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Slide #1©2007 Nan McKay & Associates
Supervision & The Supervision & The Transition Transition to Asset Managementto Asset Management
Host: Patti Host: Patti Zatarian Zatarian MenardMenard
© 2007 Nan McKay & Associates
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Slide #2©2007 Nan McKay & Associates
The Transition to Asset Management
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Slide #3©2007 Nan McKay & Associates
Effective Supervision
Strategic Planning
Logic Models & Work Plans
Training & Performance Evaluations
Strategic Planning
Job Analysis & Job Descriptions
Quality Control & Reporting
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Slide #4©2007 Nan McKay & Associates
The Transition to Asset Management
Reform Act required HUD to develop new formula for operating subsidy
New formula requires project-based accounting, budgeting, and management for PHAs with 250 or more PH units
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Slide #5©2007 Nan McKay & Associates
The Transition to Asset Management
New formula: Requires PHAs with 250 or more PH units to
transition to Asses Management as well Based on HUD’s multifamily industry Will force PH to become more property-based
to ensure viability of each property
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Slide #6©2007 Nan McKay & Associates
The Transition to Asset Management
HUD’s Timetable
2007 All PHAs with 250 or more PH units must be using project-based accounting
2009 HUD to consider revising using actual costs
2011 All PHAs with 250 or more units must be asset-management compliant
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Slide #7©2007 Nan McKay & Associates
The Transition to Asset Management
Now, subsidy is calculated for and allocated to each project Fundamental shift for public housing
Historically, operating subsidy was calculated on an aggregate level Op sub was allocated to the central office,
which decided where the subsidy went
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Slide #8©2007 Nan McKay & Associates
The Transition to Asset Management
Funding goes to projects - projects pay for everything else
Any service to project not at project will come from a cost center Every PHA will have a central office cost
center Direct services will charge the project
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Slide #9©2007 Nan McKay & Associates
The Transition to Asset Management
What is Asset Management? Asset management is the art of combining
the management of the property and its financial aspects
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Slide #10©2007 Nan McKay & Associates
The Transition to Asset Management
Two components of asset management Project-based management Decentralized services tailored to needs of
each property, given the resources available to each property
Meeting property goals
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Slide #11©2007 Nan McKay & Associates
The Transition to Asset Management
Asset management Centralized services tailored to needs of
portfolio as a whole Meeting the goals of the PHA and the
community
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Slide #12©2007 Nan McKay & AssociatesWhat They’re Saying
About The… Transition to Asset
Management Asset Management Planning Event
Opening on site management offices Modifying IT systems Most difficult
Developing new skills setsChanging the corporate culture
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Slide #13©2007 Nan McKay & AssociatesWhat They’re Saying
About The… Transition to Asset
Management Asset Management Planning Event
HUD could help by streamliningPIC reportingAnnual PlansPHASAdmin of HUD required wagesHUD management reviews
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Slide #14©2007 Nan McKay & AssociatesWhat They’re Saying
About The… Transition to Asset
Management
Management review that is substantially equivalent to Multifamily portfolio
Asset Management Newsletter March 2007
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Slide #15©2007 Nan McKay & AssociatesWhat They’re Saying
About The… Transition to Asset
Management Housing Authority City of Austin Texas Created district manager positions
Supervise project managersProvide front line support
Developed up to the minute, accurate databases to generate reportsViewed daily to determine trouble spotsSets daily schedule within these guidelines
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Slide #16©2007 Nan McKay & AssociatesWhat They’re Saying
About The… Transition to Asset
Management Housing Commission of Anne Arundel County Maryland 1000 units Focus groups to design and implement Kept staff informed Staff concerned about
How will I fit? Will I keep my job? Reporting to a person without expertise?
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Slide #17©2007 Nan McKay & AssociatesWhat They’re Saying
About The… Transition to Asset
Management Housing Commission of Anne Arundel
County Maryland Maintained same staff numbers Staff responsibilities changed
More responsibility forProperty ManagersMaintenance staff
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Slide #18©2007 Nan McKay & AssociatesWhat They’re Saying
About The… Transition to Asset
Management Housing Commission of Anne Arundel County Maryland
Property Managers liked new roleMaintenance BudgetProcurement
Needed assurance they would receive training
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Slide #19©2007 Nan McKay & AssociatesWhat They’re Saying
About The… Transition to Asset
Management Housing Commission of Anne Arundel
County Maryland Maintenance/Management made it clear
Wanted buy in at every levelWould train in new responsibilitiesCommunication between Property Mgr and
maintenance must remain open
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Slide #20©2007 Nan McKay & AssociatesWhat They’re Saying
About The… Transition to Asset
Management Housing Commission of Anne Arundel County Maryland success factors Focus groups New staff hired w/ property management
experience Formal training-management, supervision,
time-management, specializations Staff to do “Certified Property Manager”
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Slide #21©2007 Nan McKay & Associates
Key Supervisory Positions
Property Manager Asset Manager Maintenance Supervisor
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Slide #22©2007 Nan McKay & Associates
Role of the Property Manager
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Slide #23©2007 Nan McKay & Associates
Role of the Property Manager
All managers manage – people, functions, processes, problems, priorities, and budgets
Private property manager has evolved from monitoring property and lease to overseeing business, administrative, and physical asset
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Slide #24©2007 Nan McKay & Associates
Role of the Property Manager
Good management is multidimensional Excellent customer service Rigorous enforcement of lease Ensuring property is safe and attractive All goals are intertwined with good
financial management
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Slide #25©2007 Nan McKay & Associates
Role of the Property Manager
Maintain the property in excellent condition Keep expenses within budget Explore opportunities for revenue growth
and expense reduction Comply with laws and regulations Provide excellent service to residents Develop budget that reflects above goals
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Slide #26©2007 Nan McKay & Associates
Role of the Property Manager
More responsibility is focused on the property level for economic reasons Property managers’ performance
evaluations will be more closely tied to the performance of the property
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Slide #27©2007 Nan McKay & Associates
Role of the Property Manager
Traditional PHA Role Tenant Selection Leasing Lease Enforcement Notice Serving Evictions Grounds Upkeep
PBM PHA Role Property Performance Marketing Residency Maintenance Human Resource Procurement Risk Management Resident Service Financial
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Slide #28©2007 Nan McKay & Associates
Roles of the Manager
Traditional PHA Role Tenant Selection Leasing Lease Enforcement Notice Serving Evictions Grounds Upkeep
PBM PHA Role Property Performance Marketing Residency Maintenance Human Resource Procurement Risk Management Resident Service Financial
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Slide #29©2007 Nan McKay & Associates
So…What Do the Other Guys Do?
Strategic Planning Setting goals consistent with community
needs Monitoring progress toward those goals Tracking and responding to changing needs
and goals statewide and nationally
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Slide #30©2007 Nan McKay & Associates
So…What Do the Other Guys Do?
Developing PHA policies ACOP, lease, Section 8 administrative plan,
personnel, procurement Tracking civil rights issues to ensure no self-
segregation by housing applicants
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Slide #31©2007 Nan McKay & Associates
So…What Do the Other Guys Do?
Resource Development Grant writing Predevelopment activities Preparation of applications for funding
Low Income Housing Tax Credits, etc.
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Slide #32©2007 Nan McKay & Associates
So…What Do the Other Guys Do?
Procurement Preparing annual blanket solicitations so… Property managers can have materials,
supplies, and equipment shipped to the property
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Slide #33©2007 Nan McKay & Associates
So…What Do the Other Guys Do?
Asset Management Overseeing operation of properties in portfolio
Occupancy trends Intervening before problems become insoluble
Dividing available capital grant funds Leveraging capital fund for debt financing Deciding when properties need revitalization,
demolition, or disposition
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Slide #34©2007 Nan McKay & Associates
So…What Do the Other Guys Do?
Financial Receiving project-level reports and budgets Summing reports in authority-wide
statements Making inter-project financial transfers when
needed
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Slide #35©2007 Nan McKay & Associates
So…What Do the Other Guys Do?
Preparing the monthly board meeting package
Preparing the annual report Submitting annual authority-wide reports Interacting with the local government and
HUD
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Slide #36©2007 Nan McKay & Associates
Definitions of Asset and Property Management
Chart Typical roles
and areas of responsibility
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Slide #37©2007 Nan McKay & Associates
Housing Manager Job Description
Let’s take a brief look at this Job descriptions
may vary Job descriptions
may need to be updated
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Slide #38©2007 Nan McKay & AssociatesEffective Supervision
in the Asset Management
Transition
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Slide #39©2007 Nan McKay & Associates
Role of the Supervisor
Good supervisors are many things to many people: Coach Mentor Advocate for the PHA Advocate for the employees
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Slide #40©2007 Nan McKay & Associates
Role of the Supervisor
Core skills of all supervisors: Problem-solving and decision-making Planning Delegation Basics of internal communication Meeting management Managing yourself
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Slide #41©2007 Nan McKay & Associates
Role of the Supervisor
Good supervisors manage these many roles by Understanding the PHA mission Knowing themselves Following basic supervisory principles
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Slide #42©2007 Nan McKay & Associates
Transition from Employee to Supervisor
Many supervisors receive little or no supervisory training when they take the job
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Slide #43©2007 Nan McKay & Associates
Transition from Employee to Supervisor
Often new supervisors are promoted because of their technical expertise
Supervision may have little to do with that technical expertise
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Slide #44©2007 Nan McKay & Associates
Management, Supervision, and Leadership
These are three different ways of organizing and influencing people
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Slide #45©2007 Nan McKay & Associates
Management, Supervision, and Leadership
Managers get things done through others Plan, organize, direct and coordinate Identifies goals and helps staff achieve them,
and/or helps staff identify their own goals
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Slide #46©2007 Nan McKay & Associates
Management, Supervision, and Leadership
Supervisors’ roles are similar, but usually have fewer staff directly reporting to them and a narrower range of authority
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Slide #47©2007 Nan McKay & Associates
Management, Supervision, and Leadership
Leaders speak about the mission, inspire others, and celebrate achievement These can bring loyalty and commitment A leader is someone with a vision who is able
to articulate that vision A leader is not necessarily a formal position –
some supervisors are leaders, others are not
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Slide #48©2007 Nan McKay & Associates
Myths about Supervision
Supervision is a science Supervisors are technical experts Supervisors make the decisions
The team is essential in decision-making Employees can work alone
Employees work best as part of a team
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Slide #49©2007 Nan McKay & Associates
Competency?
What is a Competency?
Something Someone Knows…
Something SomeoneCan Do
Something Someone can
Do…Repeatedly
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Slide #50©2007 Nan McKay & Associates
Supervisory Competencies
Identifies and adapts leadership style to situations and people
Establishes policies, plans, and priorities Effectively communicates Manages performance of staff Prepares and monitors the budget…
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Slide #51©2007 Nan McKay & Associates
Supervisory Competencies
Monitors programs and evaluates outcomes
Delegates appropriately to get work done through the team
Assesses risks and takes action Self-manages to improve own performance
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Slide #52©2007 Nan McKay & Associates
Supervisory Skills Gives clear and precise verbal direction Writes effective memos, documentation,
and electronic mail Conducts productive and timely meetings Completes accurate and timely reports Participates effectively in disciplinary
actions Delegates appropriately
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Slide #53©2007 Nan McKay & Associates
Effective Supervision
Strategic Planning
Logic Models & Work Plans
Training & Performance Evaluations
Strategic Planning
Job Analysis & Job Descriptions
Quality Control & Reporting
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Slide #54©2007 Nan McKay & Associates
Effective Supervision
Using the vision, mission and goals of the PHA – the PHA Identifies staff
responsibilities Trains and monitors
staff and department progress
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Slide #55©2007 Nan McKay & Associates
Effective Supervision
Leaders work closely together to develop
Vision Mission Goals Strategies
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Slide #56©2007 Nan McKay & Associates
Effective Supervision
Mission and Goals are converted into Strategic PlansLogic modelsWork plansMeasurable performance measures
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Slide #57©2007 Nan McKay & Associates
Effective Supervision
Systems for reporting performance are developedData reviewedResults interpretedDirection adjusted New measures may be created
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Slide #58©2007 Nan McKay & Associates
Supervision Thru
Vision, Mission & Goals
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Slide #59©2007 Nan McKay & Associates
What are Vision Statements
Vision statements Are inspirational Describe the future
As it will look when work is done
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Slide #60©2007 Nan McKay & Associates
Vision Examples
Our vision is…an affordable home for every person
Our vision is…a student in every family
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Slide #61©2007 Nan McKay & Associates
What are Mission Statements
Mission statements Communicate the purpose
of the organization to inside and outside people
Describe what the organization is doing to reach the vision
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Slide #62©2007 Nan McKay & Associates
Why Are Mission Statements Needed?
Provides direction to develop strategy Establishes clarity for major
decisions Identifies the organization to the
community
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Slide #63©2007 Nan McKay & Associates
What are Goals?
Goals are actions and accomplishments the PHA will achieve related directly to the mission
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Slide #64©2007 Nan McKay & Associates
Each PHA…Answers Questions Vision
What will it look like when all the work is finished? Mission
What are we doing to reach that vision? Goals
What do we need to accomplish to reach that vision?
StrategiesWhat methods do we use to reach our goals?
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Slide #65©2007 Nan McKay & Associates
Supervision Thru
Vision, Mission & Goals
Mission and Goals are converted into Strategic PlansLogic modelsWork plansMeasurable performance measures
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Slide #66©2007 Nan McKay & Associates
Supervision Thru
Vision, Mission & Goals Procedure for reporting performance
are developedData reviewedResults interpretedDirection adjusted New measures may be created
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Slide #67©2007 Nan McKay & Associates
Effective Supervision
Strategic Planning
Logic Models & Work Plans
Training & Performance Evaluations
Strategic Planning
Job Analysis & Job Descriptions
Quality Control & Reporting
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Slide #68©2007 Nan McKay & Associates
Staffing and Training
Staffing by strategic plan Determine knowledge, skills and attributes
employees must have Conduct job analysis Develop job descriptions Develop performance standards Hire employees – specific hiring process Train employees in specific and general areas
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Slide #69©2007 Nan McKay & Associates
Staffing and Training
Staffing by strategic plan Determine knowledge, skills and attributes
employees must have Conduct job analysis Develop job descriptions Develop performance standards Hire employees – specific hiring process Train employees in specific and general areas
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Slide #70©2007 Nan McKay & Associates
Staffing and Training
Training is an ongoing commitment Can make a difference between terminating a
nonperforming employee and keeping them an asset
Does on-the-job training accomplish PHA’s goals?
You need to understand the full range of trainings
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Slide #71©2007 Nan McKay & Associates
Major Types of Training
Orientations Workshops Apprenticeships Career counseling Coaching Mentoring Lectures
Continuing courses Distance learning Television Internships Job assignments Job rotations Tutorials
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Slide #72©2007 Nan McKay & Associates
Training Plans
Prepare employees to perform well in their jobs Clear-cut training
goals give direction to employee, supervisor and trainer
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Slide #73©2007 Nan McKay & Associates
Performance Reviews
Prepare in advance Review job description, competencies, and
performance standards for the position Review performance reports and data Record major accomplishments, strengths and
weaknesses Describe behaviors – use examples Describe specific needed improvement
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Slide #74©2007 Nan McKay & Associates
Performance Review Interview
State the goals about exchanging information about performance
Listen to the employee Describe actions needed to improve
Ask employee for suggested action steps Agree on actions and end on positive note
Document the employee’s file
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Slide #75©2007 Nan McKay & Associates
Performance Improvement Plans
Can allow a willing employee to succeed Need may be identified during the
performance review – goals may be set to add, correct, or improve a competency or skill
Plans may include more effort from the employee, more support from the supervisor, and/or training
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Slide #76©2007 Nan McKay & Associates
Performance Improvement Plans
Be sure to: Set specific timelines for the improvement period Set specific and measurable goals Gather accurate data about performance during
the improvement period Monitor effectiveness of training/resources Set additional review dates
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Slide #77©2007 Nan McKay & Associates
Discipline
Discipline is how supervisors correct behavioral problems and make sure staff adheres to rules The purpose is to correct,
not to punish or embarrass
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Slide #78©2007 Nan McKay & Associates
Strategies to Minimize Conflict
Successful supervisors can minimize conflict Avoiding it doesn’t
minimize it – there are tools and strategies you should know and use
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Slide #79©2007 Nan McKay & Associates
Strategies to Minimize Conflict
Make sure job descriptions are up-to-date Regularly review job descriptions Conduct basic and ongoing training Develop procedures for tasks Get regular, written status reports Hold regular meetings Build relationships with all subordinates
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Slide #80©2007 Nan McKay & Associates
Effective Supervision
Strategic Planning
Logic Models & Work Plans
Training & Performance Evaluations
Strategic Planning
Job Analysis & Job Descriptions
Quality Control & Reporting
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Slide #81©2007 Nan McKay & Associates
Quality Control
Remember Quality Control…
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Slide #82©2007 Nan McKay & Associates
Quality Control
Good supervision has to include quality control
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Slide #83©2007 Nan McKay & Associates
Quality Control
QC for key program areas and functions need to be compiled and reported
Data forms baseline which can be measured over time (trend analysis)
Board sets benchmarks for acceptable performance for projects and portfolio
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Slide #84©2007 Nan McKay & Associates
Types of Quality Control
CONTINUOUS
PREVENTIVE PERIODIC
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Slide #85©2007 Nan McKay & Associates
Quality Control
Periodic quality control The PHA should conduct periodic (annually)
reviews of policies, procedures, forms, and a wide scan program areasThis review happens at a higher
management level
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Slide #86©2007 Nan McKay & Associates
Quality Control
Preventive quality control For high-stakes issues that represent potential
risk or large money impact Reviewing cases before court or hearing,
reviewing denials of requests for reasonable accommodation, following up on H&S deficiencies
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Slide #87©2007 Nan McKay & Associates
Quality Control
Continuous quality control This is the only way to conduct effective and
fact-based trend analysis This is done by the front-line supervisor and
upThe supervisor checks the most critical
areas of every staff person – a certain number of files monthly
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Slide #88©2007 Nan McKay & Associates
Quality Control
The QC process PHA needs to carefully select its critical areas
for QC – you can’t check everythingDrill down – tenant files, lease violation
results, documentation, inspection reports PHA must understand what is really going on –
This is not “Business As Usual”
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Slide #89©2007 Nan McKay & Associates
Quality Control
Talk to people to gather data The stated reason for
the problem may not be the root cause
Only when you get to the real problem can you develop a plan
What’s going on?
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Slide #90©2007 Nan McKay & Associates
Staff Productivity
The key to success for any business is staff Properties and
portfolio require multi-skilled and efficient staff
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Slide #91©2007 Nan McKay & Associates
Staff Productivity
Investment in staff development and training is important Target the right development and training
where and to whom needed People need to know what’s expected of
them! Being busy isn’t necessarily being productive
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Slide #92©2007 Nan McKay & Associates
Needed for Staff Productivity
Up-to-date job description Assessment of the KSAs needed by all
positions, measurement of actual KSAs of each employee, and individual plans to close any gaps
Ongoing communication Property performance monitoring, and Performance reviews
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Slide #93©2007 Nan McKay & Associates
Staff Productivity
The property manager, as supervisor, is at the heart of staff productivity Bottom line, not everybody is the same –
different people have different needs and are inspired and motivated by different things
In large surveys about satisfaction in the workplace, the number one is that people want to feel part of the organization, “in the know”
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Slide #94©2007 Nan McKay & Associates
Strategies for Productivity
Recognition goes a long way When folks have done a good job, it helps that
someone noticed Personal growth and development
Promoting an environment that fosters this makes for more productivity
Give folks who want it some authority
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Slide #95©2007 Nan McKay & Associates
Strategies for Productivity
Challenging work Those with this need want to exercise their
talents to attain success Interaction and affiliation
Provide opportunities to work on teams, participate in meetings and in the community
Independence
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Slide #96©2007 Nan McKay & Associates
Strategies for Productivity
Predictability Job security is good, but so is a pleasant,
safe, harassment-free, non-confrontational workplace
Fairness is a motivator Employees feel fulfilled when they do
useful work
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Slide #97©2007 Nan McKay & Associates
Conclusion
Excellent supervision starts with executive management of PHA
Moves thru all levels to front line supervisor and staff…
Take the necessary time and effort. It will pay off in the long run!
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Slide #98©2007 Nan McKay & Associates
Thank you for attending!Here is the Oct – Dec
Lunch ‘n’ Learn Calendar!
Oct 5th Reducing FSS Program Costs Oct 19th Common Rent Calculation Errors Nov 9th Succession Planning Nov 29th FSS Case Management Nov 30th Legislative Update Dec 6th HCV Leasing Activities Dec 7th Effective Property Management Dec 13th Workflow