Deerfield Beach Housing Authority Initial Assessment and Work Plan

Nadine Jarmon, Ph.D., Executive Director

August 15, 2012

Vision
The Deerfield Beach Housing Authority will be a leader in advocating, promoting and developing affordable housing opportunities within the community.

Background Information
Met with:
Government & Public Officials
Mayor Peggy Noland Commissioner Ben Preston City Manager Burgess Hanson Chief Pete Sudler Representative Gwyndolen Clarke-Reed Pastorial Breakfast HUD Regional Officials - Jose Cintron and Brian Gilmore HUD Staff - Lena Jones, Victor Adkins, Judith Bauman, Michael Carney 5 Executive Directors for Public Housing in Broward County

Employee and Resident Groups

One on one meetings with every employee Meeting with members of F.A.C.T. Resident Group The Palm of Deerfield Beach Town Home Residents Stanley Terrace Residents The Palms of Deerfield Beach Apartment Residents

Vendors
22 current and possible future vendors

Banking and Finance Institutions

Mutual of America Bank of America

Legal Institutions
Goren, Cherof, Doody & Ezrol, P.A. (DBHA Legal Council) Brinkley Morgan Law Firm (DBHA Labor Law Council)

2 Media Reporters

SWOT Overview
SWOT analysis is an analytical technique used as a part of strategic planning and designed to support strategic decisions The result of a SWOT analysis is a matrix of positive and negative factors S - Strengths O - Opportunities W - Weaknesses T - Threats

The outcome of a SWOT should result in actionable initiatives

SWOT Analysis
Strengths
HUD designated High Performer Current staff Responsiveness of Board of Commissioners

Weaknesses
Inadequate budget control procedures Delays in financial reports Technology infrastructure of the agency Misrepresented image of DBHA Deferred benefits for employees Lack of HUD specific Professional Training Lack of cross-trained staff

Project Plan Initiatives

Opportunities
Develop and implement a forward-thinking strategic plan Implement aggressive finance strategy
o o Capital Fund Finance Program (CFF) Rental Assistance Demonstration (RAD)

Threats
Delays in complying with federal regulations Losing additional funds from Operating Subsidy Losing qualified and trained personnel

Improve technology Improve Financial Reporting Process Review all existing contracts Restructure and rebrand the agency Improve relationships with key municipal partners Increase employee morale

Executive Summary

Outline for Action Plan

Key Elements

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Focus on critical components of the organization that require short- and long-term action in order to position the organization to achieve critical mission objectives and high performance status

Overall Budget

Employee Benefit Package

(Pending adequate funding)

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Procurement Needs RFP for Auditor Services RFP for Accounting Services RFP for A&E firm RFP for Security Cameras Quotes for new Phone system Quotes for new IT system Quotes for Implementation plan and budget RFP for Roof Repairs RFP for Physical Needs Assessment RFP for Security Cameras RFP for A&E

Steps in Aggressive Finance Program Partnerships with City Acquisition of Property and Land Amend Annual Plan Physical Needs Assessment Identify specific sources and uses of funds

Staffing
(See organization chart) Remove Position of Deputy Director Create Chief Financial Officer Create HR, Procurement and Admin. Director Create levels under Affordable Operations Manager Create Levels under Section 8 Create Full-time positions for Tax Credit Property

Add Vision and Dental Increase agency contributions to 401K and Retirement Plan Budgets for Cost of Living increases Budgets for salary increases Budgets for new positions Budgets for training and travel Four day work week with staggered days off with weekend coverage Conduct salary compensation study

Attempt to Recapture $180k taken from reserves (participate in clawback legislation) Use of excess reserves

Organization Chart
Board of Commissioners

Executive Director

HCV Director

Chief Finacial Officer (NEW)

Townhomes Property Director

HR, Procurement & Admin Director

Receptionist/Intake Coordinator

Affordable Housing Operations Director

Section 8 Manager

Compliance Officer

Family Self-Sufficiency Manager (FSS) Grant Funded

Program Assistant/Receptionist (NEW)

Leasing Assistant (PT) (NEW)

Receptionist

Stanley Proerty Manager (Open)

Palms Property Manager

Maintenance Team Leader

Inspector

Maintenance Technician (NEW)

Maintenance Technican (2)

Intake Specialist

Manintenance Tech/Aide

Maintenance Janitor

Phase 1: Immediate Activities (Next 3 Months)

New phone system New IT system Complete salary compensation study Submit 2013 Budget Amend annual plan Re-branding of the agency; upgrading a new website Implement restructuring of organization Implement employee benefit package(contingent on 2013 funding) Improve landscaping and lighting Purchase new security cameras Relocate Section 8 Offices Amend Admission and Continued Occupancy Plan (ACOP) Amend Section 8 Administrative Plan Review HR, Accounting, and Procurement policies
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Phase 2: Long Term Activities (6 Months and Beyond)

Improve budget controls Identify specific sources of funding Complete roof repairs Partnerships with City Acquisition of property and land Continued training of employees Sustained use of excess reserves Continued updates to upgraded website Attempt to recapture $180K taken from reserves (participate in clawback legislation)

Board Actions
Approve 2012 Budget revisions Approve contract for Administration and Capital Fund Project Manager Acceptance of Initial Assessment and Work Plan

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