Fiscal Year 2022 - 2023 Agency Goals

Housing Choice Vouchers (HCV)
5,163 vouchers as of January 1, 2022

• Maintain high performer status under HUD’s Section 8 Management Assessment Program (SEMAP), including maintaining SEMAP 98.5% budget/unit utilization.
• Apply for additional vouchers as opportunities arise.
• Offer additional PBV through Minnesota Housing’s Consolidated Request for Proposals (Super RFP) according to PHA  policy.
• Continue advancing the PHA’s mission with leadership positions or collaborations with Heading Home Ramsey   Continuum of Care, the City of St. Paul, and other external stakeholders.   
• Maximize client housing choice by continuing to recruit and retain property owners and managers as partners.
• Continue to advocate for program reform and for the PHA’s fair share of voucher funding.

Rental Assistance Demonstration Project-Based Rental Assistance (PBRA)
3,836 PHA-owned units

• Continue successful transitions to HUD’s Multifamily regulatory environment for these PHA-owned units, including new administrative obligations such as issuing the first Choice Mobility vouchers.
• Continue providing PBRA training and informational sessions for staff and PHA Commissioners.
• Obtain a score of satisfactory or better on HUD’s Management and Occupancy Review (MOR).
• Promote interdepartmental efforts to maximize unit occupancy rates, including prompt and thorough applicant screening 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, especially the monthly Multifamily voucher submissions.
• Responsibly manage project reserves and cash flow to ensure sufficient funds are in place for needed capital improvements.
• Continue to actively involve residents, staff and community partners in planning capital improvements.
• Pursue outside (non-HUD) funding opportunities including but not limited to Minnesota Housing, FHLBDM, the City of St. Paul, and Ramsey County to complete necessary capital improvements.
• Continue to advocate for program reform and for the PHA’s fair share of PBRA funding.

Scattered Sites
Low Income Public Housing (LIPH); 418 PHA-owned units

• Maintain high scores under HUD’s Public Housing Assessment System (PHAS).  Successfully manage, maintain, and improve the PHA’s remaining Public Housing inventory.  Effectively obligate and expend HUD’s Capital Fund Program (CFP) grants.
• Promote interdepartmental efforts to maximize unit occupancy rates, including prompt and thorough applicant screening 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.
• Continue to actively involve residents, staff and community partners in planning capital improvements.
• Pursue outside (non-HUD) funding opportunities including but not limited to Minnesota Housing, FHLBDM, the City of St. Paul, and Ramsey County to complete necessary capital improvements.
• Continue operating these units as LIPH in the near term given their healthy financial position.  Study asset repositioning (i.e., TPV, PBV, Section 18, Section 32 homeownership, etc.) as a longer term goal.
• Continue to advocate for program reform and for the PHA’s fair share of LIPH funding.

Finance

Provide the Board all opportunities for governance of PHA finances and assets.  Continue fiscally conservative budgeting, planning and evaluation of all programs and services.  Strive for zero audit findings.  Maintain fiscal discipline and meet fiduciary obligations in regular operations (i.e., managing cash flow, making prudent capital expenditures, realizing full PBRA contract rental income by making prompt and accurate voucher submissions, etc.).  Overcome unforeseen financial challenges including COVID-19 related delinquent rent, the special funding challenges facing CHSP, and others.   

Legal

Provide timely legal advice and support to all PHA Departments in matters that have legal implications.  Continue to advise the Executive Director and all Department Directors regarding any issue, including but not limited to; contracts, human resources, employment law, real estate, litigation, data requests, fair housing and human rights, and PHA specific programs (RAD, LIPH, HCV).  Represent the PHA in informal conferences, hearings, housing court, all state and federal courts.  Advise the Board of Commissioners as requested to support the PHA mission.

• Seek federal (HUD), state (MN Housing), local (City of St. Paul and Ramsey County) and other entity (FHLBDM) funding to preserve the PHA’s $756 million capital asset comprised of 3,836 PBRA units, 418 LIPH units, four community centers, and the W.A. Boss Central Administrative Office.
• Seek City of St. Paul and Ramsey County funding (ARP or otherwise) for the new construction of 11 Faircloth family dwelling units on PHA-owned land.  Utilize the appropriate HUD regulatory framework to own and manage these units once produced (i.e., “Faircloth to RAD”). 

• Continue meeting the employment challenges of the times, including but not limited to recruiting, retaining, and rewarding qualified staff.
• Promote and enforce Equal Employment Opportunity and Affirmative action.  Preserve the PHA’s strong commitment for diversity, equity and inclusion and the diverse voices that are imbedded throughout the organization.
• Promote education, growth, and advancement of employees through on-boarding, training, career planning, and other resources.
• Continue improving the physical work environment (redesign the CAO first and third floors for RS and HCV staff respectively) and otherwise refine our in-office and work-from-home business model.
• Strengthen and expand the “client office-visit-less” strategy while improving customer service.
• Continue advocating for MRI software improvements that increase access, efficiency and customer service for applicants, participants and staff, especially those that deliver on paperless operational objectives.  Continue seeking other ways to utilize the Agency’s computer business systems to maximize efficiency, compliance, and customer service/resident-participant satisfaction.

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. 

Primarily through the work of staff in the Resident Services and Resident Initiatives Departments, solidify community-based partnerships and resources that provide an array of support services to residents of PHA-owned properties.  Work with community agencies to maintain and develop programs that enrich residents’ lives, promote wellness, and increase economic self-sufficiency and community involvement.  Stabilize and promote CHSP.  Achieve Section 3 goals for resident economic opportunities to the greatest extent feasible.

Work with staff and external partners to maintain and promote safety and security at all PHA-owned housing.  Continue safety efforts such as ACOP, Officer-in-Residence (OIR) and use of contracted security guard services.  Promote non-discrimination, non-violence and respect in all aspects of the PHA’s work.

Work with staff and external partners to maintain and promote safety and security at all PHA-owned housing.  Continue safety efforts such as ACOP, Officer-in-Residence (OIR) and use of contracted security guard services.  Promote non-discrimination, non-violence and respect in all aspects of the PHA’s work.

Click here to view the current Agency Goals document.