Ann Arbor Housing Commission Update October 8, 2012
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Transcript Ann Arbor Housing Commission Update October 8, 2012
Jennifer Hall
Executive Director
[email protected]
734 794-6721
Overview
Accomplishments since April 2012
Current Initiatives
Future Needs and Concerns
Staffing
Hired a Facilities & Property Maintenance Manager
(NEW)
Vacant Residency Manager posted
Hired Program Assistant – Waitlist & Leasing (Vacant
for over a year)
Working with HR on Financial Analyst job description
and wage survey (NEW)
Staff Training
Crisis Management
Working with Mentally Ill tenants
HUD UPCS/REAC – hosted regional training
Supportive Housing
Landlord/Tenant eviction process
Certifications
Family Self Sufficiency
Homeownership
Procurement
Housing Choice Voucher Program Management
Specialized Maintenance Training
Policies and Procedures
Hired Consultant
Every policy and procedure for public housing and voucher
program reviewed and revised
Ensure compliance with HUD, Fair Housing, landlord/tenant
laws etc.
Maximize efficiency and standardization
Updated Lease
Created Preventive Maintenance Plan
Updated Maintenance Policy
Working on Tenant and Staff Manuals for Public Housing
Units
Working on Disaster Response and Emergency Response
Plan
Technology
Implemented Mobile Maintenance
Maintenance Techs use mobile devices to access work
orders and enter completions
Implemented On-line Waitlist for Vouchers
Open for 48 hours
Over 17,000 applications
Pulled 500 names by random lottery to be on the waitlist
Overhaul of website
Laptops for public housing management staff so that
they can hold office hours at remote sites
Working on on-line payments for tenants and
electronic payments for vendors
Increased Utilization!
Unit Turns
Previously 100+ days average
Currently 21 day average
Goal 14 days average
Occupancy
99% (1-5 vacant units)
Previously (12 – 20 vacant typical)
Vouchers
Currently 1358 under contract
1 year ago 1298 under contract
Goal is 1378 by December 2012
Impact
Voucher Program – High Performer
Previously Troubled Status
Public Housing – Standard Performer
Previously Troubled Status
REAC Inspection Score
Increased from a 78 to a 81 on the East side
Increased from a 64 to a 86 on the West side
Increased Operating Revenue
Able to apply for additional HUD grants
Maintenance
Duct cleaning all sites
Gutters clean, fix, replace all sites
Retaining walls and landscaping
Sidewalk grinding and concrete replacement
Fire Stops above stoves to prevent stove fires
Footing Drain Disconnects, applicable sites
Started roof replacement several buildings
Energy Efficiency
LED photocell exterior lights
Energy Star appliances
Wrapping duct work and water pipes
DTE direct install program for units
CFL lighting, aerators and showerheads
Applying for DTE rebate program
Common Areas
Started insulating attic spaces
Started replacing windows
GOAL: Implement all recommendations from Energy
Audits ($900,000 total, approx $300,000 done)
New Partnerships
EMU
Repair and rebuild porches: Construction Management
Making furniture for staff room: Design Program
DDA
$260,000 for Baker Commons Roof & Energy Efficiency
County
$100,000 CDBG for water infiltration remediation & energy
efficiency at Oakwood and N. Maple
$6,000 Public Health to develop Non-Smoking Policy
Adult Intern program (free to AAHC)
Weatherization at PILOT property
City
Energy Office on CCPG Greening Rental Housing
Multiple Departments on Bloomberg Challenge Grant
Housing Inspections on coordinated inspections and potentially
combine inspection requirements
Financial Concerns
Lack of stability and unknown future support from
Congress
Presidential Election
May be increasing efficiency and utilization just to
break even, or to lose less funding
HUD requiring AAHC to transfer Cranbrook
administration contract to MSHDA because MSHDA is
state-wide administrator
Loss of $55,000/year in revenue
Public Housing Needs and Concerns
Need Air Conditioning all units
Health as well as security ($300,000 - $375,000)
Roofs and Windows
Not enough funds in capital budget
Some sites need to be demolished and rebuilt
Age, functionally obsolete, flooding
Security Cameras ($200,000 - $300,000)
Security Guards ($80,000 - $200,000/year)
Long Term Capital Needs Solution
Preserve Public Housing by converting to Project
Based Section 8 housing
Additional vouchers allocated by HUD
Access to Private Capital Investment
Local/State Gap Financing
Complete Rehabilitation
15-20 Year Legal/Regulatory Structure
After first 15-20 year term, go through process again
Services Needs and Concerns
Currently paying for services for Peace and CAN from
capital budget ($80,000/year)
Need Additional Services in both public housing and
voucher program
Ideally keep on-site youth programs with Peace and
CAN (increase to $100,000/year)
Ideally contract with 1 provider for crisis and case
management services all sites and vouchers
($200,000+/year)
Personnel Needs and Concerns
AAHC staff are the lowest paid in the City
Ex. AAHC maintenance $31,952 starting salary (level 8)
Ex. Facilities maintenance $36,653 starting salary (level 14)
Ex. AAHC receptionist $29,790 starting salary (level 5)
Ex. Admin. Support Specialist $33,387 starting salary (level 10)
Difficult jobs
HUD Regulatory Compliance
Tenants are a difficult to serve population
Retention Necessary
Need across the board union pay increase
And progressions
Retirement Policy Change Impact
$78,000 additional in 2012/2013 but continues into future
Other Revenue or Cost Saving Ideas
Rent Baker and Miller roof for cell tower/antennae
Comcast Marketing Agreement
Piggyback on other City Department contracts if
negotiated better rates (lawn care, snow removal etc)
Piggyback on City gas provider contract
Determine if duplicating insurance coverage on Cityowned buildings ($41,000/yr property insurance)
Applying for HUD Security grant (cameras, lighting)
Applied for HUD Services grant (received $34,500 for
voucher program, waiting to hear on public housing)
Summary
Top 3 Requests for City Council Budget Support
Support increase in pay range for union staff equivalent to
other departments
Average of $4,000 salary + $1,000 benefits = $5,000/person
16 employees = $80,000/yr
Continued annual coverage of retirement benefit increase due
to change in how retirement benefits charged to funds
$78,000/yr in 2012/13
Funding for Supportive Services
$80,000/yr for on-site community center staffing so that capital
funds can be used for capital expenditures
$20,000 – $200,000 in additional funding would enable better crisis
management and life skills training for all tenants
Thank You
Information Technology
Police Department
Human Resources