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BOARD OF COMMISSIONERS TRAINING
U. S. DEPT OF HOUSING AND URBAN DEVELOPMENT
The Executive Director’s Role
SEPTEMBER 2007
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I. The Commissioner’s Role
II. The Executive Director’s RoleIII. Program ManagementIV. Financial Operations and OversightV. Physical Facilities and MaintenanceVI. Procurement and Contracting OverviewVII. Preventing and Resolving Audit FindingsVIII. Performance Measures
PHAS, MASS, FASS, PASS, SEMAP IX. Conducting an Effective Board MeetingX. Emergency and Disaster Preparedness
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The Executive Director’s RoleIntroduction
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
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The Executive Director’s RoleIntroduction
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.
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The Executive Director’s RoleIntroduction
The Executive Director [ED] is: 1. Delegated operational authority by the
Board
2. Accountable for HA operations 1. Board of Directors2. Federal, state and local law compliance3. Program regulation compliance4. Sound business management5. 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
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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
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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.
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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
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1. Delegated Operational Authority
The Board is fully accountable for all actions performed or
not performed using its delegated authority.
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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.
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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
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2. Accountability
“Be careful what you ask for
because you might get it”
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2. Accountability
The ED is accountable for everything!
The ED is accountable to everyone!
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2. Accountability
The scope of the ED’s accountabilityis as wide ranging as his operational authority.
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2. Accountability
Accountability is:
multi-directional - not a two way process
simultaneous and not always sequential
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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
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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
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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.
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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
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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
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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
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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
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4. Responsibility
The ED’s primary responsibility is the:
PROVISION OF DECENT, SAFE AND SANITARY HOUSING
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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
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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
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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
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4. Responsibility
Management/operation of the HC
This includes everything!
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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
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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
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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
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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
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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
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4. Responsibility
HA Representation and Advocacy Community Relations Media Relations Groups represented
Resident HA Staff General public Federal, state and local government
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4. Responsibility
The ED is always “on duty”!
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4. Responsibility
The ED is responsible for everything!
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4. Responsibility
Please get your ED two signs
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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’
