1. 1 BOARD OF COMMISSIONERS TRAINING U. S. DEPT OF HOUSING AND URBAN DEVELOPMENT The Executive Director’s Role SEPTEMBER 2007

2. 2 I.The Commissioner’s Role II.The Executive Director’s Role III. Program Management IV. Financial Operations and Oversight V. Physical Facilities and Maintenance VI. Procurement and Contracting Overview VII. Preventing and Resolving Audit Findings VIII. Performance Measures PHAS, MASS, FASS, PASS, SEMAP IX. Conducting an Effective Board Meeting X. Emergency and Disaster Preparedness

3. 3 The Executive Director’s Role Introduction The Housing Commission [HC] is a real estate acquisition and management “ company” and the authority must be operated in an efficient businesslike manner. The Board must think and act “corporate” The Executive Director must be an effective CEO

4. 4 The Executive Director’s Role Introduction If the Board of Commissioners do not guide and the Executive Director can not manage the HC in a fiscally sound and productive manner the HC will not be able to provide decent housing for the residents and community.

5. 5 The Executive Director’s Role Introduction The Executive Director [ED] is: 1. Delegated operational authority by the Board 2. Accountable for HA operations 1. Board of Directors 2. Federal, state and local law compliance 3. Program regulation compliance 4. Sound business management 5. Operation of safe and decent housing 3. The primary source of housing expertise 4. Responsible for all actions or lack of actions undertaken by the HC

6. 6 ONE OR TWO WAY STREET Delegations are directional Board to ED ED to Staff Accountability is multi-directional Board to ED - ED to Board ED to Staff – Staff to ED

7. 7 1. Delegated Operational Authority The ED is hired by the Board to operate the HC. The Board delegates authority to the ED to empower him or her to operate The Board’s delegation of authority does not negate retained power or limit the Board’s ability to restrict or withdraw delegations of authority The delegation of authority to the ED should only be undertaken after the Board understands and has in place the procedures for oversight and evaluation of the use of its authority.

8. 8 1. Delegated Operational Authority The scope of the ED’s authority and responsibilities should be written Job description As an employee the ED must have a job description Formal delegation of authority Example – Chief Contracting Officer Policies and Procedures Goals and Standard Procedures

9. 9 1. Delegated Operational Authority The Board is fully accountable for all actions performed or not performed using its delegated authority.

10. 10 1. Delegated Operational Authority The ED’s authority spans all operational functions and all actions or lack of action ranging from the development of policies and procedures to handling media relations to routine maintenance activities such as cleaning hallways and cutting grass.

11. 11 1. Delegated Operational Authority The ED may delegate authority to subordinate staff. The act of delegating authority does not reduce the ED’s level of accountability for any actions undertaken and the results of such actions

12. 12 2. Accountability “Be careful what you ask for because you might get it”

13. 13 2. Accountability The ED is accountable for everything! The ED is accountable to everyone!

14. 14 2. Accountability The scope of the ED’s accountability is as wide ranging as his operational authority.

15. 15 2. Accountability Accountability is: multi-directional - not a two way process simultaneous and not always sequential

16. 16 2. Accountability The ED is accountable for his/her action or inaction to: Board of Commissioners Housing authority staff HUD, federal, state and local government Residents General public

17. 17 2. Accountability Accountability is measured by: Goal accomplishment Performance evaluation systems Periodic and specific reporting Provision of decent and safe housing Effective HC operations Provision of documentation

18. 18 3. Primary Source of Expertise As the primary source of expertise for the HC the ED is responsible for providing all of the skills, information and services necessary to operate the HC in a sound business-like manner and to provide decent, safe and sanitary housing.

19. 19 3. Primary Source of Expertise The ED’s range of knowledge and experience should include: Public Housing and Section 8 Programs Subsidized rental and ownership programs Staff supervision [multi-level] Finance Multifamily housing management Maintenance Purchasing and contracting Personnel Community and media relations

20. 20 3. Primary Source of Expertise The ED is not expected to be an expert in all areas, however, he should have sufficient knowledge to know, understand and handle as required The depth and limits of his personal skills The level of expertise and real life experience required for most situations and tasks The task of oversight and evaluation of staff and suppliers The provision of program operation and compliance information to the Board of Commissioners Recognizing when expertise is required The process of obtaining professional skills when needed

21. 21 3.Primary Source of Expertise It is impossible for the ED to be able to know and do everything. Depending upon the size of the HA in- house expertise may exist in numerous fields. It is expected that the ED will evaluate situations and obtain professional support when required. The areas where support is most frequently required include: Accounting, investments, finance Legal – contract preparation, litigation, revision of lease, eviction and termination Architectural/Engineering Union negotiations Executive recruitment

22. 22 3. Primary Source of Expertise Sources of professional expertise to supplement the ED’s skills and experience In-house professional staff Contract Services - professional and other services obtained under contracts Other housing authorities and professional organizations The ED’s network Local colleges and universities Major firms in the community Board of Commissioners – [Used sparingly and with discretion] City, state and federal government

23. 23 4. Responsibility The ED’s primary responsibility is the: PROVISION OF DECENT, SAFE AND SANITARY HOUSING

24. 24 4. Responsibility The ED as CEO is responsible for: The operation of the HC All actions or lack of actions undertaken by the HC, its staff and any agents acting in any capacity in behalf of the HC. Everything and at times more than the ED may wish

25. 25 4. Responsibility A partial listing of the ED’s responsibilities includes: Leadership Serves as a role model and sets an example Develops strategies Establishes goals Initiates ideas, policies, procedures to move the HA to goal accomplishment Recognizes the need for change and serves as the change agent

26. 26 4. Responsibility Board of Commissioners – Interaction with Board Preparation or oversight of materials for board meetings Assuring the availability of required expertise Recommends policies and procedures for board approval Understanding and adhering to the standards for Board – Executive Director relationship

27. 27 4. Responsibility Management/operation of the HC This includes everything!

28. 28 4. Responsibility Finance Preparation of operating budgets Establishment and maintenance of financial systems, procedures and records Resident rent collection – accuracy of rent and payment Supervision of cash management, bank reconciliation Investments Audits – Unqualified and without findings HA solvency

29. 29 4. Responsibility Eligibility and program participation Program eligibility determinations Resident relations Waiting list, selection and assignment to units Rent determinations Collecting rents Enforcing lease requirements

30. 30 4. Responsibility Compliance and Internal Controls Fulfilling compliance requirements of Federal, state and local laws and program regulations Establishment and conduct of Standard Operating Procedures Development and implementation of internal management controls Protection of HA assets Prevention of fraud and abuse and misuse of HA assets Developing and implementing remedial action when required

31. 31 4. Responsibility Human Resources Setting the tone for professional relationships Recruitment of staff Training of staff Effective utilization of staff Personnel policy development and revision as required Evaluation, promotion, recognition and termination of staff

32. 32 4. Responsibility Procurement and Contracting Serves as or supervises the contracting officer Scope and level of signature authority as delegated by Board Depth of responsibility includes: all procurement activities ranging from professional E/A to accounting services to janitorial and unit turn over preparation

33. 33 4. Responsibility HA Representation and Advocacy Community Relations Media Relations Groups represented Resident HA Staff General public Federal, state and local government

34. 34 4. Responsibility The ED is always “on duty”!

35. 35 4. Responsibility The ED is responsible for everything!

36. 36 4. Responsibility Please get your ED two signs

37. 37 4. Responsibility The first sign says If its happening - it should start, end or be going on here ! The second sign states ‘The Buck Stops Here’