Maintain “High Performer” status under HUD’s Public Housing Assessment System (PHAS). Ensure that PHA properties continue to be managed to the highest possible standards, including thorough and uniform applicant eligibility determination, fair lease enforcement, regular preventative maintenance, prompt responses to maintenance work orders, full occupancy and timely turnover of vacant units, timely and accurate reporting of financial data, and all other components of quality property management and maintenance. Continue to advocate for full funding and program reform, while actively pursuing conversion of most public housing properties to project-based Section 8 subsidies under HUD’s Rental Assistance Demonstration (RAD). See also Goal #3, Capital Improvements and Goal #4, Scattered Sites.
Section 8 Housing Choice Vouchers
Maintain “High Performer” status under HUD’s Section 8 Management Assessment Program (SEMAP). Maintain full utilization of vouchers and budget without exceeding authorized limits. Successfully administer current agreements for Project-Based Vouchers (PBV), including PBV in supportive housing projects and mixed income projects, renewing expiring PBV contracts at successful projects. Continue to advocate for full voucher funding and program reform. Continue the HUD-Veterans Affairs Supportive Housing Program (VASH) and the Family Unification Program (FUP). Apply for more special purpose vouchers, incremental vouchers or preservation vouchers if offered by HUD. Continue to work with the City’s Fair Housing Work Group and Voucher Mobility Action Team and provide information and support that will assist the City in making informed decisions regarding voucher use in St. Paul. Continue to use online features and partner portals to increase staff efficiency, and to enhance customer service for owner partners, as well as Section 8 applicants and participants.
Continue renovating public housing properties and making capital improvements which promote fire safety and life safety as well as preserve the asset. Pursue potential grant and loan opportunities, as well as financing options after RAD conversions where necessary. Maintain high quality and timely design, bidding and construction, utilizing “green and sustainable” principles to conserve energy and water and protect the environment to the greatest extent feasible. Continue to actively involve residents, staff and the community in planning capital improvements.
Housing Preservation and Development
Work with residents, other agencies and organizations to preserve, develop, and/or manage affordable housing and other cooperative and entrepreneurial efforts. Explore strategies to help qualified residents of the PHA’s scattered site homes (now 418 public housing single family and duplex homes) purchase their homes. Where appropriate, create partnerships with non-profit organizations that can provide the financing and/or services to facilitate successful homeownership including homebuyer education, pre- and post-purchasing counseling. Use the sale proceeds to maintain and improve the remaining PHA single family/duplex homes. To the greatest extent possible, ensure “no net loss” of affordable housing opportunities by obtaining replacement Housing Choice Vouchers from HUD for any scattered site home sold, whether to current residents or to the general public.
Safety and Security
Maintain safety and security at all PHA housing and work sites for residents, staff and the public. Promote non-violence in all aspects of the PHA’s work. Continue safety efforts such as ACOP, Officer-in-Residence, off-duty police, expanded use of security guard services for hi-rises as needed, and Workplace Violence Prevention programs. Make physical improvements to properties that enhance safety and security.
Employee and Organizational Development
Employee Recruitment and Development
Attract and retain a diverse and qualified workforce. Promote education, growth, and advancement of employees through career planning, training opportunities and other resources. Promote and enforce equal employment opportunity and affirmative action. Manage workplace diversity by fostering respect for and valuing of diversity.
Organizational Development; Process Improvements
Continue internal rethinking strategies to promote organizational development, continuous improvement, and appropriate responses to budget challenges and program changes. Issue a Request for Proposals for possible conversion of PHA computer business systems to maximize technologies that facilitate greater efficiency, compliance and customer service/resident satisfaction. Improve customer service by implementing technological or other methods to reduce unnecessary client trips to PHA physical office locations.
Make every effort to fully lease and manage the commercial space in the W. Andrew Boss Office Building according to sound business practices to generate reliable non-HUD revenue. Maximize revenue from cell site rentals. Defray costs of providing community center space to service providers by establishing rental agreements. Continue to seek other revenue sources by providing management and/or maintenance services to other housing providers.
Respected and Responsive Community Partner
Work cooperatively with community representatives and other units of government to ensure non-discrimination in PHA programs. Explore options to allocate project-based-vouchers and increase payment standards in opportunity areas in the City of St. Paul. Explore other opportunities that could expand choice for St. Paul residents in the region.
Economic Opportunities for Section 3 Residents and Businesses
To achieve Section 3 goals, the PHA will, to the greatest extent feasible, hire qualified residents and participants in PHA housing programs and other low income residents of the metropolitan area and promote training opportunities. Contract with Section 3 businesses and require other businesses seeking PHA contracts to comply with Section 3 requirements. Explore regional partnerships which may require the PHA to play a lead coordinator role.
National and State Leadership Responsibilities
Continue active leadership in national and state housing organizations especially to advocate for full funding and program reform, with special attention to the Rental Assistance Demonstration (RAD). Continue to provide assistance to other housing authorities and organizations seeking organizational development, business systems, or program support. Continue to lead by example, modeling a strong commitment to Equal Employment Opportunity, Fair Housing and Section 3 implementation, including linking residents to economic opportunities.