Transcript PHA BOARD AND STAFF A TEAM

THE PHA TEAM
LET’S DON’T FORGET TO DO OUR
JOB
Mickey McInnish
AAHRA Spring Workshop
A Public Official
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Appointed by and elected official
Ethics issues
Fiduciary issues
Removal from office ??
Now I Have Been Appointed
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What is a housing authority?
Who are the other members of the board?
Why all of the rules.
Why orientation?
What are the dynamics of the board? Roles,
Leaders, Followers, Critics, Supporters?
What Are My Basic Needs
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Bylaws
Budgets
Audits
Major Policies: ACOP, Admin Plan, Personnel,
Procurement, etc.
The Team
• Only the team has the power and authority to
act.
• The Executive Director is a member of the
team.
• The Director works for the “Board”, not a
member of the “Board”.
Team Building
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Retreats
Self Evaluations
Listening skills
Explaining positions on issues
Being friends with other members
Be honest: tell other members when you
agree as well as when you disagree. AND
WHY!!
Problem Areas
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Disagreements: don’t carry over to next issue
Respect for all members and employees
Voting Blocks, Cliques
There will be split votes: unanimous not
always the best.
• Accept majority or work to negotiate and
change: leave disagreements at the table.
Role of the Board
• Sets policy
• Hires director to manage the organization
• Achieving the balance of leading and
delegating
• Monitoring, receiving reports, asking
questions
• Fiduciary duty to HUD
Monitoring and Evaluating
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Short/Long term plans: measurable indicators
Finances: bottom line
Vacancies
Executive Director
Health of the authority
What will make us better?
Become an advocate for the agency
Policies
• How do we develop?
• Need for action. Broad or narrow? Policy or
procedure?
• Facts gathered
• Issues deliberated
• Policy written
• Reviewed regularly
• Watch for unintentional consequences
MOTOR VEHICLES
• Do we have a policy?
• What are some problems with private use of
vehicles?
• Liability issues
• IRS issues and reporting
CREDIT CARDS
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Do we have a policy?
Who tracks?
What paperwork is required?
Who monitors and reports?
Personal use: ok to just repay?
The Director
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Helps the board do its job
Implements policies and reports
Responsible for day-to-day operations
Represents the organization
Hires, disciplines, supervises, educates,
evaluates and promotes/demotes employees
• Manages the finances
• REPORTS TO BOARD: ACCURATE REPORTS
Board and ED Relationship
• ED duty to Board
• Part of the board team
• Reports: not only reports as requested, but
anything he/she thinks relevant to overall
operation of authority
ED has one boss: the full board.
Relationship Continued
• Board has only one employee: the ED
• Watch for trouble in getting involved with
management
• Reports from residents, other employees
• What do I do to stay out of trouble?
• But what if serious allegation made about the
ED?
Staff Relationships
• Chain of Command
• Don’t allow staff to “short circuit” the chain
• Remind staff about proper channels for
making complaints or grievances
• Watch out for “witch hunts”
Grievances/Complaints
• Have a policy for reporting
• Have a policy for discrimination, retaliation,
protected communications
• Investigation and disposition: ED responsible
except for allegations against him/her
• Let the ED know about any concerns or
complaints that come directly to you other
than against him/her
• Let ED handle the problem !!!
Staff Recognition
• Board should be concerned about the staff
• And give recognition to the staff: attaboys
Board Meetings
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Team is responsible for good meetings
Prepare
Attend
Be on time
Take part
Work together
Work toward compromise
The Meeting
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Begin on time
Let someone know if you will not be there
Stick to the agenda
Don’t use the meeting as a soapbox
Staff present?
Attorney present?
Open Meetings Law
Reports
• What do we need?
• When do we want them?
• Privacy and confidential information issues
Staff Involvement
• Who do we need?
• Ask for reports in advance
• Consider a cut-off for questions: noon on
Friday, etc???
• Issues: overtime, preparation, etc.
The Agenda
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How generated?
Add-on items, deletions
What do we do about public comments?
What action should the chair take?
Look in Bylaws
Public Comments
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Have on agenda
Sign up sheet
Action taken
Time limit
Why wait until board meeting to talk about
grass cutting and weeds?
Becoming and Remaining Successful
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Know your policies
Be ethical
Make other members successful
Check legal papers: cooperation agreement,
Bylaws, Incorporation, ACC, Proof of Insurance
Working with New Members
• Orientation
• Answer questions
• Make him/her productive ASAP
Planning with Staff
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Board retreat
Budget planning
Ideas
Policy needs
Getting input and LISTEN
Five year and Annual Plans
A Crisis Develops
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HUD letters
Lawsuits
Media issues
Bad publicity
WHAT DO WE DO?
Who is the Official Spokesperson?
• Who is it?
• What do I say?
• Who do I notify?
• What is the “chain”
Staying Informed
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Legal reports: executive sessions?
Insurance issues: working with the company
Know your strategy
Let ED know what you really do need to be
successful
Board Self Appraisals
• Do we need one?
• Separate program !!!!!
If Things Go South !!
• What do I do?
• What can I do?
• What should I do?
Conclusion
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Be a “TEAM”
Listen
Be individuals, but collective
Negotiate and compromise
Act of the majority is the act of the board
Watch for ethics
“Appearance of impropriety”
Enjoy your service.