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INTRODUCTION“Everybody has accepted by now that change is unavoidable. But that still implies that change like death and taxes should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as one we are living in, change is the norm.”Peter F. DruckerS32346902159000trategic Plan 2017 is the first strategic plan undertaken by the West Warwick Housing Authority since its creation in 1962. In January 2017 when the Board of Commissioners hired a seasoned Executive Director to take control of the organization, he immediately began the rather lengthy process of putting together a multi-year plan that would prepare the West Warwick Housing Authority for the future and to correct noted deficiencies.The first step was ascertaining whether there was a commitment by the Board of Commissioners and staff to embrace the work required for such a plan. The undertaking required a thorough situational analysis to determine the housing authority’s strengths and weaknesses and to create a plan that addresses the myriad of issues faced by the organization.The housing authority had just gone through some difficult times having gone through five directors in three years. This lack of continuity at the top of the organization led to confusion, disruption and a lack of focus. The board enthusiastically embraced the concept of long-range planning for the agency to stabilize the organization.Strategic Planning is unable to solve every issue facing an organization. Housing authorities are creatures of the federal government’s budget and appropriation process. They rely heavily on their annual operating subsidy from the Department of Housing and Urban Development (HUD) to survive. Since the passage of the Brooke Amendment in 1968, which imposed rent control on public housing, housing authorities required a public subsidy in keep their doors open. Many housing authorities believed the subsidy system was inadequate to begin with and always subject to the whims of the Congress and its byzantine budget process. Public housing, never a popular program, always seemed to bear the brunt of budget-cutting axe. This has played out over the last twenty-five years where housing authorities have had their subsidies “prorated” by HUD. Since 1995, housing authorities received 100% of their eligible operating subsidy only two times. And that took place in 2002. The subsidy proration has fluctuated from a low of 80% (2010) to a high of 98% in 2004.While strategic planning can’t help increase the operating subsidy, it can assist the organization in dealing with other issues and ameliorate the harm caused by funding reductions.-11430010731500The number of public housing units in the country has decreased by 300,000 units since its heyday in 1993 when there were 1.4 million units. Many of these reductions took place because of abandonment of deteriorated properties, or due to programs like HOPE VI and the Resident Assistance Demonstration (RAD) program that converted public housing to Section 8.Issues faced by West Warwick Housing Authority are minor compared to problems elsewhere. Once this plan establishes the proper administrative systems and reorganization, there is no question the WWHA will continue as a high-performing housing authority. The plan is organized in five sections:Section I contains the mission and vision statements of the organization, its values and guiding principles, composition of the strategic planning team, our mandates, and the process we undertook to complete the plan.Section II contains the environmental scan, or situational analysis. This section looks at the current condition of the housing authority. It documents its internal strengths and weaknesses and the external opportunities and challenges we face. It’s been said you have to know where you have been to know where you are going. The environmental scan does this.Section III identifies the Key Strategic Issues facing the organization. It explains why they have been identified as Key Strategic Issues and why they need to be addressed.Section IV is the Goals Management Plan that lists goals and objectives that the housing authority will address in the next several years to reach excellence. The goals and objectives are arranged by the key strategic issues.Section V explains how the Strategic Plan will be implemented and performance monitored.As an organization we welcome the challenges ahead. This plan will help every member of the housing authority to navigate the shoals of uncertainty faced by public housing everywhere and specifically in the Town of West Warwick, R.I.4722125-218364SECTION ISECTION IStrategic Planning TeamWhat is Strategic Planning?MissionMandates VisionValuesWhat Is A Strategic Plan?“The value of achievement lies in achieving.”Albert EinsteinStrategic planning is the West Warwick Housing Authority’s method of defining its strategy, or direction, and making decisions on allocating its resources to pursue the strategy, including its capital and people.Developing a strategic plan ensures that the housing authority is being proactive and is using a plan as guidance to define functional policies and procedures, including technology and public relations.Strategic planning has been defined as….…the formal consideration of an organization’s future course.Benefits to Strategic PlanningStrategic planning is intended to enhance the organization’s ability to think, act, and learn strategically. The potential benefits from the process are numerous, although there is no guarantee that they will be realized in practice.The benefits to strategic planning are:Improved understanding and better learning. The organization understands its situation far more clearly. It is able to reconceptualize its situation and work, if necessary, and to establish an interpretive framework that can guide strategy development and implementation.Enhanced organizational capabilities. Broad-based organizational leadership is improved, and the capacity for further strategic thought, action, and learning is enhanced.Better decision-making. A coherent, focused, and defensible basis for decision-making is established, and today’s decisions are made in light of their future consequences.Increased effectiveness. The organization’s effectiveness is enhanced, its mission is furthered, its mandates are met, its values are honored, and real public value is honored.Increased efficiency. The same or better results are achieved with fewer resources.Improved communication and public relations. Mission, vision, values, goals, strategies, and goals management are more effectively communicated to key stakeholders. A desirable image for the organization is established and managed.Increased political support. The organization’s legitimacy is enhanced, its advocacy base broadened, and a powerful coalition developed.All strategic planning deals with at least six key questions:? Why do we exist?? How do we conduct our business?? Where are we now?? Where do we want to be?? How do we get there?? How do we know when we get there?This strategic plan is viewed as a process to determine where we are going over the next three years. In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it wants to get there.The sections that follow answer the key questions cited above.-9525000West Warwick Housing AuthorityStrategic Planning TeamCommissioners:Thomas Zampa, ChairmanDeborah Tocco, Vice ChairElizabeth BruneroJoan CardJoshua BarretteStaff Members:Patricia Raposa, Asset ManagerKristin Osberg, Budget & Finance MangerPorshia Billington, Leased housing ManagerCharlene Fraser, Facilities/Procurement CoordinatorLisa Cancelliere. Administrative AffairsKelly Connelly, Front Desk CoordinatorAndy Nester, Maintenance ForemanStephen J. O’RourkeExecutive Director &Strategic Planning FacilitatorThe Strategic Planning Process“It is not enough to say we are doing our best. You have to succeed in doing what is necessary”Winston ChurchillThe Strategic Planning model West Warwick Housing Authority has chosen to use is a hybrid that uses the best practices of many different models. All models of strategic planning have basic common components.Our model -known as the Bryson Model- was developed by Professor John Bryson, Humbert H. Humphrey Professor at the University of Minnesota. Although based on the Bryson model, our model is a hybrid from many other models as well. Further, our model incorporates elements of operational planning. WWHA Strategic Planning ModelSteps in the Strategic PlanAgree to PlanThe first step in our strategic planning process involves the commitment of the Board of Commissioners and senior management to undertake the effort involved in creating a strategic plan. It involves committing time and resources to develop the necessary surveys, conducting focus groups with various stakeholders, and analyzing the collected data. The board and staff have demonstrated their commitment by their participation in the numerous surveys undertaken and the full-day board strategic planning retreat.MandatesMandates are defined as the external expectations placed upon the organization. There are two types of mandates: formal and informal.Formal Mandates are often stipulated through legislation, rules and regulations of the governing bodies that provide funding for operations and rmal mandates are expectations that an organization has developed for themselves, or from others, to comply with the mission, goals and objectives of the organization.Mission, Vision, ValuesThe mission statement of an organization is a declaration of organizational purpose. It states the unique reasons why the organization exists.The vision statement of the organization is to develop a clear and succinct description of what the organization will look like or be known as in the future should it accomplish its goals.Values are principles or standards considered inherently worthwhile or desirable. An organization’s values answers the question: What is important to us? They are a source of strength because they give people and organizations the power to take action. Values are the essence of an organization’s philosophy for achieving success.Environmental Scanning (Situational Analysis)Environmental scanning is the needs assessment and information gathering phase of the process. It is at this step that current operations and the environment we work in are comprehensively reviewed. There are two parts to environmental scanning: Internal environmental scanning focuses on internal strengths and weaknesses. It examines factors such as: resources, present strategy, performance trends, share of market, stability, efficiency and flexibility of the organization.External environmental scanning focuses on external opportunities and challenges. It examines factors external to the organization, which can influence funding and participation such as: forces and trends, collaborators and competitors.It is during this step in the process that a SWOC (strengths, weaknesses, opportunity, threats) analysis is conducted. A SWOC analysis examines the internal strengths and weaknesses of the organization and the external opportunities and challenges affecting the organization.It is also during this phase that stakeholders are identified, surveys conducted, focus groups held and interviews undertaken.This phase involved all of our stakeholders. Approximately 80% of our public housing and Section 8 residents were surveyed, as well as one-quarter of the Section 8 landlords. Every elected official in West Warwick and six appointed Town officials also received surveys. Four focus groups were also conducted: one resident group each from West Warwick Manor and Clyde Tower, one Section 8 participant group, and a Section 8 landlord group.Environmental scanning answers the question: Where are we now?Following are the areas examined in our environmental scan.INTERNAL SCANAn Internal Scan is an assessment of an organization’s present position in its current environment. It involves identifying present and potential problems and opportunities in the organization. The elements of an internal scan are: Overview of Agency Scope and FunctionsEnabling State and Federal statutes, date createdHistorical perspective, significant eventsStakeholder expectations, public imageStructure of programs and subprogramsOrganizational AspectsTable of organization/structure and processes (divisions/departments, quality and management style, key management policies/operating characteristics)Location of main office, field offices, travel requirements, and location of service/regulated populations.Capital assets, Capital Improvement needsInformation technology: degree of computerization, telecommunications, quality of agency IT plans, data collection, tracking & monitoring systems (software)Resources:People:Who are the people who work for this organization?Size and composition of workforce Minority/Gender compositionProfessional, technical, clerical, exempt, classified positionsExperience/Average ageCompensation/benefitsTurnover rates/MoraleWhat strengths do they bring to the organization?What is their current skill level?What skills are needed to perform their mission? (What training do they need?)How much training has taken place? (Hours/year/person)What are their weaknesses?Economic/Fiscal Aspects:Size of budgetFiscal trends over last five yearsFunds: Federal, state, fees, grants, donationsOperating costs compared with other jurisdictions (benchmarking)Degree to which budget meets current needsWhat trends do we anticipate in the future?What are our areas of concern?What areas of funding are secure? What areas are not secure?What role will the larger economy play on our funding sources?Information:What resources are available to decision-makers?What type of information is missing that is important or would be helpful?What improvement can be made to the system?What are the likely trends in the next 3-5 years?Competencies:What does the organization do well?Where is there need for improvement?What are the organization’s strengths and weaknesses? (refer to Strengths & Weaknesses Worksheet)How is incompetency dealt with?Present StrategiesHow are strategies determined?Does a strategic plan exist?Goals Management Plan?Key Performance Indicators (KPI)?What strategies are undertaken to complete our mission?PerformanceAgency accomplishments (PHAS, SEMAP scores, NAHRO awards, etc.Examination of existing performance measures as ideal gauge of successHow does the organization’s performance measure against industry standards?How does the organization rate compared to its own established goals and objectives?What are the performance trends?What needs to be improved?ProgramsWhat types of programs does the organization operate?How are they funded?Do they have goals and objectives?How are they performing?MarketHow much of the market does the organization have in relationship to others that are performing the same type of service?Does the organization have a competitive advantage over others performing the same type of services?How can the organization maintain its competitive advantage?How can the organization overcome any competitive disadvantages? StabilityHas the organization demonstrated staying power?EfficiencyHas the organization been cost effective in the utilization of personnel, facilities, and other resources?FlexibilityHas the organization been able to adapt to market and environmental changes?How has it done so?What needs to be done?PoliticalWhat political influences could affect the operations of the organization?FederalStateLocalPage blank intentionallyExternal ScanAn external scan focuses on those factors that are external to the organization which can influence funding and participation.The elements of an external scan are:Forces & Trends:People:Who are the people and/or organizations that have an impact on the organization?Demographics-focus on stakeholdersTrends and their impactIn what way do they influence the organization?Which are most influential?Why do they have an impact on this organization?What are their objectives and reasons for concern with the organization?What could cause this situation to change?What impact will changes have on the organization’s external stakeholders and the nature of relationship with them?Economic:What forces or trends in the economy will affect what we perform or provide?Will the economic situation remain stable or change?Unemployment & interest ratesExtent to which customers and service populations are affected by economic conditionsExpected future economic conditions and impact on organization, stakeholders, and service populations.Federal, State and local fiscal forecasts and revenue anization’s response to changing economic conditions.Will change have an impact on the delivery of our services?Social:What changes in society will have an effect on our services?What are the projected trends for the future?Technological DevelopmentsWhat forces/trends in technology will affect the way we provide/deliver services?Impact of technology on current organization operationsImpact of anticipated technological advancesRegulatory/Legal Impact and Trends:Key legislation, key eventsAnticipated impact of future governmental actions on organization and its stakeholdersOrganization-specific federal mandates, court cases, federal budget, new legislationStakeholdersWho are our stakeholders?What are they “buying/”What could cause the situation to change?Why do they “buy” or participate in our services?How do they make decisions to “buy” or participate in our services?Collaborators/CompetitorsCollaborators:Who are they?Who should they be?What are they supporting?What could cause this to change?Why do they provide support?How do they make their decisions to provide support?CompetitionWho are our competitors?How do they compete?What are their strengths and weaknesses that will pose opportunities and challenges?Costs & feesAccess to clients and supportsType of client basePersonnel and other resourcesThe environmental scanning process is critical to identifying substantive issues that need to be addressed.Identify Key Strategic IssuesThis step identifies the fundamental policy choices facing the organization concerning its mission, mandates, service and product levels, clients/customers, users, cost, financing, organization or management. Externally, the strategic issues step looks from the outside in, concentrating on the organization’s mandates and external environmental scan. Internally, the organization must develop issues based upon the mission, internal environmental scan and organizational values.341180841800000Strategic issues are different from a routine organizational issue. Strategic issues are defined by specific criteria, and are designed to be a major focus of attention for the Authority’s decision makers.From the beginning, this organization has developed a “hybrid” model of strategic planning and strategic issue identification in that we do consider some operational issues to be of such importance to the success of the organization that we consider them “strategic” and include them in our plan.Goals Management Plan and StrategiesStrategies are defined as a pattern of purposes, policies, programs, actions, decisions, or resource allocations that define what an organization is, what it does, and why it does it.This step involves creating a Goals Management Plan for the organization. Using the key strategic issues that have been identified, staff members create numerous goals and objectives to address each issue. Each objective is further defined through a series of tasks, which identifies, in sequential order, who is responsible for the task, when it’s anticipated to be completed, and what a completed task is.Plan ImplementationPlan implementation involves publishing the plan and thoroughly briefing the entire staff, commissioners, and key stakeholders about its contents. The plan should be circulated and briefed to as many persons and groups that will be affected by its implementation.In subsequent Annual Plans submitted to HUD, we will be able to use this section of the plan to document our accomplishments.Monitoring and Evaluation288544021717000The last step in our strategic planning model involves monitoring our progress in achieving our goals and objectives. A companion document to the Goals Management Plan is the Performance Monitoring and Accountability Report. This report, which will be on-line, monitors each goal and objective on a monthly or quarterly basis. Its purpose is not only to monitor the successful implementation of the Goals Management Plan, but to determine what obstacles may arise affecting implementation. Every plan is a dynamic document subject to changes as our work environment changes. Accordingly, changes to the strategic plan may be necessary. A good monitoring system identifies these problems and allows for mid-course changes to be made to achieve the missionMISSIONWhy do we exist?A good mission statement includes the purpose of the organization’s existence, the types of programs we deliver and the mandates placed on us by the federal, state and local governments.MISSION STATEMENTThe West Warwick Housing Authority exists to provide quality, safe and affordable housing and to provide meaningful support and engaging services for our residents. We are committed to forming productive partnerships to maximize social, economic and educational opportunities for our residents and staff. This mission shall be accomplished in a fiscally responsible manner by an ethical and professional staff and Board of Commissioners. We are strongly committed to board and staff personal growth, excellence in public service, and being accountable and transparent to all our stakeholders.The West Warwick Housing Authority’s mission statement was developed by answering the question: Why do we exist?34442407620000Housing authority mission statements typically cite the need to provide decent, safe and sanity housing - words taken right from the Housing Act of 1937, which created the public housing program.Since then, we do much more than provide shelter. We are actively engaged in the lives of our residents and staff providing health and safety programs, social activities and training.Addressing the economic and social needs of residents was added to reflect our holistic approach to working with our residents. Mission statements also want to recognize the organization’s responsibilities as public servants and our stewardship of taxpayer funds. Further, it indicates an appreciation of our staff and our duty to serve our stakeholders. Page intentionally blank.VISIONWhere and what do we want to be?A Vision Statement describes in brief what the organization should look like as it successfully implements its strategies and achieves its full potential. It answers the question: Where and what do we want to be? The West Warwick Housing Authority envisions an organization that strives for and achieves management excellence, public accountability, fiscal responsibility, high levels of stakeholder satisfaction and positive changes in the lives of our clients and our employees.VISION STATEMENTOur vision is to be a leader in the public housing profession.Elements of Our Vision339794228003500We envision our elderly residents living their senior years in safety and comfort with a generous offering of services to assist them in their later years. We will continue to develop an inventory of programs that aide residents to live in their own apartments and postpone or avoid burdening their families or a life in a nursing home. Allowing such residents to remain in public housing not only positively impacts the residents’ quality of life, but often does so at a fraction of the cost of nursing home care.We envision our disabled residents being accepted in the community and living in dignity. We will alter our properties to provide a barrier-free environment allowing access to our services. Where necessary, we envision offering the appropriate services to prepare disabled residents for a life in the general population. We envision our properties, serving as key components of neighborhood stabilization by creating safe, attractive and well-managed housing that improves the quality of life for residents and neighbors alike.We envision good and respectful working relations with the Department of Housing and Urban Development that provides us with our operating subsidy and with other federal, state, and private entities that provide us with financial resources.We envision a future where our employees are empowered to do their jobs efficiently and effectively and are able to grow professionally. We envision every commissioner and employee as being proud to represent and work for this organization. 078930500In terms of administrative management excellence, the WWHA will implement our goals management approach to operations. We will track key performance indicators designed to measure the amount of work performed and the quality of our operations. We will measure stakeholder satisfaction and we will strive to maintain a high level of customer and stakeholder relations. We will also strive to ensure financial security for our agency by diversifying income sources and implementing cost saving financial management procedures. We will be vigilant in husbanding our resources through energy management and seeking new technology to be fiscally prudent. We will continue to strive to reach higher levels of productivity and ensure that the WWHA is staffed with the highest qualified personnel. Staff will be given the training and resources required to do their jobs successfully. Compensation and benefit levels will continue to remain at competitive levels in the employment market. The WWHA will also work to ensure excellence in Public Housing management and the management of the Section 8 Leased Housing program. This will be done by meeting or exceeding industry standards in key areas such as rent collection, occupancy and unit turn- around times and maintaining clear lines of communication with residents. The WWHA will also continue our aggressive screening process for new residents and will enforce resident leases to ensure that troublesome residents are dealt with so that they don’t destroy the positive communities that we are trying to maintain. We will also continue to employ aggressive security procedures including zero tolerance operations aimed at sending criminals a clear message that no illegal activity will go unpunished at our developments.For the Section 8 program we will address issues of communication and the education of program participants about what is expected of them under the program. We will aggressively attack fraudulent behavior that drains crucial resources from those for 28981401174300whom they were intended and slowly erodes the public’s confidence in the Section 8 program. The West Warwick Housing Authority will continue to maintain and improve its inventory of physical assets. This means continuing aggressive maintenance operations and capital improvement efforts at our propertiesIn terms of service provision, the WWHA will promote resident self-sufficiency for Section 8 residents designed to meet the needs of a population with increasingly specific needs. This will require new and innovative approaches to service delivery to ensure that as an outcome of our efforts, residents are able to gain employment at a level that allows them to become self-sufficient. Our new Strategic Plan is being implemented to ensure that the West Warwick Housing Authority reaches its full potential as an organization and that commissioners, staff and residents are able to meet their full potential as professionals and citizens. Through successful implementation of this plan we will realize and fulfill our mission statement and will have made the West Warwick Housing Authority a better place to have lived and work.Page intentionally blankVALUESValues articulate how the organization will conduct itself.How do we want to treat others, and how do we want to be treated ourselves?11475302286000Values statements articulate how the organization will conduct itself during the day-to-day operations of the organization. Values answer the question: How do we want to treat others, and how do we want to be treated ourselves.There are countless values that an organization recognizes and are important to its self- identification. At the planning retreat for strategic planning, the board of commissioners and staff initially identified approximately thirty-two values they identified with as an organization.After a thorough discussion, and grouping similar type values together, six core values for the West Warwick Housing Authorities were identified by consensus.1246728-65389400West Warwick Housing Authority Core ValuesTeamwork requires that everyone works together to achieve common goals.Performance requires that the organization meet or exceed its petency requires that the members of the organization understand their purpose and individual duties and responsibilities. It means continuous learning to master our professional responsibilities.Stability means that continuity of staff means better performance and less misdirection.Knowledge requires maintaining of job skills at their munication requires continuous interaction with commissioners, staff and all our stakeholders.179267116625400Organizational MandatesMandates are defined as the external expectations placed upon an organization.The West Warwick Housing Authority operates under the dictates of many mandates, both formal and informal. Below is a listing of some of these mandates followed by a more in-depth description and commentary.Formal Mandates:Formal mandates are external expectations required by law and/or regulation.357082923984200The West Warwick Housing Authority is governed by several legal (formal mandates) documents, including:General Laws (45:25 and 45:26 “City and Town Housing Authorities”)Town of West Warwick Home Rule CharterCertificate of Incorporation (West Warwick Housing Authority)By-Laws of the West Warwick Housing AuthorityAnnual Contributions Contract (ACC) with HUDCode of Federal Regulations (24 CFR)Public Housing Assessment System (PHAS)Section 8 Management Assessment System (SEMAP)Numerous HUD Handbooks, Notices and MemorandaRegulations required by various federal, state, city and private grants applied for and administered by the Housing rmal Mandates:Informal mandates are expectations created by the organization that are not necessarily created by regulation or law, by rather by the expectations of the organization’s leadership and staff.The PHA is also governed by several informal (non-legal) mandates created by the policy making Board of Commissioners and management of the housing authority, including:5-Year Goals Management PlanQuarterly Performance IndicatorsPHA Established Performance GoalsDepartment Standard Operating ProceduresFormal MandatesRhode Island General Laws (§45:25 and §45:26)Section 45, Part 25 and 26 of the R. I. General Laws, also known as the housing authorities’ law, establishes the procedure for creating a local housing authority. Passed in 1939 in response to the US Housing Act of 1937, this section sets forth the requirements a city/town must meet to create a local housing authority.The housing authorities’ law also cites the corporate powers of the authority, selection and membership of the board, appointment and terms of commissioners, removal of commissioners, powers of the board, compensation for commissioners, and compliance with federal regulations. It also establishes procedures for cooperation between authorities, exemption from zoning requirements, payments in lieu of taxes, supplemental powers, and tax exempt status.Section 45-25-15, Powers of authority enumerated, lists the numerous powers exercised by the authority in undertaking its responsibilities. Some of the enumerated powers of the housing authority include: ...investigating living and housing conditions in the city; determine where unsafe and unsanitary housing exists; studying and making recommendations on housing; planning, constructing, improvement and repair of existing housing projects; management of housing projects; to change the city map, to plan, re-plan, zone, or rezone any part of the city or municipality; to lease or rent any of the dwelling or other accommodations or any of the land, buildings, structures or facilities embraced in any housing project and to establish and revise the rents charged. 0319200This section also states the powers of the housing authority to sell bonds, transfer property, and to borrow money for the purposes of providing housing to low-income residents of the city.Many of the powers enumerated by this section are enhanced or diminished by federal law, particularly with regard to the establishment of rents. The requirement to maintain a reserve for the payment of outstanding bonds is also obsolete in that the federal government provides the funding to retire outstanding bonds.Of particular importance to the contemporary housing authority is the ability to sell bonds for the purpose of providing housing for low- and moderate-income families and the exemption from local zoning requirements. These features of the law provide the housing authority with a substantial amount of latitude to develop new housing stock. Recent changes in federal regulations and the federal tax code also provide some impetus to provide more affordable housing in the city. Several provisions that remain in the Housing Authority law have been changed due to court decisions. (The Housing Authority of Woonsocket v. Rita Fetzik) For instance, state law gave Tenant Affairs Boards the authority to approve housing authority budgets, overrule evictions, and more. This was overturned by the Fetzik decision in 1970. R.I General Law 45:27 Housing Authority Bonds and ObligationsThis chapter and section of the R.I, General Laws deals with bonding authority of housing authorities. It lists the types of bonds that are issuable, for what purposes and how they are secured.Residential Landlord and Tenant Act of 1987 (RIGL 34-18)This Act affects the PHA in housing our residents. It primarily affects rules for tenancy and eviction actions. Because the conflict between federal and state regulations on causes for eviction, we have attempted to have this Act amended in order for housing authorities to use federal regulations.West Warwick Home Rule CharterThe Town of West Warwick Home Rule Charter, Article XX “Other Town Offices, Section 2005 Housing Authority” states: “...There shall be a housing authority for the town consisting of five (5) commissioners appointed by the town council and each to serve a term of five (5) years, said terms to be so arranged that the term of one commissioner shall expire each year. All persons appointed as commissioner shall eligible voters and residents of the town, and the office of any commissioner who ceases to meet this qualification shall become vacant. Any vacancy on the authority shall be filled for the unexpired term. The board shall elect from its membership its chairman and such other officers as it shall deem necessary. The housing authority shall have all the powers and duties prescribed in applicable state law and any applicable amendments thereof. All commissioners of the housing authority in office at the time of taking effect of this Charter shall continue in office and complete the terms for which they were appointed so long as they meet the qualifications for office set forth in this section.” ”PHA Certificate of IncorporationA Town Council resolution authorizing the submittal of the PHA’s Application for Certificate of Incorporation, dated August 28, 1962 includes a section which states:That the Town Council by resolution duly passed and approved the Town Council onthe same date (28 August 1962 , determined that:(a) unsanitary or unsafe inhabited dwelling accommodations existed in the Town of West Warwick, and(b) that there was a lack of safe or sanitary dwelling accommodations in the Town of West Warwick available for all inhabitants thereof, and consequently that there is a need for a housing authority in the Town of West Warwick to function in the Town.”The primary aim of establishing a housing authority in the Town was to alleviate poor housing conditions in the Town. The WWHA has successfully met this formal mandate from its inception in 1962. Since that time, two public housing developments were created in the Town: West Warwick Manor and Clyde Tower.By-Laws: PHA Board of Commissioners The by-laws of the WWHA Board of Commissioners consists of five articles which explain the structure of the board, the officers/officials of the board and their duties, when and where meetings will take place, finances, and an amendment process. Nothing in the by-laws affects the day-to-day operations of the housing authority. The by-laws of the Board of Commissioners do not pertain to the WWHA’s operations, nor does it mandate any programs. The by-laws deal exclusively with board operations.Annual Contributions Contract (Department of Housing and Urban Development)The Annual Contributions Contract (ACC) is an agreement between the housing authority and the Department of Housing and Urban Development which guarantees permanent financing of public housing and certain Section 8 projects. It also agrees to provide the difference between project revenues and debt service on bonded indebtedness through an annual contribution on subsidy paid to the housing authority. As its obligation in the contract, the authority guarantees that it will maintain the low-rent nature of the project.The ACC consists of two parts. Part I determines the legally authorized amount of funds a housing authority will receive from HUD. Part II, currently, is a lengthy document that consists of five articles on operating a housing authority.Article I has twenty-six sections dealing with the development of public housing. It includes sections on Efficiency and Economy in Development and Administration and Performance and Payment Bonds. Article II and has twelve sections dealing with such topics as Leases, Low Rent Character of Projects, and Repair, Maintenance and Replacement. Article III covers the Provisions Common to Development and Operation and has thirteen sections including: Compliance with the Cooperation Agreement, Insurance Coverage, Books of Accounts and Records, and Financial and Operating Statements. Article IV deals with the Fiscal Provisions Governing Development and Operation. This section has twenty-three sections and covers such topics as: General Depository Agreement and General Fund, Development Cost, Temporary Notes, Operating Budgets, Debt Service Fund, etc.Article V consists of eighteen sections and is titled Defaults, Breaches, Remedies, and General Provisions. Topics covered in this section include Conveyance of Title, Continuance of Annual Contributions, Interest of Members and other topics.The ACC is the “governing document” for operating a public housing authority. However, the ACC is very outdated and has been replaced by a newer, shorter version. Many of the provisions of the old ACC are no longer applicable. While many of the provisions cited in the original ACC are obsolete, the “spirit” of the regulations remains in effect and is monitored by HUD.390563116510000Code of Federal Regulations (CFR)The Code of Federal Regulations consists of both statutory and regulatory requirements mandated by the Congress and the Department of Housing and Urban Development. The CFR consists of numerous sections dealing with the operation of public housing and Section 8 programs, as well as various other programs managed by the WWHA. Most of HUD’s regulations are contained in Title 24 of the Code of Federal Regulations.The CFR contains all the existing rules and regulations governing housing authorities. Both the public housing and Section 8 regulations, as well as numerous grant programs are contained in the CFR. It is unclear at this time what effect deregulation will have on the CFR. If housing authorities are to be truly “deregulated”, as HUD is always promising, then the CFR should not govern our every action. The CFR will probably contain the broad general guiding principles mentioned above. In the last year, HUD has established several committees comprised of industry professionals to make recommendations on deregulation. However, the truth of the matter is that the more they speak about deregulation the more we seem to be regulated.A good example of this was in calendar 2008 when HUD started enforcing several regulatory items that they had not been monitoring and enforcing. Regulatory requirements such as Section 3 plans and reports, Section 504 reviews and environmental reviews of projects were old requirements that were now being enforced. Unfortunately, it came at a time of diminishing funds and staff to implement them. A list of titles under 24 CFR relating to public housing and Section 8 operations and administration and governance follows:Title 24 United States CodePartTopicPartTopic5General HUD Program Requirements; Waivers960Admission to and Occupancy of, Public Housing135Economic opportunities for low and very-low income persons963Public Housing – Contracting with Resident-Owned Businesses902Public Housing Assessment System (PHAS)964Tenant Participation and Tenant Opportunities in Public Housing903Agency Plans965PHA Owned or Leased Projects – General Provisions904Low Rent Housing Homeownership Opportunities966Public Housing Lease and grievance Procedures905Public Housing Homeownership Programs968Public Housing Modernization908Electronic Transmission of Required Family Data969PHA-Owner Projects- Continued Operation as Low-Income Housing After Completion of Debt Service941Public Housing Development970Public Housing- Demolition and Disposition943Public Housing Agency Consortia and Joint Ventures971Assessment of Reasonable Revitalization of Certain Public Housing as required by Law945Designated Housing – Public Housing Designated for Occupancy by Disabled, Elderly, or Disabled and Elderly Persons.972Conversion of Public Housing to Tenant-Based Assistance984Section 8 and Public Housing Family Self-Sufficiency Program990Public Housing Operating FundPublic Housing Assessment System (PHAS)PHAS replaced HUD’s previous public housing performance management plan known as the Public Housing Management Assessment Plan (PHMAP). PHAS monitors the performance of housing authorities by assessing their performance in four categories: Finance, Management Operations, Housing Portfolio Appearance, and Timely Expenditure of capital Funds. Housing authorities that score below 60 points are considered “troubled.” To receive a score of “high-performer” a housing authority has to score 90 points or higher. A score between 60 and 90 rates you as a “stand performer.” This housing authority has fluctuated up and down the rating scale. Under the old system, we rated high performer most of the time. Under the newer, more stringent system we have been a standard performer.High PerformerA score of at least 60% of the points available for each of the four indicators and an overall score of 90% or greater.HA will receive incentives such as bonus points in funding competitions, a Certificate of Commendation from HUD and relief from reporting requirements. Standard PerformerAn overall score of less than 90% but not less than 60%.Must correct all deficiencies. If the HA scored between 60% and 70% it will be referred to a HUD area HUB/Program Center and will be required to submit an improvement plan. A Standard Performer with a score above 70% may also be required to submit an improvement plan to correct deficiencies.Troubled PerformerAn overall score of less than 60%HA will be referred to the TARC for longer-term assistance. There is an appeal process.HUD Required Annual & Five Year PlansHUD now requires all housing authorities to prepare annual and five-year plans. These plans require housing authorities to have a mission, quantifiable goals and objectives, cite area housing needs, list financial resources, management and admissions policies, capital improvement needs programs and social services and a number of other required components. Annual plans are usually due 75 days prior to a start of a housing authority’s fiscal year. However, small and high performing housing authorities have different requirementsHUD Handbooks, Notices and MemorandaThe Department of Housing and Urban Development issues numerous handbooks, Public Housing Notices and memoranda on the operation of programs it funds. Though too numerous to mention in this space, there is a handbook, notice or memoranda for every program or operation HUD is involved with creating and financing. Several years ago HUD issued a memorandum terminating most of their handbooks. This was considered a first step in their much touted deregulation process. However, while rescinded, HUD suggests housing authorities continue to use them as “guides.”Recommendations have been somewhat controversial, several of the changes have been challenged resulting in Congress’ intervention to interpret certain provisions. Because of all the changes, this housing authority interrupted the completion of this strategic plan until it was clearer what the final outcome would be. But even at this late date there are changes taking place. In summary, the provisions of the new PBM&A mandates require housing authorities to track expenses by developments, rather than through one budget. While certain provisions have merit, it has proven a costly and burdensome process for very little value added.Non-HUD Federal and State MandatesIn addition to the many HUD mandates, the WWHA is required to comply with numerous other federal, state and local mandates (rules, regulations, laws, ordinances). These are too numerous to mention in detail, but a list of mandates for two areas alone indicate the enormity of the impact on operating.Human Resources, Insurance & Risk ManagementWorkers Compensation InsuranceHousing Authority Insurance CompanyOccupational Safety Hazard AdministrationFederal and State Employment LawsOccupational Safety Act of 1970Family Medical Leave Act of 1993Vietnam Era Veterans Readjustment Assistance Act of 1974Section 503 of the Rehabilitation Act of 1973Executive Order 11246 (preventing discrimination based on race, color, religion, sex and national origin.)Title VII and VI of the Civil Rights Act of 1964Americans With Disabilities Act of 1990Age Discrimination In Employment Act of 1967Equal Pay Act of 1963Occupational Safety and Health Act of 1970Workers Compensation Act of 1910HUD Drug Free Workplace PolicyFederal Regulatory AgenciesUnited States Department of LaborUnited States Equal Employment Opportunity CommissionThe Federal Office of Contract Compliance ProgramsEmployment Standards AdministrationOccupational Safety and Health AdministrationUnited States Department of Housing and Urban DevelopmentRhode Island State Laws and RegulationsRhode Island Parental and Family Leave Medical ActFair Labor Standards Act (Minimum Wage)Rhode Island Right to Know LawRhode Island General Law 28-32-1 (Workers Compensation)Rhode Island Employment Security ActRhode Island Temporary Disability Insurance ActRhode Island Regulatory AgenciesRhode Island Human Rights CommissionState of Rhode Island Department of Labor and Training INFORMAL MANDATESFive-Year Goals Management PlanThe WWHA is developing a five-year Goals Management Plan as part of its strategic plan. The plan will contain the goals and objectives created by the housing authority. Quarterly Performance IndicatorsThe housing authority will create a quarterly report of performance indicators the WWHA will endeavor to achieve. As part of this strategic plan, a new Performance Management & Accountability Report will be created and monitored quarterly. It will contain the key performance indicators for each department, office and function at the housing authority.Monthly Performance Goals and ObjectivesEach functional area at the WWHA has monthly goals and objectives they are expected to achieve. While many of these same goals and objectives will be part of the Performance Management & Accountability Report, they are vitally important to the successful operation of the WWHA on a month-to-month basis. Indicators, such as rent collected, occupancy rates, unit turn-over, and work order completion need to be met on a continual basis. These monthly indicators are tracked through the Monthly Management Report.Standard Operating Procedures (SOP)Each functional area at the WWHA will have a SOP describing their operations in detail. Staff are expected to follow their SOPs in the performance of their duties to achieve their anizational Mandates SummaryThe West Warwick Housing Authority was created and continues to operate under numerous mandates from the federal, state and local levels of government. Each mandate, regardless of its source, directs the West Warwick Housing Authority to create, maintain, administer and operate affordable housing in the city. Other mandates are really secondary to the primary mandate which was a direct response to the federal Housing Act of 1937. Neither the state general laws nor the city charter has significantly changed our mandate since we were created in 1962. The federal government has been the source of most of the significant changes as Congress and the Department of Housing and Urban Development have altered their level of effort and emphasizing different constituencies. Public housing, originally conceived for the short-term housing of the “working poor,” now houses long-term, very-low income families with a plethora of social problems. Congress and HUD have responded to this change with a series of on-again, off-again programs to assist these families-usually too little to have a significant impact. Their funding has been insignificant or non-existent to deal with the problems that have arisen as a result of their shortsightedness. Many of their policies have been blunders that have exacerbated managing public housing.Housing for the elderly has been transformed from tranquil retirement homes to tense living spaces due to federal mandates requiring the mixing of young disabled with the elderly. Only recently has HUD-at Congress’ direction-established a procedure for housing authorities to declare some buildings as elderly only. Congress’ and HUD’s previous admission preferences also resulted in housing authorities taxing their limited resources to deal with the problems it caused.The federal authorities must become cognizant of the impact of their legislation and regulations on local housing authorities. With limited funding and more mandates, it is difficult for local housing authorities to meet the demand.4708478109182SECTION II0SECTION IIEnvironmental ScanSituational AnalysisPage intentionally blankInternal/External Assessment factorsInternal Strengths and WeaknessesAn Internal Environmental Scan reviews and assess the organization’s internal strengths and weaknesses, that is, those aspects of the organization that help or hinder the accomplishment of its mission and mandates. The scan also leads to the clarification of the organization’s core competencies.Overview of Organizational Scope and FunctionsEnabling State and Federal Statutes, Date CreatedThe West Warwick Housing Authority was created in 1962 pursuant to enabling legislation of the Rhode Island General Assembly at Rhode Island General Laws 45:25, known as the City and Town Public Housing Laws. States created enabling legislation after the national Housing Act of 1937, which created the federal public housing program.Federal public housing legislation was debated fiercely in the Congress. For years, public housing advocates envisioned public housing based on social housing created in Europe. European social housing extended far beyond the poor and disadvantaged; it provided housing for the middle class. That model was not popular in the United States and never was the paradigm here. Public housing in the United States reached its peak year of existence in 1993 when there were 1,407,923 units located at approximately 3,200 public housing authorities in every state. That was an increase of greater than 700% over the number of units in 1949 (170,436 units).Over the years public housing has gone through many iterations. During the war years, public housing became housing for defense industry workers employed at the shipyards and critical industries supporting the war effort. At the conclusion of the war, public housing became home to millions of veterans starting families. Eventually, it became home to low-and moderate-income families.Historical PerspectivePublic housing started in the Town of West Warwick in July of 1962 when 25 residents of the town -following the procedures created in state enabling legislation- petitioned the Town Council citing the “necessity for a public housing.” The Town Council recognized the citizen petition on August 15, 1962 and directed the Town Clerk to advertise for a public hearing to receive comments from interested citizens of the town.At the public hearing on August 28, 2017, several speakers spoke in favor of creating a housing authority providing decent, safe and sanitary housing for the elderly. Speakers included: Dr. Harvis Wolf, Chairman of the Committee on Housing for the Elderly; Dr. Mary Mulvey, Administrator of the State Division on Aging; Ernest Friday, Chief of Planning for the Rhode Island Development Council; several Town Councilman and State Senators and Representatives. There was little opposition to the creation of a Housing Authority.In her lengthy remarks before the Council, Dr. Mulvey stated “Special accelerated action is necessary to meet the needs of the elderly…” She cited statistics showing the need for affordable housing for the elderly-many of whom lived on Social Security or small pensions. She further claimed that “providing for better housing for older persons is becoming increasingly important.” Statistically, West Warwick’s population, at the time, was 9.6% of its population composed of persons 65 years of age or older, and ranks eighth in Rhode Island for the number of elderly. A study she cited of housing conditions in West Warwick indicated that 1,800 elderly residents of the town lived in either deteriorating or dilapidated housing.After the public hearing, the Town Council passed a unanimous resolution declaring a need for a housing authority in the Town of West Warwick.On December 11, 1962, the Town Council made its first appointments to the five-member Board of Commissioners. The newly formed board elected Ralph P. Cinquegrana as its first chairman. Also appointed to a one year term (appointments were staggered five year terms) was Renee R. Dionne, who would go on a year later to become the Authority’s first Executive Director.The Authority went on to construct two elderly housing developments. The first, known as West Warwick Manor, was constructed on several parcels of land along the then New York and New Haven rail line contiguous to Mills Street and south of Robert Street. Nine homes were purchased and demolished to build the project of (then) 125 units. Of the properties purchased, eight of the nine homes were classified as “substandard.” The building construction was completed in 1964.The second project built by the Housing Authority was Clyde Tower located at 1021 Main Street. A 2+ acre, mostly vacant site was purchased to construct the initial building comprised on 61 units on two floors and basement. A tower addition was constructed in 1984/85 with an additional 63 units. The Authority has not built any family housing; although, there is a considerable need for it in the town.Customer/Stakeholder ExpectationsThe West Warwick Housing Authority’s primary stakeholders are the residents living in our public housing developments and renting private market units through the Section 8 Program. There are numerous secondary and tertiary stakeholders ranging from federal funding sources (HUD) to third-party vendors who sell us goods and services, and local appointed and elected officials. All have certain expectations of the housing authority. The expectations of the primary stakeholders tend to be high. They expect: (a) decent, safe and clean affordable housing; and, (b) a level of services that provides them with social and recreational activities. Less so our Section 8 residents. They expect the WWHA to provide a rental subsidy to their landlords in decent and safe apartments.Other stakeholders have other expectations depending on their relationship with the WWHA. Vendors have expectations of being paid on-time, while third-party service providers expect cooperation and access to the WWHA and its residents to provide services.Structure of Programs and Subprograms:The Housing Authority receives funds from the federal Department of Housing and Urban Development (HUD) to operate two programs:Low-Rent Housing:More popularly known as public housing, the Authority receives an operating subsidy from HUD to operate 250 public housing units at two developments: West Warwick Manor (126 units) and Clyde Tower (124) units. The residents pay approximately 30% of their income to lease a unit of public housing, regardless of the size of the unit. Unlike market-rate housing, where rents are based on several factors, i.e., size of the unit, amenities, location, etc.; public housing rents are “rent controlled” and based on income of the resident.The average rent at West Warwick Housing is $344, slightly less than the state average rent for public housing residents of $349. The national average for rents in public housing is $345 per month. For comparison purposes, the average monthly market rate rent for a 2-bedrom apartment in West Warwick is $1,151 requiring an income of $46,040.The average rent paid at WW Manor is $848 per month, while the highest rent at Clyde Tower is $801 per month. The lowest at WW Manor is $202 per month, while Clyde Tower’s lowest rent is $147.The WWHA’s two developments are distinctly different in several ways. The highest income at WW Manor is $62,803, while the highest income at Clyde Tower is $39,831. Section 8 Housing:The Section 8 Program provides direct subsidies to landlords who agree to rent to persons and families who have been issued a Section 8 Housing Choice Voucher. Eligible applicants/participants seek apartments or homes in the private sector housing market. They pay approximately 30% of their income for rent directly to the landlord; the Housing Authority pays the difference of what the participant pays and the negotiated rent. WWHA Section 8 residents pay on-average $375-$400 to their landlords monthly. The average aggregate rent for Section 8 housing in West Warwick is approximately $1,200 per month. Using these figures, the Housing Authority pays approximately $800 in rent subsidies directly to landlords for Section 8 residents. It should be noted these figures are averages because Section 8 units vary in size from 1-bedrooms to 4-5 bedroom homes.Capital Fund Program:The Capital Fund Program is funded by HUD to provide annual formula-based funding to housing authorities to undertake capital projects. These are major renovation projects that are beyond the scope of everyday maintenance. Funding for the Capital Fund Program has varied greatly and for many years not distributed on a regular schedule do to the Congressional Appropriations process. The new Administration has proposed substantial reductions in the program for FY2018. More about the funding of the program under the “Financial Section.”The Three Major Programs Administered by WWHA30480078105PublicHousing00PublicHousing223837578105Section 800Section 8419100078105Capital Fund Program00Capital Fund Program167640047053500363855047053500Organizational AccomplishmentsHigh-Performing Status: PHAS & SEMAPThis year and last year the WWHA received “high-performing” status from HUD scoring 93 out of 100 points in FYE2015 and 94 for FYE2016 on the Public Housing Assessment System, HUD’s rating system for housing authorities (See next section).The WWHA also scored 93 (“high performer”) for the Section 8 program for FYE2015 and recently received another 93 for FYE2016.Other accomplishments have been improving its financial position from three years ago when they were financially troubled.The housing authority does well when rated by its primary stakeholders-the residents of public housing and Section 8 programs.I preparation for the Strategic Plan, the WWHA survey its key stakeholders: public housing residents, Section 8 residents, Section 8 landlords, town elected and appointed officials and state elected officials representing West Warwick. The results of these surveys will be presented at the board retreat. Here are a few key findings:Public HousingWest Warwick Manor:85% of the residents surveyed would recommend their development to a friend or family member.95% of the residents surveyed are very satisfied (56%) or satisfied (40%) with their apartmentsClyde Tower:75% of the residents at Clyde Tower would recommend their development to a friend of family member.86% of residents were very satisfied (36%) or satisfied (50%) with their apartmentSection 8Participants:85% of Section 8 participants surveyed strongly agreed (68%) or agreed (17%) that they were satisfied that the Section 8 staff treats them well84% were very satisfied or satisfied that the staff member is qualified to perform their jobLandlords/Property Owners:86% of the Section 8 property owners are satisfied (48%) or very satisfied (38%) how they are treated.The same percent of respondents were satisfied or very satisfied that the Section 8 staff know their jobs.Survey results for public housing and Section 8 were validatedExisting Performance MeasuresHousing authorities’ performance is based on two performance rating systems created by HUD approximately 15 years ago. The two performance systems are:Public Housing Assessment System (PHAS)Section 8 Management Assessment Program (SEMAP)Public Housing Assessment SystemThe PHAS is a performance rating system for public housing authorities. It consists of four parts”Physical ConditionThis indicator is scored by independent inspectors hired by HUD who inspect the housing authority’s housing portfolioIt is worth 40 points-the largest single scoring element in the system.Financial ConditionThis indicator measures certain key financial indicators that determines the organization’s financial feasibility.It measures debt service ratio, quick ration and net assets ratio (months of funds available in reserve). This section is worth 25 points.Management OperationsThis indicator measures the three major management elements: Occupancy rate, Tenants Account Receivable, and Accounts PayableIt is worth 25 rating pointsCapital FundThe Capital fund indicator measures the housing authority’s timeliness in obligating and expending Capital Fund Program fundsIt is worth 10 pointsOver the last two years, including this most recent fiscal year, the WWHA has done well on PHAS rating “High Performer” two years in a row, with a score 94 in FY2016 and 03 in FY2015. The two previous years the housing authority failed due to substandard financial ratings. (See table I below)Table I: PHAS Scores FY2012 – FY2016Fiscal YearScoreRating201694High Performer201593High Performer201466Substandard financial201366Substandard Performer201296High PerformerSection 8 Management Assessment ProgramSEMAP measures the performance of public housing agencies that administer the Housing Choice Voucher Program in 14 key areas.The 14 key indicators of performance are:Proper selection of applicants from the waiting listSound determination of reasonable rent for each unit leasedEstablishment of payments standards within the required range of HUD fair market rentAccurate verification of family incomeTimely annual reexaminations of family incomeCorrect calculation of tenant share of the rent and Housing Assistance PaymentMaintenance of current schedule of allowances for tenant utility costsEnsure units comply with the Housing Quality Standards before families enter into leases and LHAs enter into HAP contractsTimely annual housing quality inspectionsQuality control inspectionsEnsure that landlords and tenants promptly correct housing quality deficienciesEnsure that all available housing choice vouchers are usedExpand housing choice outside areas of poverty or minority concentrationEnroll families in the Family Self-Sufficiency (FSS) programLike PHAS, the SEMAP scores have been high performing the current year and last year. Table II: SEMAP Scores FY2016 –FY2012Fiscal YearScoreRating201693High Performer201593High Performer201456Troubled2013No ScoreRelief Year201296High PerformerThe HUD performance rating systems are adequate for providing interested parties with an overview of key performance indicators for the public housing and Section 8 programs. There are many faults to the system, however. There are many “high performing” housing authorities that are not well managed housing authorities, and there are “troubled” housing authorities that are considered well managed. The most serious complaint lodged against PHAS is in the rating area of physical inspections, which is 40% of the total score. While HUD has attempted to make the inspection protocol as objective as possible, there are many inspectors that believe every minor issue should be scored severely. Personal experience has shown that one inspector will fail a building a year after it received a high rating. Other indicators are more realistic and indicate good management, i.e., rent collections, occupancy, etc.It behooves a housing authority to be more dynamic and to choose many Key Performance Indicators (KPIs) to track on a continuous basis to measure performance. Page intentionally blank2. Organizational Aspects1. Size and Composition of OrganizationThe WWHA organization is comprised of five members of the Board of Commissioners and nine staff members. Commissioners: Commissioners are appointed by the local governing body – the Town Council – and serve for staggered five year terms. There appear to be no written pre-qualification requirements established by the appointing authority.Four of the five board members are retired and have ample time to devote to housing authority activities, if necessary. The fifth is employed as a Project Manager in electrical engineering. The board’s estimated average age is in the range of 70…wise and experienced!The average board member has served as a commissioner for 5.8 years. The longest serving commissioner has served 10 years; the shortest serving for 2 years. Collectively, the board has 29 years of experience as a board.Table III: Tenure of Commissioners1-2 Year3-5 Years5-7 Years7-10 Years>10 Years11111The commissioners are from various professional backgrounds: a retired self-employed businessman, a retired teacher, a retired public servant, a surveillance officer at a private casino facility, and an employed Project Manager for an Electrical Engineering firm.Table IV: Board TermsNameTermExpiresThomas Zampa9-17-18Debra Tocco11/2021Joan Card11/2019Elizabeth Brunero11/2021Josh Barrette11/2017Board Strengths: Longevity, familiar with local community, available for meetings/training sessions at various times, institutional knowledge, diversity in professional background, eagerness to serve.Board Weaknesses: Lack of age diversity, lack of strategic planning experience.Board CommitteesThe Board of Commissioners has four committees organized by the major functions undertaken at the Authority.Staff Tenure: The majority of the staff members have been at the WWHA a short time. The average time working at WWHA is 3.7 years. Three staff members have been at WWHA for 1.5 years. Four have been employed here for less than four months. Only two persons have been employed at WWHA for any length of time: one for 19 years (Asset Manager) and another for nine years (Facilities Technician).Table V: Staff Tenure at WWHA< 6 months1-3 Years5-10 Years10 Years4311Short Tenure, but Experienced: While at the housing authority a short period of time, many have previous housing authority or public administration experience. The Executive Director, while at WWHA only 4 months, has 42 years of professional administrative experience, including 26 years managing a large urban public housing authority. Additionally, he has been a community development director and a deputy director of administration for a large city. He also operated a consulting firm working with housing authorities and private real estate firms. As stated above, two staff members have been with the WWHA for a total of 28 years in maintenance and housing management. Another staff member (Leased Housing Manager/Resident Service Coordinator) has served in a number of positions at four different housing authorities, including several large ones in urban areas.The Budget and Finance Manager, while new to the WWHA (1.5 years), has ample experience in the private sector and holds a degree in accounting from Bryant University.The new Administrative Affairs Officer, who has been at WWHA for only two months, served in a similar role at the Providence Housing Authority. She as has experience as a paralegal as well.The Facilities/Procurement Coordinator previously served as a Maintenance Clerk before assuming the new role. She has attended training for both roles from accredited personnel.Gender: Sixty-six percent (6) of the staff are females and 33% (3) are males. Of the nine-member staff, there is one mixed race person and eight whites. Age: Their ages range from 33 to 67. The average age of the staff is 50 years.Union/Non-Union: In the immediate past, many staff members were unionized and represented by Rhode Council 94, American Federation of County and Municipal Employees. However, with a change in management, former union members were either absorbed as management or asked to leave the organization. There are several outstanding issues concerning this before the RI Labor Relations Board and/or the courts, including a wrongful termination law suit by the former, long-serving Executive Director. (See External: Section 5 Legal Issues). The management entity that the WWHA board employed moved to formally decertify the union. This, too, has been before the RISLRB for two years. RISLRB investigators have advised their board to order a decertification vote for three positions that would still be considered as “union positions.” As of this writing, we await the decision from the State Labor Board.Employee Engagement SurveyThe new executive director conducted an Employee Engagement Survey upon his arrival in January. The survey is helpful in determining the existing mind-set of employees working for the organization. The survey consists of 52 questions and asks the participant to answer the questions asked in one of six ways: Strongly Agree, Agree, Feel Neutral, Disagree, Strongly Disagree, or they Do Not Know or it is Not Applicable.Overall the results of the survey revealed there are some issues with the staff that need to be addressed. The last executive director and the management firm before him clearly “led from the top.” This is not unusual in a governmental organization that is by nature bureaucratic. However, too much “top-down” management handicaps personal growth, stifles creativity and leads to dissatisfaction and poor performance. It appears that ALL decisions were made from the top-many of them ill advised, some contrary to regulations, and some outright in violation of regulatory policy from HUD.Managers of the major functions at WWHA were not allowed to make decisions affecting their work specialties. Many new policies and procedures were made willy-nilly with complete disregard to long-term costs to the housing authority. An example of this is the major expenses of aggregating electric meters at Clyde Tower. This will result in increased utility costs to the housing authority. Another egregious example is allowing residents currently housed in efficiency units to move to one-bedroom units when a vacancy is available. While well-intentioned, it drives up costs because it requires preparing two separate units (the vacant apartment and the apartment the resident is vacating). At a minimum, this policy should be rescinded completely, or changed to a full occupancy requirement before an upgrade move. [This policy means that an upgrade move would only take place when occupancy is at 100%] This policy still involves cost.The Employee Engagement Survey did reveal many positive traits from the staff.Table VI: Questions/Response RateQuestionStrongly Agree/Agree Pct.My work group gets the job done.80%My opinion counts80%My work impacts the organization80% Strongly Agree 20% AgreeI am highly motivated by my work goals.100% Strongly Agreed/AgreedMy workplace is well-maintained50% Strongly Agreed 50% AgreedI have passion for my work.33% Strongly Agree 66% Agree A few negative responses to the survey were:QuestionStrongly Agree/Agree Pct.Work atmosphere encourages open and honest communicationOnly 2 agreed, while the remainder disagreed or strongly disagreedEmployees are generally ethical at my workplace2 respondents Strongly Disagreed, while several remained Neutral. One did Agree2. Organizational StructureWWHA is organized by function in a modified line-staff table of organization.The three major functions at WWHA are: Asset Management, which includes property management and maintenance Budget and FinanceLeased Housing - the Section 8 Housing Choice Voucher Program1206522796500WWHA Table of OrganizationThere are two full-time maintenance personnel overseen by a Facilities Coordinator, who also handles the procurement function. An Administrative Affairs Officer position was recently added to handle the myriad of requirements not clearly defined by the other positions.Operations are governed by the Code of Federal Regulations (CFR) primarily Title 24 through the Department of Housing and Urban Development and internal Policy and Procedures manuals that have not been updated properly and require additional work. The HUD-required policy and procedures/plans are:Admissions and Continuing Occupancy Plan (ACOP)Procurement Policies and ProceduresContract Administration ManualMaintenance Operations PlanSection 8 Administrative PlanAnnual and Five-Year PlanFinance, Accounting & Internal Control ManualAll the above are HUD requirements and must be accompanied by Board-approved resolutions.Several other plans should be available at a well-run organization, such as:Strategic Plan (multi-year goals and objectives)Goals Management Plan (part of strategic plan)Risk Management PlanEmergency Operations Plan3. Fiscal AspectsIntroduction Housing authorities (HAs) are creatures of the Congressional budget appropriation process, that is, they rely on federal subsidies to operate. Forty percent of the WWHA’s operating budget is funded by federal subsidies. This wasn’t always the case. Prior to 1968, housing authorities didn’t rely on any federal subsidy at all-they didn’t exist. Housing authorities created their annual budgets and relied solely on resident rents for operations. Bond debt, which was used to construct developments, was paid by the federal government directly. With debt service paid by the government, rents were intentionally low. If operational costs increased by 2% annually, the housing authority would increase rents accordingly. In 1968 the so-called Brooke Amendment was passed by the Congress that limited the amount of rent a housing authority could charge a resident. The Brooke Amendment limited rents to 25% (later 30%) of a resident’s income. The resulting effect of this policy was that many housing authorities lost a substantial amount of rental income and were on the brink of bankruptcy. 63526987500Annual Operating Subsidies WWHA: FY2009-2016In order for housing authorities to survive, Congress created the annual operating subsidy, known as the Performance Funding System, for housing authorities. In the simplest of terms, housing authorities created their budgets, subtracted anticipated rental and other income with the difference being provided in federal subsidy. This system worked well until the late 1980s when, because of budget pressures, the Department of Housing and Urban Development (HUD) started prorating the amount of subsidy they would provide. Subsidy amounts were determined by Congressional appropriations. 4000512013510016859252861945Trendline00Trendline2771775227647500In a period of 24 years, housing authorities received 100% of eligible operating subsidy only three times. In one year, FY2012, housing authorities that had substantial operating reserves were required to use their reserves rather than receive full operating subsidy. For the WWHA that resulted in in an operating subsidy of only $67,266 for FY2012. This was substantially lower than the average annual operating subsidy of $574,657. Operating subsidy proration continues to this day. The FY2017 budget has a proration of 85%.Chart III: Operating Prorations FY1991 - 2016There’s little evidence this practice will change with the new administration in Washington. The public housing program has never been a popular program and is easy prey to the budget cutters in both Democrat and Republican Administrations. In fact, the first prorations took place during a housing authority “friendly” Clinton Administration. Most of the Bush and Obama years have also seen substantial prorations.Possible Bleak Future for Public HousingFunding for public housing and its associated programs has always been problematic. The programs have experienced budget shortfalls in both Democrat and Republican Administrations. The very survival of the industry has been questioned by many in the field. There is a lot of evidence to support this rather gloomy outlook.Over the last 20 years housing authorities have received less than 100% of their eligible operating subsidy, except for three years. The operating subsidy is the “mother’s milk” for public housing financing its day-to-day operations. The operating subsidy was created when the Congress imposed rent control on the industry in 1968 through the Brooke Amendment, which limited the amount of rent charged to public housing residents. It is not an exaggeration to claim that most public housing would not survive without the operating subsidy. The operating subsidy was purportedly a moral covenant after the imposition of rent control. As in previous years, the FY2017 appropriation from Congress was short of 100% of eligible operating subsidy. At $4.4 billion, it is $100 million less than FY2016 and identical to FY 2015. HUD claims the proration will be close to 94%, but they use vague numbers to arrive at that conclusion. They also use unrealistic inflation factors for several revenue categories to arrive at the number.The most recent budget proposal submitted by the new Trump Administration is even more draconian.HUD has asked for only $3.9 billion for public housing operating subsidy for FY2018, an 11.4% reduction over the already reduced FY2017 appropriation. Even more severe is the reduction proposed in Capital Funds. For FY2018, the Administration is asking for only $628 million in Capital funds, a 68% reduction.Public Housing has been asked to do more with less for many years, but these proposed budget reductions will substantially impact operations and maintenance and seriously jeopardize the program as we know it. It will be up to the Congress-through the normal appropriation process to determine the future fate of the public housing program.ProgramFY2015EnactedFY2016EnactedFY2017Enacted FY2018ProposedOperating Fund $ 4.440 B$ 4.500 B$ 4.400 B$ 3.900Capital fund$ 1,875 B$ 1,900 B$ 1,942 B$ 628 MSection 8 HAP (Renewals)$ 17.486 B$ 17,681 B$ 18.355 B$ 17.584Section 8 Admin Fees$ 1.520 B$ 1.640 B$ 1.640 B$ 1.540WWHA Annual Operating BudgetThe WWHA has an annual operating budget of $1.58 million for fiscal year 2017. This includes an operating subsidy of $610,000 and rental income of $925,000. There are several other smaller income categories such as interest, resident charges, etc.Expenses for FY2017 are projected to be $1.57 million, resulting in a slight surplus of $15,608. These amounts have varied slightly over the last several years. [See Table VII below.]Income/Expenses FY2017 – FY2016Budget CategoryFY2017FY2016DifferenceTotal Revenue$1,588,0001,496,050$91,950Rental IncomeSubsidy$925,000$610,00$925,000545,0000$65,000Total Expenses1,572,4421,407,427$165,015Per Unit Per Month (PUM) Income and ExpensesAnother method of analyzing income and costs is by using per unit per month (PUM) costs. This current fiscal year the income PUM is $529. In FY2016 it was $497, a difference of 6.8.0%. The PUM for expenses for FY2017 is projected at $parative PUM FY2016 v. FY 2017FY2017FY2016Pct. DifferenceOperating Subsidy$203.34$182.3911.5%Rental Income$308.33$308.16< 1%Total Revenue$529.35$495.576.8%Administration$177.96$169.694.8%General Expenses$40.51$48.42-16.3%Tenant Services$15.00$12.182.3%Utilities$139.86$116.9119.6%Maintenance$150.80$174.54-13.6%TOTAL EXPENSES$524.15$529.77-1% Multi-Year Financial Comparative WEST WARWICK HOUSING AUTHORITYMULTI-YEAR FINANCIALSFY 2016FYE 2015FYE 2014FYE 2013Operating RevenuesTotal Rental income$ 924,487$ 958,351$ 997,395$ 967,157Other Income15,08342,37272,24979,944Total Operating Income$ 939,570$ 1,000,723$ 1,069,644$ 1,047,101Operating ExpensesAdministration$ 616,473$ 944,220$ 622,920$ 629,485HAP Payments672,477685,586658,852708,087Maintenance488,117658,697477,777448,944Utilities350,728337,765365,804357,171General Expense146,948121,955129,963116,353Protective Services24,05642,72000Tenant Services37,1117,2312,3332,059Depreciation Expense320,658314,215321,612295,059Total Operating Expenses$ 2,656,568$ 3,112,389$ 2,579,261$ 2,557,158Operating (Loss) Surplus1,716,998-2,111,666-1,509,617-1,510,057Non-Operating RevenuesHUD Grant/Contributions1,358,3591,546,3381,272,2721,246,676Interest/Investment Inc71215628278Total Non-Op Revenue$ 1,358,430$ 1,546,553$ 1,272,900$ 1,246,954Loss before Cap Contributions358,568-565,113-263,103HUD CFP Grants Contributions500,544268,121134,010Change in Net Position141,976-296,992236,717(129,093Net Position Begin of Year4,239,5424,536,5344,918,6645,047,757Net Position EOY$ 4,381,518$ 4,239,542$ 4,681,947$ 4,918,664Comparison of Operating Costs with other JurisdictionsThere is no single source to refer to to conduct a comparative analysis with other jurisdictions. Anecdotally, our major budget categories are not incongruous with housing authorities of similar size.Degree to which the Current Budget Meets Expected NeedsBasic needs are being met, but there is little room in the annual operating budget to do many things that should be done, i.e., a life cycle analysis of all building systems with a comprehensive physical needs assessment. Many major systems are near or have surpassed their life cycle and are in need of major overhaul or replacement. Indeterminate budgets from the federal government prevent this from taking place.Smaller housing authorities also are not allowed an “add-on” to the operating budget for a Resident Services Coordinator. Currently, the WWHA has a part-time, two-days a week RSC, which is inadequate for a housing authority with so many disabled residents. The need is reflected in the surveys with our residents.Internal ControlsMore internal controls need to be implemented to control costs and to monitor non-financial performance.There is one financial person on the staff, the Budget and Finance Manager, while in January there were two. An experienced accountant, she does all the financial transactions taking place at the housing authority. There are several internal financial controls in place. The executive director reviews and approves all purchases and invoices. Board members from the so-called “Bills Committee” meet weekly -or when necessary – to sign payments to vendors. This is usually sufficient, but more formal internal financial controls are necessary.The executive director is considering engaging the services of Chaput-Feeney, an accounting firm that once served as the housing authority’s Fee Accountant. They are familiar with the organization and have been helpful during the transition period to new senior management by assisting with the submittal of the unaudited financials to the Federal Data System and in submitting information for the Voucher Management System (VMS). Contracting with them to conduct a monthly or quarterly review of the WWHA’s financials would be beneficial.All controls, however, are not financial. Process and progress controls are important elements of control in an organization as well. This has already begun with the creation of the Monthly Management Report (MMR) provided prior to board meeting to the commissioners. The MMR provides critical data on the performance of the housing authority’s major functional operations. The MMR is a great start, but is not a real goals/objectives-driven document. This will be achieved once the Strategic Plan is completed and a Goals Management Plan (GMP) is developed. A good GMP will determine the WWHA’s future by providing a roadmap for the future. A GMP states what will be done, who is responsible for completing the task, when it is going to be completed and what it will look like when completed. Progress on the GMP will be tracked by another document: the Performance Monitoring and Accountability Report, which will be updated in real time tracking progress on all goals and objectives. A formal, written report with analysis will be created quarterly to submit to the board of commissioners.Other internal controls will be developed as well. Tracking work order performance (time and quality) will also be developed. Outcomes for residents will also be considered concerning quality, timeliness and satisfaction with the level of social services delivered to our residents.Another important internal control system that is vitally important to any organization is stakeholder feedback. The results of our surveying of public housing and section 8 residents were very satisfying. A substantial number of residents responded to our surveys [66% at West Warwick Manor and 52% at Clyde Tower). We will conduct continuous Customer Satisfaction Surveys with all our key stakeholders to determine the legitimate concerns of our stakeholders not only in the public housing and Section 8 communities, but other stakeholders as well. Capital Fund Program (CFP)Another major HUD-funded program, which the WWHA receives, is the Capital Fund Program. At the national level, the new Administration’s proposed FY2018 budget for Capital Fund is $628 million, a dramatic 68% reduction from the previous year.WWHA depends on the CFP to undertake major capital improvements like: roof replacement, heating system replacement, replacement of old windows. It would be extremely difficult to conduct major capital improvements with CFP funds. The only other source of funds would be regular maintenance funds. One major system failure would require most of the maintenance budget.Dramatic reductions in program funds have been proposed before, but never enacted at the levels suggested Capital Fund Program: FY2015-FY2018 (Proposed)ProgramFY2015EnactedFY2016EnactedFY2017Enacted FY2018ProposedCapital Fund$ 1,875 B$ 1,900 B$ 1,942 B$ 628 M029527500WWHA Capital Fund Program: FY2012-FY2016Section 8 ProgramThe third major program administered by WWHA is the Section 8 Program, we call the Leased Housing program. HUD provides grants to the Authority to subsidize rents paid by low-income families and individuals who rent dwelling units from private landlords. Under this program, qualified applicants are issued vouchers which may be used by the applicant to obtain housing in the private housing market. The Authority will subsidize the landlord for the difference between the rent requested and the tenant’s share of the rent not to exceed a pre-determined payment standard.The Authority receives two types of funding for Section 8 Housing Choice Voucher:Housing Assistance PaymentsThese funds are used to pay rental subsidies directly to landlords who participate in the program.Administrative FeesThese fees are used by the WWHA to pay the costs of administering the program, including salaries and operational expenses. Multi-Year Funding/Section 8 Voucher ProgramExternal: Opportunities and ChallengesAn External Environmental scan reviews and assesses the organization’s external opportunities and challenges.1. Demographics (Stakeholders)Our primary stakeholders are the residents who live in West Warwick Manor, Clyde Tower and the Section 8 rental properties. Public Housing Population DemographicsEvery resident in our public housing program is low- or moderate- income based on federal income guidelines. This is determined by the area median family income (MFI) for the area. The MFI for the West Warwick area is $72,000. The statewide MFI is $72,800. West Warwick is part of the Providence-Fall River, RI-MA HUD Metro FMR Area. The income eligibility amount is prorated depending on family size. This means a family of two can qualify for public housing if their income does not exceed $46,600. A single person $40,800.15011409080500AgeSixty-three percent of the resident population are 62 years of age or older. Ninety-four percent of the population is 51 years of age or older. Seven percent are between the ages of 18 and 50 years of age. IncomeTable X: WWHA Resident Income Information< 30% MFI50% MFI80% MFI80% MFINo.Pct.No.Pct.No.Pct.No.Pct.16467%6527%125%21%Average Annual incomeThe average annual income of residents residing in the two developments owned and managed by WWHA is $15,251, which is slightly more than the public housing average in the state ($15,168). Sixty-three percent of our residents have annual incomes of less than $15,000, while 17% have income greater than $20,000. 100% of our residents receive their income from Social Security, SSI, or from a pension. The highest income at WWM is $62,803, while at Clyde Tower the highest is $39,831.Source of Income100% of the residents living in WWHA properties receive their income from Social Security, Social Security Disability, or pension. Four percent of residents have income from other sources as well. Chart III: Family Type50804572000Family Type at WWHAElderly, no-disabled families with no children constitute the largest family type at WWHA. 41%The next largest group is Non-elderly, no children, disabled persons. 38%Elderly, no children, disabled constitutes 21% of our public housing population.Rent Chart IV: Rent Distribution25342855778500399097557023000The average rent at WWHA is $344 per month. Elderly with no children pay an average rent of $388, which is the highest rent category. Non-elderly disabled with no children pay the lowest rent-on average-of $232.The rents cited above are averages and can be misleading. The highest rent paid at West Warwick Manor is $848 a month. At Clyde Tower the highest rent is $801. The lowest rent paid at WWM is $202, while the lowest rent at Clyde Tower is $147.Race/EthnicityThe resident population of the West Warwick Housing Authority is not diverse. It is homogeneous with 99% of all residents being White with only one African-American family and one Hispanic family.Total Number of Household MembersNinety-three percent of our households have one resident, while seven percent have two household members. The average family size for WWHA is 1.1 person per household.-4699035496500Chart V: Tenure at WWHASurprisingly, 23% of our residents have been housed at our developments for less than one year. The majority (47%) have been residents for 2-10 years. Only 2% have been residents for more than 20 years. Section 8 Program Participant DemographicsAgeThirty-seven percent of the Section 8 population is between the ages of 18-50, while 5% are 62 years of age or older. Thirty-eight percent, the largest age cohort, are below the age of 18.Table XI: Age Cohorts of Section 8 Participants/WWHA (Percent of Total)0-56-1718-5051-61>6292937195Chart VI: Household SizeThe average household size is 2.3 persons per household indicating that a substantial number of Section 8 recipients are young disabled, since only 5% of the total number of program participants are older than 62 years of age.Race & EthnicityThe WWHA’s Section 8 program is more diverse in age, race and ethnicity than the public housing program. While a large majority of participants in the Section 8 program are White (88%), 9% are African-Americans and 1% is Asian American. Three percent are Hispanic or Latino.IncomeThe average annual income of a Section 8 participant family is $13,616. The majority earn –from various sources – between $5,000 and $20,000 annually.Table XII: Income Distribution of Participants$0$1-$5,000$5,000-$10,000$10,001-$15,000$15,001-$20,000$20,001-$25,000>$25,0006%4%30%26%16%9%8%Chart VII: Source of Income952512446000A full 70% of income for Section 8 participants is received from one category: SSI/SS/Pensions. It would be helpful if HUD disaggregated the data to determine how many are actually on pensions. It can be safely assumed that a majority of the younger participants in this category are receiving Social Security Disability Insurance, while the older residents, who comprise only 5% of the program, are receiving regular Social Security.Chart VIII: Units by BR Size Distribution by Bedroom Size 01460500Thirty-eight percent of the bedroom are 2-BR units, while 28% are 3-BR units.Table XIII: Family Type in Section 8 Housing4526915250532The largest demographic cohort of the Section 8 population is non-elderly families with nondisabled children.Female heads of household comprise 40% of the program participants.00The largest demographic cohort of the Section 8 population is non-elderly families with nondisabled children.Female heads of household comprise 40% of the program participants.ElderlyNo ChildrenNon-Disabled4%Non-ElderlyNo ChildrenNon-Disabled15% ElderlyWith ChildrenNon-disabled0%Non-ElderlyWith ChildrenNon-disabled32%ElderlyNo ChildrenDisabled6%Non-ElderlyNo ChildrenDisabled11%ElderlyWith ChildrenDisabled2%Female HeadedHouseholds40%07302500Chart IX: Tenure in Section 8 ProgramA substantial number of Section 8 participants are new to the program (28%), while 8% have been on the program for more than 20 years.2. Economic VariablesIntroductionThe condition of the overall economy has an effect on the public housing and Section 8 programs in many ways:A poor economy leads to higher rates of unemployment, which leads to greater poverty, families being unable to afford housing, increased evictions from homes and apartments, and an increased need for affordable housing programs, such as public housing and section 8.A poor economy also results in the government-at all levels-collecting fewer revenues from taxes and fees.When the government collects less in taxes, pressures build on the federal budget process and results in budget reductions for programs intended to alieve issues such as unemployment and housing.In other words, when there is an increasing demand for housing and services, the government, more recently, usually reduces spending. This is antithetical to the old Keynesian economic model that was for years the foundation of economic policy in the United States, especially from the Great Depression forward. John Maynard Keynes, the British economist, theorized that priming the economy during poor economic times would result in more jobs and an increase in aggregate demand from consumers. The increase in aggregate demand would lead to more jobs, less unemployment and fewer demand for government services. This worked somewhat during the Great Depression, but a considerable body of economic studies from that period indicates that it wasn’t as successful as originally believed and led to rapid increases in inflation. After all, unemployment rates did not reach pre-Depression levels until World War II when the entire population was employed for the war effort. Additionally, large deficit spending –in Keynes’ theory- was to take place only during bad economies. Some administrations continued “priming” the economy in better economic times leading to larger federal deficits, which “crowded out” financing for the private section do to the need for government to borrow funds to pay interest on the federal debt. It also led to inflationary pressures.Keynesianism is still popular. A more recent example of Keynesian economics was witnessed during President Obama’s first year in office when a $1.0 trillion economic stimulus package was passed by Congress. Another, more recent proposal, is the Trump Administration’s $1.0 billion infrastructure proposal.Many economists now agree that the best way to prime the economy is through fiscal policy and tax reform/cuts. This increases aggregate demand because more people get to keep a greater share of their earnings. Presumably, they will spend their increased earnings on consumer goods or save. Either way helps expand the economy, lower unemployment and create jobs. Theories don’t always work. However, the last eight years have seen the slowest growth rates I the US economy in a very long time. Economic Indicators: 4th Quarter 2016Economic activity, according to the Boston Federal Reserve Bank’s Quarterly New England Economic Indicators Report, continued to improve throughout 2016. In late 2016, New England and the United Sates continued to see improvements in economic indicators. Employment increased, home prices and sales rose, and unemployment rates fell. Growth in consumer prices rose only modestly. Price inflation was 1.2% driven primarily by a rise in fuel and utility prices after months of decline.CPI IndexUnemployment Rate, Interest RatesThe last eight years produced high unemployment rates. Starting with the Recession in 2008 through 2014, unemployment rates were unusually high. The US economy historically has grown at a much faster rate coming out of a recession than was experienced in the last eight years. Growth-measured by GDP (Gross Domestic Product) has never exceeded 3% during that entire period of time. In Rhode Island, the unemployment rate exceeded 8% from August 2008 until May 2014. At times (the first two months of 2012) unemployment exceeded 11%. Unemployment in the state dropped below 5% in December of 2016. It is projected to be at 4.3% in March.Non-Agriculture Employment-311153175000Interest rates have remained very low because of the deliberate intervention by the Federal Reserve Bank to shore-up the economy. The Federal Funds Rate is below 1.0%. Only recently, has the Fed increased interest rates, after many years of no increases at all. Banks were borrowing money from the Fed for virtually no interest.Rhode Island Current Conditions IndicatorURI economics Professor, Leonard Lardaro, publishes a monthly Current Conditions Indicator for the state that gauges the current state of the Rhode Island economy. It’s comprised to 12 indicators, including things like: retail sales, single-unit Building permits, total manufacturing hours, etc.Professor Ladaro latest report, for March 2017, indicates that 11 out of his 12 indicators improved and “2017 has begun on a highly positive note.” His composite indicator scored an 83 out of 100. That’s the highest it has been since May of 2013. While not an exact science, his composite score indicates the economic condition for a set period of time. It has been subject to rapid change.Extent to which Stakeholders and Service Populations are affected by Economic ConditionsEveryone is affected by national and state economic conditions. A decrease in aggregate demand for goods and services results in lower production rates, layoffs, higher unemployment, an increase unemployment claims to the state, foreclosures, and more. Presumably, individuals and families with no means of support may turn to the public and section 8 housing programs for shelter.Our current stakeholders are affected when tough economic times result in budget cutbacks that affect the public housing operating subsidy and capital fund programs. Additionally, third-party providers, who offer service for or residents, have fewer resources to offer because of diminishing grants and fewer charitable donations. Expected Economic Conditions and impact on Organization, Stakeholders and Service PopulationsEconomic conditions are projected to improve substantially over the next several years. All indicators show the economy is poised to grow. Fiscal policy is a driver of the economy in a Capitalist system. Should President Trump get Congress to pass his personal and business tax reduction plan, the growth could be substantia-l equal to the Reagan tax cuts of the early 1980s. Trump’s lower taxes on “repatriated” corporate earnings oversees should provide substantial capital to grow the economy. This on top of deregulation is a recipe for growth. Our organization, its stakeholders and service providers and populations will reap whatever rewards come with a growing anizational Response to Changing Economic ConditionsThis housing authority will adjust to meet the challenges placed before us. The proration of the annual operating subsidy and reductions in capital fund program funds have led to hardships and rescheduling of priorities. Unlike larger housing authorities, organizations like the WWHA are limited in their growth and mission. Many housing authorities, like nearby Coventry, have expanded into other affordable housing programs, while funds were available. It remains to be seen whether this organization and the town fathers want to create more affordable housing. Only one outside survey responder – a state senator – stated the area needed more affordable housing. He wanted more single family homes, rather than affordable rentals, which is where the greater need is. Without more resources, it’s a holding action to maintain our properties and provide the basic level of services. This will always be done by being frugal and efficient with our limited resources. In order to grow, however, more funding from other sources will be required.4. . Impact of “Other” Government Statutes and RegulationsKey Legislation, Key eventsThe Housing Act of 1937, and all subsequent housing acts and amendments, are the important legislation that governs housing authorities.Housing authorities are also reliant on annual Congressional appropriations for our very survival. Rental income only provides approximately 40% of our annual operating costs.The Capital Fund Program, small as it is, is the only source of capital funding to improve our facilities.15690851651000The recently passed Omnibus Spending Bill passed by Congress on April 1st, still falls far short of needs. The bill provides $6.3 billion for operations and capital management of the nation’s 1.1 million public housing units. Again, the operating subsidy will be prorated to approximately 85%-88% of eligible amounts. it is very plain to see that public housing does not remain a priority at HUD, the Congress, or in the nation as a whole.Anticipated Impact of Future Government Actions on Organization and its Stakeholders (Agency specific federal mandates, court cases, federal budget, general mandate.)Other than funding, mentioned above, government regulations are burdensome, costly and inefficient.Housing authorities are governed by a whole host of mandates that determine who we admit to housing, how much they pay in rent, and how we must process their applications. While most of the mandates that govern us are necessary, they do create hardships and inefficiencies. There are too numerous examples to mention in this environmental scan. Two examples standout: 1) Rent calculations, and 2) Procurement policy.Rent calculations should be an easy process. Instead, regulations require countless hours of seeking verification of income and expenses for rent deductions. The housing industry has far years asked HUD to make the process less burdensome by just charging a flat rate of the participant’s income as rent. This has mostly fallen on deaf ears.Procurement is another process that is lengthy, inefficient and burdensome. Payment standards under Davis-Bacon requirements-a piece of legislation from the 1930s that hasn’t been adjusted since that time- unnecessarily drives up the costs of services. {The Davis-Bacon Act requires that all contract over $2,000 pay the prevailing wage for their area.]WWHA recently experienced how Davis-Bacon requirements drive up costs. For the last several years, the housing authority has sought bids for its landscaping needs. In the past, request for bids lacked the requirements of Davis-Bacon wages. The landscape contractor for the last several years has charged approximately $10,000 annually for his services. This year, after revamping our procurement policies and procedures, the requirements were added to the solicitation for bids. The result has been a 100% increase in costs from $10k to $20K. With limited capital funds available, a simple waiver of the Davis-Bacon requirement would lower the cost of housing authorities contracting for services.The new Trump Administration has been helpful when it comes to the regulatory burden. The administration has ordered that every new regulation proposed must be accompanied by the elimination of two existing regulations.5. Legal IssuesImpact of anticipated State statutory changesRIGL 45:25 (cities) and 45:26 (towns) govern public housing in the State of Rhode Island. They determine the number of members for a Board of Commissioners, how they are chosen, what they may do and more. No changes are anticipated to these laws; although, several provisions need amending, particularly the section on Tenant Affairs Boards. Many of the provisions of the TAB’s powers were declared unconstitutional in Housing Authority of the City of Woonsocket v. Rita Fetzik in 1972.Impact of current and outstanding court casesLitigation is a fact of life in America. In a country where attorneys dredge the airways all day and night with advertisements encouraging you to “get your share and sue someone, it is not surprising that civil actions have increased dramatically.267453412106100Litigation: The WWHA is currently involved in several cases of litigation. One of the cases involves an alleged wrongful termination of the WWHA’s former executive director. This case has been in discovery for more than a year and a half and has resulted in extensive legal fees. Fortunately for the WWHA, the authority’s insurance provider (The Trust) has provided and paid for the legal team defending the housing authority.Another case involves a case brought by a Section 8 resident claiming discrimination by the former executive director. This case is in federal mediation and is expected to be settled soon.There are four other litigation matters that are pending. Two involve arbitration appeals involving the termination of employees. An arbitrator ruled in favor of the employees and the housing authority has appealed the decision in Superior Court.There are also two matters before the RI State Labor Relations Board. One involves the decertification of the union that represented employees at the housing authority at one time. It is the housing authority’s contention that a contract with the union no longer exists. The last issue is whether the WWHA properly discontinued withholding dues to staff members who may still remain in the union. The RISLRB ruled that the WWHA must continue paying dues until the issue is resolved.Cases brought by ResidentsThere are several cases involving residents (Section 8 and Public Housing) who have brought complaints before the State’s Commission on Human Rights claiming discrimination. We believe they have no merit and responses have been filed.This is an example of where free legal representation encourages residents and applicants to file frivolous charges against the housing authority.Impact of local government requirementsNo local government requirements have been identified by ordinance or communication from the appointing authority.Impact of federal government requirementsHousing authorities are governed by Title 24 of the US Code of Federal Regulations. There are myriad of regulations we must follow to comply with federal regulation. [See section on mandates elsewhere in this plan.]In addition to 24CFR, HUD issues guidance through their Public and Indian Housing Notices. Approximately 20-25 are issued annually and provide guidance on everything from subsidy calculations to dealing with screening of applicants who have a history of criminal activity.This last one dealing with released felons is problematic for housing authorities. After years of being admonished for not properly screening applicants for public housing, HUD-at the end of the Obama Administration-instructed housing authorities to not be so strict in their screening requirements where it might preclude persons with prison records.6. Social TrendsChanges in our society that will affect the way we provide and deliver servicesThe growth of social media is a social trend that has permeated society at all levels and age groups. Facebook is perhaps the one social media site that has had the greatest impact on society as a whole, but has not had a major impact on the West Warwick Housing Authority. However, the Housing Authority is contemplating creating a Facebook page to better communicate with applicants to public housing and our residents. Facebook allows posting and photos to be uploaded. It has practical use for the Housing Authority.260667517716500Texting is another social trend that has many positive aspects to it. Most people today have cellphones. Most cellphones are capable of sending and receiving text messages. Texting has-in many ways-replaced the telephone for communicating. The Housing Authority has been collecting cellphone numbers of its residents in order to better communicate with them. It has many practical aspects, such as: instant announcements about changes in policies, storm and/or alerts about potential hazards, and even scheduling appointments.Websites for organizations is another social trend that has swept society. Organizations and individuals create websites to inform customers of what’s taking place. The WWHA created a new website. We use it for a number of reasons: 1) to keep our residents informed, 2) to allow the public to read about the work we do, 3) it allows potential residents to peruse the site to learn about our developments through pictures and narrative.Currently the WWHA has information about our two developments, there’s a public housing application available at the site, the post our press releases, we post bids for work and post the award of contracts. Out web page also provides information about commissioners and staff, our table of organization and mission statement. It has endless uses.Another social/demographic trend is the aging of the state’s population. Rhode Island has been cited as an “unfriendly and unaffordable place for retirees.” This may impact the Housing Authority as being a source for affordable housing for retirees.Behavior previously considered unacceptable has now become the norm in many cases. People no longer dress to go out, “dress-down” days are increasing even at business organizations and law firms, the acceptance of tattoos and body piercings are accepted where in the past it was considered deviant. The use of vulgarity has becoming increasingly normal. People who-in the past- would have question some of this behavior have come to accept it. Respecting authority is less acceptable than in the past.How does this affect the operations of a Housing Authority? As society becomes coarser, it makes it more difficult to perform our duties and work positively with our residents. People, who at one time would accept decisions by the Housing Authority, now increasingly challenge everything. Being low-income, they get free legal services from taxpayer supported organizations like Legal Services. This leads to litigation which ties the hands of the Housing Authority, or, at least, requires a great deal of time to process.The use of cellphones is another social (and technological) trend that affects how people perform their work. Personal cellphones are a major distraction in the workforce and hampers individual performance.Another, relatively new, social trend has been the acceptance –in most cases- of same-sex marriages or partnerships. This initially affected occupancy issues at many housing authorities, until HUD issued guidance on the issue. Most states and federal legislation has prohibited discrimination due to sexual preferences. Transsexual issues have recently been raised as well. The government’s positions has been that no one can be discriminated based on race, age, sexual identification, or sexual preferencesEach year, things that not very long ago were considered questionable behavior, has become part of the norm. 7. Collaborators & CompetitionCollaborators22237706985000Housing authorities cannot perform their duties without the assistance of many collaborators. The more collaborators there are the easier it is to fulfill the organization’s mission.Collaborating agencies for housing authorities are the many third-party providers of social and economic services for residents. Foundations providing funding for services are collaborators. Local and state government agencies providing financial assistance are collaborators.Presently, the WWHA does not have many collaborators or networks to seek and give assistance. These networks/collaborators need to increase if we are to be successful. Steps have already begun to increase our outreach and create an extensive network of collaborators.In May, the Housing Authority sponsored a so-called Info Fair with a number of collaborators to provide valuable information for our residents at both West Warwick manor and Clyde Tower. Participating organizations included: Rite Aid Pharmacy, Assurance Wireless, BoneBuilders of R.I., Food-on-the-Move, Healthcentric Advisors, Lincoln Heritage, Thundermist Community Health Center, Thundermist Community Gardens and United Health Care. In the coming months, the Housing Authority will develop a database of collaborators that will assist the WWHA in the delivery of services. This database is in conjunction with our Resident Services Plan, which will determine residents’ needs and desires for activities and services. A Resident Advisory Committee has been appointed to work with the staff. Eight residents-four from each of our developments- will assist us in surveying our residents to see what types of programs and services they would like. As the data is analyzed, we intend to create a Service Plan with activities scheduled for the entire year.We will be successful with our partners by working with them to deliver quality services to our residents. Our success will be their success. By measuring outcomes and providing quality reports to third-party providers, we will become known as a trusted and administratively superior partner to work with in the delivery of those petitionWho are our competitors? Many believe that housing authorities are unique in the delivery of affordable housing and have little competition. This is not the case. Housing authorities compete for residents with other housing authorities, private sector landlords and private Section 8 developers/management companies. Although most housing authorities have hundreds or even thousands of persons on their waiting lists (WWHA has 40 persons on its public housing wait list), there is real competition for residents in the housing market.The greatest sources of competition for the West Warwick Housing Authority are other privately-owned and federally-subsidized housing developments in town. There are 14 low-income subsidized developments in the Town of West Warwick- not counting our own Section 8 units. The list includes: Westcott Terrace Senior Apartments (319 Providence Street), Wilberry Apartments (95 Archambault Avenue), Westcott Terrace (319 Providence Street), The Elms (59 Cowesett Avenue), New Life Estates (Brookside Avenue), Foxfire (46 Eddy Street), Esperanza Hills (58 Tiogue Avenue), Echo Valley (58 Maple Street), Deangelis Manor I & II (825/845 Wakefield Street), Crossroads Apartments (18-28 Robert Street).Contiguous cities and towns like Warwick, Coventry, East Greenwich and Cranston have public housing and Section 8 programs as well as a substantial number of privately-owned subsidized units.All these developments compete for residents with the Housing Authority. The private-owned developments generally have a competitive advantage over public housing because their monthly subsidies are greater. As a result, they tend to have more and better amenities Fortunately, WWHA’s developments have fine amenities as well and a plethora of supportive services for our residents. [These services will increase once the Resident Services Plan is finalized.] Another competitive advantage the WWHA has are active tenant associations who conduct a myriad of activities that are well attended. Many of their events are financially supported by the housing authority.The Town of West Warwick has 1,127 units of affordable housing, 8.6% of its entire housing stock. The WWHA’s 250 units represent 22% of the total number of affordable units in the town and 35% of the 714 elderly/disabled units in the town. There are 295 units Page intentionally blank8. Technological DevelopmentsImpact of technology on current organizational operationsTechnology affects us all. Less than 25 years ago, few organizations had computers to collect, maintain and use data for business purposes. Today, it would be virtually impossible to conduct the day-to-day operations of the housing authority without them.We use software specifically designed to run housing authority operations. The software system - HAB – tracks rental collections, keeps our financials, lists and tracks work orders and much more.20759353332900Communication is almost instantaneous with cell phones. IPad can be used to conduct and track property inspections. Teleconferences can take place from anywhere in the world saving travel time and expenses. Many organizations offer e-training where an employee can take instruction right at their desk. Technology has transformed operations and made work much more efficient.HUD, too, now relies on technology to communicate and track performance. Reports, plans and authorizing documents that once had to be written in triplicate and mailed to HUD are now available on-line to be completed and forwarded at a push of a button on a keyboard. Impact on future anticipated technological advancesNo one knows for sure what future technology will bring us, but we know it will continue to evolve at faster speeds. Computers are getting faster and smaller every year. They have greater speeds and larger memories. In the near future, the WWHA desires to upgrade and expand its security camera system. Newer systems have far greater capacity. Digitization allows remote access, greater range, facial recognition software, greater archival capacity. They can be activated by light or motion. There are other countless advances in technology that can be exploited. In the area of Facilities Management. There are new, long-lasting, mold-resistant paints. Roofing materials are available that exceed the standard life of old ballasted roofing materials. HVAC technology has advanced exponentially. Small mini furnaces heat huge building while having no discernable effect on the environment. Solar and geothermal are now serious alternatives to conventional heating and cooling. All these developments will be explored to see how WWHA can take advantage of opportunities that are available. 9. Public policy IssuesCurrent eventsThe front page of any newspaper is filled with public policy issues that have an impact on how housing authorities will perform their roles in the future. Everything from the federal budget, the deficit, immigration, racial issues, crime, inequality, state public assistance benefits, etc. They all are issues that public housing agencies deal with on a continuous basis and are too numerous to assess in this scan.24629258028400Specific issues: Personal behavior and the housing of residents with various forms of mental impairments are two issues that are specific to WWHA and other housing authorities. In many ways, the issues are related.In the 1970s, when deinstitutionalization of the mentally-impaired was taking place, because of the mismanagement of mental institutions, promises were made to build sufficient group homes to provide shelter and supportive services for its residents. This never took place. As more and more institutions were shuttered, there were insufficient group homes to care for this population. Many became homeless and the “homeless mentally-ill” became the new cause for crusading reporters and television news programs. As a result, Congress changed definitions in the Social Security Act defining what elderly-disabled housing was for public housing. This subtle definitional change resulted in disabled-including the mentally-impaired- being eligible for public housing. Policy makers contended that this would end the homeless crisis.Solving one issue created another. Many of the disabled were young. They didn’t qualify for family housing so they ended up in housing for the elderly. These young disabled had different lifestyles and incongruous behavior patterns than the elderly living in high-rises throughout the country. The policy created havoc in almost every city and town that had elderly housing. The elderly were intimidated by the younger people with strange – and many times – poor behavior. As the number of young disabled increased, the elderly, who could afford to leave, abandoned public housing for other venues. Public housing agencies and their professional associations fought a tenacious battle to get the regulations changed and return elderly housing to its formerly peaceful environment. For years the Congress wouldn’t listen frightened they be charged with discriminating against the mentally-impaired. Your executive director testified before Congress on the issue citing the deleterious effect of the well-meaning, but misguided policy. 23670051651000Finally, in the early 1990s, after gaining the support of AARP, the national organization that represents the interests of elder Americans, Congress made a half-hearted attempt to deal with the problem. They authorized HUD to create rules where public housing authorities could designate certain buildings as “elderly-only.” Housing authorities, although not entirely satisfied, did appreciate the effort to help them solve a problem that was causing them serious problems.HUD, at first, thought it would be a relatively easy issue to deal with. They designated three assistant secretaries at HUD to devise the rules: Assistant Secretary for Public and Indian Housing, the Secretary for Fair Housing and Equal Employment Opportunity (FH/EEO), and the HUD General Counsel’s Office.The process became a nightmare of nitpicking and resistance. Joseph Schuldiner, the Assistant Secretary for Indian and Public Housing, recognized the need for change. He had years of experience in public housing having served as General Manager of the largest public housing authority in the country, New York City. He supported an easy process to designate public building as elderly-only. Schuldiner was adamantly opposed by Roberta Achtenberg, the Assistant Secretary for FH/EEO. Ms. Achtenberg was an activist from San Francisco who had furthered the rights of gays and lesbians in her community. She now took the side of the young disabled recommending a long and laborious process to designate housing as elderly-only. The dispute between the two warring assistant secretaries only cam e to end with the direct intervention of the HUD Secretary Henry Cisneros.A process was created that compromised on the method of designation. One requirement was that when setting up a local committee to consider designation the housing authority had to personally invite every advocacy group for the mentally-impaired to the table. This made creating a designation difficult.There are many housing authorities that now have “elderly-only” designated housing. The WWHA designated West Warwick Manor as elderly-only years ago, but let the designation lapse by not renewing it.The advocates insured that any vacancy not filled in a designated elderly-only housing development in a short period of time had to be offered to a young disabled.This is just one of many examples that could be offered to show the impact of public policy on a housing authority. There are many more, including: deregulation, security, rent reform, funding, Family Self-Sufficiency, etc.Page intentionally blank4694830-40943SECTION III0SECTION IIIKey Strategic IssuesKEY STATEGIC ISSUESA Strategic Issue is a fundamental policy choice or challenge affecting an organization’s mandates, mission, product or service level and mix, stakeholders, costs, financing, structure, processes, or management.368617512319000The identification of strategic issues is the heart of the strategic planning process.Issues generally fall into three main categories:Current issues that require immediate actionIssues that are likely to require attention in the future but can be handled as part of the organization’s regular planning processIssues that require no action at present but need to be monitoredThe board and staff identified seven Key Strategic Issues facing the West Warwick Housing Authority:129540061595Operational ManagementOperational Management129540082550Board GovernanceBoard Governance1295400118110Resident ServicesResident Services1295400246380InfrastructureInfrastructure1295400116840Communication/ImageCommunication/Image12954005080Risk Control ManagementRisk Control Management129540043180Preservation of Affordable HousingPreservation of Affordable HousingPage intentionally blankStrategic Issue #1Operational Management The housing authority has no formal planning documents –other than the HUD-required Annual Plan -to direct the WWHA into the future. The HUD Annual and Five Year Plans are inadequate to provide direction for a housing authority. They are merely required submissions that usually parrot HUD goals in a template.25527002286000Strategic planning is imperative if the housing authority wants to anticipate and act accordingly in the future. The few policy and procedures manuals, such as the Admissions and Continued Occupancy Plan (ACOP) and the Section 8 Administrative Plan, that do exist are poorly written, do not contain statutory and regulatory requirements and need updating.A reorganization of the staff is required to identify clear lines of authority, reporting requirements and functional coordination. The position of Asset Manager needs to be created to oversee the housing and facilities (maintenance) functions.Staff position descriptions are poorly written and need major revisions to make them compatible with federal and state regulatory requirements. 9620256205220A reorganization of the staff is required to identify clear lines of authority, reporting requirements and functional coordination.00A reorganization of the staff is required to identify clear lines of authority, reporting requirements and functional coordination.Standard Operating Procedures have to be dev eloped for every functional element at the authority to standardize procedures. The types of documents are cited in the chart below.Prior to January 2017, the board of commissioners receive occasional reports from the executive director. There was no standardize reporting document. A Monthly Management Report (MMR) will be created providing key performance management information to the board in order for them to track performance and fulfill their oversight responsibilities. The MMR will allow the board to track important PHAS and SEMAP score elements.Board and staff members have received little or no training over the years to properly perform their duties and responsibilities. The public housing profession and industry is constantly changing and board members and staff need to stay apprised of the changes in regulations and the new programs that are created.The West Warwick Housing Authority has had five Executive Directors over the last three years. This lack of management continuity has led to confusion, deferral of certain responsibilities and projects and a general lack of focus. Every effort must be made to stabilize positions and ensure there is senior management continuity.Important handbooks, manuals and plans are either not updated or not written at all. The table below gives the status of important documents.DocumentStatusPersonnel ManualOutdatedLacks important statutory requirementsACOPAdmissions & Continued Occupancy Major re-write required.Missing important elements.Parts not compatible with state law.Section 8 Administration PlanNeeds major rewriteNew important legislative requirements missingProcurement Policies & Procedures ManualRequires updatingFinance, Accounting & Internal Control ManualRequire a complete rewriteImportant elements not presentContract Administration ManualDoes not existOffice Policies & Procedures ManualDoes not existRecords Retention Plan/ScheduleDoes not existEIV Security PlanDoes not existPublic Housing/Section 8 Marketing ProgramDoes not existBudget Process ManualDoes not existStrategic PlanDoes not existMaintenance Operations PlanDoes not existEmergency Operations &Risk Management PlansDo not ExistBoard Manual-Orientation ManualDoes not existWhile half of these documents are not required by statute or regulations, they are important documents to have in order to maintain a properly functioning organization. Efforts must be made to create all these documents to ensure for a properly functioning organization.Page intentionally blankStrategic Issue #2Board Governance“An effective group spirit on a board is one that attracts its members, makes them want to work with one another, and gives them a sense of pride and satisfaction in the program and the board itself.” Cyril HouleH289560060452000ousing authorities are complex organizations with millions of dollars in assets. Board members need to be cognizant of their roles as commissioners. They should be familiar with every program operated by the housing authority, including: How are they funded? Where do the funds come from? What outcomes are expected for the programs? Are the funds used effectively and efficiently? Who are the target audiences? What is the budget?The board should be organized to deal with the many issues a housing authority addresses in its day-to-day operations. Position descriptions for board members, board officer and committee chairs need to be created in order for members to understand their roles and focus on their responsibilities.The board of commissioners should have a Board Manual for reference purposes. It will also serve as an Orientation Manual for new board members to acquaint them with the housing authority’s mission, properties, budgets, by-laws, policies, laws governing the housing authority, and more. The board should be familiar with and use Robert’s Rule of Order to conduct business meetings. The chair should allow free discussion of the issues at hand, while not letting any single commissioner dominate a meeting. Commissioners should come to meetings prepared to discuss items on the agenda and ask appropriate and germane questions. Personal feelings or grudges should be set-aside for the best interests of the organization.The board should be certified by an approved and qualified organization or individual with extensive experience in the field. Several professional organizations offer certifications for board members requiring them to attend a minimum number of training sessions. While not recognized by HUD, the training sessions are informative and assist commissioners in performing their roles better. An internal training schedule for commissioners should be developed to cover a myriad of topics related to board governance. Commissioners should have the opportunity to attend professional development conferences to polish their skills and to network with commissioners from around the region /country.The board should conduct a formal annual meeting to elect officers, review the previous years’ performance and recognize outstanding commissioners, staff members and third-parties who have helped promote the WWHA’s mission.Strategic Issue #3Resident ServicesYou need an attitude of service. You're not just serving yourself. You help others to grow up and you grow with them. David GreenHousing authorities primarily exist to provide affordable housing for its residents. However, over the last thirty years, emphasis has been placed on providing non-housing services for residents to improve their quality of life.For family public housing and Section 8 families, self-sufficiency programs assist program participants with educational, social and recreational programs. Section 8 participants may even participate in a Section 8 Homeownership Program.Elderly/disabled residents have different needs. Health, social and recreational programs which assist residents in socializing with their neighbors are the norm.2370322000West Warwick Housing Authority is fortunate that there are two active Tenant Associations, which provide a plethora of activities for residents. There are other ad hoc groups at both developments that provide other services to help residents deal with issues. During the last year, the tenant associations sponsored several major events like holiday dinners and parties, which drew substantial participation from residents.The housing authority employs a half-time Resident Services Coordinator to arrange activities and events for residents. Considering the issues that have to be dealt with, however, half time is inadequate for the level of services required.The housing authority’s activities have been scatter-shot with little or no comprehensive long-range plan. There isn’t a written Resident Services Plan. A plan is required to provide comprehensive services for residents. Every effort should be made to bring the Resident Services Officer to full-time status, or find other methods, such as using volunteers, or other staff members to assist with programming.The Resident Service Officer does not conduct resident assessments of new residents to determine their needs. This needs be done.Both developments at the WWHA have residents who have skills from their pre-retirement years. Many may be willing to assist the housing authority in delivering services. Resident volunteers should be exploited to assist the RSO and the housing authority staff meet the demands of residents.Budget-wise, the Section 8 program matches the public housing program in the amount of funds administered. This is primarily due to port-ins from other communities. Presently, the WWHA administers as many port-ins as it has in its own Section 8 program.Very little is provided Section 8 households at this time. There is no Family Self-Sufficiency Program and a Section 8 Homeownership Program does not exist. Some services should be created to serve the Section 8 program participants.The housing authority does not have an extensive service network for our public housing and Section 8 program participants. Elderly/disabled resident and Section 8 families have numerous issues that need to be addressed. A Resident Service Officer needs to have a resource book to refer residents to qualified service organizations when a need arises.The housing authority needs to measure resident satisfaction at all levels. It need to know if our residents are satisfied with their living conditions. Are they pleased with the services that are provided? Does maintenance meet their needs? Customer satisfaction should be constantly monitored to measure satisfaction and to address issues.STRATEGIC ISSUE #4Infrastructure: Building & GroundsHousing authorities are entrusted with taxpayer dollars to operate and maintain their properties to the highest standards.. It is no small effort to keep up with the regular wear and tear of building infrastructure. All building components have life cycles and require frequent repairs and upgrading to ensure the integrity of a building and its key components.19431008636000A Maintenance Operations Plan needs to be created in order to systematically address the issues of building and property maintenance. The plan will include specific information about the properties, including type of heating and cooling systems, frequency of preventive maintenance, grounds maintenance, and other elements to maintain the housing authority’s portfolio.A Physical needs Assessment needs to be undertaken to determine future capital needs so they can be prioritized and scheduled for attention. Previous assessments were inadequate and lacked prioritization and realistic budgets.Maintenance standards should be establish to inform facilities personnel what expectations they have to meet for superior property management. 571508763000The housing authority must take advantage of opportunities to save energy by pursuing partnerships with other organizations like Rhode Islanders Saving Energy (RISE), which install -at no cost- energy saving lighting. We will seek savings through remote-net-metering to further lower energy costs. We will seek energy brokerage firms that through quantity purchasing can get more favorable rates for the housing authority. Efforts will be made to lower water usage in order to reduce consumption leading to higher water and sewer bills.036957000Every effort will be undertaken to maintain high standards of “curb appeal” to make our properties attractive to new residents and be good neighbors for the surrounding community.Property and unit databases have to be created to track when work is completed and to schedule future maintenance and capital improvements.An inventory of all capital equipment needs to be created in order to safeguard purchases, but to also schedule replacements after useful life cycles expired. STRATEGIC ISSUE #5Communication & ImageThe housing authority needs to improve its image in the local community through better communication. It needs to brand its product so it will be recognized in the community as a leader in property management and services to its residents. The authority needs to create a new logo that is recognizable and visually depicts the mission of the organization. This logo will be used for letterhead, memoranda, on its website, Facebook page, reports and any time the housing authority interacts with the public.241173011112500The authority’s website needs a major overhaul to make it more attractive and useful to the public. It’s a major form of communication with the public. A Facebook page needs to be created with instantaneous downloads of information about events taking place at the housing authority.The WWHA needs to sell its success to the community at-large by providing press advisories for upcoming events, create press packages with briefing materials, and by distributing press releases about significant events that have taken place.The housing authority needs to better communicate with its residents by better use of bulletin boards and resident-management meetings. A quarterly newsletter should be created to communicate changes in WWHA policies affecting residents, highlighting significant events, and “fun things” like crossword puzzles, recipes and more.The housing authority has been estranged from the town and needs to improve the relationship between the board and the town fathers. This is imperative to gain the trust and confidence of the town in our operations and the people we serve. A policy of providing occasional information about our operations would in all likelihood open the door for better relationships. Copies of press releases, monthly management reports and the results of customer satisfaction surveys will show the authority’s transparency. A Public Relations Guide must be developed to train staff on preparing press kits, press advisories, responding to media inquiries, scheduling events to maximize media coverage, etc.A schedule must be prepared to have op-editorial pieces in the local newspapers concerning the role of public housing and other topics to bring positive attention to the housing authority. Interviews should be arranged to appear on local access television to promote the good work of the WWHA.A speaking program with several topics will be created and offered to local civic and social organizations. These speaking programs are all geared toward a positive image of our public housing and Section 8 programs.An Annual Report must be created for release at the Board of Commissioner’s Annual Meeting. The report will contain performance data from the previous fiscal year touting the WWHA’s accomplishments and its economic impact on the local community.The Board’s Annual Meeting should be a significant event. The meeting should be a time to celebrate the organization’s achievements, and to recognize outstanding staff members, commissioners, and organization’s that have assisted the WWHA in pursuing its mission.STRATEGIC ISSUE #6Security/Risk Control/ Emergency PreparationSecurityThe neighborhoods located around the WWHA’s two properties are relatively low crime areas. However, that doesn’t mean crimes do not take place that are of concern for the residents and staff of the housing authority. Low level drug dealing, alcohol abuse and other issues plague the housing authority as they do any urban location.The West Warwick Police Department publishes a report annually on the number and types of crimes committed in the town. Category I Crimes (Crimes Against People)For the last report available, 2015, there were 373 Category I crimes committed in the town. Category I crimes are serious crimes involving murder, rape, robbery and assault. That translates to 0.013 crimes per capita, or 7.3 crimes per sworn police officer.Category II Crimes (Crimes Against Property)In 2015, there were 780 category II crimes in the town. These crimes involve such things as: arson, burglaries, larcenies, motor vehicle thefts, fraud, embezzlement, stolen property and vandalism. This translates to 0.027 crimes per capital and 15.3 crime per sworn officer in the town.Safety is a major concern for residents; although, our survey indicates that the vast majority of residents feel safe. In our survey of residents for this strategic plan, residents were asked how safe did they feel from crime in their units, building and parking area. The results were:How safe do you feel from crime?West Warwick ManorClyde TowerIn your apartmentSafe/Very safe97%Safe/Very Safe97%In your buildingSafe/Very Safe77%Safe/Very Safe89%In your parking areaSafe/Very Safe69%Safe/Very Safe71%These numbers are satisfying, but they could be better. People have to feel safe in their environment. Safety is the most serious consideration for elderly residents.The housing authority has an outdated security camera system at both West Warwick Manor and Clyde Tower. The current system has many faults: it’s analog, not remotely programmable or viewable, many cameras are misplaced, picture quality is very poor, and the monitor is poorly located.The housing authority needs to scrap the existing system and install digital, programmable cameras at both developments. The old system does not have cameras in the elevators-a location that is vital to maintaining security by tracking unauthorized visitors. The systems needs to have the capability of storing recordings for extended periods of time. A good system will also have motion activators to save recording space.Risk Control2713544861600The safety of our residents and staff is a major concern of housing authority management. Hazards are all around us all the time. Whether it’s a wet floor, or using power tools without proper precautions, accidents happen. The housing authority needs to create a Risk Control Plan to systematize how we deal with risk. The Risk Control Plan would include schedules of inspections to identify and mitigate and hazards that may exist. Appointing a Risk Control Committee made up of staff and residents will also emphasize the important of safety in the workplace.The Risk Control Plan would also identify the training needs of staff to comply with OSHA standards.Emergency PreparationEmergencies are not a common occurrence , but organizations must be prepared for the worst. There are numerous natural and man-made disasters that occurred. The housing authority will prepare an Emergency Operations Plan to deal with every conceivable emergency situation. It will create a risk analysis to determine what types of potential disasters are more prevalent than others and prepare a plan to deal with such situations. Each possible emergency situation will have a separate response protocol prepared for staff and residents.018478500Continuity PlanningIf an emergency were to take place in at the main offices of the housing authority that resulted in loss of information and data on our computers and servers, it would be catastrophic. The housing authority needs to obtain back-up service for all data and information. The best way to do this is by installing Cloud Technology. This technology provides continuous data back-up for everything produced on the WWHA’s computer network. Were a catastrophe to occur all the information on the housing authority’s network would be retrievable from any location.Also, the risk of hacking has increased exponentially. Each day critical business information is hacked or malware is installed on unsuspecting companies. A contract with our information Technology provider will be amended to add these value services.Page intentionally blankSTRATEGIC ISSUE #7Affordable Housing40957506858000The Town of West Warwick has a population of 29,960 living in 12,492 households or 2.3 persons per household. Fifty-three percent of the households are owner-occupied, while forty-seven percent are renters. The median single family home in West Warwick sold for $152,250 in 2017 down 41%% from 2007 when the median price was $258,000. Prices have fluctuated since then indicating the real market value. After dropping to a ten year low in 2008 ($135,000) the year the housing market collapsed, the median price has slowly risen and fallen again. After rising 31% in 2016, the 2017 median price has fallen 18.7% to $155,250. [See chart below.]The average rent for a 2-bedroom apartment during the first half of 2016 was $1,284, an increase of 10% in one year. A family would have to earn $46,040 to be able to afford this amount of monthly rent. Forty-seven percent of West Warwick residents are renters. It is estimated by HousingWorks RI at Roger Williams University that 56% of the renter households are cost burdened for rent. This means they are paying greater than 30% of their household income for rent.1228302794760019053683000The State of Rhode Island has an affordable housing goal for every Rhode Island community. The goal is that every city and town have 10% of affordable housing. That is, housing whose rent would not exceed 30% of a family’s household income. West Warwick is close to the state’s goal with 8.2% of their housing being affordable.West Warwick’s housing stock is old. The median age is 58. The median year built is 1961.There are lot of blighted buildings in the town; some abandoned. There is little evidence that the town is proactive in enforcing minimum code standards, nor is a rehabilitation program available.The housing authority should determine if there is a role for us to improve/create new affordable housing. Creating a nonprofit housing corporation may prove beneficial. Working alone – or with developers – the WWHA can either encourage rehabilitation of existing structures using project-based Section 8 units or our bonding authority to establish a low-interest, long-term loan program to encourage rehabilitation.457200038005SECTION IV0SECTION IVGoals Management PlanPage intentionally blankWest Warwick Housing AuthorityStrategic Plan 2017Goals Management PlanStrategic Issue # 1: Operational Management Plans/Performance/MonitoringGOAL #1Create a multi-year Strategic Plan to guide the West Warwick Housing Authority in achieving its vision, mission, values, mandates, goals and objectives.Objective #1Create a multi-year Strategic Plan by September 1, 2017Objective #2Create a Goals Management Plan as part of the Strategic Plan by September 1, 2017Objective #3Create a list of Key Performance Indicators for each function at the WWHA by September 1, 2017Goal #2Create a system to monitor the progress on achieving the goals and objectives in the Strategic Plan.Objective #1Create a Performance Management Monitoring and Evaluation Report document by September 1Objectives #2Publish the Performance Management Monitoring and Evaluation Report at least quarterly. (Jan/Apr/May/Oct)GOAL #3Ensure that the WWHA achieves high performer status for HUD-rated programsObjective #1Achieve high performer for the Public Housing Assessment System annuallyObjective #2Achieve high performer for the Section 8 management Assessment Program annually. Organizational StructureGoal #4Ensure that the West Warwick Housing Authority is organized properly to carry out its mission, mandates, goals and objectives.Objective #1Reorganize the West Warwick Housing Authority’s staff by functional operations by September 1, 2017 Human ResourcesGoal #5Ensure that the West Warwick Housing Authority’s position descriptions are up-to-date and in compliance with federal and state law. Objective #1Create all new job descriptions that comply with federal and state law by September 1, 2017.Objective #2Ensure that each staff member receive and understand their new job description, including: duties and responsibilities, lines of authority, and reporting requirements by September 1, 2017GOAL #6Ensure there is a fair and comprehensive system to measure staff performance Objective #1Create a staff Performance Evaluation document to measure individual staff performance on-at least-annual basis by September 1, 2017.Objective #2Conduct annual performance reviews of all staff members by December of each year.Objective #3Conduct interim performance evaluations of all new employees quarterly until they have been employed a full year.Objective #4Conduct quarterly performance reviews of any staff member not achieving a high score on their annual Performance Review. Objective #5Require/provide Performance Improve Plans for any staff member not achieving at least a rating of “Satisfactory”GOAL #7Ensure that staff members are properly trained to perform their duties and responsibilities in an effective and efficient manner.Objective #1Conduct an annual Training Needs Assessment for every staff member annually in JulyObjective #2Create a database to track staff and board member training hours by September 1, 2017Objective #3Ensure that each staff member receives a minimum of 30 hours of relevant, job-related training annually.Objective #4Create a training evaluation form by October1, 2017Objective #5Ensure that training topic and hours are documented and placed in each staff members personnel file monthlyObjective #6Create an in-house Management Course by June 30, 2018GOAL #8Establish an Employee Recognition Program to reward staff performanceObjective #1Create an Employee of the Year award to recognize performance of a high performing staff member by October 2017Objective #2Determine the feasibility of creating an employee bonus program for high performance by July 30, 2018GOAL #9Ensure staff members are paid fairly with salaries/benefits comparable to other housing authorities of similar size and programs,Objective #1Implement flex-time schedule for staff by September 1, 2017Objective #2Conduct and salary/benefit comparability study by June 2018Objective #3Examine health care alternatives to reduce costs to WWHA by June 30, 2018Objective #4Research the feasibility of creating a merit-based pay system for staff at the WWHA by October 2018GOAL #10Ensure that staff members are cross-trained to insure continuity of operations in the event of staff illness or other situations where they are unable to perform their workObjective #1Create a cross-training program so that each staff member can assume the duties and responsibilities of other functions at the authority by June 30, 2018 Goal #11Ensure that staff members understand the rules and operations of the WWHAObjective #1Create an Employee Handbook by December 30, 2017Goal #12Determine how staff members rate their workplace, salaries, benefits and work environmentObject #1Conduct an Employee Engagement Survey annually (February) Required and Necessary Plans and Standard Operating ProceduresGoal #13Ensure the WWHA has updated plans and documentation to operate in an efficient and effective mannerObjective #1Create a new and updated Personnel Manual by September1, 2017Objective #2Revise and update the Procurement Manual by September 1, 2017Objective #3Create a Contract Administration Manual by September1, 2017Objective #4Create an Office Policies and Procedures Manual by September 1, 2017Objective #5Create an EIV Security Plan by September 1, 2017Objective #6Create a Public Housing and Section 8 Marketing Plan by September 1, 2017Objective #7Revise and update the Admissions and Continued Occupancy Plan (ACOP) by October1, 2017Objective #8Revise and update the Section 8 Administrative Plan by October 15, 2017Objective #9Create a Finance, Accounting and Internal Control Manual by October 15, 2017Objective #10Create a Budget Process Handbook by October 30, 2017Objective #11Create Standard Operating Procedures Manuals for every functional responsibility at the WWHA (Finance, Public Housing, Section 8, Resident Services, and Maintenance By February 2018Objective #12Ensure that each plan, manual and handbook is reviewed and updated annually, or when regulations change.Key Strategic Issue #2: Board GovernanceGoal #1Ensure that the Board of Commissioners is properly structured to conduct business in an orderly and efficient manner allowing for proper oversight of the organizationObjective #1Create position descriptions for the board of commissioners by September 1, 2017Objective #2Create a structure of board committees allow the commissioners to specialize in the functions of the board by September1, 2017Objective #3Create position descriptions for each of the board’s standing committees by September 1, 2017Goal #2Ensure the board of commissioner have adequate information to conduct their duties and responsibilities in an effective and efficient manner.Objective #1Create a Board Resource Manual by September 1, 2017Objective #2Create Board Policies by September 1, 2017Goal #3Ensure that new board members receive a proper orientation in order to properly function in their new roles as commissioners Objective #1Create a Board Orientation Manual by October 30, 2017Objective #2Create a new commissioner’s orientation program and slide show by October 30, 2017Goal #4Ensure that all board members are properly prepared to undertake their roles as commissioners.Objective #1Ensure that every board member is certified by a recognized housing organization.Objective #2Undertake a board training assessment at the annual board retreatObjective #3Create an annual board training schedule by April 1 annuallyObjective #4Ensure that each commissioner attends a training and development conference sponsored one of the housing professional – like NAHRO, PHADA of NLHC-annually. GOAL #5Conduct an annual board retreat to review plans, conduct training, update board policies, by-laws and monitor performance from the preceding year.Objective #1Conduct an annual board retreat in June annuallyGoal #6Conduct a formal annual meeting to vote for officers, recognize individuals or groups that have help the WWHA achieve its missionObjective #1Conduct a formal annual meeting of the WWHA in April each year.Objective #2Recognize individuals or groups that have furthered the WWHA’s mission and vision at the annual meeting.Objective #3Create and distribute the Annual Report at the Annual Meeting Goal #7Ensure that the Board of Commissioners receive proper documents and materials in order to properly conduct an informed and productive meeting.Objective #1Create a Monthly Management Report for the board to monitor performance and activities by each office at the WWHA.Objective #2Deliver board meeting documents, including the MMR at least three days prior to the monthly board meeting.Key Strategic Issue #3: Resident ServicesGoal #1Ensure that the housing authority meets the social, educational and health needs of its residents.Objective #1Create a Resident Service Plan to properly plan and schedule resident activities and events for the year by October 1, 2017 and annually thereafter.Objective #2Conduct an annual Resident Services Survey each July to determine what types of activities and events residents preferObjective #3Establish goals/objectives for each WWHA-sponsored activity and eventObjective #4Prepare an Event Planner for each WWHA-sponsored event and activity 60-days prior to the eventObjective #5Conduct an event evaluation after each WWHA-sponsored event to determine the success of activity two days after each event.Objective #6Conduct fire safety training for residents at least twice annuallyObjective #7Conduct personal safety sessions for residents at least twice annuallyObjective #8Conduct a Health Fair for residents annuallyObjective #9Seek a HUD Resident Opportunities and Supportive Services grant when an RFP is issuedObjective #10Seek a Resident Service Coordinator grant when available from HUDGoal #2Ensure that the WWHA reaches out to form partnerships with third-party providers for the benefit of the residentsObjective #1Create a database of service providers in the WWHA’s service area by November 30, 2017Objective #2Hold a reception for third-party service providers to introduce them to the WWHA and its resident population by January 15, 2018Goal #3Ensure that residents are provided with excellent referral services when needed or requiredObjective #1Creative a Resource Manual of services as a reference for referring services to residents by February 1, 2018Objective #2Create a resident referral form by October 1, 2017Objective #3Track resident referrals by October 2017Objective #4Create an Initial Intake Form for each new resident to determine their personal status and service needs by January 2018Objective #5Conduct an initial intake assessment for each new resident within 30 days of leasingGOAL #4Ensure there are adequate funds to conduct resident activities and events.Objective #1Annually budget (November) an adequate amount of funds (Tenant Participation Funds) from the annual operating for resident servicesObjective #2Seek a legislative grant from the Rhode Island General Assembly via locally-elected state Representatives/Senators annuallyObjective #3Create a 501 (c) (3) nonprofit organization affiliated with the WWHA in order to allow for charitable, tax-deductible donations for resident educational services by October 1, 2017Objective #4Create a solicitation letter to raise funds for resident services by December 1, 2017Conduct an annual fundraising drive for the nonprofit organization February 1, 2018GOAL #5 Ensure there are an adequate number of volunteers to assist in conducting events and activities. Objective #1Conduct local colleges and universities to determine if there are students, who are required to conduct community services as part of their degree program, can be utilized to conduct programming by September 1, 2017Objective #2Seek resident volunteers to assist in conducting events and activities at both WWHA developments by November 1, 2017Objective #3Recruit community residents as volunteers for activities and programs conducted by the WWHA by November 30, 2017Goal #6Ensure that Section 8 participants have the opportunity to participate in programs to improve their lives.Objective #1Determine the feasibility of creating a Family Self-Sufficiency program for Section 8 participants by January 2018Objective #2Determine the feasibility of creating a Section 8 Homeownership Program by January 2018Goal #7Determine how satisfied residents are with the WWHA’s services.Objective #1Conduct an annual Customer Satisfaction Survey of at least 60% of residents in July annually.Objective #2Conduct focus groups at both West Warwick Manor and Clyde Tower two times annually. (February & October)GOAL #8Improve communication between the WWHA’s management and its residentsObjective #1Improve the organization and appearance of the bulletin boards at the two developments by September 15, 2017Objective #2Conduct bi-monthly Resident-Management meeting with residents by September 2017Objective #3Establish formal, scheduled office hours for residents to discuss issues and concerns by October 1, 2017GOAL #9Ensure that residents have a voice in WWHA operationsObjective #1Create a Resident Advisory Board (RAB) by September 1, 2017Objective #2Meet quarterly with the RABObjective #3Meet with duly-elected representatives of the Tenant Associations quarterly.KEY STRATEGIC ISSUE #4: InfrastructureGOAL #1Ensure that the WWHA’s property portfolio is a source of pride to the board, staff, commissioners and the community.Objective #1Create a Maintenance Operation Plan for the WWHA by September1, 2017Objective #2Conduct preventive maintenance inspections of the portfolio quarterly (Jan/Apr/Jul/Oct)Objective #3Create building and grounds maintenance standards by January 30, 2018Objective #4Conduct annual physical inspections of every unit and space in the portfolioObjective #5Complete Emergency work orders ≤ 24-hoursObjective #6Complete Routine Resident-Requested work orders < 3-daysGoal #2Ensure that identified physical needs of the portfolio are scheduled for repairs as soon as practicalObjective #1Conduct an initial Physical Needs Assessment of the portfolio every by November 1, 2017Objective #2Conduct a Physical Needs Assessment of the portfolio every five yearsGoal #3Ensure the WWHA takes advantage of energy savings opportunities offered from various federal, state and private sourcesObjective #1Engage a consultant to prepare a request for proposals to solicit proposals from energy providers to obtain net-metering energy credits by September 1, 2017 Objective #2Work with Rhode Islanders Saving Energy (RISE) to obtain free energy improvements (energy saving lighting and boiler replacement) by September 1, 2017Objective #3Determine methods to reduce the amount of water consumption at the WWHA’s portfolio by July 2018Objective #4Determine the feasibility of undertaking a Performance Energy Contract with an energy service provider by July 2018Objective #5Track all utility (electric, natural gas, water and sewer) consumption and costs at WWHA properties by September 1, 2017 and continuouslyKey Strategic Issue #5: Image/CommunicationGOAL #1Create a West Warwick Housing Authority brand.Objective #1Create a new WWHA logo that depicts the mission of the housing authority by September 1, 2017Objective #2Ensure all WWHA documents and letterhead contain the WWHA logo by September 1, 2017Objective #3Purchase promotional material with the WWHA’s logo by October 1, 2017Goal # 2Improve Image with local elected officials (Town Council, State Representatives and SenatorsObjective #1Engage the Town Councilmen to determine their concerns about the WWHA by October 30, 2017Objective #2Forward newsletters, press releases and annual reports to the Town Council when publishedObjective #3Conduct a focus group with elected officials to determine their expectations of the WWHA by November 30, 2017Objective #4Conduct an annual briefing to the Town Council about WWHA operations by January 30, 2018Goal #3Improve the image of the WWHA to the general publicObjective #1Create a Public Relations Manual by December 30, 2017.Objective #2Create a speaking program to inform the public about public housing by January 1, 2018Objective#3Create informational brochures about the public housing program in general and the WWHA specifically by December 1, 2017Objective #4Prepare op-ed pieces for local media outlets two times/yearObjective #5Book an appearance on local cable television by January 2018 and twice/year annually.Objective #6Write a press release for every significant event conducted by the housing authority (at least one/month)Strategic Issue #6: Risk Control & Emergency ManagementGOAL #1Ensure the safety and security of WWHA residents, staff and guestsObjective #1Upgrade to digital, high definition security cameras by December 30, 2017Objective #2Conduct a Security Analysis of the WWHA’s portfolio by March 1, 2018GOAL #2Ensure that the WWHA’s data and computerized information systems are protectedObjective #1Convert WWHA’s information and data systems to Cloud Technology in order to protect and preserve it by September 30, 2017. Objective #2Ensure that all WWHA computers are protected from hacking, malware and other virusesGOAL #3Ensure the WWHA is protected by third-party insurers for all liability and claimsObjective #1Conduct an insurance needs assessment to determine coverage for all lines of insurance required by HUDObjective #2Track liability claims and insurance costs by September 1, 2017Objective #3Create a Risk Control Committee comprised of staff and residents by December 30, 2017Objective #4Create a Risk Control Plan by December 30, 2017 GOAL #4Ensure that the WWHA is prepared to deal with any man-made or natural disaster that may occurObjective #1Create a written Emergency Operations Plan for use by WWHA staff and residents that covers operating for any man-made and natural disasters by December 30, 2017.Strategic Issue #7: Affordable HousingGOAL #1Ensure there is an adequate supply of affordable housing in the Town of West WarwickObjective #1Conduct a comprehensive study of housing needs and resources in the Town of West Warwick by December 30, 2018 Objective #2Conduct research on comparable housing costs in the town and other communities by December 30, 2018Objective #3Determine what resources are available to create affordable housing by December 1, 2018Objective #4Determine if there’s a need for market rate housing in the town by December 30, 2018Objective #5Create a non-profit housing corporation to facilitate performing non-public housing creation/rehabilitation by December 1, 2017Objective #6Determine the feasibility of creating a project-based Section 8 program by December 2018Objective #7Determine the feasibility of creating a Section 8 Homeownership Program by December 2018GOAL #2Ensure WWHA community-based housing programs (Section 8) meet high quality standards Objective #1All Section 8 units are inspected annually 90-days prior to recertificationObjective #2Any landlord whose property fails inspection on a continuing basis, is terminated from the program.Objective #3Any Section 8 tenant that fails to maintain their apartment to HQS standards will be terminated from the program4474845-178069SECTION V0SECTION VPlan ImlementationPerformamnce MonitoringImplementation“You can give an order around here, and if you can figure out what happens to it after that, you’re a better person than I”Harry S. TrumanT28194006413500he purpose of the implementation phase is to complete a transition from strategic planning to strategic management incorporating adopted goals and objectives throughout the relevant system. Creating a strategic plan is not enough. Developing effective programs, projects, action plans, budgets and implementation processes will bring life to the strategies and create real value to the organization and its stakeholders.3232154784090The most important outcome that managers should aim for is real value added through goal achievement and increased stakeholder satisfaction. 440000The most important outcome that managers should aim for is real value added through goal achievement and increased stakeholder satisfaction. The implementation process itself should allow for adaptive learning as new information becomes available and circumstances change. Such learning will lead to more effective implementation – to better strategies across purposes, policies, programs, actions, decisions, and resource allocations – and to the cognitive and practical basis for emergent strategies and new rounds of strategizing. Realized strategies are a blend of what is intended with what emerges in practice. The most important outcome that managers should aim for is real value added through goal achievement and increased stakeholder satisfaction. This will be accomplished by achieving a series of more instrumental outcomes. The first of these subordinate outcomes is the reasonably smooth and rapid introduction of the strategies throughout the Housing Authority. Implementation will take place throughout the housing authority through a series of meetings with the department strategic planning teams. Briefings will take place throughout the PHA to inform the staff of the goals and objectives that has been developed and their individual and collective role in achieving them in the time allotted.The second subordinate outcome is the development of a clear understanding by implementers of what needs to be done and when, why, and by whom. Statements of goals and objectives listed in this part of the plan are expanded upon in the accompanying Goals Management Plan. It serves as the guide as to what will be accomplished and in what period of time. It holds specific persons accountable for completing their assignments. Performance will be tracked on a monthly, quarterly, semi-annual and annual basis depending on the specific goals and objectives. The Goals Management Plan is also useful in conducting personal performance evaluations of staff members. It holds persons A third subordinate outcome is the use of the “debugging” process to identify and fix difficulties that arise during the course of the plan. Housing authorities work in a constantly changing environment that will affect specific outcomes. These are addressed in the Monitoring and Evaluation, and final phase, of this plan.Monitoring & Evaluation“One of the great mistakes is to judge policies and programs by their intentions rather than their results” Milton Friedman327342527876500The Monitoring and Evaluation phase ensures that critical objectives are being met within the specified time period. This is a critical phase of the process because it follows the progress being made on implementation of the Strategic Plan.-6242054728845All plans are dynamic instruments subject to change. This is more prevalent with public housing authorities that deal with a funding agency like the Department of Housing and Urban Development, which cannot predict operating budgets for housing authorities until the last housing authority submits its budget.00All plans are dynamic instruments subject to change. This is more prevalent with public housing authorities that deal with a funding agency like the Department of Housing and Urban Development, which cannot predict operating budgets for housing authorities until the last housing authority submits its budget.It allows management to determine where obstacles exist in achieving the goals and objectives outlined in the plan. Housing authorities work in a constantly changing environment with budgets fluctuating from year-to-year. It is difficult to plan for the long-term when our principal funding source is consistently changing the amount of funds we administer. Management can deal with the known, even if it brings bad news like funding reductions. However, not knowing what a budget is until six or seven months into the fiscal year leads to uncertainty. It is difficult, if not impossible, to plan for future operations.All plans are dynamic instruments subject to change. This is more prevalent with public housing authorities that deal with a funding agency like the Department of Housing and Urban Development, which cannot predict operating budgets for housing authorities until the last housing authority submits its budget.Our plan has to remain flexible to take into account the fickle funding allocations from HUD and other funding sources. This is the primary reason we monitor and evaluate our plan on a constant basis. The West Warwick Housing Authority will monitor our plan on a monthly, quarterly, semi-annual and annual basis to determine our progress. We will create a monitoring system that mirrors the goals, objective and timelines established in the plan. This will allow management to observe progress on the plan and to identify obstacles that have to be addressed. Not all of our goals and objectives may be achievable. Funding sources may be affected, conditions may change, and our mission may change. Many conditions may alter the plan. The monitoring and evaluation phase will alert us to these changes and permit us to alter the plan.The formal monitoring instrument will be on-line and a formal report published twice a year. ................
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