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COMMUNITY DEVELOPMENT COMMISSION
OF THE COUNTY OF LOS ANGELES
2 Coral Circle, Monterey Park, CA 91755 (323) 890-7001 www.lacdc.org
Background - Los Angeles Urban
Largest Urban County Program at $29.6M
Staffing – Currently at 42 staff for program
administration down from a high of 60 in
Function like a state program with 42 small
cities and 5 Supervisor’s Districts
Subrecipient management is our main thrust
“All’s Fair in Love, War and
Recruit “happy people” to avoid the PITA
People will be people so depersonalize it
A “happy” with CDBG/HOME experience is
Next best is someone with other federal or
state grant experience – Section 8, CSBG.
Where to Hunt?
Poach from thy neighbor!
Network through trainings, meetings,
Maintain contacts with previous staff
Even HUD is fair game!
Maximize your advertising buck and use
What’s in Your Bait Box?
Can you out-bid your competitors with
salary and benefits?
If not, focus on flexible work schedules,
part-time work, 9/80 or 4/10 plans,
casual dress, free parking etc.
Potluck Quotient – sell your culture and
try to emulate that in the interview.
Keeper or Throw Back?
Maximize info collection – at least 2 interviews,
supplemental questionnaire, reference checks,
“Happy” Factors – good eye contact, sense of humor,
comfort level, good communication skills
Beyond minimum qualification thresholds
“Uh-ohs” will be amplified on the job
Training- It’s an investment!
Start with a strong performance plan
ID essential job functions and weights
Include measureable objectives
Review with new employee, quarterly for first
Strong and knowledgeable supervisor – if they
need training get it!
Current unit procedures manuals – ease your
Peer to peer with several if possible
To acquire different perspectives
Strengthen the peer trainer
Cross train with in-house specialists in labor
compliance, relocation, financial
Use staff meetings for case studies from
External training – NCDA’s CDBG Basics
course, HUD, Nat’l Development Council,
for profit training, online courses.
Retention – more than just about the money
But sometimes it is…
Keep salaries/benefits current through
regular compensation reviews
Have clear jobs classifications and
associated salary levels
Defined levels of responsibility within
Regular staff evaluations with goal
setting for advancement
Effective discipline = morale
Safety net – support within team and at
relevant levels of management…”open
Practice employee recognition
At staff meetings
Employee achievement award/certificate
Thank you lunches
Provide opportunities for
Objective oriented management – give
parameters and let staff solve the problem
Create ownership through committee
participation, strategic planning
Provide cross training and special
We Build Better Lives &