slide #1 © 2007 nan mckay & associates supervision & the transition to asset management...

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


The Transition to Asset Management


Effective Supervision

Strategic Planning

Logic Models & Work Plans

Training & Performance Evaluations

Strategic Planning

Job Analysis & Job Descriptions

Quality Control & Reporting



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



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



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



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



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



What is Asset Management? Asset management is the art of combining

the management of the property and its financial aspects



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



Asset management Centralized services tailored to needs of

portfolio as a whole Meeting the goals of the PHA and the

community

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



Management Asset Management Planning Event

HUD could help by streamliningPIC reportingAnnual PlansPHASAdmin of HUD required wagesHUD management reviews



Management

Management review that is substantially equivalent to Multifamily portfolio

Asset Management Newsletter March 2007



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



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?



Management Housing Commission of Anne Arundel

County Maryland Maintained same staff numbers Staff responsibilities changed

More responsibility forProperty ManagersMaintenance staff



Management Housing Commission of Anne Arundel County Maryland

Property Managers liked new roleMaintenance BudgetProcurement

Needed assurance they would receive training



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



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”


Key Supervisory Positions

Property Manager Asset Manager Maintenance Supervisor


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



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



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



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



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


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


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



Developing PHA policies ACOP, lease, Section 8 administrative plan,

personnel, procurement Tracking civil rights issues to ensure no self-

segregation by housing applicants



Resource Development Grant writing Predevelopment activities Preparation of applications for funding

Low Income Housing Tax Credits, etc.



Procurement Preparing annual blanket solicitations so… Property managers can have materials,

supplies, and equipment shipped to the property



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



Financial Receiving project-level reports and budgets Summing reports in authority-wide

statements Making inter-project financial transfers when

needed



Preparing the monthly board meeting package

Preparing the annual report Submitting annual authority-wide reports Interacting with the local government and

HUD


Definitions of Asset and Property Management

Chart Typical roles

and areas of responsibility


Housing Manager Job Description

Let’s take a brief look at this Job descriptions

may vary Job descriptions

may need to be updated

Slide #38©2007 Nan McKay & AssociatesEffective Supervision

in the Asset Management

Transition


Role of the Supervisor

Good supervisors are many things to many people: Coach Mentor Advocate for the PHA Advocate for the employees



Core skills of all supervisors: Problem-solving and decision-making Planning Delegation Basics of internal communication Meeting management Managing yourself



Good supervisors manage these many roles by Understanding the PHA mission Knowing themselves Following basic supervisory principles


Transition from Employee to Supervisor

Many supervisors receive little or no supervisory training when they take the job


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


Management, Supervision, and Leadership

These are three different ways of organizing and influencing people



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



Supervisors’ roles are similar, but usually have fewer staff directly reporting to them and a narrower range of authority



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


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


Competency?

What is a Competency?

Something Someone Knows…

Something SomeoneCan Do

Something Someone can

Do…Repeatedly


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…


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


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



Strategic Planning



Strategic Planning





Using the vision, mission and goals of the PHA – the PHA Identifies staff

responsibilities Trains and monitors

staff and department progress



Leaders work closely together to develop

Vision Mission Goals Strategies



Mission and Goals are converted into Strategic PlansLogic modelsWork plansMeasurable performance measures



Systems for reporting performance are developedData reviewedResults interpretedDirection adjusted New measures may be created


Supervision Thru

Vision, Mission & Goals


What are Vision Statements

Vision statements Are inspirational Describe the future

As it will look when work is done


Vision Examples

Our vision is…an affordable home for every person

Our vision is…a student in every family


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


Why Are Mission Statements Needed?

Provides direction to develop strategy Establishes clarity for major

decisions Identifies the organization to the

community


What are Goals?

Goals are actions and accomplishments the PHA will achieve related directly to the mission


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?


Supervision Thru

Vision, Mission & Goals

Mission and Goals are converted into Strategic PlansLogic modelsWork plansMeasurable performance measures


Supervision Thru

Vision, Mission & Goals Procedure for reporting performance

are developedData reviewedResults interpretedDirection adjusted New measures may be created



Strategic Planning



Strategic Planning




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



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



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


Major Types of Training

Orientations Workshops Apprenticeships Career counseling Coaching Mentoring Lectures

Continuing courses Distance learning Television Internships Job assignments Job rotations Tutorials


Training Plans

Prepare employees to perform well in their jobs Clear-cut training

goals give direction to employee, supervisor and trainer


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


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


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


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


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


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


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



Strategic Planning



Strategic Planning




Quality Control

Remember Quality Control…


Quality Control

Good supervision has to include quality control


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


Types of Quality Control

CONTINUOUS

PREVENTIVE PERIODIC


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


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


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


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”


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?


Staff Productivity

The key to success for any business is staff Properties and

portfolio require multi-skilled and efficient staff


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


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


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”


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



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



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


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!


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

slide #1 © 2007 nan mckay & associates supervision & the transition to asset management...

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