strategic plan 020911

HABD MISSION AND GUIDING PRINCIPLES

2011 – 2016

Strategic Plan

SAN FRANCISCO

HOUSING

AUTHORITY

MESSAGE FROM THE EXECUTIVE DIRECTOR

San Francisco Housing Authority

Strategic Plan: 2011 - 2016

PLACE HOLDER – NEED INFORMATION FROM SFHA

SFHA Board of Commissioners

SFHA Executive Team

Henry A. Alvarez III

Executive Director

TABLE OF CONTENTS



MESSAGE FROM THE EXECUTIVE DIRECTOR ...........................................................................2

INTRODUCTION .......................................................................................................................3

SFHA MISSION AND GUIDING PRINCIPLES ...........................................................................4

2011 – 2016 STRATEGIC GOALS ............................................................................................7

STRATEGIC PLAN ......................................................................................................................8

GOAL 1 ....................................................................................................................8

GOAL 2 ....................................................................................................................9

GOAL 3 ................................................................................................................. 10

GOAL 4 ................................................................................................................. 11

GOAL 5 ................................................................................................................. 13

GOAL 6 ................................................................................................................. 15

GOAL 7 ................................................................................................................. 17

GOAL 8 ................................................................................................................. 18

SAMPLE COMMITMENT MEMO .............................................................................................. 19

TIMELINE ................................................................................................................................. 20

INTRODUCTION



To promote creative brainstorming for developing fresh ideas on

transforming public housing from “housing of last resort” into “housing

of choice” and to increase and improve the supply of low income and

affordable housing.

PLANNING OBJECTIVE

PLANNING FRAMEWORK

In May 2010, the Board of Commissioners and the Executive Director of the San Francisco

Housing Authority (SFHA) determined that their Strategic Plan needed to be updated to

continue with their vision of becoming a high performance organization, promoting innovation

and accountability, and sustaining progress. In efforts to update this plan, emphasis was placed

on including people and obtaining input from all stakeholders. The inclusive approach was

based on conducting three separate facilitated visioning and planning sessions. During these

sessions, input from staff and Board members was obtained through a number of structured

brainstorming exercises. The plan’s foundation was established based on the detailed feedback

obtained from these sessions.

The purpose of updating SFHA’s Strategic Plan is to outline SFHA’s mission, core goals, and to

develop a high level roadmap for achieving these goals over the next 5 years. More specifically,

the initial planning retreat sought to:

– Facilitate a roundtable discussion among management

– Establish an identity for SFHA

– Initiate open and active participation

– Promote candid feedback

– Generate ideas, analyses and recommendations

– Develop 5-year strategies with focus on years 1 & 2

– Align business operations with the mission of SFHA

– Encourage team collaboration and commitment

As a result of the retreat, SFHA’s Planning Team developed several meaningful products,

including the creation of:

A new and improved mission statement for the Authority

Realistic goals and actionable strategies to be achieved over the next 5 years, as covered

in this plan.

SFHA MISSION AND GUIDING PRINCIPLES



•We develop our external relationships and facilitate accountability among all partners to achieve our mandate and mission.

•We strengthen and leverage our membership in the broad public housing industry.

Strategic and Collaborative Partnerships

•We educate all our customers, partners and other stakeholders on the value and importance of public housing.

•We ensure effective organizational communication, information accessibility, and transparency throughout the Authority that would facilitate alignment and success of all our programs and services.

Effective Communication and Education

•We continue to leverage existing and emerging technologies that increase agency accountability, effectiveness and efficiency.

•We ensure that technology adoption and use is consistent across all departments to further strengthen the Authority’s internal capacity.

Maximizing Technology

The mission of the SFHA is to deliver safe and decent housing for low

income households and integrate economic opportunities for residents.

SFHA MISSION

The guiding principles outlined on the following pages represent values that govern the actions

of all SFHA staff members and establish standards of public stewardship. Management and staff

articulated these values and principles as a result of their own analyses and aspirations for a

renewed SFHA.

SFHA MISSION AND GUIDING PRINCIPLES



•We dedicate ourselves to assist and engage our residents to be self-sufficient and voluntary move out of public and subsidized housing

•We conduct our business with customer-oriented and responsive service delivery systems focused on all customers and stakeholders.

Customer Focus

•We demonstrate consistent organizational and personal commitment to customer service

and our Authority’s mission.

•We practice uncompromising ethical practices and integrity through clearly established and

observed policies and procedures and a strong fiscal and control framework.

Commitment, Integrity and Accountability

•We rely on strong leadership across the Authority that motivates excellence in employee

and team performance.

•We foster creativity, initiative and synergy.

•We ensure alignment of performance expectations, outcomes and measures.

Excellence in Performance

•We foster trust that recognizes capability, promotes accountability and responsiveness, and

empowers employees to become effective performers.

•We foster a caring and nurturing environment across the organization that further builds

internal capacity and a motivated workforce

Empowerment and Trust

2011 ― 2016 STRATEGIC GOALS



• Expand the Supply of Assisted Housing

Goal 1

• Improve the Quality of Assisted Housing

Goal 2

• Increase Assisted Housing Choices

Goal 3

• Provide a Safe and Improved Living Environment

Goal 4

• Promote Self-Sufficiency and Asset Development of Assisted Households

Goal 5

• Promote Equal Opportunity and Affirmatively Further Fair Housing

Goal 6

• Improve and Deliver Quality Customer Service

Goal 7

• Become a "High Performing" Agency by Improving Operations in All Areas

Goal 8

This Strategic Plan has been built upon certain assumptions that have translated into eight core

goals. These core goals are the impetus for the hard work that must take place to produce new

units, preserve existing units, improve the quality of our work, and monitor the integrity of our

actions. The strategies developed to provide the framework for the transformational activities

are identified in the next section of this plan.

STRATEGIC PLAN



Goal 1: Expand the Supply of Assisted Housing

Strategy 1: Apply for additional rental vouchers and special purpose rental vouchers as they

become available.

Strategy 2: Reduce public housing vacancies to less than 3%.

1. Develop an improved business process for waitlist management

2. Develop an advanced quality enhancement program for challenged properties

3. Create and administer a senior leadership evaluation of a unified waitlist and

potential Public Housing / Section 8 split

Strategy 3: Leverage private and other public funds to create additional housing

opportunities, including HOPE VI, Choice Neighborhoods, TRA and Section 8

Project-based Vouchers.

1. Identify new private and public funding opportunities that incorporate tax

credits and energy savings

Strategy 4: Acquire sites or buildings where opportunities exist.

Strategy 5: Add affordable and market rate housing where density permits at HOPE SF and

at family and elderly/disabled public housing units.

Strategy 6: Partner with affordable housing developers.

STRATEGIC PLAN



Goal 2: Improve the Quality of Assisted Housing

Strategy 1: Improve public housing management scores.

1. Document how the waitlist is managed and indicate areas for potential

efficiency

2. Develop an inventory of vacant units

3. Collect past resident surveys and distribute finding to management to

evaluate resident feedback on public housing units

Strategy 2: Improve voucher management (SEMAP scores) through the reorganization of the

Section 8 department.

1. Improve current Section 8 Project-based Voucher Program by studying and

benchmarking how other housing authorities utilize vouchers

Strategy 3: Partner with housing developers, non-profit community and supportive service

organizations and city agencies to rebuild public housing sites and provide

services to residents.

1. Develop Marketability Plan by using existing information related to resident

preferences

2. Survey property managers to identify programs and services that can help

enhance residents’ quality of life

3. Develop an inventory of non-profit organizations that provide services

identified by property managers

STRATEGIC PLAN



Goal 3: Increase the Types of Assisted Housing Choices

Strategy 1: Continue to provide voucher mobility counseling.

Strategy 2: Conduct outreach efforts to potential voucher landlords.

1. Create a branding initiative to reach out to new, existing, and potential

landlords

2. Develop an improved marketing strategy to make programs appealing

3. Inform the public about opportunities at SFHA by distributing newsletters to

stakeholder groups and conducting Town Hall Meetings

4. Advertise information about opportunities at SFHA via television spots and

commercials

Strategy 3: Maximize voucher payment standards.



Strategy 4: Utilize Voucher Homeownership in conjunction with comprehensive

revitalization, infill housing, and partnerships with community – based

organizations, city agencies, FSS, and other homeownership programs.




commercials

Strategy 5: Use Section 8 Project-based Voucher Program assistance in conjunction with

public housing revitalizations efforts to increase supply of housing units.



Strategy 6: Utilize to the fullest extent possible the Section 8 Project-based Voucher

Programs

1. Improve current Section 8 Project-based Voucher Program by studying and benchmarking how other housing authorities utilize vouchers

2. Develop an improved marketing strategy to make programs appealing




commercials

STRATEGIC PLAN



Strategy 1: Where necessary, install security cameras in and around public housing sites.

1. Assess present distribution and quality of security cameras

Strategy 2: Partner with the San Francisco Police Department in implementing community

policing strategies, such as neighborhood watch groups, at public housing sites.

1. Work with public safety stakeholders to develop an law enforcement

initiative to increase security around SFHA properties

Strategy 3: De-concentrate poverty at lower density developments by replacing the public

housing and adding housing for households with a range of incomes, adding other

ancillary non-residential uses and creating mixed-income, mixed-use

communities.

1. Implement income targeting to de-concentrate poverty in particular housing

units

Strategy 4: Lease vacant units more quickly.

1. Develop an inventory of vacant units

Strategy 5: Develop better one-on-one relationships with communities surrounding family

and senior housing sites.

1. Work with property managers to identify key neighborhood stakeholders for

each SFHA property

Strategy 6: Establish “tip” line specifically for SFHA residents.

Strategy 7: Partner with the City of San Francisco’s Department of Public Works to develop

neighborhood beautification projects, community gardens, and quicker removal

of graffiti.

1. Work with public safety stakeholders to develop an law enforcement

initiative to increase security around SFHA properties

2. Increase SFHA attendance / involvement in civic and philanthropic

organizations (i.e., SAFE, Police Departments, and Fire Departments)

Goal 4: Provide a Safe and Improved Living Environment

STRATEGIC PLAN



Strategy 8: Improve lighting and build visual corridors to increase visibility in new

developments.

1. Assess present quality of lighting and visibility throughout developments

Strategy 9: Implement maintenance and property management energy conservation

measures.

Strategy 10: Negotiate better rates with utility and water providers.

Strategy 11: Provide resident training on energy conservation and Energy Star products.

Strategy 12: Encourage energy efficiency in the design and construction of HOPE VI and

public housing sites being redeveloped.

Strategy 13: Install recycling centers at various public housing family developments.

Strategy 14: Increase availability of sports and other extracurricular activities for residents.

Goal 4: Provide a Safe and Improved Living Environment

STRATEGIC PLAN



Strategy 1: Create and establish partnerships with technology companies to increase

resident proficiency and access to technology and internet, in particular, provide

support to the deployment and execution of the City of San Francisco’s free

wireless access initiative.

1. Create an external initiatives “working group” to organize potential external

partnerships and initiatives

2. Advertise information about available resident services to increase

participation

3. Target training programs for SFHA residents

Strategy 2: Identify resources for employment training grants and opportunities and provide

a venue for residents to participate in trainings.

4. Provide technology training and education to resident employees

5. Create a Grants.gov profile and refine search parameters to include

opportunities that funding partners might also pursue

6. Identify which grants the City of San Francisco is pursuing and which grants

the City has secured

7. Identify and reach out to City and County programs that can provide

services to SFHA residents

Strategy 3: Promote training certification and degree programs, including GED preparation,

for residents.

1. Assist in the organization and facilitation of career workshops for residents


participation

3. Identify educational resources to provide to SFHA residents


Strategy 4: Provide job search workshops for residents.

1. Assist in the organization and facilitation of career workshops for residents


participation

3. Identify educational resources to provide to SFHA residents


Goal 5: Promote Household Self-Sufficiency and Asset Development

STRATEGIC PLAN



Goal 5: Promote Household Self-Sufficiency and Asset Development

Strategy 5: Provide or attract supportive services to increase independence for elderly or

families with disabilities.

1. Contact HHS, specifically Administration on Aging to discuss what programs

are available to elderly residents and/or families with disabilities

Strategy 6: Identify and implement programs with community based partners that can

promote self-sufficiency, including first time homeownership opportunities for

low income families.

1. Create an external initiatives “working group” to organize potential external

partnerships and initiatives

2. Identify and connect residents with service providers who can facilitate

readiness programs

3. Contact Workforce Investment Board for inventory of corporations and

businesses that provide job training, have corporate outreach programs, or

offer free capacity-building opportunities for residents

Strategy 7: Subscribe to Speaker Pelosi’s monthly grant newsletter. Apply for all applicable

grants, in particular SuperNOFA and Ross grants.

1. Create a Grants.gov profile and refine search parameters to include

opportunities that funding partners might also pursue

2. Identify which grants the City of San Francisco is pursuing and which grants

the City has secured

3. Identify and reach out to City and County programs that can provide

services to SFHA residents

Strategy 8: Utilize Section 3 goals and the SFHA 25% resident hire policy to provide more

employment opportunities for public housing residents. In particular, consider

hiring and training community residents to service as computer lab managers.



participation

3. Develop a Resident Volunteer Program for those residents interested in

volunteering with SFHA

STRATEGIC PLAN



Strategy 1: Undertake affirmative measures to ensure access to assisted housing regardless

of race, color, religion, national origin, sex, familial status, and disability.

1. Develop a brand recognition of the SFHA Ombudsperson, including the

development of a mission statement

2. Implement process for periodically reviewing equal opportunity policies

Strategy 2: Undertake affirmative measures to provide a suitable living environment for

families living in assisted housing regardless of race, color, religion, national

origin, sex, familial status, and disability.




Strategy 3: Undertake affirmative measures to ensure accessible housing to persons with all

varieties of disabilities regardless of unit size required.




Strategy 4: Respond to residents and applicants relating to possible discrimination-based

incidents and the implementation of procedures for addressing allegations of

incidents with a perceived or actual discriminatory dimension.




Strategy 5: Investigate allegations of discrimination based on sexual orientation.

Goal 6: Promote Equal Opportunity and Affirmatively

Further Fair Housing

STRATEGIC PLAN



Goal 6: Promote Equal Opportunity and Affirmatively

Further Fair Housing

Strategy 6: Educate staff, landlords, tenants, and vendors on affirmative action and other

laws regarding discrimination.

1. Determine if published polices are current and available to all staff

2. Educate all SFHA staff on policies

3. Determine if policies need to be clarified in order for employees to

determine acceptable behaviors related to equal opportunity


Strategy 7: Implement the Limited English Proficiency Plan that will guide SFHA in providing

language services to clients whose native language is not English.

1. Establish needs, expectations and performance measurements on bilingual

staff

STRATEGIC PLAN



Goal 7: Improve and Deliver Quality Customer Service

Strategy 1: Deploy an Internet Kiosk, which will provide easy access to data pertinent to

clients on Section 8, Public Housing and other services provided by the SFHA.

Strategy 2: Provide customer service training for SFHA employees.

1. Assist in the planning and facilitation of staff customer service training

2. Establish needs, expectations and performance measurements on customer

service

STRATEGIC PLAN



Goal 8: Become a "High Performing" Agency by

Improving Operations in All Areas

Strategy 1: Conduct monthly and quarterly management meetings with SFHA staff to assess

progress on individual goals and strategies.

1. Develop “Strategy Teams” to lead goals and implement strategies

2. Prioritize goals and strategies and establish needs, expectations and

performance measurements for each Strategy Team

3. Develop individualized Commitment Memos to increase accountability,

promote ownership and maintain momentum for the achievement of all goals

(Example attached in the following section.)

SAMPLE COMMITMENT MEMO



TIMELINE



Goal Strategy Sub

Strategy Description of Strategy/Initiative

Project

Owner

Target

Completion

1 Expand the Supply of Assisted Housing

A Apply for additional rental vouchers and special purpose rental

vouchers as they become available.

B Reduce public housing vacancies to less than 3%.

a. Develop an improved business process for waitlist

management.

February 2011

b. Develop an advanced quality enhancement program for

challenged properties.

March 2011

c.

Create and administer a senior leadership evaluation of a

unified waitlist and potential Public Housing / Section 8

split.

March 2011

C

Leverage private and other public funds to create additional

housing opportunities, including HOPE VI, Choice

Neighborhoods, TRA and Section 8 Project-based Vouchers.

a. Identify new private and public funding opportunities that

incorporate tax credits and energy savings.

March 2011

D Acquire sites or buildings where opportunities exist.

E

Add affordable and market rate housing where density permits

at HOPE SF and at family and elderly/disabled public housing

units.

F Partner with affordable housing developers.

TIMELINE



Goal Strategy Sub


Project

Owner

Target

Completion

2 Improve the Quality of Assisted Housing

A Improve public housing management scores.

a. Document how the waitlist is managed and indicate

areas for potential efficiency

February 2011

b. Develop an inventory of vacant units February 2011

c.

Collect past resident surveys and distribute finding to

management to evaluate resident feedback on public

housing units

February 2011

B Improve voucher management (SEMAP scores) through

the reorganization of the Section 8 department.

a.

Improve current Section 8 Project-based Voucher

Program by studying and benchmarking how other

housing authorities utilize vouchers

May 2011

C

Partner with housing developers, non-profit community

and supportive service organizations and City agencies to

rebuild public housing sites and provide services to

residents.

a. Develop Marketability Plan by using existing

information related to resident preferences

April 2011

b. Survey property managers to identify programs and

services that can help enhance residents’ quality of life

April 2011

c. Develop an inventory of non-profit organizations that

provide services identified by property managers

May 2011

TIMELINE



Goal Strategy Sub


Project

Owner

Target

Completion

3 Increase the Types of Assisted Housing Choices

A Continue to provide voucher mobility counseling.

B Conduct outreach efforts to potential voucher landlords.

a. Create a branding initiative to reach out to new, existing,

and potential landlords

March 2011

b. Develop an improved marketing strategy to make

programs appealing

March 2011

c.

Inform the public about opportunities at SFHA by

distributing newsletters to stakeholder groups and

conducting Town Hall Meetings

May 2011

d. Advertise information about opportunities at SFHA via

television spots and commercials

May 2011

C Maximize voucher payment standards.

a.

Improve current Section 8 Project-based Voucher Program

by studying and benchmarking how other housing

authorities utilize vouchers

May 2011

D

Utilize Voucher Homeownership in conjunction with

comprehensive revitalization, infill housing, and partnerships with

community – based organizations, city agencies, FSS, and other

homeownership programs.

a.




May 2011

b. Advertise information about opportunities at SFHA via


May 2011

E

Use Section 8 Project-based Voucher Program assistance in

conjunction with public housing revitalizations efforts to increase

supply of housing units.

a.




May 2011

F Utilize to the fullest extent possible the Section 8 Project-based

Voucher Programs

a.




May 2011

b. Develop an improved marketing strategy to make programs

appealing

March 2011

c.




May 2011

d. Advertise information about opportunities at SFHA via


May 2011

TIMELINE



Goal Strategy Sub


Project

Owner

Target

Completion

4 Provide a Safe and Improved Living Environment

A Where necessary, install security cameras in and around public

housing sites.

a. Assess present distribution and quality of security cameras June 2011

B

Partner with the San Francisco Police Department in

implementing community policing strategies, such as

neighborhood watch groups, at public housing sites.

a.

Work with public safety stakeholders to develop an law

enforcement initiative to increase security around SFHA

properties

January 2011

C

De-concentrate poverty at lower density developments by

replacing the public housing and adding housing for households

with a range of incomes, adding other ancillary non-residential

uses and creating mixed-income, mixed-use communities.

a. Implement income targeting to de-concentrate poverty in

particular housing units Mach 2011

D Lease vacant units more quickly.

a. Develop an inventory of vacant units February 2011

E Develop better one-on-one relationships with communities

surrounding family and senior housing sites.

a. Work with property managers to identify key

neighborhood stakeholders for each SFHA property February 2011

F Establish “tip” line specifically for SFHA residents.

G

Partner with the City of San Francisco’s Department of Public

Works to develop neighborhood beautification projects,

community gardens, and quicker removal of graffiti.

a.

Work with public safety stakeholders to develop an law

enforcement initiative to increase security around SFHA

properties

January 2011

b.

Increase SFHA attendance / involvement in civic and philanthropic

organizations (i.e., SAFE, Police Departments, and Fire

Departments)

January 2011

H Improve lighting and build visual corridors to increase visibility in

new developments.

a. Assess present quality of lighting and visibility throughout

developments June 2011

TIMELINE



Goal Strategy Sub


Project

Owner

Target

Completion

4 Provide a Safe and Improved Living Environment

I Implement maintenance and property management energy

conservation measures.

J Negotiate better rates with utility and water providers.

K Provide resident training on energy conservation and Energy

Star products.

L Encourage energy efficiency in the design and construction of

HOPE VI and public housing sites being redeveloped.

M Install recycling centers at various public housing family

developments.

N Increase availability of sports and other extracurricular

activities for residents.

TIMELINE



Goal Strategy Sub


Project

Owner

Target

Completion

5 Promote Household Self-Sufficiency and Asset Development

A

Create and establish partnerships with technology companies

to increase resident proficiency and access to technology and

internet, in particular, provide support to the deployment

and execution of the City of San Francisco’s free wireless

access initiative.

a. Create and external initiatives “working group” to

organize potential external partnerships and initiatives May 2011

b. Advertise information about available resident services

to increase participation July 2011

c. Target training programs for SFHA residents April 2011

B

Identify resources for employment training grants and

opportunities and provide a venue for residents to participate

in trainings.

a. Provide technology training and education to resident

employees April 2011

b.

Create a Grants.gov profile and refine search

parameters to include opportunities that funding

partners might also pursue

January 2011

c. Identify which grants the City of San Francisco is

pursuing and which grants the City has secured

February 2011 -

Ongoing

d. Identify and reach out to City and County programs

that can provide services to SFHA residents

March 2011 -

Ongoing

C Promote training certification and degree programs,

including GED preparation, for residents.

a. Assist in the organization and facilitation of career

workshops for residents March 2011



c. Identify educational resources to provide to SFHA

residents March 2011

d. Target training programs for SFHA residents April 2011

D Provide job search workshops for residents.

a. Assist in the organization and facilitation of career

workshops for residents March 2011



c. Identify educational resources to provide to SFHA

residents March 2011

d. Target training programs for SFHA residents April 2011

TIMELINE



Goal Strategy Sub


Project

Owner

Target

Completion

5 Promote Household Self-Sufficiency and Asset Development

E Provide or attract supportive services to increase

independence for elderly or families with disabilities.

a.

Contact HHS, specifically Administration on Aging to

discuss what programs are available to elderly residents

and/or families with disabilities

March 2011

F

Identify and implement programs with community based

partners that can promote self-sufficiency, including first time

homeownership opportunities for low income families.

a. Create an external initiatives “working group” to organize

potential external partnerships and initiatives May 2011

b. Identify and connect residents with service providers who

can facilitate readiness programs March 2011

c.

Contact Workforce Investment Board for inventory of

corporations and businesses that provide job training, have

corporate outreach programs, or offer free advice

opportunities for residents

March 2011

G

Subscribe to Speaker Pelosi’s monthly grant newsletter. Apply

for all applicable grants, in particular SuperNOFA and Ross

grants.

a.

Create a Grants.gov profile and refine search parameters

to include opportunities that funding partners might also

pursue

January 2011

b. Identify which grants the City of San Francisco is pursuing

and which grants the City has secured

February 2011 -

Ongoing

c. Identify and reach out to City and County programs that

can provide services to SFHA residents

March 2011 -

Ongoing

H

Utilize Section 3 goals and the SFHA 25% resident hire policy

to provide more employment opportunities for public housing

residents. In particular, consider hiring and training community

residents to service as computer lab managers.

a. Target training programs for SFHA residents April 2011

b. Advertise information about available resident services to

increase participation July 2011

c. Develop a Resident Volunteer Program for those residents

interested in volunteering with SFHA March 2011

TIMELINE



Goal Strategy Sub


Project

Owner

Target

Completion

6 Promote Equal Opportunity and Affirmatively Further Fair Housing

A

Undertake affirmative measures to ensure access to assisted

housing regardless of race, color, religion, national origin, sex,

familial status, and disability.

a. Develop a brand recognition of the SFHA Ombudsperson,

including the development of a mission statement January 2011

b. Implement process for periodically reviewing equal

opportunity policies March 2011

B

Undertake affirmative measures to provide a suitable living

environment for families living in assisted housing regardless of

race, color, religion, national origin, sex, familial status, and

disability.





C

Undertake affirmative measures to ensure accessible housing

to persons with all varieties of disabilities regardless of unit size

required.





D

Respond to residents and applicants relating to possible

discrimination-based incidents and the implementation of

procedures for addressing allegations of incidents with a

perceived or actual discriminatory dimension.





TIMELINE



Goal Strategy Sub


Project

Owner

Target

Completion

6 Promote Equal Opportunity and Affirmatively Further Fair Housing

E Investigate allegations of discrimination based on sexual

orientation.

F Educate staff, landlords, tenants, and vendors on affirmative

action and other laws regarding discrimination.

a. Determine if published polices are current and available to

all staff January 2011

b. Educate all SFHA staff on policies March 2011

c.

Determine if policies need to be clarified in order for

employees to determine acceptable behaviors related to

equal opportunity

March 2011

d. Implement process for periodically reviewing equal


G

Implement the Limited English Proficiency Plan that will guide

SFHA in providing language services to clients whose native

language is not English.

a. Establish needs, expectations and performance

measurements on bilingual staff March 2011

TIMELINE



Goal Strategy Sub


Project

Owner

Target

Completion

7 Improve and Deliver Quality Customer Service

A

Deploy an Internet Kiosk, which will provide easy access to

data pertinent to clients on Section 8, Public Housing and

other services provided by the SFHA.

B Provide customer service training for SFHA employees.

a. Assist in the planning and facilitation of staff customer

service training March 2011

b. Establish needs, expectations and performance

measurements on customer service April 2011

Goal Strategy Sub


Project

Owner

Target

Completion

8 Become a "High Performing" Agency by Improving Operations in All Areas

A

Conduct monthly and quarterly management meetings with

SFHA staff to assess progress on individual goals and

strategies.

a. Develop “Strategy Teams” to lead goals and implement

strategies February 2011

b.

Prioritize goals and strategies and establish needs,

expectations and performance measurements for each

Strategy Team

March 2011

c.

Develop individualized Commitment Memos to increase

accountability, promote ownership and maintain

momentum for the achievement of all goals

March 2011

strategic plan 020911

Documents

public housing

affordable housing

housing of choice

strategic goals

sfha mission

planning sessions

guiding principles

habd mission