved for
demolition, conversion, modernization and used for non-dwelling
purposes as outlined in Performance Targets 4.3 and 4.4.
|
Report monthly with progress report to Board and HUD.
|
Develop marketing strategies to increase occupancy as outlined
in Performance Target 4.3.
|
|
3.5 Expense Management/Utilities. Review and adjust or
reduce expenses as appropriate. (The expense per unit/month for
key expenses, including: administration, general (PILOT),
tenant services, protective services, maintenance and
operations and utility expenses as adjusted for PHA size and
geographical area). [Reference: 24 CFR 902, Subpart C]
|
Develop tracking method for expenses and utilities.
|
Analyze spending patterns and develop recommendation for
cost-cutting strategies.
|
Verify that costs are correctly classified and allocated. (Refer
to Performance Target 3.14.)
|
Report monthly with progress report to Board and HUD.
|
|
3.6 Improve Net Income/Loss Ratio (Measures how the year’s
operations have affected the PHA’s viability.) [Reference:
24 CFR 902, Subpart C]
|
Develop tracking method for net income/loss and fund balance.
|
Analyze income and expenses to assure a balanced budget or
positive cash flow.
|
Revise budget based on analysis.
|
Report monthly with status report to the Board and HUD. Assure
income and expenses comply with the latest approved budget.
|
|
Comply with OMB Circular A133 by completing and submitting
the Annual Audit. [Reference: OMB Circular A-133, 24 CFR
990.120, OIG]
|
Assure timely submission.
|
Assure findings are resolved timely.
|
Resolve any questioned costs.
|
Determine audit requirement for small PHAs.
|
|
3.8 Determine the PHA’s total Financial Resources
(Include other Federal, State, local and Non-profit, etc.).
[Reference: Public Housing Reform Act of 1998, Five Year Plan]
|
Evaluate and report on the PHA’s long-term financial
stability.
|
Analyze future income streams from dwelling and non-dwelling
rental income (Welfare to Work, Mixed Income).
|
|
3.9 Develop and maintain an Investment Register. [
Reference: HUD Guidebook 7510.1]
|
Analyze potential for increasing investment income.
|
Use data to support PFS calculation.
|
|
3.10 Acquire and maintain adequate insurance coverage.
[Reference: HUD Guidebooks 7401.5 & 7510.1; 24 CFR 965.201]
|
Develop and maintain Insurance Register to track policies.
|
Property
(Fire and Extended coverage).
|
Fidelity Bond.
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General Liability (Owner Landlord and Tenant Liability).
|
Vehicle.
|
Flood.
|
Workers’ Compensation.
|
|
3.11 Convert to GAAP accounting. (Transition from HUD
Accounting). [Reference: 24 CFR 902.33]
|
Verify conversion has been implemented and is completed.
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Fixed
assets (include allowance for depreciation).
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Unrecorded Liability (sick and vacation leave).
|
Allowance on doubtful accounts.
|
|
3.12 Review Property Inventory Practices and implement
necessary procedures. [Reference: HUD Guidebook 7510.1]
|
Develop and maintain a property ledger.
|
Conduct annual physical inventory of dwelling/non-dwelling
equipment.
|
Conduct annual physical inventory of maintenance and other
expendable supplies. ) See also Performance Target 5.6.)
|
Adjust the property ledger and inventory accounts, based on
results of physical inventory. (See also Performance Target
5.6.)
|
|
3.13 Execute/update General Depository Agreement. [Reference:
Annual Contributions Contract; HUD Guidebook 7410.0]
|
|
3.14 Allocate costs accurately among programs. [Reference: OMB
Circular A-87]
|
HUD will provide technical assistance in establishing the
allocation of administrative costs.
|
Develop/update the allocation plan.
|
Evaluate the impact and accuracy of the allocation plan.
|
|
3.15 Improve financial management of the PHA. [Reference: HUD
Guidebooks 7510.1 & 7475.1]
|
Develop, adopt, and implement Financial Management Policies.
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Disposition
policy.
|
Capitalization policy.
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Collection Losses/Charge-off policy.
|
Check Writing Authorization policy.
|
Cash Overages/Shortages policy.
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Investments policy.
|
Cash Management/Internal Procedures policy.
|
Petty Cash policy.
|
|
3.16 Improve timely submission of reports to HUD. [Reference:
HUD Guidebook 7510.1]
|
Budgets.
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Statement of Operating Receipts and Expenditures Statement
(SORES).
|
Financial Data Schedule (FDS).
|
Tenant Accounts Receivable (TAR)/Occupancy.
|
Performance Funding System (PFS) Adjustments.
|
|
3.17 Provide PHA Technical Assistance and/or Training in
Financial Planning. [Reference: OIG Issues]
|
Budgeting (PHA-wide, program specific and departmental).
|
Financial Management:
|
Include
bookkeeping (formal) and cash management/internal controls for
Finance Staff.
|
Basic financial training for non-financial staff and Board.
|
Performance Funding System (PFS).
|
Financial Management Policies (Refer to Performance Target
3.15.)
|
|
3.18 Improve PHA procurement practices. [Reference: 24 CFR
85.36; HUD Guidebook 7460.8]
|
Develop/update, adopt and
implement Agency-wide Procurement Policy and Contract
Administration Procedures to include PHA, HUD, OMB and State
requirements.
|
Evaluate the use of
annual indefinite delivery/blanket purchase agreements to
promote cost savings.
|
Conduct cost
analysis and estimate for all procurement actions.
|
Identify and define
types of contracts for construction, supplies, professional
services and non profit entities.
|
Identify and define
competitive and non-competitive methods and requirements
including small purchases, petty cash, sealed bids, RFP/RFQ,
MBE/WBE, Section 3
|
Establish a policy
to respond to protests and disputes.
|
Develop
consolidated supply lists, inter-agency agreements, and similar
sources.
|
Develop contract
administration procedures to include identification of
Contracting Officer and Contracting Officer Representative,
Initial Meeting, Progress reports and monitoring, Default
notices, Payment schedules and approvals, Final audit and/or
close out.
|
Establish
contracting file system
|
Develop an annual
procurement plan.
|
|
3.19 Verify PHA staff compliance with agency procurement
policies and practices. [Reference: 24 CFR 85.36, HA Procurement
Policy; HUD Guidebook 7460.8]
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Ensure procurement is done in
accordance with Procurement Policy and CFR 85.36.
|
Ensure Contracting
Officer and Contracting Officer Representative(s) and their
responsibilities are identified and carried out.
|
Ensure compliance
with thresholds and processes.
|
|
3.20 Provide PHA Technical Assistance and/or Training in
Procurement to include: [Reference: 24 CFR 85.36]
|
HUD procurement requirements (24CFR85.36)
|
OMB grant administration requirements
|
State requirements
|
PHA Procedures and Policy compliance
|
Contracts for construction, supplies, professional services and
non-profit grantees
|
Procurement Planning (See Performance Target 3.18)
|
Cost analysis and estimating
|
Competitive methods and requirements
|
Protests and appeal procedures
|
Consolidated supply lists and similar sources
|
Contract Administration (See Performance Target 3.18, 3.19, &
7.6)
|
Contract file system
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4.1 Comply with current requirements regarding admission and
occupancy of Public Housing. [Reference: 24 CFR 960.205; Public
Housing Reform Act of 1998, Section 578; HUD Guidebook 7465.1,
Chapter 5]
|
Review, and revise as necessary, the PHA’s Public Housing
Management and Admissions and Occupancy policies to comply with
current requirements of the Public Housing Reform Act of 1998.
Include as a minimum:
|
One
Strike Policy.
|
Establish the One Strike screening criteria.
|
Develop screening methods that prohibit admission of any
household that includes a member who the housing authority
determines is: illegally using a controlled substance or
alcohol; subject to a lifetime registration required under a
State sex offender registration program; or whose behavior
would adversely affect other housing tenants in accordance
with the One-Strike screening criteria.
|
Revise tenant selection and admission procedures to eliminate
outdated requirements and local preferences.
|
Develop a Deconcentration Policy.
|
Identify and promote the positive aspects of the development
and its residents
|
Identify target populations based on types and locations of
vacancies
|
Conduct outreach and marketing efforts, to include
advertising, in accordance with the Admissions and Occupancy
Policy.
|
Current Income Limits.
|
Resident Charges List.
|
Utility Allowances.
|
Security Deposit.
|
Rent Collection Policy.
|
Grievance Policy
|
Pet Policy.
|
Establish a Minimum and Flat Rent.
|
Evaluate the need for Transitional Ceiling Rents - Mixed Rent
to encourage working families.
|
Evaluate the feasibility of site based waiting lists.
|
Establish a contingency plan to allow overhousing when units
would otherwise remain vacant.
|
Transfer Policy.
|
Post revised policies for 30-day comment period
|
Adopt and implement revised policies
|
Provide training on revised policies to staff.
|
Communicate with residents regarding the impact of revised
policies. (See Performance Target 6.3)
|
|
4.2 Reduce vacancy loss. [Reference: Public Housing Reform Act
of 1998]
|
Analyze vacancy trends and root causes.
|
Develop and implement a plan to address problems identified;
may include deprogramming request, demo/dispo request,
conversion request, improving services, and improving curb
appeal, etc.
|
Establish method for routine coordination between maintenance
and leasing staffs.
|
Establish a procedure to authorize overhousing families when
units would otherwise remain vacant.
|
Attract additional qualified applicants by:
|
Identifying
and promoting the positive aspects of the development and its
residents.
|
Identifying target populations based on types and locations of
vacancies.
|
Conducting outreach and marketing efforts, to include
advertising, in accordance with the Admissions and Occupancy
Policy.
|
|
4.3 Reduce vacant unit turnaround time. [Reference: 24 CFR
901.10 & 902.43(a)(1)]
|
Develop Vacancy and Unit Turnaround log to include as a
minimum:
|
Date
the unit becomes vacant
|
Date the unit is assigned to maintenance or deferred to
modernization
|
Date completed by maintenance and returned to occupancy
|
Date Leased
|
Total number of turnaround days
|
Total number of maintenance days exempted for capital fund or
for other reasons.
|
Average number of calendar days units were in down time.
|
Average number of calendar days units were in make ready time.
|
Average number of calendar days units were in lease up time.
|
Develop a plan to address making viable units market ready.
Include repairs and upgrades needed to meet current market
standards. (See Performance Targets 4.2 and 7.1.)
|
Identify units that need to be deferred to modernization or
demolished/disposed of.
|
Evaluate the feasibility of contracting vs. in-house vacancy
prep by maintenance.
|
Complete all make ready work within 21 days.
|
Improve coordination between maintenance & management to:
|
Provide
projected availability dates;
|
Schedule move-in inspection in a timely manner;
|
Prioritize vacant unit prep to ensure waiting list needs are
met;
|
Notify applicants in a timely manner to minimize lease up
time; and
|
Minimize downtime by notifying maintenance of vacancies
promptly.
|
Submit an updated Vacant Unit Turnaround Log to Board/HUD.
|
|
4.4 Establish an accurate unit inventory and amend the ACC
to agree with the actual number of units if necessary.
[Reference: 24 CFR 990.101, 990.102, 990.109, 990.405; HUD
Guidebook 7465.1]
|
Verify the number, unit address, development name, unit number,
bedroom size, structure type, number of buildings on a site and
number of sites in each development.
|
Compile and reconcile accurate accounting records of total unit
inventory.
|
Identify units no longer used for dwelling purposes (e.g.
police substations, resident groups, management offices,
businesses, nursing services, health centers, storage areas,
undercover, mothballed units, demolished and temporarily
boarded, etc.)
|
Identify units used as employee units and/or
custodian/caretaker units.
|
Adjust (reconcile) all records/databases, (e.g. occupancy,
accounting, maintenance) to show current use of all units
|
Develop a written system to track and monitor units used for
non-dwelling and employee purposes. Include procedures for:
|
Assessing
continued need.
|
Determining the need for units to be used for non-dwelling and
employee purposes.
|
Requesting HUD approval to remove units used for non- dwelling
and employee purposes from the rent rolls.
|
Requesting waivers of requirements governing operating subsidy
for eligible units.
|
|
4.5 Develop and maintain waiting list in accordance with
Admissions and Occupancy Policy. [Reference: HUD Guidebook
7465.1; Public Housing Reform Act of 1998]
|
Develop all application files in accordance with Admissions and
Occupancy Policy.
|
Develop formal letter of eligibility/ineligibility.
|
Develop formal letter of offer for vacant units.
|
Develop transfer list in accordance to Admissions and Occupancy
Policy.
|
Purge waiting list every twelve months.
|
|
4.6 Resolve legal and operational problems with existing
dwelling lease. [Reference: 24 CFR 966.1-7]
|
Review/Revise dwelling lease; verify compliance with
requirements of Public Housing Reform Act of 1998.
|
Provide families 30-day comment period.
|
Execute lease/Lease addendum with all adult members of household
signing; provide 30-day notice of rent changes.
|
Enforce dwelling lease provisions.
|
|
4.7 Conduct Annual Re-exams in a timely manner. [Reference:
24 CFR 960.209, 990.113]
|
Develop tracking register for annual re-exams and inspections.
|
Coordinate and assemble application-reexamination packets.
|
Develop formal letter to include date and time of resident
interviews, documentation required, date and time of annual
inspection. Notify residents of interview time slots assigned.
|
Conduct interviews and review documentation submitted by
residents and obtain “release of information,”
HUD-9886 form.
|
Mail “release of information” HUD-9886 forms to
third party sources.
|
Log receipt of income verification forms and other documentation
(i.e. assets, deductions) for each resident.
|
Assess all occupancy files for accuracy and required
documentation.
|
Complete calculation of income, assets, and deductions; prepare
lease addendum, HUD 50058s. Execute required documents, as
applicable.
|
Provide 30-day notice of rent change.
|
|
4.8 Submit required reports to HUD on a timely basis (e.g.
HUD Form 52295 (TAR), HUD Form 51234). [Reference: HUD Guidebooks
7465.1, 7475.1]
|
|
4.9 Improve MTCS reporting to at least at an 85% level.
[Reference: 24 CFR Part 908; PIH Notice 2000-13 & 99-2]
|
Provide technical assistance and support for transmission of HUD
Form 50058s (MTCS Report)
|
Pull Deficiency Report on the 10th of each month.
|
Reconcile Deficiency Report on submission of HUD Form 50058s and
submit corrections as needed.
|
Submit request for Forbearance, as applicable.
|
|
4.10 HUD to provide Technical Assistance Training.
|
Basic Occupancy Training.
|
Administration of Housing Authority programs.
|
5.1 Enhance staff qualifications and capabilities.
[Reference: 24 CFR 5.701-705]
|
Assess maintenance employee skills and determine employee
training needs.
|
Obtain and conduct training to enhance employee skills.
|
Provide training on REAC inspection procedures and standards.
|
|
5.2 Improve Work Order (WO) Performance. [Reference: 24 CFR
901.25, 902.43(a)(4)]
|
Correct or abate emergency WOs within 24 hours or less.
|
Complete all Non-Emergency WOs within an average of 30 days or
less.
|
Complete all Vacancy Preparation WO’s completed within an
average of 21 days or less and ensure that UPCS or more
stringent local standards are met.
|
Determine existing performance and establish standards of
productivity for maintenance performance.
|
Develop and implement an effective quality control system for
all aspects of maintenance.
|
Develop tracking log/system capable of tracking completed and
open WOs. The log must continue to track all Work Orders
deferred to Modernization through completion in the
Modernization Program.
|
Evaluate feasibility of automated work order system.
|
Identify deficiencies and revise work order form. Form should,
at a minimum, be sequentially numbered and include:
|
Type;
|
Start date/time;
|
Complete date/time;
|
Cost;
|
Tenant charges;
|
Material use/cost.
|
Submit updated Work Order Log monthly to Board/HUD.
|
|
5.3 Improve Maintenance operations. [Reference: PIH Notice
97-36, 64 FR 33708 dated 6/23/99]
|
Develop a Maintenance Plan to include, as a minimum, the
following:
|
WO
Procedures.
|
WO Classifications (emergency vs. non-emergency etc.).
|
Schedule for Inspections of units, buildings, sites, and
systems.
|
Inventory Controls.
|
Work Schedules.
|
Vacancy Preparation.
|
Scheduled Preventive Maintenance.
|
Service Contracts.
|
Purchase Order/Blanket Purchase Order.
|
Action plan relating to contracting vs. In-house.
|
Annual Maintenance Budget.
|
UPCS Inspection Criteria for buildings/systems.
|
Quality control procedures (inspections, quality of work,
wrench time, etc.).
|
Cyclical maintenance schedule, to include curb appeal issues.
|
Implement the Maintenance Plan
|
Assess the effectiveness of the Maintenance Plan and adjust as
needed.
|
|
5.4 Inspect all buildings, sites, and systems annually.
[Reference: 24 CFR 901.30, 902.23, 902.43(a)(5)]
|
Identify all buildings, sites, and systems to be inspected
according to the PHA’s Maintenance plan.
|
Develop a systems inspection schedule.
|
Submit monthly report summary of progress to Board/HUD.
|
|
5.5 Improve Physical Condition score. [Reference: 24 CFR
901.30, 902.23, 902.43(a)(5)]
|
Analyze the most recent REAC Physical Condition inspection
report to identify widespread deficiencies.
|
Develop and implement a plan to correct identified
deficiencies.
|
Develop a plan to improve the condition and appearance of the
building exteriors and sites (curb appeal).
|
Schedule a limited inspection of all developments to prepare
for REAC inspection.
|
Report progress to Board/HUD.
|
|
5.6 Ensure 100% of dwelling units are
inspected annually using UPCS and/or more stringent local code.
[Reference: 24 CFR 901.30, 902.23, 902.43(a)(5)]
|
Conduct an analysis and determine the most stringent inspection
code (Federal (UPCS), state or local housing or occupancy
code).
|
Develop standardized inspection form for dwelling units using
UPCS and/or more stringent local code.
|
Ensure that quality control inspections are completed.
|
Ensure that work identified by the
inspections is entered on the WO tracking log/system.
|
Develop a unit inspection schedule.
|
Address REAC PHAS inspection deficiencies and report progress
to Board/HUD.
|
Submit monthly report of progress to Board/HUD.
|
|
5.7 Develop effective Inventory Control System for
Maintenance. [Reference: HUD Guidebook 7510.1]
|
Standardize types of items, parts, supplies and equipment to
the maximum extent possible.
|
Perform an annual physical inventory on all parts, supplies and
equipment.
|
Establish a link between Work Order parts usage, tenant
charges, cost controls, and accountability with Inventory
Control System.
|
Evaluate the use of annual indefinite delivery/blanket purchase
agreements which promotes cost savings. (See Performance Target
3-18)
|
Evaluate feasibility of automated inventory control system.
(See Section 9, Management Information Systems)
|
Establish procedures for security of supplies; install hardware
as necessary.
|
|
5.8 Improve communications between maintenance, other PHA
departments, and residents. [Reference: HA Maintenance Plan]
|
Conduct weekly meetings between Maintenance Management and key
maintenance staff for the purpose of discussing current
maintenance issues, workload and conformance with maintenance
plan, etc.
|
Assure Maintenance Supervisor attends weekly management staff
meetings with ED and other key staff to present and discuss
maintenance needs and performances.
|
Coordinate work identified through the
inspection and WO system between the maintenance and capital
fund staff.
|
Conduct resident meetings to educate them on HA maintenance
procedures, capital improvements and life safety issues, such
as maintaining smoke detectors in proper operating condition.
|
Report results of meetings in monthly
status/progress reports.
|
6.1 Increase customer satisfaction based on the results of
the REAC Customer Satisfaction Survey. [Reference: 24 CFR Part
984; PIH Notice 93-23]
|
Analyze the results of the REAC survey to determine areas of
weakness and strength.
|
Develop a Follow-Up Plan to address identified weaknesses and
build on strengths. Ensure the Plan includes the areas of
Maintenance and Repairs; Communication; Safety; Services;
Development Appearance; and Overall Satisfaction. Seek input
from resident leadership & resident groups. Include a data
collection process for on-going measurement of the level of
customer satisfaction.
|
Implement the Follow-Up plan.
|
Prepare for and promote the next annual REAC Customer
Satisfaction Survey.
|
|
6.2 Provide Technical Assistance to Resident Council
Organizations. [Residence: PIH Notice 96-67]
|
Facilitate formation of Resident Council; develop or revise
by-laws as needed.
|
Provide Technical Assistance to elected Resident Council
Officers.
|
Grant writing
|
Grant
program management (TOP, ROSS, etc.)
|
Organizational skills
|
Hope VI
|
Section 3/MBE/FHEO/WBE
|
Community outreach skills/networking
|
Assist in identifying and obtaining other Training
Opportunities for residents.
|
Facilitate communication with other Resident Councils.
|
Provide Technical Assistance on using LOCCS.
|
|
6.3 Improve communication between management and residents
to improve customer satisfaction. [Reference: Public Housing
Reform Act of 1998]
|
Promote active resident organizations and activities
encouraging a self sufficiency environment.
|
Distribute information on current activities to all residents
on an on-going basis and provide a copy to HUD. Update
bulletin boards on monthly basis in all developments.
|
Develop a process for effectively addressing and resolving
correctable resident dissatisfaction items.
|
Meet with resident leadership on a regular (e.g. monthly)
basis.
|
Provide monthly progress report to Board/HUD.
|
|
6.4 Increase involvement and participation by
community service agencies. [Reference: Public Housing
Reform Act of 1998]
|
Survey residents to determine needs/wants for community
services and survey community to determine what services are
available.
|
Establish partnerships with community entities such as
colleges, churches, retailers, banks, foundations, civic
groups, social service providers to provide services and/or
in-kind contributions (space, funds, materials, staff
time/expertise) for the benefit of PHA residents.
|
|
6.5 Improve accountability and effectiveness of resident
related grants. [Reference: 24 CFR Part 984]
|
Develop internal procedures which include Grant requirements,
documentation, and draw down responsibilities.
|
Develop tracking system for each grant.
|
Maintain an inventory of all equipment purchased under grants
and the current status of equipment.
|
Monitor grant activities to determine compliance with grant
agreement, PHA procurement policies, and applicable laws and
regulations.
|
Report deficiencies to appropriate party.
|
|
6.6 Improve the rate of implementation of resident related
grants. [Reference: 24 CFR Part 984]
|
Obligate and expend grant funds in accordance with the
established implementation schedule.
|
Analyze any obstacles to timely implementation and take
appropriate action:
|
Revise
grant activities if appropriate.
|
Revise budgets if necessary.
|
Take action against sub-grantees or contractors if necessary.
|
Request HUD approval of actions as required.
|
|
6.7 Take appropriate action to close out old/completed
resident related grant programs. [Reference: 24 CFR Part 984]
|
Submit appropriate close out documentation to HUD.
|
Include final cost certificate in next IPA audit.
|
|
6.8 Adopt a Board Resolution supporting Economic Uplift and
Self Improvement programs for residents that includes programs
currently in force. [Reference: 24 CFR Part 984]
|
|
6.9 Increase Economic Development and Self-Sufficiency
opportunities for residents. [Reference: 24 CFR Part 984]
|
Establish committee to coordinate the PHA’s efforts.
|
Include
residents and community representatives on committee.
|
Establish existing level of opportunities available to
residents and determine current level of participation.
|
Develop and implement a plan to increase opportunities and
participation.
|
Seek
participation from community sources.
|
Target resources (HUD and non-HUD).
|
Improve and expand information dissemination.
|
Improve life skills.
|
Make referrals for counseling.
|
Identify sources for low-cost day care.
|
Identify sources for transportation.
|
Develop a tracking system for accomplishments.
|
|
6.10 Resolve outstanding Family Self-Sufficiency program
issues.
|
Resolve any outstanding Audit findings.
|
Identify all program participants.
|
Verify complete contract file for each participant.
|
Reconcile escrow accounts to contracts.
|
Recapture funds remaining in accounts for participants who have
left the program prior to completion.
|
Pay legitimate claims under FSS Contracts in a timely manner.
|
Establish necessary documentation for continuing participants;
re-negotiate and extend contracts as appropriate.
|
Establish internal procedures to ensure proper execution of the
program.
|
|
6.11 Improve effectiveness of HOPE VI CSSP as appropriate.
[Reference: 24 CFR 970, PIH Notice 99-19]
|
Resolve any outstanding findings.
|
Comply with implementation schedule in approved HOPE VI
Implementation Plan.
|
HUD will provide TA in developing new CSSP for HOPE VI
applications.
|
7.1 Improve the physical
condition and long-term viability of the developments.
[Reference: 24 CFR 968.315, 903.1-11]
|
Conduct a comprehensive physical needs assessment by
development.
|
Evaluate, prioritize and develop the five year action plan to
include the comprehensive physical needs assessment.
|
Determine viability of all public housing developments for
continued use as public housing.
|
Incorporate the results in the PHA Annual and Five Year Plans.
|
|
7.2 Improve the management capacity of the Authority.
[Reference: 24 CFR 968.315, 903.1-11]
|
Use data from Sections 2 & 9 to establish management
improvement needs.
|
Evaluate, prioritize and develop the five year action plan to
include the management needs assessment.
|
Coordinate eligible training programs with available funds.
|
Evaluate the feasibility of hiring a Modernization Coordinator.
|
Incorporate the results in the PHA Annual and Five Year Plans.
|
|
7.3 Improve the timely obligation of capital funds.
[Reference: 24 CFR 901.15(b)]
|
Obligate funds within approved Implementation Schedules.
|
Determine appropriateness of contract vs.
force account labor for obligation purposes.
|
|
7.4 Improve the timely expenditure of capital funds.
[Reference: 24 CFR 901.15(a)]
|
Expend funds within approved Implementation Schedules.
|
Submit final Actual Modernization Cost Certificate (AMCC) to
HUD.
|
Close out all completed modernization programs pending final
audit.
|
|
7.5. Improve the Quality of Physical Work. [Reference: 24
CFR 85.36]
|
Establish quality control to insure compliance with Construction
Contract documents to include contract monitoring and periodic
construction inspections.
|
Establish periodic (weekly, monthly, etc.) progress meetings
with Contractor and A/E.
|
|
7.6. Improve effectiveness of Construction contract
administration procedures. [Reference: 24 CFR 968.135]
|
Develop a system to schedule pre-construction conferences,
notice to proceed, and contract work.
|
Complete procurement in accordance with Procurement Policy and
24CFR 85.36. (See also Performance Target 3.18.)
|
Identify Contracting Officer and Contracting Officer
Representative(s).
|
Develop a Daily Log to document construction work activities.
|
Comply with Davis Bacon requirements and/or prevailing wage rate
requirements.
|
Submit proper close-out documentation for construction
contracts.
|
Conduct final Inspection, complete of Punch-list items and issue
Notice of Acceptance.
|
Obtain Warranties and product information manuals; provide
copies to Maintenance Department.
|
Complete and submit Contractor’s Certificate of Completion
and Release.
|
Maintain all contract files in an orderly and retrievable
manner.
|
|
7.7 Establish more effective budget controls and capital
fund tracking procedures. [Reference: 968.320, 902.43(a)(2)]
|
Assure proper authorization and training of personnel accessing
LOCCS.
|
Develop an effective capital fund tracking procedure.
|
Submit P&E/semi-annual progress
reports on a timely basis.
|
Update obligations & expenditures quarterly and call into
LOCCS.
|
|
7.8 Address and clear all Modernization findings and
observations from previous reviews, audit findings, court orders,
HUD reviews, and COE findings/deficiencies. [Reference: 24 CFR
85.40]
|
Develop a schedule/plan for resolving findings.
|
Report status and methods of resolution in monthly
status/progress reports to HUD.
|
|
7.9 Comply with ADA/Section 504 requirements. [Reference: 24
CFR 968.110(a); PIH Notice 99-52]
|
Develop/update Self Assessment, Needs Assessment and Transition
Plan(s).
|
Report progress on implementation of Transition Plan.
|
Comply with existing Voluntary Compliance Agreement (VCA), where
applicable.
|
|
7.10 Comply with HUD Notice 99-11
requirements regarding hard-wired smoke detectors/sprinkler
systems. [Reference: PIH Notice 99-11]
|
Report on deficiencies to HUD
|
Report status and methods of resolution in
monthly status/progress reports to HUD.
|
|
7.11 Comply with lead based paint (LBP)
and asbestos abatement requirements. [Reference: 24 CFR
965.701-711]
|
All LBP Testing should be completed.
|
Family units testing positive for LBP should have abatement
plans.
|
Abate asbestos as required.
|
Include scheduled abatements in Maintenance Plan or Capital
Funds programs.
|
HUD to provide Technical Assistance as required.
|
|
7.12 Comply with energy audit
requirements. [Reference: 24 CFR 965.302]
|
Incorporate results of Energy Audit in five year plan.
|
Determine feasibility of Energy Performance Contracting.
|
HUD to provide Technical Assistance as required.
|
|
7.13 Comply with environmental
requirements. [Reference: 24 CFR Part 50]
|
Update Environmental Assessment Annually.
|
Incorporate results of environmental assessment in five year
plan.
|
HUD to provide Technical Assistance as required.
|
|
7.14 Reduce the findings and risk of
findings in the administration of capital funds programs.
[Reference: 24 CFR 85.36; HA Procurement Policy]
|
Develop effective contract administration procedures for the
Architect-Engineer (A/E).
|
Comply with Procurement Policy and CFR 85.36.
|
Establish periodic (Weekly, monthly, etc.) progress meetings
with A/E & PHA.
|
Establish quality control(s) during preparation and development
of Construction Contract Documents.
|
Develop effective PHA procedures for administering the A/E
contract. (See Performance Target 3.18)
|
Monitor compliance with A/E Contract/Agreement.
|
|
7.15 Coordinate/communicate regarding
modernization activities with PHA staff and residents.
[Reference: 24 CFR 968.125,
901.13, 902.43(a)(2)]
|
Conduct cross functional meeting as appropriate.
|
Report status and methods of resolution in
monthly status/progress reports to HUD.
|
|
7.16 Encourage use of MBE/WBE, Section
3, and/or Resident hiring in Construction Contracts. [Reference:
24 CFR 135.30-40, 85.36e; HUD Guidebook 7401.1]
|
Develop a schedule/plan for resolving findings.
|
Report status and methods of resolution in
monthly status/progress reports to HUD.
|
|
7.17 Evaluate the need for HOPE VI
and/or demolition and request funds, if applicable. [Reference:
24 CFR 970; PIH Notice 99-19]
|
Ensure timely obligation of Hope VI funds
|
Ensure timely expenditure of Hope VI funds
|
Ensure Quality of Physical Work
|
Develop effective Construction contract administration
procedures.
|
Establish effective budget controls and Hope VI fund tracking
procedures.
|
8.1 Reduce crime and improve the quality of life in the
PHA’s developments. [Reference: Public Housing Reform Act
of 1998; 24 CFR Part 84 & 761]
|
Assess the security needs of all developments.
|
Identify
physical security needs (e.g. alarms, fencing, barriers, etc.)
|
Identify risk for domestic violence, youth at risk, etc.
|
Identify need for security patrols or surveillance.
|
Evaluate the effectiveness of Police Services provided by local
Law Enforcement Agency.
|
Identify
services provided under the Cooperation Agreement.
|
Identify services funded by PHDEP.
|
Evaluate present PHA Security Staff and determine if additional
Security Officers are needed to enhance security and safety in
public housing.
|
Develop a security program for each development with input from
residents and local law enforcement agencies.
|
Implement the security program.
|
Evaluate the effectiveness of the security program and modify
as appropriate.
|
|
8.2 Establish and maintain awareness of security issues.
[Reference: Public Housing Reform Act of 1998]
|
Develop a system of communication which will enable the PHA to
be aware of all law enforcement services active in its
communities.
|
Board to adopt resolution for tracking crime and crime related
problems.
|
Develop system for tracking and reporting crime.
|
Periodically
obtain a report of crimes and incidents reported to local Law
Enforcement. Report should be organized by development.
|
Use the reports to adjust security strategies as needed.
|
Submit reports monthly to Board/HUD.
|
|
8.3 Evaluate the effectiveness of applicant screening
procedures in reducing crime. [Reference: Public Housing Reform
Act of 1998]
|
Establish procedures for obtaining FBI criminal records in
accordance with PIH notice 98-20.
|
Update background checks older than 90 days prior to
accepting/offering a unit to new applicants.
|
Develop tracking log for ineligible applicants with criminal
history.
|
|
8.4 Evaluate the effectiveness of lease enforcement in
reducing crime. [Reference: Public Housing Reform Act of 1998]
|
Establish procedure to track lease enforcement resulting from
One Strike Policy and other security related lease violations.
|
Use the information from incident reports to document security
related lease violations and enforce the lease.
|
|
8.5 Pursue non-HUD funded programs to foster drug prevention
and crime reduction. [Reference: 24 CFR Part 84 & 761]
|
Identify potential non-HUD funded programs.
|
Apply for, or establish partnerships with, non-HUD funded
programs.
|
Develop a tracking system.
|
Periodically evaluate the effectiveness of funded programs.
|
|
8.6 Reduce the number of unregistered and non-resident
vehicles in PHA developments. [Reference: Public Housing Reform
Act of 1998]
|
Develop and implement a Vehicle Identification Program.
|
Consult
with Resident organizations and local law enforcement.
|
Implement during the Re-examination process and for new
admissions.
|
Contract (in accordance with PHA’s procurement policy)
with towing company to remove designated vehicles.
|
Coordinate implementation with local law enforcement.
|
|
8.7 Reduce the number of disruptive incidents caused by
non-residents. [Reference: Public Housing Reform Act of 1998]
|
Develop and implement a Trespass/Loitering Policy with input
from residents and law enforcement agencies.
|
Coordinate implementation with residents and law enforcement
agencies.
|
|
9.1 Resolve problems with existing MIS.
|
Identify party responsible for MIS planning and development.
|
Resolve existing reporting problems.
|
Verify data integrity.
|
Establish appropriate internal controls to ensure data
integrity.
|
Train staff on existing MIS capabilities and features.
|
HUD will provide Technical Assistance as needed.
|
|
9.2 Establish PHA capability for electronic record keeping
and transmission of required reports.
|
Identify party responsible for MIS planning and development.
|
Identify current requirements (hardware, software,
connectivity), or other locally available alternatives.
|
Estimate resources required and source of funding.
|
Procure and install appropriate system, in accordance with PHA
procurement policy.
|
Train staff on new system.
|
HUD will provide Technical Assistance as needed.
|
|
9.3 Position PHA to conduct business electronically.
|
Identify party responsible for MIS planning and development.
|
Forecast requirements for the next three years. Include
standard office software, e-mail, LAN/WAN, and Internet access
in addition to need for proprietary software.
|
Estimate resources (funds, manpower) needed to meet hardware,
software, and connectivity requirements.
|
Identify source of funding for each requirement.
|
Estimate training requirements for new systems.
|
Procure (in compliance with PHA procurement policy) and install
the system.
|
Train staff on new system.
|
HUD will provide Technical Assistance as needed.
|
|
9.4. Resolve problems with PHA access and use of HUD
systems.
|
Determine PHA access needs and status.
|
Obtain appropriate passwords, IDs, guidebooks.
|
Provide technical assistance and training on HUD systems.
|