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
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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
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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
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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
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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
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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
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$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