HomeMy WebLinkAboutMINUTES - 10141997 - D2 D.2
THE BOARD OF SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on October 14, 1997, by the following vote:
AYES: Supervisors Rogers, Uilkema, Gerber, Canciamilla and DeSaulnier
NOES: None
ABSENT: None
ABSTAIN: None
SUBJECT: Housing Authority - Departmental Performance Report
Richard Martinez, Housing Authority of Contra Costa County, presented the Board
with both oral and written reports on departmental performance.
Mr. Martinez answered questions asked by the Board members, and thanked them for
their support.
The Board discussed the report and took the following action:
ACCEPTED the report from Richard Martinez, Housing Authority of Contra Costa
County on departmental performance.
I hereby certify that this is a true
and correct copy of an action taken
and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED October 14, 1997
Phil Batche r,Clerk of the Board
"04-'
upe s rs d C/o/unt�ty Administrator
B V4.'V-t
Barbara t Grj Deputy Clerk
c.c.CAO
Housing Authority
1
D,2-,
THE HOUSING AUTHORITYOF THE
COUNTY OF CONTRA •
1996 DEPARTMENT PERFORMANCE REPORT
PARTNERSHIPS . . . . . FOR THEIR FUTURE
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THE HOUSING AUTHORITY
of the
COUNTY OF CONTRA COSTA
S
1996 DEPARTMENT PERFORMANCE REPORT
The Housing Authority of the County of Contra Costa (the Housing
Authority) is the largest of four public housing agencies serving
residents of Contra Costa County. Since 1942, the Housing Authority
has served low income residents of the county by providing affordable
housing. The Housing Authority operates under state enabling
legislation and federal housing law through the Department of Housing
and Urban Development (HUD). It is governed by a five member
Board of Commissioners which is also the County Board of
Supervisors and a seven member Advisory Housing Commission
which is appointed by the Board of Commissioners.
The Housing Authority operates on an annual budget of approximately
$56 million dollars with revenues generated from rents collected from
conventional public housing residents and federal government
subsidies. It does not receive any County General Funds. The
Housing Authority's fiscal year, and consequently its data gathering
period, is April 1 to March 31 , slightly different than the County's fiscal
year. The time frame for this report is the Housing Authority's fiscal
year 1996-97.
Today the Housing Authority of the County of Contra Costa assists
nearly 7,200 familes (approximately 21 ,600 persons) through various
subsidy programs, both its housing related and supportive service
programs, and the management of its 14 public housing developments
i dispersed throughout the County.
Richard J. Martinez
Executive Director
/
1996 DEPARTMENT PERFORMANCE REPORT
TABLE OF CONTENTS
INTRODUCTION................................................................i
/ MAP OF HOUSING DEVELOPMENT...................................1
SECTION I — DEPARTMENT OVERVIEW.............................2
A. Department Responsibilities 2
B. Organizational Structure 4
C. Partnerships 11
/
SECTION II — RESOURCES.............................................19
A. Financial Resources 19
B. Personnel Resources 20
C. Affirmative Action 21
D. Sick Leave 22
E. Staff Development 22
F. Automation 24
SECTION 111 — CUSTOMER SERVICES..............................25
A. Service Delivery System 25
B. Customer Profile 26
C. Customer Relationships 27
/
SECTION IV — ANNUAL PERFORMANCE..........................30
A. Performance Indicators 30
B. Accomplishments 30
SECTION V — CHALLENGES AND NEW DIRECTIONS.........33
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HOUSING AUTHORITY DEVELOPMENTS
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SECTION I — DEPARTMENT OVERVIEW
A. DEPARTMENT RESPONSIBILITIES
Description
The Housing Authority of the County of Contra Costa (Housing
Authority) was established to provide decent, safe and affordable
housing for low income families, senior citizens, and physically and
mentally challenged residents of Contra Costa County. The Housing
Authority receives the bulk of its funding from the Department of
Housing and Urban Development (HUD). It functions in the capacity of
a developer and manager of low-rent housing programs. It has the
responsibility for planning, financing, constructing, purchasing or
leasing, and managing its properties, including collecting rents and
maintaining the properties.
While well-managed and maintained housing provides a stable base
for residents, it alone is not sufficient to overcome the barriers to self-
sufficiency and economic independence that many of its residents
face. The Housing Authority has increasingly focused on building
partnerships with other organizations that will help create opportunities
for its residents (1) to strengthen families, (2) to promote self-
sufficiency and economic independence, and (3) to move from welfare
to work.
Mission Statement
The mission of the Housing Authority of the County of Contra Costa is
to develop, manage, maintain, and expand the availability of affordable
housing for low and moderate-income families and individuals.
Department Goals
In support of its mission statement, the Housing Authority has
developed the following goals:
• Retain its HUD designation as a High Performer Housing Authority
under the HUD Public Housing Management Assessment Program.
i
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DAR96.doc
• Continue to provide decent, safe, sanitary, and affordable housing
in all areas of the County.
• Aggressively pursue and implement "Beyond Shelter" programs to
provide needed support services that eliminate barriers to
independence, promote self-sufficiency, and assist residents to
move successfully from welfare to work.
• Actively support the Contra Costa ,
County vision statement that all
children reach adulthood having _;_ j
experienced a safe, healthy, -
nurturing childhood that prepares
them to be responsible,
contributing members of the '
community. IL
• Engage in collaborative "Partnerships" which support the
development of affordable housing for special needs populations.
• Maintain a strong emphasis on property management,
modernization, and support services for the residents of public
housing and its other affordable housing developments.
• Ensure that the Housing Authority owned properties continue to
anchor and stabilize neighborhoods.
• Foster and promote
effective and
productive labor
management
relations. `
• Make improvements
to its housing stock,
which enhance
marketability and quality of life for low and moderate-income
families and individuals.
3
DAR96.doc
• Maintain a level of staffing sufficient to continue to operate its
programs in a quality manner.
• Emphasize customer service and empowerment of public housing
residents and their respective Resident Associations
• Continue Equal Employment Opportunity and career development
programs to retain and attract quality staff.
B. ORGANIZATIONAL STRUCTURE
Composition of the Housing Authority
The Housing Authority administers and maintains a variety of
programs that provide housing assistance and supportive services
assistance for low-income residents. The major programs
administered by the Housing Authority are the conventional low rent
Public Housing program and the Section 8 Certificates and Vouchers
program. Together these two programs provide rental assistance to
nearly 7,200 families in Contra Costa County. The Housing
Authority's portfolio consists of 1,123 public housing units, 82 State
assisted housing units, and 6,072 Section 8 certificates and
i vouchers. The administrative offices of the Housing Authority are
located in Martinez and support functions are carried out in the eight
field offices dispersed throughout the County. The task of responding
to the housing needs of a diverse group of residents and participants,
both present and potential, requires a professional staff of employees
who can render the services of the Housing Authority. The
composition of the Housing Authority can be briefly describes as
follows:
Administration
The Executive Director is directly responsible for carrying out the
policies established or authorized by the Board of Commissioners and
is delegated authority to employ, train, and supervise the remainder of
the Housing Authority's staff. The Executive Director and the three
department directors, assisted by the Internal Auditor and the
4
DAR96.doc
- Administrative Services
Officer, provide direction
to the staff regarding all
aspects of the Housing
fry Authority programs and
operations. As part of
the input used in
developing
implementation plans for
the Housing Authority,
they work with the Council of Resident Associations Presidents (CO-
RAP) of the public housing developments and report to the Advisory
Housing Commission who in turn make their recommendations to the
Board of Commissioners.
Fiscal Department
This department enables the Housing
Authority to administer and maintain its
properties in a fiscally responsible way.
The department prepares and controls
the Housing Authority's 56 million
dollar annual budget and covers all
fiscal responsibilities including
preparation of financial reports of, and
accounting for, all work activities and
major projects. The department
processes the payment of bills, invoices contract agencies and
vendors, receives and tracks all rents and revenues relating to the
public housing units, the state assisted housing units, and the Section
8 tenants and landlords and prepares over 5,500 checks per month.
This department also coordinates all personnel, benefits, and payroll
functions. Pursuant to a contract executed between the Housing
Authority and the San Pablo Housing Authority, this department
performs all of the financial management functions for the San Pablo
Housing Authority related to its 141 units of public housing.
Development Department
This department is responsible for organizing and coordinating
modernization programs for existing public housing developments,
5
DAR96.doc
development of new low income housing, and other major physical
improvements to the Housing Authority's facilities and the County's
■ homeless facilities. Additionally, the department administers the
County's and the City of Antioch's Rental Rehabilitation Program,
providing financial and technical
assistance to program participants —
owner's of eligible rental units who
agree to make their units available to
low income families at affordable rents. - _=
Staff oversees the design of all
projects from preliminary to final _
drawings and monitors the work
performed by outside contractors 1 >'
f through final completion of each - T `
project. In addition, staff prepares
financial packaging for, and oversees the construction of, new housing
developments and support facilities such as day care facilities;
computer aided learning centers, and homeless and transitional
shelters. Further, the department is recognized by HUD for its
excellent record of administering its 2.1 million-dollar annual
modernization program for the agency's 14 public housing
developments.
i Housinq Operations Department
Our largest department, with a staff of 99, includes a management
team, a clerical team, and a maintenance team. The department
manages and maintains the conventional public housing developments
and other affordable housing developments and manages the Section
8 programs. It coordinates activities with service providers and
community based organizations, works with Resident Councils, and
administers various "Beyond Shelter" programs which provide
residents with services designed to help them become self-sufficient.
In addition to staff at the central administration office, Operations also
has site offices throughout the County. From each of these eight field
offices, housing managers and their supporting clerical and
maintenance staff oversee the daily activities of the public housing
developments, the State-assisted units, and the Section 8 program
units in their districts. Eligibility determinations, processing of
6
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PAINT CREW BAY POINT OFFICE
" The success of the Contra Costa County Housing
Authority can be directly attributed to the commitment,
competency, and character of its employees. It is through
your hard work and dedication to public service that low
and moderate-income citizens of our county are receiving
quality housing and related services. Thank you for a job
well done."
Richard J. Martinez
9
DAR96.doc
Housin
Organizational Chart
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hector of Housing pe�
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Resident Services Coordinator oor orator
Occupancy/Special Proj.Coordinator — -
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Housing Assistant Supervisor
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itts ur ay
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Housing M
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10 Maintenar
DAR96.doc Maintenar
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t C. PARTNERSHIPS AND COLLABORATIONS
While our chief task is creating and providing affordable housing, the
Housing Authority also has a commitment to go beyond shelter to
i assist residents as they work to improve their economic, social, and
physical well being.
Is there a need for such programs? The following numbers tell the
story. The average annual income for families residing in public
housing and Section 8 units is $11,342. Nearly 7,200 households or
approximately 21,600 Contra Costa residents are represented in these
figures. Seventy-nine percent of the households are headed by
women; and while 39% of the households rely upon AFDC/TANIF for
income, a significant 30% have income from employment. This is a
5% improvement over last year's figures for employment and a 3%
decrease in welfare reliance. In order to meet the goals of welfare
reform, it is vitally necessary to continue to increase opportunities for
households to prepare to successfully enter and advance in the
general work force.
In recognition of
this, the Housing
Authority will
continue to partner
with residents,
resident councils, , f
■ the business
community, -
educators, job
training specialists,
social service at
providers, community based organizations, and interested citizens to
develop and support programs that strengthen families and promote
self sufficiency and economic independence as listed below:
o
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r
HOUSING AUTHORITY PARTNERS
CBO'S-(Community Based _: `OTHER COUNTY DEPARTMENTS
Or anizations -_ -
Rubicon Programs, Inc. Social Services Department
United Council of Spanish Speaking Community Services Department
Organizations
Battered Women's Alternative Probation Department
Shelter, Inc. Sheriff's Department
Las Tram as, Inc. Health Services Department
Delta 2000 General Services Department
PittsburgPreschool Coordinating Council Community Development Department
Martinez Police Activities League PAL Service Integration Team
Contra Costa County Arts & Culture LOCALJURISDICTIONS AND
Commission DEPARTMENTS
Volunteer Centers of Contra Costa City of PittsburgPolice De artment
Bos and Girls Clubs Cit of Brentwood Police Department
Neighborhood House of North Richmond City of Martinez Police Department
Camp Fire Bos and Girls City of Antioch Police Department
Family Service Center SCHOOLS
Center for New Americans Los Medanos Community College
PittsburgFamily Shelter Diablo Valley Community College
Chicano Latino Academics Reaching Out Cal State University, Hayward at Concord
CLARO
Rental Housing Association West Contra Costa Unified School District
Harmony Homes Richmond Adult School
East Bay Innovations
Examples of Housing Authority Partnerships
While the chart above lists the many partnerships the Housing
Authority is engaged in, it is important to highlight a few examples that
best illustrate the successful nature of our partnerships:
Family Unification
This is a joint effort of the Housing Authority and the County's
Department of Social Services (DSS) to house families for whom
affordable housing is necessary to keep the family together or to bring
r them back together again. For example, DSS identifies families who
can't find adequate housing and are unable to reunite with their
children who have been placed in foster care. The Housing Authority
makes available units targeted for this purpose through an allocation of
12
DAR96.doc
Section 8 certificates from HUD. It is anticipated that the Housing
Authority will receive approximately $470,000 in additional funds in
1997 to expand this program.
This program has added two additional components: Kinship Care and
Shared Family Housing. Kinship Care supports relatives of families to
become care providers and receive Section 8 assistance in order to
facilitate the family reunification effort. Shared Family housing places
the reunified family with a Mentor family for six months to assist in the
reunification effort. Section 8 assistance is then available to the family
being unified as it achieves the goal of being able to live as a separate
family unit again.
Shelter Plus Care Program
Shelter Plus Care is a partnership between
the Housing Authority and the County
�~ r Department of Health Services and over 30
community based service providers. The
program provides housing and supportive
services, on a long-term basis, to homeless
person with disabilities, and their families,
Ri who are living in places not intended for
human habitation or in emergency shelters.
Disabilities may include serious mental
illness, developmental disabilities, chronic
substance abuse and/or Acquired
Immunodeficiency Syndrome (AIDS) and related diseases (HIV).
Under the Shelter Plus Care program, the Housing Authority provides
rental assistance grants to the tenant. For the full five-year term of the
rental assistance grant, the assistance must be matched, one for one,
by supportive services provided by other agencies.
The program has the capacity to take homeless persons with
disabilities from the street and shelters and successfully place them
into permanent housing and to maximize their ability to live
independently. The Shelter Plus Care Coordinator actively conducts
outreach activities into shelters, street sites where homeless
individuals congregate and to service agencies who work with the
t homeless and the disabled. The program is entirely tenant-based
13
DAR96.doc
assistance, which allows the participant the greatest flexibility in choice
of housing. However, the participant is required to locate in an area in
which they can avail themselves of case management and services.
Support services may be health care, mental health treatment,
substances abuse counseling, AIDS/HIV counseling, vocational
training, education and skills for achieving and maintaining
independent living.
To end the cycle of homeless, the individual must not only acquire
housing but also be able to maintain that housing. Shelter Plus Care
programs are designed to promote self-sufficiency. To that end, each
applicant must have been working with a primary support service
provider/case manager and be clean and sober prior to application to
the program. Case management is to be on-going throughout the
individual's tenure in the program.
Currently there are 190 individuals or households in the Housing
Authority's Shelter Plus Care program. Almost 75% of all participants
are still in affordable housing more than one year after their initial
enrollment in this program.
Rental Rehabilitation Program
The Housing Authority has administered two highly successful Rental
Rehabilitation Programs, one for the County Community
■ Development Department and one for the City of Antioch. These
programs have
provided funding
and technical
assistance for the _
rehabilitation of 572
units of affordable
rental housing since
1985. This last
year, 31 units were
rehabilitated and
rented to low
income families. The program provides low interest loans to rental
owners for rehabilitation of their units. These efforts improve the
neighborhoods by eliminating blight, providing construction jobs,
14
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■
protecting property values, improving the community tax base while
providing decent, safe sanitary housing for lower income families.
Loans are made for one-half of the rehab costs, at a lower interest
rate, with repayment deferred. Owners are required to provide
matching funds and, in some areas, long-term rent limitations. The
overall average cost per unit is $18,000. The average rehabilitation
loan is $9,000 and is used in conjunction with an average of $9,000 in
! private funding. Thus, these programs very effectively average a 1 : 1
leverage of public to private funds.
Public Housing Modernization
In partnership with public housing residents and resident councils,
the Housing Authority has developed a comprehensive modernization
plan to address the physical and management improvement needs of
the developments. On an annual basis, HUD provides funding to
housing authorities to modernize their developments. The Housing
Authority successfully runs a modernization program of $2.1 million
dollars annually. Over the last 14 years, the agency has modernized
all its family developments. This last year, the agency completed the
modernization of the 50 units in Casa de Serena in Bay Point, one of
its senior developments, and the lead based paint removal and re-
roofing of 194 units in Las Deltas in North Richmond. Work is
scheduled to begin on the next development, the 50 unit Hacienda
Senior
development in Contra Costa County Housing Authority
Modernization Projects PerformanceTrack Record
Martinez, in mid
1997. 30
Contra Cc t
HUD 3 Year
2.5 Housings a Threshold for
OuWAtperforms HUD Completed
z.o
Each year HUD I Projects
rates the agency
c ,.5
on its
,.o No.of Years to j
effectiveness and Complete Projects
efficiency in 05
instigating and 0.0
completing the CemraelCter y
Shelter Las Deltas Roofing
Remodeling &Lead Abatement Haderida
modernization Modemsal
iza ion Cae Serena
Modernization CentraOffice
Typical Modernization Als Addiojection
work. This
15
DAR96.doc
agency has consistently awarded the necessary construction contracts
and completed the modernization work much earlier than required by
HUD.
Columbia Park Manor Senior Housing
The Housing Authority collaborated with Columbia Park Manor, Inc.,
a non-profit joint venture, comprised of Satellite Senior Homes, Inc.,
an – — –�
experienced
affordable
housing
developer,
and
Pittsburg
Preschool
Coordinatin
g Council, Inc., a local nonprofit child care provider, todevelopnew
affordable low income senior housing with an intergenerational support
program. The Housing Authority was one of the key players in a voter
campaign to solicit voter approval for affordable senior housing in
Pittsburg. In addition, it sold the site for this development, adjacent to
the child care center, to the joint venture and returned a portion of the
proceeds to the project. The Housing Authority may be the first in the
area to sell land to an affordable housing developer and then to put
two thirds of the proceeds back in the project to insure quality
affordable housing. Construction on Columbia Park Manor is
anticipated to be completed in the fall of 1997 and lease up by the end
of 1997.
North Richmond Section 202 Senior Housinq Development
The Housing Authority has been working with Community
Development Corporation of North Richmond (CHDC) and the
County Community Development Department on the development
of a 52 unit HUD Section 202 Senior Housing development. The
Housing Authority provided necessary support documentation and
provided two parcels that were added to other parcels to form the
overall site. In addition, the agency continues to upgrade Housing
Authority units surrounding the proposed development. Construction
is expected to start on the senior housing in 1998.
16
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Idaho Apartments
The Housing Authority, in partnership with Rubicon Programs, Inc. a
local non-profit housing and services provider, is in the process of
rehabilitating a 28 unit motel in EI Cerrito in order to provide housing
and supportive services to homeless individuals with AIDS/HIV or with
mental disabilities. The funding has been allocated through the HUD
Section 8 Moderate Rehabilitation for Single Room Occupancy for
Homeless Individuals program. The Housing Authority will be
providing construction monitoring and, upon Rubicon's completion of
the rehabilitation, will administer Section 8 assistance for the program.
The residents will be required to participate in case management and
develop a plan to assist them to become more self-sufficient. The
program at the Idaho Apartments will provide housing and will provide
many of the supportive services needed by the residents at the site.
The Housing Authority will administer this program for a minimum of 15
years. However, it is anticipated that residents will successfully
complete their programs within a limited time and will move on to
permanent housing.
Community Oriented Policing
The Police Departments of the Cities of Pittsburg, Antioch,
Martinez, and Brentwood and the County Sheriff's Department
have successfully partnered with the Housing Authority. Together the
,;. Housing Authority and the
r departments are
Icy® implementing Community
Oriented Policing (COP)
and related programs at its
t _ public housing
developments in those
cities and in Las Deltas
public housing
development in North
Richmond and Bayo Vista
public housing development in Rodeo. The Sheriff's Department also
maintains "field offices" at Las Deltas and at Bayo Vista.
17
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i
Computer Assisted Learning Labs CALL
Several public housing resident councils, Rubicon Programs,
Martine,=PA- Inc., in North Richmond, the
Y =+ Chicano Latino Academics
T=E Reaching Out (CLARO) of
+ �..� Brentwood, and the Police
Activities League (PAL) of
Martinez have all partnered with
the Housing Authority to establish
► computer labs at six public
housing developments. This
includes the developments in
North Richmond, Rodeo, Bay Point, Pittsburg, Brentwood, and
Martinez. The partners have come together to obtain donated or newly
purchased computer equipment for these on-site labs and to run
programs to assist youth and adults with computer learning skills.
Staff from the various CALLs have begun quarterly meetings to
exchange information on resources and to swap high tech program
ideas. The labs are used by a growing number of residents from the
time school is out until the labs close.
1
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SECTION II - RESOURCES
A. FINANCIAL RESOURCES
The Housing Authority's fiscal year is from April 1st to March 31st.
The budget presented reflects the major programs and funding
sources for all divisions. The Housing Authority receives no County
General Funds.
Housing Authority Wide Budget
�B�U,D�GE FO�RFISCAL�YEAR�END�ING,�MARCH�31 �997�� .__�� ,,
1D4criptioMW
nPPublic� Sectio8� Other�� Total
<.�a ",u.�.�c+" �•- asr "kcc.R 5-a—
"�` `.'^� +�:-'���^� � ' ��� w�� �ae�'�e-'a— ��:"- � _ � .
Operating Receipts 2,539,730 96,946 174,081 2,810,757
Contributions 2,256,874 46,654,774 4,380,522 53,292,170
To atat ISR ve enue/Cont�ib _ 4,796 604 46;751,7204 55'4603 X56;102,927
K MIAMI
Administration 535,150 3,029,640 429,060 3,993,850
Tenant Services 53,830 39,450 209,590 302,870
Utilities 845,770 845,770
Maintenance & Operations 2,011,820 98,240 2,110,060
Protective Services 6,880 29,310 319,380 355,570
General Expenses 1,072,530 1,346,560 350,630 2,769,720
■ Non-Routine Expenses 125,000 95,000 3,240,152 3,460,153
■ HSG ASSISTANCE PMTS 42,031,308 42,031,308
Tti to alEx enses4 , 0;980 X46;669,508 4548;812 IS55,869300
� ;_�65_
Stateof0 erReserves _ � F�= r
Bal-Beginning of FY 1,274,160 1,832,105 1,032,235 4,138,500
Reserve Provision 145,624 82,212 5,791 233,627
Withdrawals Current FY
Estimates BaIE d ofFY 419;7849x14;31710 38,0264;372,127,
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Program Financing
The Housing Authority's funding for its numerous programs comes
from several sources, as shown below:
PROGRAM F�UNDING�SOURGES ���� ��� � fi� -�
PROGRAM } FUNDING
DfN
IBM
SOURCE FU �
G AMOUNTS
Public Housing HUD Low Rent Housing 4,796,604
Operating Subsidies
Operating Income
Other Assisted Housing Property Management 28,250
Casa del Rio Fees
Section 8 Programs HUD Housing Assistance 46,751,720
Pmts
Earned Admin Fees
PH Drug Elimination HUD 265,090
Program
Rental Rehabilitation County CDBG 281,590
Program Antioch CDBG
HUD Rental Rehab
Pro ram Income
Comprehensive Grant HUD 3,815,842
Program
Youth Sports Program HUD 118,000
Local Management Fund Interest Income 45,831
i
B. PERSONNEL RESOURCES
Staff Classifications
In order to efficiently carry out its responsibilities, the Housing Authority
t now employees an excellent staff of 116 persons in its work force.
They serve from 9 different offices throughout the County.
20
DAR96.doc
STAFFBYDEPARTMEIVT t` �amp
�
�
CategoryExecDIS _'U-1 Deuelopment� Fiscal °u�9 TOTAL
Offices O;erati=ons
. _ . .
h
3 4 3 31 41
Clerical 0 1 6 45 52
iMaint�V y
01 01 01 23 23
NOTAL. � ��3 z � 5 �� � 9�-1 � NO K ill-
Staffing Trends
This staffing pattern has remained consistent with few, if any changes
for the last 3 years and we are not anticipating any major changes in
the near future.
C. AFFIRMATIVE ACTION
Representation within Work Force
The Housing Authority continues to have an excellent record in
promoting diversity in the workplace. More than half the total work
force is minority (53%). Sixty-one percent of the total work force is
female.
.. �
COMPARISON OF WORK FORCE,"DI1MRSITI( - i
n-y
Group �1990Census � 1996 Housing
_ � -- Force WorkForce
�African Aire ican�r ��` ��� 7.6% 29.3%
American Indian%Alaskan Nat�ues$ .6% 1 .7%
As an/PaBfic Islanders ' 8.9% 1 .7%
v � �_�
Caucasian � R 72.4% 47.4%
His anics � 10.5% 19.8%
TOTALF 100.% 100.%
Fe alesWE y 45.5% 61.4°/a
. _
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i
i
11VORK DIVERSI BYJOBCATEGORYME
�
CategoryTo#at 11INumtier PercentNumbe Percent
41 22 19% °ana emente 25 _ 21 /o
Clerical 52 26 23% 46 40%
Maintenance 23 16 11% 0 0%
D. SICK LEAVE
Sick Leave Usage
Our sick leave usage was at 67% for last year. This is a reduction of
8% from last year's usage. Coupling our union-supported "Sick Leave
Incentive Program" with our continued aggressive monitoring, we
anticipate that sick leave usage will be further reduced in the future.
Last year, 19 employees took advantage of the Sick Leave Incentive
Program, reducing their individual accumulated sick leave accrual by
40 hours. Still, many staff don't use much sick leave and have
accrued a considerable bank of sick leave over the years.
E. -STAFF DEVELOPMENT
Yearly Performance Evaluations
Non-exempt employees. The Housing Authority policy calls for non-
exempt employees to receive performance evaluations once a year
after their probation period. They are rated by their supervisors on a
five-point scale for all factors affecting performance in jobs that do not
include management responsibilities. If rated unacceptable, they are
given a period of time to achieve an acceptable rating.
Exempt employees. According to the Housing Authority policy,
employees with management responsibility also receive yearly
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performance evaluations after their probation period. They are rated
by their supervisors on a five-point scale according to factors which
measure decision-making capabilities like planning, situation control,
and leadership, as well as all factors used to measure performance in
non-exempt employees. Those rated unacceptable are given a period
of time to improve their rating.
Support of Professional Development
Our objective is to make employees competitive in the workplace - our
own, and throughout the housing industry. We provide financial
support and time for employees to:
r 1 . Take classes in subjects that enhance their job skills.
2. Acquire certifications in job knowledge and procedures from
HUD-contracted trainers.
3. Pursue formal education.
4. Participate in professional organizations.
5. Meet civic responsibilities.
Our commitment to professional development for all our employees
can be measured by the number of employees we have graduated to
leadership positions in other housing authorities in the country. Three
employees have become executive directors in the industry.
Additionally, three of our Housing Managers first came to the Housing
Authority through the Outside Work Experience (OWE) program.
We also provide career development to residents of public housing
through our OWE program, starting with part time employment as early
i as the high school years and progressing through a career path of
increasingly responsible jobs. In addition, the Housing Authority
aggressively pursues compliance with the HUD Section 3 Resident
Hiring requirements for contractors. In addition, the agency
encourages the development of resident employment opportunities in
the general job market.
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F. AUTOMATION
Role of Automation in the Housing Authority
In order to gain administrative efficiencies, the Housing Authority
continues to actively upgrade its computer systems. It is the agency's
strategy to use existing computer information systems while
establishing PC based workstations for all administrative and clerical
staff. A 25 workstation Local Area Network was installed at the
Central Office in Martinez and is used by all three departments.
Several PC workstations have been installed in the field offices and
further expansion is planned.
In the past year, we have upgraded the operating systems for all PC's
to Windows 95; many workstations have been upgraded to Microsoft
Office 97. Concurrently with these changes we conducted "in house"
training workshops which were attended by all Central Office staff. All
staff has been encouraged to participate in the County's Data
Processing Services Department PC Training Center program.
Major System Changes Completed or Anticipated
Plans for the upcoming year are to continue the expansion of PC
workstations at the field offices and establish a computerized "work
order" system for public housing maintenance needs. Longer range,
we hope to have a secure integrated computer information system by
1999 that will encompass all aspects of the Housing Authority's
operations.
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SECTION III - CUSTOMER SERVICES
A. SERVICE DELIVERY SYSTEM
Services Provided
In addition to the public housing residents and Section 8 program
participants who represent our largest base, our customers also
include the owners who participate in the Section 8 program, the
employees who provide these services, and the unions that represent
them. Also included as customers are the non-profit service providers
who run collaborative activities with us such as the Battered Women's
Shelter, Boys and Girls Clubs, Police Activities League, and others.
We also interact with such organizations as Legal Services Foundation
of Contra Costa because we often find we are serving the same
clientele. Finally, our "customers" include the vendors who provide us
with the resource we need to deliver our services -- they too need to
be informed of our program policies and procedures in order to be in
compliance with federal and local contracting regulations.
Participation Process
All Public Housing and Section 8 program applicants are processed
through the Central Waiting List Office. Those with Section 8
certificates or vouchers from other jurisdictions may relocate to Contra
Costa County and are processed through the Central Waiting List
Office. The Housing Authority maintains two waiting lists: one for
public housing and one for Section 8. The Section 8 Program has
5,500 households on the waiting list (the list was briefly opened in
November 1996). The Public Housing list has 3,500 households
waiting for very low-income housing and remains open. Program
i participants must be income eligible, as determined by federal
guidelines, and meet other criteria as set by HUD. Staff notifies
applicants of their eligibility after certification and verification of
information received by staff during an initial interview. Program
participants also receive a program orientation/briefing. Owners are
invited to a semi-annual Section 8 overview, which rotates its location
1 from central to east to west county.
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Discretion Over Services
The Housing Authority has limited discretion in the administration of its
program regulations. Where such discretion exists, it is governed by
the appropriate policies and procedures in the Housing Authority's
Administrative Plan, which is reviewed and approved by HUD.
The Housing Authority has no discretion in changing eligibility
requirements and the administration of Public Housing or Section 8
regulations which are established by the Congress or the Department
of Housing and Urban Development (HUD). These are statutory
requirements detailed by law and implementing regulations.
Congress and HUD have tried for several years to pass a housing bill
which would deregulate public housing authorities and allow more
flexibility and discretion in setting local preferences, establishing
income mixes, and setting rent levels. To date, Congress has yet to
pass a new housing bill.
Constraints Imposed by State or Federal Government
Housing assistance, unlike many federally mandated programs such
as Social Security, is NOT an entitlement program. Thus, a major
constraint is the annual appropriation process and its impact on the
administration and expansion of resources that support low-income
housing. While a commitment to affordable housing remains enacted
in legislation or even budgeted, this commitment is constrained by the
actual amount of money that Congress appropriates for housing
programs. Few private sector funds are available for public sector
housing initiatives.
B. CUSTOMER PROFILE
Customers Served and Need for Services
The Housing Authority currently serves 7,195 low and moderate-
income households in the County. They live in one of our 1,123 public
housing units, or, through the Section 8 rental housing assistance
program, in one of 6,072 privately owned units within the County.
26
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i
For the total of 7,195 households that we serve through housing
assistance, the following statistics have been gathered:
THEFAC`I-'_�aOF�PUBLICH.OUSING�TODAY
t
79% Are households headed by females
19% Are senior citizens
22% Are handicapped or disabled
48% Are Caucasian
11% Are Hispanic
34% Are African American
7% Are Asian/Pacific Islanders
0% Are American Indian/Alaskan Natives
39% Received AFDC/TANIF
30% Have income from employment
C. CUSTOMER RELATIONSHIPS
Department Relationship with Customers
The Housing Authority is mandated by federal law and state enabling
legislation to provide housing services to income eligible individuals
and families. For example, we administer a Section 8 program in
which we help eligible individuals and families locate private rental
housing in which they pay about 30% of their income for the housing
and the federal government subsidizes the balance of the rent. This
program also requires that properties meet certain federal health and
safety standards and this involves inspecting the 6,072 units currently
under the program at least once annually. Further, the Housing
Authority is responsible for seeing that the owners are paid, that
leases conform to federal requirements, that changes in regulations
are applied uniformly, and generally that families are housed
appropriately.
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Access to the Housing Authority's Services
Program participants contact one of our several field offices or the
Central Waiting List Office by phone and in person. Owners reach us
the same way. We have published a newsletter, conducted outreach
forums for owners, participated in Rental Housing Association seminar
for owners, briefed other County Department through workshops they
sponsor or in working groups in which we are participants. Once a
' person is a program participant, they generally work directly with one
housing assistant or housing clerk in one of the field offices.
Accessibility to Services
All field offices are physically accessible. The Housing Authority also
has a TAD line. We do not take phone in applications, although we
respond to inquires by phone. Recent changes in federal law have
meant significant changes in how many of our services are delivered.
We informed participants of these changes by letter, owners by letter
with their monthly checks, and applicants at the time of their
screening/briefing. Program materials continue to be modified as the
federal regulations are changed.
We have switched to mail notification of applicant position on the
waiting lists at the Central Waiting List Office. We send wait list
position notices once quarterly in the mail -- this helps keep our waiting
list updated and keeps applicants informed of where they stand in
terms of length of time before they will likely be reached.
Measurements of Customer Satisfaction
Input from the Resident Councils and the tenants and owners
participating in Section 8 programs provide some feedback regarding
resident's satisfaction with the Housing Authority's services. The
Executive Director meets with the Council of Resident Associations
Presidents (CO-RAP) on a quarterly basis to discuss a variety of
tenant issues at the public housing developments. Most of the
developments have resident councils that also provide an opportunity
for residents to bring concerns to the attention of management. In
addition, public housing residents provide a considerable amount of
28
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input directly to the Housing
Manager assigned to their
particular development.
Owners participating in the
Section 8 program are invited
to attend Section 8 forums to
discuss the program, its
operations, and its
regulations with Housing x'``yy d `'
,FT}a
�
Authority staff.
29
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SECTION IV - ANNUAL PERFORMANCE
A. PERFORMANCE INDICATORS
Indicators
Since the inception of the HUD Public Housing Management
Assessment Program (PHMAP), the Housing Authority has
consistently been designated as a "high performer" under the federal
performance standards for public housing authorities. The
performance standards grade management effectiveness in twelve key
areas of housing management and fiscal administration. Under the
standards, housing authorities are designated either a high performer,
a standard performer, or troubled. In order to receive the "high
performer" designation, a housing authority must have a combined
score of at least 90%. The Housing Authority's "A" grade (93. 25% for
1996-97) places Contra Costa County in the top tier of the nation's
housing authorities.
B. ACCOMPLISHMENTS
t Annual Accomplishments
The Housing Authority is proud of its many accomplishments ... all of
which would not have been possible without the support we received
from the Board of Commissioners, Advisory Housing Commission,
Residents, and, most of all, our dedicated and hard working
employees. Additional credit for our success also has to go to all of
our other public and private "Partners" who continue to assist us as we
try to improve the quality of life for low and moderate income families
in Contra Costa. Listed below are some of the accomplishments we
are very proud of:
• Designated a "High Performer Housing Authority' by the
Department of Housing and Urban Development for the fifth year
in a row.
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DAR96.doc
■
r Ended the Fiscal Year with a balanced budget and increased the
total operating reserve by $233,627.
• Developed a series of educational initiatives designed to create
computer learning environments in public housing sites. Six
Computer Assisted Learning Labs (CALL) now operating
educational programs available to all residents in the specific
development. The centers are in North Richmond, Rodeo,
Martinez, Bay Point, Pittsburg, and Brentwood.
• Received a California Housing Authority Risk Management Agency
(CHARMA) Safety Committee award for Program Innovation for
Residents and Client Services.
• Provided temporary employment
to 11 high school and/or
community college students,
who are Public Housing i
residents or Section 8
participants, through the
Housing Authority's "Outside
r
Work Experience" (OWE)
program and Youth Sports
Program.
• Installed a computer, donated by Shell to the Martinez Police
Activities League (PAL), in each unit of the Alhambra Terrace
family public housing development.
--
• Worked with the County Probation
Department and Chicano Latino
Academics Reaching Out (CLARO) — -
and secured a $195,000 Office of
Justice grant to implement programs
to divert high-risk Latino from
traditional Probation Department
programs to Mentor-supported +.
computer assisted learning programs
at CLARO. '
31
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■
• Received a Northern California and Nevada Executive Director's
Association award for Cost Savings.
• Received a $471,000 Shelter Plus Care Program Grant from HUD
to provide shelter and supportive services to the homeless in
Contra Costa County.
• Received a $336,000 Public Housing Drug Elimination Grant
from HUD to continue our Community Oriented Policing program in
North Richmond. This represents an unprecedented 6th year of
funding from HUD for this program.
• Awarded scholarships to 4
current or former Public
Housing residents and
Section 8 participants.
• Received an award from
the Housing Authority
J- n,
Insurance Group for our ., !f
outstanding Risk Control ,
Work Plan.
32
DAR96.doc
SECTION V - CHALLENGES AND NEW DIRECTIONS
1 For the past three years, Congress and HUD have tried unsuccessfully
to pass a Housing Bill. Absent a housing bill, local Public Housing
Authorities have been operating under continuing resolutions and/or
extender bills. Needless to say, this has created a significant amount
of uncertainty for housing authorities. And although the future is still
not clear, the industry has been able to identify several key areas of
concern to housing authorities. They are as follows:
The Downsizing of HUD
HUD staff will be reduced by almost 3,000 people by the year 2000. In
order to achieve this reduction, HUD has re-engineered itself into an
entity that is operated on the basis of function rather than program.
This redesign is evolving everyday and changing the nature of the
relationship between HUD. and housing authorities. Until this process
is complete, we will be forced to operate our programs within ever-
changing guidelines. It doesn't make our job impossible, but it does
make it more difficult.
Operating Subsidies
HUD operating subsidies that provide the financial support for the low
rent public housing program continue to be subjected to reduced levels
of funding. Historically, housing authorities would receive 100% of the
operating subsidies they were entitled to, based on HUD's
Performance Funding System for housing authorities. During the past
five years, the level of operating subsidies actually received by housing
authorities has varied between 89 to 97% of what they were entitled to
receive. Attempts are currently underway to revamp the entire
performance funding system and make it more relevant to the
i operational needs of housing authorities today and to ensure adequate
and predictable levels of funding.
In conclusion, the Contra Costa County Housing Authority is a HUD
designated "High Performer" who is effectively delivering quality
housing.and related services to low and moderate income families in
Contra Costa County.
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