Housing 101 for New
Managers and
Directors
Betty Turner
Slide Number #1
Today’s Topics
 How a housing authority operates
 Role of Congress, HUD, and local
government
 The role of the board and working well
with the board
 Strategic management of housing
authority programs - HCV and PH…
Slide Number #2
Today’s Topics
 HCV – Lease-up and utilization
 PH – asset-based management and AMP
performance
 Performance assessment - SEMAP and PHAS /
Quality control
 Leadership and supervision
 The housing authority’s role in the community
Slide Number #3
How a Housing Authority
Operates
Performance
Service
Accountability
Integrity
Slide Number #4
Responsibility
Public Housing Authorities
 PHAs have a contractual relationship with
HUD to deliver housing programs
 PHAs implement programs established by
Congress and regulated by HUD
 Must operate in accordance with HUD
regulations and funding
Slide Number #5
Creation of a Housing Authority
 PHAs are created under state enabling
legislation stipulating:
 Number of commissioners and procedures
for appointment or election
 By-laws establish term of office, how PHA is
set up (independent, branch of city govt, etc)
 Jurisdiction of PHA may be city, county, state
Slide Number #6
Creation of a Housing Authority
• A PHA is a public non-profit corporation
Slide Number #7
ACC
 Annual Contributions Contract is the
primary contract between the PHA and
HUD
 HUD provides money if PHA complies with
laws and regulations
 HUD can monitor
 PHA has fundamental obligations in the ACC
Slide Number #8
History of Public Housing
 Housing Act of 1937
established the first permanent
public housing program
 Original purpose of 1937
legislation was to stimulate the
economy and create
construction jobs
Slide Number #9
Public Housing
 Public housing is
project-based
subsidy
 Families have to
live in the unit
which has
subsidy attached
to it
Slide Number #10
Public Housing
 Public housing is owned and managed by
the PHA
 PHA is both administrator and landlord
 Since PHA owns and manages rental real
estate, there are many state and local
building and safety codes, landlord/tenant
laws, and liability issues
Slide Number #11
When PH is Developed
 When a PHA develops public housing in a
city, the PHA and city execute a
Cooperation Agreement
 Under this agreement, the PHA pays the
locality a Payment in Lieu of Taxes (PILOT)
 PHA is not subject to real or personal
property taxes
Slide Number #12
Congress & HUD
Annual Contributions Contract
PHA
Lease
Family
Slide Number #13
History of HCV
 1970’s
 All Section 8 programs were
established except Vouchers
 1980’s
 Housing Vouchers
Slide Number #14
Section 8
 Voucher
program is
tenant-based
 Families may
seek suitable
housing where
they choose
Slide Number #15
Congress & HUD
Annual Contributions Contract
PHA
Family
Owner
Lease
Slide Number #16
Historical Perspective of PHAs
 Brooke Amendment set rent
as a percentage of income
for both public housing and
Section 8
 Established need for subsidy
for the public housing
program
Slide Number #17
Economic Changes in the 80’s
 Housing stock
deteriorated
 Modernization funding
needed for public housing
 Section 8 certificate
program greatly expanded
Slide Number #18
Nat’l Affordable Housing Act of 1990
 Federal preferences
 One Strike
 Voucher expansion
 Portability
 Family Self-Sufficiency
 PHMAP
Slide Number #19
QHWRA (The Reform Act)
 Intent was to restore trust in housing
programs; innovations in PH; promote
self-sufficiency
 Significantly amended the
Housing Act of 1937
Slide Number #20
Reform Act Provisions
 Both programs
 New income limits for admission
 Mandated minimum rent and hardship
exemptions
 Disallowance of earned income
Slide Number #21
Reform Act Provisions
 Housing Choice Voucher
 Merged Section 8 certificate and Housing
Choice Voucher programs
 Portability issues increased
Slide Number #22
Reform Act Provisions
 Public housing
 Flat rent and family choice in rent
 Community service
 New criteria under PHAS
 Expanded screening and eviction for drug and
other criminal activity
 Mandated operating subsidy formula be changed
Slide Number #23
Overview of Key Relationships
Slide Number #24
Congress
 Created and continues to shape subsidized
housing through laws and statutes
 HUD implements legislation
 PHAs use these laws, statutes and regulations
to define local policies
 Congress establishes HUD’s budget
Slide Number #25
HUD Administration
 HUD is charged by Congress as the
department to administer subsidized
housing
 HUD contracts with PHAs who actually build,
manage, and maintain public housing and
administer rent subsidy programs
Slide Number #26
HUD Headquarters
 HUD headquarters makes decisions and
disseminates information
 Writes and publishes:
 Regulations to implement laws
 Proposed, interim or final rules
 Handbooks and guidebooks
 HUD notices and memos
Slide Number #27
HUD State and Field Offices
 HUD state and field offices monitor PHAs
for compliance and provide technical
assistance
 Field offices will be monitoring project-based
PHAS closely
Slide Number #28
REAC (PIH-REAC)
 Assesses PHAs under PHAS and
determines level of scrutiny PHA receives
 Troubled PHAs are referred for intensive
technical assistance and monitoring
Slide Number #29
References and Resources
 HUD regulations: 24 CFR
 Public housing: 960’s
 Certificates and vouchers: 982
 Combined rules: Part 5
 Nondiscrimination: Part 8
Slide Number #30
How HUD Communicates
 The internet
 HUD’s site home page:
 www.hud.gov
 HUD notices:
 www.hud.gov/pih/publications/notices
Slide Number #31
Local Laws
 Public housing
 PHAs must also comply with all local codes
which pertain to property owners
 Most states and localities have landlordtenant laws
 Should seek legal counsel where HUD
requirements conflict with local or state law
Slide Number #32
Court Decisions
 Court cases sometimes set legal
precedent in housing issues
 PHA can minimize legal challenges by
assuring PHA policies and practices are
current and are applied uniformly, doing
good business, and practicing
nondiscrimination
Slide Number #33
The Role of the Board
Working Well with the Board
Slide Number #34
General Structure of a PHA
 PHAs design their own organizational
structure
 May change with management or political
changes or to accomplish new objectives
 The PH asset management model is driving
changes to the PHA’s organizational structure
 Every PHA must have an executive director
Slide Number #35
General Structure of a PHA
Board of Commissioners
Policy
Executive Director
Administration
Staff
Slide Number #36
Board
 Board is at top of organization
 Operates on behalf of local government
 Board’s role is determined by:
 Legal jurisdiction of PHA
 Legal structure of PHA
 Political environment
Slide Number #37
Board
 Local governing body may be City Council,
County Commissioners, State legislature
or combination
Slide Number #38
Nature of the Board
 Oversees policy and hires the executive
director
 Executive director implements policy and
hires staff
 Establishes budgets
 Builds and maintains the PHA’s image
Slide Number #39
Nature of the Board
 Board must:
 Provide direction in achieving common
purpose
 Govern the PHA’s resources
 Maintain, preserve, develop and expand
programs and services
 Ensure viability of agency
Slide Number #40
Board Responsibilities
 Board sets policy
 Board policy is the direction or course of
action the PHA will take with the mission
 Boards do not have time to manage – this is
not their role
 Board should monitor bottom-line results
Slide Number #41
Board Responsibilities
 Fiduciary responsibility to:
 Act in good faith and uphold integrity
 See that PHA is well managed
 Not to make decisions based on personal or
special interests
 Committed to values of organization
 Make hard choices about which program or
service to fund
Slide Number #42
Board Hires ED
 Executive director manages the
organization
 Board members should support the
executive director
 Board must evaluate executive director
each year
Slide Number #43
Participant on Board
 Board must include one resident directly
assisted by PHA
 Exceptions:
 Board members are full-time and salaried
as required by state law; or
 PHA is not governed by a governing
board
Slide Number #44
Resident on Board
 Doesn’t apply to PHA that:
 Has less than 300 public housing units
 Has provided reasonable notice to RAB for
residents to serve
 No resident is interested
 PHA outreaches to residents at least once a
year
Slide Number #45
ED and the Board
 ED is more than just an employee of the
board
 Should sit at the board table at all meetings
 Should make well-supported
recommendations
1-15
Slide Number #46
ED and the Board
 Board delegates to ED the day-to-day
responsibility to:
 Implement board policies
 Represent PHA in negotiations, public
relations, HUD business, public events
 Hire, direct, supervise, train, evaluate and
discipline staff
Slide Number #47
Board’s Relation to Staff
 Board’s only employee is the ED
 Employees need to understand that the ED
gives orders and that they are accountable to
the ED
 Board hires ED to be expert in managing
personnel and the agency
 ED is accountable to the board for staff
performance
Slide Number #48
Board’s Relation to Staff
 Chain of command has rules…
 Board members have no authority to issue orders
to staff except through ED
 Board has no directly responsibility for assessing
staff performance
 Board doesn’t usually act on complaints from staff
 Board shouldn’t let staff “short circuit” chain of
command
Slide Number #49
Working Well with the Board
 The relationship between board members
and the executive director define the
organizational “culture” of the PHA and
defines the relationship with the entire
staff of the PHA and the organization as a
whole
Slide Number #50
Working Well with the Board
 The most important decision a board
makes is the selection of the executive
director
 The second is the selection of the board
chair
 Boards and the executive director work
together to accomplish the PHA’s mission
1-16
Slide Number #51
Working Well with the Board
 The board also needs to understand that
the executive director must be free to
manage the day-to-day activities of the
PHA
 They must understand that their role is
governance
 Simply stated, they set the direction of the
agency
Slide Number #52
Working Well with the Board
 Remember, you work for the board, they
do not work for you
 The executive director has one boss, the
full board
 The executive director is not responsible
to each board member
Slide Number #53
Working Well with the Board
 The board must speak with one voice
when delegating, giving direction, or
asking for accountability
 This can be a difficult balancing act for an
executive director especially when you have
strong-willed board members who think that
their opinion is more important than their
counterparts
Slide Number #54
Working Well with the Board
 It is imperative that the executive director
gives equal respect to all board members to
avoid creating an environment that divides
the board and results in the mission of the
agency being undermined
 The board chair and the executive director
should have a strong, ongoing, working
relationship
Slide Number #55
Working Well with the Board
 What must be communicated to the board in word
and deed is your willingness to do the following:
 Perform your duties efficiently and at the highest
degree of competence
 Take initiative and risks without being risky
 Adapt to a changing environment
 Make informed decisions
 Work as a team with staff and the board
Slide Number #56
Working Well with the Board
 Be open with information about perceived or actual




problems confronting the PHA
Be trustworthy
Have respect for the board, staff, internal and
external customers
Accept responsibility for your actions or inaction
Be open to praise or criticism based on your
performance
Slide Number #57
Executive Director
 Necessary abilities of any ED are decision
making, planning, and problem solving
 Degree of responsibility varies with the
size of the PHA and programs covered
Slide Number #58
Executive Director
 General areas of responsibility:
 Leader
 Visionary and information bearer
 Decision maker
 Manages day-to-day operations
 Board developer
Slide Number #59
Strategic Management of HCV and PH
Slide Number #60
Strategic Thinking
 Many PHAs spend most of their time
“fighting fires” – realizing and reacting to
problems
 Major differences between a “fighting
fires” organization and a strategic
organization is the skill to see the broad
perspective and taking the long view
Slide Number #61
Strategic Management
 A general rule:
 You need to know how your programs are
doing!
 SEMAP, PHAS, QC – watch the trends
 If your programs need improving, if trends
are headed in the wrong direction, the
formula is leadership, a plan, and hard work
Slide Number #62
Strategic Management
 Another general rule:
 Put ethics on the front burner
 Doing what’s right, fair and honest should
be a corporate value, modeled at the top
 It can be a challenge to know what’s right
 Ignorance isn’t an excuse under the law
 Ask, consult, and discuss if you don’t know
Slide Number #63
Strategic Management
 The Three R’s of Ethics
 Respect
 To people, resources, work
 Responsibility
 To clients, co-workers, your PHA and you
 Results
 That consider how as well as what
Slide Number #64
Strategic Management
 Hire and promote quality directors and
staff
 Conduct job analysis
 Develop job descriptions
 Develop performance standards – and
ensure standards through quality control
 Hire the best employees…
Slide Number #65
Strategic Management
 Hire and promote quality directors and
staff
 Train staff
 Job tasks, nondiscrimination, new policies
 Ensure and insist on quality supervision
 Ensure performance evaluations are
conducted
Slide Number #66
Strategic Planning
 There are required policies that you must
approve
 These are your PHA’s roadmaps!
 Your job is to ensure these policies are
comprehensive, up-to-date, and comply with
HUD regulations and federal, state and local
law
Slide Number #67
Strategic Planning
 Your job is to make sure that PHA practice
matches policy!
 Who is responsible for policy
implementation?
 When the Board approves new policies are
staff informed and trained?
Slide Number #68
Strategic Planning
 Here are the policies you need to know:
 PHA Five-Year Plan and Annual Plan
 Admissions and Continued Occupancy Policy
(ACOP)
 The public housing lease
 Administrative Plan
Slide Number #69
Strategic Planning
 PHA procurement policy
 PHA personnel policy
 Collective bargaining agreement for
unionized agencies
Slide Number #70
Other Policies and Records to
Consider
 Disposition policy
 Resident management policy
 Automobile
 Travel
 Capitalization policy
 Public records policy
 Insurance records
Slide Number #71
Performance Assessment - SEMAP
Slide Number #72
Purpose of SEMAP
 SEMAP was created to:
 Objectively measure key areas
 Identify mgmt capabilities/deficiencies
 Improve HUD risk assessment for each
problem identification
 Provide self-assessment tool for PHAs
 Use as a strategic management tool!
Slide Number #73
Key Performance Indicators
1. Waiting list
15
2. Reasonable Rent
3. Adjusted Income
4. UA Schedule
20
20
5
5. HQS QC
6. HQS Enforcement
5
10
7. Expanding Housing
Slide Number #74
5
Key Performance Indicators
8. Payment Standards
5
9. Annual Reexams
10. Correct Tenant Rent
11. Precontract HQS
10
5
5
12. Annual HQS
13. Leaseup
10
20
14. FSS
10
Slide Number #75
HCV Lease-Up and Utilization
 More than ever, the
HCV manager must
be a business
manager
 Must monitor the
lease-up for
utilization
Slide Number #76
HCV Lease-Up and Utilization
 Background
 The PHA enters into HAP contracts on behalf
of eligible families for the number of units
reserved under ACC for at least one year
Slide Number #77
HCV Lease-Up and Utilization
 How HUD gets lease-up count:
 Number of authorized units is from HUDCAPS
(HUD Central Accounting Processing System)
 Calculated by number of leased-up families in
PIC, minus administered port-ins, plus portouts administered by other PHAs
Slide Number #78
HCV Lease-Up and Utilization
 In the event a PHA has insufficient allocated
budget authority to lease 98 or 95 percent of the
units under ACC, HUD will consider whether the
PHA has used at least 98 or 95 percent of its
allocated budget authority
 In other words, whichever is higher without
going over – units or money
Page 2-118
Slide Number #79
Lease-Up Caution
 Meanwhile, federal law states that, in any
calendar year, PHAs must not exceed their
allocated unit lease up
 Example: A PHA allocated 1,000 units may not
have more than 12,000 Unit Months Leased
(UML) in a Jan – Dec calendar year
 1,000 x 12 months = 12,000 UML
Page 2-118
Slide Number #80
SEMAP Performance
 SEMAP certifications and ratings
 PIC integrates with form HUD-50058
 Ratings are based on PHA certifications, PIC
data, field office reviews, and audit reports
 Ratings for indicators 1-7 are initially based
on PHA SEMAP certification
Slide Number #81
SEMAP Certification Form
HUD-5264B
 Signed by
executive
director and
board
chairperson
SEMAP Performance
 HUD completes SEMAP profile and rating based
on PHA’s certification
 Notification letter generated by PIC
 SEMAP rating report available over internet
 HUD field office monitors
Slide Number #83
Supervisory QC Reviews
 Some indicators require supervisory audits
 Objective is to determine compliance with
indicator
 Annual samples of files drawn in unbiased
manner (leave clear audit trail)
 Supervisor or other qualified person other than
the one who did the work
Slide Number #84
Supervisory QC Needed
Waiting list
15
Reasonable Rent
20
20
Adjusted Income
UA Schedule
HQS QC
HQS Enforcement
5
5
10
Expanding Housing 5
Slide Number #85
Comes from
PHA certification
Subject to
modification,
based on audit
Performance Assessment – PHAS
Slide Number #86
Purpose of PHAS
 PHAS was designed by HUD to enhance
public trust by creating a comprehensive
oversight tool that effectively and fairly
measures a PHA based on objective and
uniform standards
Slide Number #87
Four PHAS Indicators
 Physical Condition
30 points
 Financial Condition
30 points
 Management Operations
30 points
 Resident Service & Satisfaction 10 points
Slide Number #88
The New PHAS
 PIH 2008-18(HA) published March 27, 2008
 HUD is moving forward on project-based PHAS
 HUD will issue a proposed PHAS rule in Spring
of 2008 – including four scoring notices
 Form 5834 will be used for onsite management
reviews of projects
 Scoring will be in the proposed rule
Slide Number #89
The New PHAS
 The last PHAs to get a score under the
current PHAS will be those with FYE March
31, 2008
 After that, only physical condition of each
project will be scored in the PHAS transition
year
Slide Number #90
The New PHAS – PIH 2008-18 FAQs
 The COCC (central office) will not be scored
under financial condition – only the
financial condition of each project will be
measured
Slide Number #91
The New PHAS – PIH 2008-18 FAQs
 Management assessment
 HUD will use 5834 but will utilize a “greater
delineation” between performance,
compliance, and process
 As much as possible, performance will be
what’s scored
Slide Number #92
The New PHAS – PIH 2008-18 FAQs
 Capital Fund Program
 Obligation and expenditure will be assessed
for each project
Slide Number #93
Proposed PHAS Breakdown
The proposed PHAS is anticipated to be
comprised of four components
 PASS - 30 Points
 FASS - 20 Points
 MASS (onsite review) – 40 Points
 Capital Fund – 10 Points
Slide Number #94
PHAS and Asset Management
 The new operating subsidy
model is a fundamental change
 Historically, the central office
decided how “ob sub” would be
spent
 Now, all money goes to the
projects, and projects have to pay
for everything else
Slide Number #95
Asset and Project-Based
Management
 Two components of HUD’s new model:
 Project-based management is decentralized
property services tailored to the needs of
each property, given the resources available
to each property.
 Asset management is centralized services
tailored to the needs of the portfolio as a
whole
Slide Number #96
Basic Requirements of PBM
 The new formula:
 Requires PHAs with 250 or more (250-400 can
opt out for this calendar year) PH units to
transition to project-based accounting,
budgeting, and management
 By 2011, PHAs must comply with full model
Slide Number #97
The New Model for PH
 Any service to the project not at the project
will come from a cost center
 Every PHA will have a central office cost
center (COCC)
 Direct services will charge the project
 Some functions – waiting list, tenant services,
protective services – can be allocated to AMPs
Slide Number #98
HUD’s Timetable
2007
All PHAs with 250 or more PH units must
be using project-based accounting
2009
HUD will consider revising the system to
use actual costs
2011
All PHAs with 250 or more units must be
asset-management compliant
Slide Number #99
Compliance with Asset
Management
 Best definition of
compliance so far is
in Notice 2006-14(HA)
 Guidance on
successful
conversion for stoploss agencies
Slide Number #100
Seven Criteria for Compliance
with Asset Management
1. Project-based accounting


Monthly operating statements for each
project – revenues and expenses vs. budget
levels, including all fees from the COCC and
Capital Fund
Must reasonably reflect the financial
performance of each project

Sum of operating statements = total PH
Seven Criteria for Compliance
with Asset Management
2. Project-based management

Property management services are
arranged or provided in the best interest of
the property considering needs, cost, and
responsiveness, relative to local market
standards
Slide Number #102
Seven Criteria for Compliance
with Asset Management
3. Central office cost center (COCC)



All central office fees must be reasonable
COCC must operate on the allowable fees
and other permitted reimbursements from
its PH and S8 programs
In other words, the COCC must support
itself
Slide Number #103
Seven Criteria for Compliance
with Asset Management
4. Centralized services



Centralized services that directly support
projects are funded using a fee-for-service
approach or through other allowable chargebacks
Each project charged for actual services
received
Must be reasonable compared to local market
Seven Criteria for Compliance
with Asset Management
5. Review of project performance

PHA systematically reviews financial,
physical, and management performance of
each project, and identifies non-performing
properties
Slide Number #105
Seven Criteria for Compliance
with Asset Management
5. Review of project performance – a nonperforming property has:




PHAS physical score below 70
Significant crime and drug problems
Below 95% occupancy
TARS that exceed 7% of monthly rent roll
…
Slide Number #106
Seven Criteria for Compliance
with Asset Management
5. Review of project performance – a nonperforming property has:



PHAS grade of “D” or below for vacant unit
turnaround and work orders
Utility consumption more than 120% of
agency average
Other major management problems
Slide Number #107
Turnaround = D more than 30 days
WOs = D more than 40 days
Seven Criteria for Compliance
with Asset Management
5. Review of project performance

Long-term prospects for each property:
 Maintain project as is
 Identify capital improvements needed
 Dispose of property (demo, sale, etc)
 Conversion
Slide Number #108
Seven Criteria for Compliance
with Asset Management
6. Capital planning


Physical needs assessment and a five-year
plan for each project

Five-year plan needs to consider revenue
sources, market, tenancy, and project
needs
PHA demonstrates commitment to long-range
energy consumption reduction
Seven Criteria for Compliance
with Asset Management
7. Risk management responsibilities related
to regulatory compliance

PHA not carrying out responsibilities if:

Designated troubled under PHAS

Any outstanding FHEO findings or
voluntary compliance agreement not
implemented…
Slide Number #110
Seven Criteria for Compliance
with Asset Management
7. Regulatory noncompliance if:






No current energy audit…
Outstanding IG audit findings w/no progress
Not in compliance with ACOP
Unsatisfactory progress under RHIIP/RIM
PIC (50058) reporting rate under 95%
Any other major compliance deficiency
Bottom Line
 PH projects have to be
viable
 Strategic portfolio
decisions
 Highly skilled staff at site
 Good electronic reports
Slide Number #112
The Importance of Quality Control
 Makes success
measurable
 Shows you early rather
than late where
problems are
 Essential for strategic
leadership and planning
Slide Number #113
Quality Control
 Implementing an effective QC program:
 Enables you to know when to take action on
performance issues
 Documents improvements in performance
 Enhances the quality of the services you
provide
Slide Number #114
What is Quality Control (QC)?
 Quality control is an important tool used
by high performing organizations for:
 Error prevention
 Compliance documentation
 Performance documentation
Slide Number #115
What is Quality Control (QC)?
 An effective quality control program:
 Facilitates conversation about expectations
and performance for individuals and the
organization as a whole
 Enables program managers to be proactive,
rather than reactive
Slide Number #116
Why Quality Control?
 Quality control can help to confirm what you
already know. It can:
 Provide documentation that supports
recommendations you want to make
 Generate statistics that document staff
performance
 Provide valuable information on a systematic
basis to share within and outside your
organization
Slide Number #117
Why Quality Control?
 QC can be even more helpful if the results
are a surprise
 Then the results may highlight:
 Problems of which you were not aware
 Good news about improved performance or
excess capacity
Slide Number #118
Types of QC
 Preventive QC stops mistakes before they
happen
 Periodic quality control is a basic checkup
on a PHA’s performance, policies and
procedures that is done annually or
regularly
 Done by high-level policy makers
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Types of QC
 Continuous quality control is regularly
checking and analyzing information about
key transactions
 Happens from frontline supervisors up
through the organization
 The challenge is in choosing key indicators of
performance
Slide Number #120
Designing a QC Program
Slide Number #121
Designing a QC Program
 Where to start
 Before you begin it is very important to think
through:
 What are the outcomes you want to achieve?
 What would success for each outcome look
like?
 What are the possible ways to confirm
(measure) performance in this area?
Slide Number #122
Designing a QC Program
Where to Start
 Then decide:
 Which measures are
useful and feasible
 How you are going
to record the
information
 Who needs to know
the results
Slide Number #123
The Housing Authority’s Role in the
Community
Slide Number #124
Need for Organizational Change
 Includes a shift in the PHA’s mission of
restructuring of operations, for example:
 Implementing asset management
 Instituting self-managed teams (at AMPs)
 Conducting systematic layoffs or rightsizing
 Developing new technologies
 Seeking major collaborations
Slide Number #125
Managing Change
 As the organization changes:
 Successful change involves top management
 There must be a realistic plan, implemented as a
team, with frequent communication to everyone
 Structures will be modified
 Including strategic plans, policies and
procedures
Slide Number #126
The PHA’s Role in the Community
 The PHA has many external relationships:
 Resident families
 Other government agencies (DHSS, Soc Sec)
 Community-based agencies
 Local city and county government
 Judicial system
 HUD
Slide Number #127
The PHA’s Role in the Community
 A general rule:
 Work with the people doing the work!
 You’ll be stronger for your collaborations
 Be an active partner in the community
 Communicate and educate
 Do good business and do business well
Slide Number #128
Summary
 Thank you for
attending!
 Join us again
Slide Number #129
Upcoming Lunch ‘n’ Learns
 May 2 – Verification Issues
 May 9 – Managing PHAS
 May 16 – Managing SEMAP
 June 12 – PH Rent Calculation
 June 13 – HCV Rent Calculation
 June 20 – Ethics in Your Housing Authority
Slide Number #130