THE PHA TEAM LET’S DON’T FORGET TO DO OUR JOB Mickey McInnish AAHRA Spring Workshop.

THE PHA TEAMLET’S DON’T FORGET TO DO OUR JOB

Mickey McInnishAAHRA Spring Workshop

A Public Official

• Appointed by and elected official• Ethics issues• Fiduciary issues• Removal from office ??

Now I Have Been Appointed

• What is a housing authority?• Who are the other members of the board?• Why all of the rules. • Why orientation?• What are the dynamics of the board? Roles,

Leaders, Followers, Critics, Supporters?

What Are My Basic Needs

• Bylaws• Budgets• Audits• Major Policies: ACOP, Admin Plan, Personnel,

Procurement, etc.

The Team

• Only the team has the power and authority to act.

• The Executive Director is a member of the team.

• The Director works for the “Board”, not a member of the “Board”.

Team Building

• Retreats• Self Evaluations• Listening skills• Explaining positions on issues• Being friends with other members• Be honest: tell other members when you

agree as well as when you disagree. AND WHY!!

Problem Areas

• Disagreements: don’t carry over to next issue• Respect for all members and employees• Voting Blocks, Cliques• There will be split votes: unanimous not

always the best.• Accept majority or work to negotiate and

change: leave disagreements at the table.

Role of the Board

• Sets policy• Hires director to manage the organization• Achieving the balance of leading and

delegating• Monitoring, receiving reports, asking

questions• Fiduciary duty to HUD

Monitoring and Evaluating

• Short/Long term plans: measurable indicators• Finances: bottom line• Vacancies• Executive Director• Health of the authority• What will make us better?• Become an advocate for the agency

Policies

• How do we develop?• Need for action. Broad or narrow? Policy or

procedure? • Facts gathered• Issues deliberated• Policy written• Reviewed regularly• Watch for unintentional consequences

MOTOR VEHICLES

• Do we have a policy?• What are some problems with private use of

vehicles?• Liability issues• IRS issues and reporting

CREDIT CARDS

• Do we have a policy?• Who tracks?• What paperwork is required?• Who monitors and reports?• Personal use: ok to just repay?

The Director

• Helps the board do its job• Implements policies and reports• Responsible for day-to-day operations• Represents the organization• Hires, disciplines, supervises, educates,

evaluates and promotes/demotes employees• Manages the finances• REPORTS TO BOARD: ACCURATE REPORTS

Board and ED Relationship

• ED duty to Board• Part of the board team• Reports: not only reports as requested, but

anything he/she thinks relevant to overall operation of authority

ED has one boss: the full board.

Relationship Continued

• Board has only one employee: the ED• Watch for trouble in getting involved with

management• Reports from residents, other employees• What do I do to stay out of trouble?• But what if serious allegation made about the

ED?

Staff Relationships

• Chain of Command• Don’t allow staff to “short circuit” the chain• Remind staff about proper channels for

making complaints or grievances• Watch out for “witch hunts”

Grievances/Complaints

• Have a policy for reporting• Have a policy for discrimination, retaliation,

protected communications• Investigation and disposition: ED responsible

except for allegations against him/her• Let the ED know about any concerns or

complaints that come directly to you other than against him/her

• Let ED handle the problem !!!

Staff Recognition

• Board should be concerned about the staff• And give recognition to the staff: attaboys

Board Meetings

• Team is responsible for good meetings• Prepare• Attend• Be on time• Take part• Work together• Work toward compromise

The Meeting

• Begin on time• Let someone know if you will not be there• Stick to the agenda• Don’t use the meeting as a soapbox• Staff present?• Attorney present?• Open Meetings Law

Reports

• What do we need?• When do we want them?• Privacy and confidential information issues

Staff Involvement

• Who do we need?• Ask for reports in advance• Consider a cut-off for questions: noon on

Friday, etc???• Issues: overtime, preparation, etc.

The Agenda

• How generated?• Add-on items, deletions• What do we do about public comments?• What action should the chair take?• Look in Bylaws

Public Comments

• Have on agenda• Sign up sheet• Action taken• Time limit• Why wait until board meeting to talk about

grass cutting and weeds?

Becoming and Remaining Successful

• Know your policies• Be ethical• Make other members successful• Check legal papers: cooperation agreement,

Bylaws, Incorporation, ACC, Proof of Insurance

Working with New Members

• Orientation• Answer questions• Make him/her productive ASAP

Planning with Staff

• Board retreat• Budget planning• Ideas• Policy needs• Getting input and LISTEN• Five year and Annual Plans

A Crisis Develops

• HUD letters• Lawsuits• Media issues• Bad publicity• WHAT DO WE DO?

Who is the Official Spokesperson?

• Who is it?

• What do I say?

• Who do I notify?

• What is the “chain”

Staying Informed

• Legal reports: executive sessions?• Insurance issues: working with the company• Know your strategy• Let ED know what you really do need to be

successful

Board Self Appraisals

• Do we need one?

• Separate program !!!!!

If Things Go South !!

• What do I do?• What can I do?• What should I do?

Conclusion

• Be a “TEAM”• Listen• Be individuals, but collective• Negotiate and compromise• Act of the majority is the act of the board• Watch for ethics• “Appearance of impropriety”• Enjoy your service.