Section 8 Housing Choice Vouchers

Section 8/Housing Choice Vouchers:

• Maintain “High Performer” status under HUD’s Section 8 Management Assessment Program (SEMAP).
• Maintain full utilization of 4,708 voucher program and budget without exceeding authorized limits.
• Ensure continued housing affordability through successful administration of current agreements for Project-Based Vouchers (PBV), including PBV in supportive housing projects and mixed income projects, while renewing expiring PBV contracts at successful projects.
• Offer additional PBV for interested owner partners through Minnesota Housing’s Consolidated Request for Proposals (Super RFP).
• Continue administering the HUD-Veterans Affairs Supportive Housing Program (VASH), and ensure full utilization of the resource by partnering with both the local VA Medical Center (VAMC) and the Minnesota Department of Veterans Affairs (MDVA) to functionally end veteran homelessness.
• Continue administering the Family Unification Program (FUP) vouchers and ensure full utilization of the resource by partnering with Ramsey County and the Ramsey County Continuum of Care (CoC) to successfully assist reunifying families and youth who are aging out of foster care.
• Continue administering the Mainstream Vouchers for persons with disabilities and ensure full utilization of this resource, in partnership with service providers in both the Ramsey County CoC and Housing Supports programs, to effectively reach those in need of housing who have a non-elderly household member with a disability.
• Apply for additional vouchers as opportunities arise, including HUD-VASH, FUP, Mainstream and Preservation vouchers.
• Continue working with local community partners, including Ramsey County, the City of St. Paul, and Outside-In, to form solutions that address community needs, including efficiently and effectively collaborating to reduce homelessness.
• Maximize client housing choice by continuing to recruit landlord and property manager partners, both through direct efforts and through community and non-profit partnerships.
• Continue to explore and implement software solutions that increase staff efficiency and enhance customer service for owner partners, as well as HCV applicants and participants.
• Continue to advocate for program reform and for the PHA’s fair share of voucher funding. 

Rental Assistance Demonstration Project-Based Rental Assistance (RAD-PBRA)

Rental Assistance Demonstration Project-Based Rental Assistance (RAD-PBRA)

• Successfully transition 3,855 units from the Public Housing funding and regulatory environment to HUD’s Multifamily RAD PBRA funding and regulatory environment.
• Continue to provide training and informational sessions for PHA Commissioners to promote their full understanding of policy and financial decision points in RAD-PBRA.
• Continue to provide training for all staff who are responsible for any facet of RAD-PBRA management, including leasing and occupancy and tenant/management relations.
• Obtain a score of satisfactory or better on HUD’s initial Management and Occupancy Review (MOR) of each PBRA project; and adapt any policies and practices that may be necessary to earn higher ratings in future MORs.
• Promote interdepartmental efforts to maximize unit occupancy rates, including prompt and thorough applicant screening, active marketing and the ongoing promotion of successful tenancies.
• Ensure that PHA-owned properties continue to be managed to the highest standards, including thorough and uniform applicant eligibility determinations, fair lease enforcement, regular preventative maintenance, prompt responses to maintenance work orders, timely turnover of vacant units, and timely and accurate reporting of financial data.
• Responsibly manage Replacement Reserves ensuring sufficient funds for capital improvements.
• Continue to actively involve residents, staff and the community in planning capital improvements, while continuing to make physical improvements to properties that enhance safety and security. 
• Pursue potential grant and loan opportunities such as Minnesota Housing and Federal Home Loan Bank of Des Moines (FHLBDM) to complete necessary capital improvements.  Maintain high quality and timely design, bidding and construction, utilizing “green and sustainable” principles to conserve energy and water and protect the environment to the greatest extent feasible. 
• Provide ongoing training to new and current staff on the PBRA rulebook.

Public Housing

Public Housing:

• Successfully manage, maintain and improve the PHA’s remaining 418 units of Public Housing inventory, consisting of the scattered site single family and duplex homes; and effectively utilize the Capital Fund Program (CFP) grants for those properties.
• Maintain “High Performer” scores under HUD’s Public Housing Assessment System (PHAS) components for Management, Financial and Capital Fund; and achieve “Standard” or higher scores on HUD-REAC Physical Condition inspections.
• Ensure that PHA-owned properties continue to be managed to the highest standards, including thorough and uniform applicant eligibility determination, fair lease enforcement, regular preventative maintenance, prompt responses to maintenance work orders, full occupancy and timely turnover of vacant units, and timely and accurate reporting of financial data.
• Continue renovating public housing properties and making capital improvements that promote fire safety, life safety and security, as well as preserve the asset. 
• Pursue potential grant and loan opportunities such as Minnesota Housing and FHLBDM to complete necessary capital improvements. 
• Maintain high quality and timely design, bidding and construction, utilizing “green and sustainable” principles to conserve energy and water and protect the environment to the greatest extent feasible. 
• Continue to actively involve residents, staff and the community in planning capital improvements. 
• Continue to advocate for program reform and for the PHA’s fair share of funding.

Preservation and Development

Preservation and Development:

• Explore the PHA’s potential role as a developer of affordable housing on property the PHA owns.  For example, possibly expand the parking structure at the W. A. Boss Central Administrative Office (CAO) building and include new affordable housing; create in-fill affordable housing at other PHA-owned sites such as Valley and Seal Hi-rises, McDonough Homes or elsewhere; increase density of affordable housing at select PHA duplex sites, etc.
• Explore the PHA’s potential role as a developer of affordable housing on property the City or County owns, such as the Public Health site owned by Ramsey County, which is adjacent to the PHA’s Central Administrative Office.
• Explore strategies to help qualified residents of the PHA’s scattered site homes (now 418 public housing single family and duplex homes) purchase their homes.
• Where appropriate, create partnerships with non-profit organizations that can provide the financing and/or services to facilitate successful homeownership including homebuyer education, pre- and post-purchasing counseling.
• Explore other options and opportunities for asset repositioning of the 418 scattered site units while ensuring “no net loss” of affordable housing opportunities for the Agency and the community.

Fair Housing

Fair Housing

• Ensure Fair Housing and Equal Opportunity in program admissions and administration, in compliance with all applicable laws and regulations.
• Work cooperatively with community representatives and other units of government to ensure non-discrimination in PHA programs.
• Explore other opportunities that could increase housing options for St. Paul residents with low incomes, both within the City and in the region.

Links to Community Services

• Promote links to community resources through existing and new partnerships with outside agencies that provide services to residents through PHA Community Centers and at other sites.
• Work with community agencies to maintain and develop programs that meet the changing needs of PHA residents and support successful tenancies in PHA-owned housing in the following ways, among others:
  • Enriching residents’ lives and promoting overall wellness;
  • Increasing residents’ independence and economic self-sufficiency; and
  • Increasing residents’ community involvement. 
• Continue and promote CHSP and other affordable assisted living programs.
• Work to achieve Section 3 goals for resident economic opportunities, to the greatest extent feasible, in the following ways:
  • Hiring qualified residents and participants in PHA housing programs and other low income residents of the metropolitan area;
  • Promoting education and job skills training opportunities;
  • Contracting with Section 3 businesses and requiring other businesses seeking PHA contracts to comply with Section 3 requirements. 

Financial Well-Being

• Financial Well-Being. 
  • Maintain financial integrity by controlling the Agency’s financial environments, assessing risks, monitoring financial activity, preparing responsible budgets that inform, communicate financial positions and decisions, and maximize the uses of primary revenue streams including the following:
    • Housing Choice Vouchers (HCV)
    • Disability Vouchers (DV)
    • Project-Based Rental Assistance (PBRA)
    • Low Income Public Housing (LIPH) Operating Fund Program (OFP) and Capital Fund Program (CFP)
    • Congregate Housing Services Program (CHSP)
  • Provide the Board all opportunities for governance of PHA-owned housing, as they may:
    • Periodically review, and approve as necessary, staff budgetary recommendations of CFP expenditures. 
    • Periodically review, and approve as necessary, staff budgetary recommendations of RAD capital expenditures. 
    • Periodically review staff recommendations of excess cash draws, from RAD projects to the Building Fund, and any recommended uses of these draws. 
  • Continue to seek grants and loans for capital improvements and major modernization to maintain and improve the PHA’s $700 million physical plant.
  • Maintain excellent financial record retention systems to support financial controls.
  • Comply with all operational and financial requirements, to continue the PHA’s record of “No Adverse Findings” on reviews by independent auditors. 
  • Continue to produce a “Comprehensive Annual Financial Report” (CAFR) that earns the “Certificate of Achievement for Excellence in Financial Reporting” awarded by the Government Finance Officers Association.
  • Make every effort to fully lease and manage the commercial space in the W.A. Boss Central Administrative Office (CAO) building according to sound business practices, to generate reliable non-HUD revenue. 
  • Maximize revenue from cell site rentals. 
  • Defray costs of providing Community Center space to service providers by establishing rental agreements.

Process and Technological Improvements

• Process and Technological improvements. 
  • Continue internal rethinking strategies to promote organizational development, continuous improvement, and appropriate responses to budget challenges and program changes. 
  • Continue seeking ways to utilize the Agency’s computer business systems to maximize efficiency, compliance and customer service/resident satisfaction. 
  • Seek additional opportunities to improve customer service by implementing technological or other methods to reduce unnecessary client visits to PHA physical office locations.

Safety and Security

• Safety and Security.
  • Work with staff and external partners to maintain and promote safety and security at all PHA housing and work sites for residents, staff and the public. 
  • Continue safety efforts such as ACOP, Officer-in-Residence (OIR), use of off-duty police and contracted security guard services as needed.
  • Promote non-violence in all aspects of the PHA’s work, including through Workplace Violence Prevention programs. 

Employee Recruitment and Development

• Employee Recruitment and Development.
  • Attract and retain a diverse and qualified workforce.  Foster respect for and valuing of diversity.
  • Promote education, growth, and advancement of employees through career planning, training opportunities and other resources. 
  • Promote and enforce Equal Employment Opportunity and Affirmative Action.

National and State Leadership Responsibilities

• National and State Leadership Responsibilities. 
  • Continue active leadership in national and state housing organizations including advocating for program reform and our fair share of funding in Housing Choice Vouchers, Project-Based Rental Assistance after the conversion under Rental Assistance Demonstration (PBRA-RAD) and Public Housing. 
  • Continue to provide assistance to other housing authorities and organizations seeking organizational development, business systems, or program support.
  • Continue to lead by example, modeling a strong commitment to Equal Employment Opportunity, Fair Housing, Section 3, and linking residents to community-based support services and economic opportunities.
  • Continue to communicate with local and national organizations and stakeholders on PHA’s position via newsletters, e-blasts, and publications.

Link to Current Agency Goals

Click here to view the current Agency Goals document.