HABC Strategic Plan
Since announcing the Housing Authority of Baltimore City’s Strategic Plan: Pathways to Success in 2019, our excitement remains! We have given ourselves 10 YEARS to get this done! That’s 3,652 days! "Pathways to Success" focuses on
the 4C’s of HABC. It Identifies HABC's long-term strategic priorities, goals and defines our pathway to success.
We’re moving forward as an agency! HABC is engaging programs and initiatives to enhance the people and portfolio of the Housing Authority of Baltimore City.
TAKE A LOOK AT OUR PROGRESS!
24 Total Objectives
103 Total Strategies
Select a Strategic Priority to See What We're Doing
HABC will SUSTAIN a level of satisfaction to both our employees and residents. We administer programs to support our current affordable housing with a better understanding towards creating decent and sanitary conditions.
HABC will ADVOCATE for long-term sustainability and redevelopment of public housing to successfully provide affordable housing opportunities over time.
HABC will INNOVATE the way it connects residents to housing and supportive services by consolidating services and partnerships to ensure success.
HABC will TRANSFORM the way it does business to proactively plan for a sustainable future for the affordable housing it provides.
- 4.1.1 The HA completes a reexamination for each participating family at least every 12 months. MTW reexamination are approved by HUD biennial and Triennial cycles.
- 4.1.2 Newly leased units passed HQS inspection on or before the beginning date of the assisted lease and HAP contract.
- 4.1.3 The HA inspects each unit under contract at least annually. HOTMA authorizes PHAs to conduct inspections biennially.
- 4.1.4 The HA leased a percentage of units during fiscal year or expended a percentage of allocated budget to support lease up. The percentage for 98% or higher, 95% or higher or less than 95%.
- 4.2.1 Measures percentage of units and systems that a PHA annually inspects using Uniform Physical Condition Standards (UPCS).
- 4.2.2 Measures the AMP’s performance in keeping available units occupied.
- 4.2.3 Measures the annual average amount of time it takes a PHA to turn around its vacant units.
- 4.2.4 Measures the average number of days for a PHA to complete non-emergency work orders / measures the percentage of emergency work orders completed-or abated within 24 hours.
- 4.4.1 Leasing Ratio (3 thru 10 to 1)
- 4.4.2 Timely Offers to ready units (<4 days)
- 4.4.3 Eligibility Pool Avg (500 – 300)
- 4.4.4 Maintain waiting list minimums (TBD)
- 4.4.5 Maintain current applicant records (range 90-120 days)
- 4.4.6 Accurate monthly waiting list reporting (pending by bdr / programs list / ufas / transfer list)
- 4.6.1 A measure of viability; measures the PHA’s ability to operate using its net available unrestricted resources without relying on additional funding.
- 4.6.2 A measure of liquidity; measures the PHA’s ability to cover its current obligations.
- 4.6.3 A measure of a PHAs’ capability to meet its long-term obligations.
- 4.6.4 Examines the PHA's ability to collect dwelling rent owed by residents in possession during the assessment year by measuring the balance of dwelling rent uncollected as a percentage of total dwelling rent to be collected.
- 4.9.1 Establish a relationship with educational institutions to recruit for vacancies.
- 4.9.2 Conduct quarterly job fairs.
- 4.9.4 Collaborate with Communications Department for a recruitment video and/or ads featuring current staff.
- 4.9.5 Research the feasibility of a sign-on or referral bonus.
- 4.9.6 Conduct a compensation review to ensure HABC has competitive salaries.
- 4.10.1 Completion and submission of biannual Bailey Compliance Report (April and October)
- 4.10.2 Outline process with Housing Operations and Development Management Departments for the delivery of new UFAS units (and certifications).
- 4.10.3 Timely resolution of escalated RA/IN referrals to Fair Housing
- 4.10.4 Regular recurring Fair Housing Trainings/Updates - Training for staff (RAD, LTA, LIPH, HCVP)
- 4.10.5 Develop process to review vacant UFAS units at turnover for continued UFAS compliance/rehabilitation/recertification
- 4.12.1 Develop internal process that monitors the completion of work orders and the trends of work order request
- 4.12.2 Develop an internal plan that monitors the work performed as outlined by the 5-year Cap Ex Plan
- 4.12.3 Develop an internal process to track the REAC date and REAC Scores for each site and ensure each site has a plan in place to obtain a passing score
- 4.12.4 Develop an inspection form to evaluate the condition of the property which will be utilized on each annual site inspection
- 4.12.5 Develop an internal process to monitor recertification being completed timely and if not ensure the appropriate legal action has been taken
- 4.12.6 Develop an internal process to monitor the error rates of recertifications
- 4.12.7 Develop an internal process that audits the residents file folders to ensure required forms are in the residents files
- 4.12.8 Develop an internal process to monitor the collection efforts of each site
- 4.12.9 Develop an internal process to monitor the quality of customer service provided by the site staff
Strategy starts in and completes in .
- 3.1.1 Advocate for dedicated funding for affordable housing (set asides) from the State of Maryland
- 3.1.2 Advocate for the award of bonus points for State of Maryland funding applications/ transaction located in urban redevelopment districts, approved RAD areas, and Choice Neighborhood transformation areas (both CN and non CN-funded)
- 3.1.3 Form a coalition with the City and developers to jointly press for policy changes
- 3.1.4 Advocate for legislation favorable to affordable housing (e.g. state-wide legislation on Source of Income Discrimination, landlord discrimination or incentives in opportunity neighborhoods)
- 3.1.5 Advocate for affordable housing ordinances to encourage and incentivize private developers to integrate public housing replacement and other affordable housing into their communities in thriving neighborhoods
- 3.2.1 Introduce supportive services as a standard line-item in all city and state budget requests
- 3.2.2 Earmark dedicated line-item in HABC budgets for supportive services
- 3.2.3 Develop strategies to maximize participation of HABC youth and young adults in free post-secondary education and training
- 3.2.4 Apply for funding for related causes (Mental health, crime and violence reduction and other supportive services)
- 3.4.1 Establish a partnership network to include businesses, educators, philanthropic foundations, civic institutions, residents and others to advocate for specific projects, funding, legislation, policy changes, and other opportunities in support of HABC’s strategic plan
- 3.4.2 Recruit and support residents to advocate for their own programs and needs
- 3.4.3 Ensure that resident voices are heard in HABC-led advocacy efforts
Strategy starts in and completes in .
- 2.1.1 Partner with residents to identify their needs and opportunities for growth
- 2.1.2 Create a comprehensive support services plan for all HABC residents
- 2.1.3 Develop mobility counseling programs to provide expanded housing options and support services
- 2.1.4 Partner with other providers to deliver services in HABC properties and surrounding communities
- 2.1.5 Expand utilization of Section 3 program to provide employment and contracting opportunity for residents
- 2.2.1 Collaborate with Baltimore City and State partners in neighborhood revitalization
- 2.2.2 Collaborate with developers to leverage joint assets and capacity to build more housing and expand services for residents
- 2.2.3 Build partnerships with foundations, businesses, non-profits, educators and anchor partners
- 2.2.4 Engage and involve neighborhood groups in planning for and sustaining affordable housing
- 2.2.5 Build and strengthen external partnerships, including those with local advocacy groups, to advance our mutual goals. Identify shared priorities and concerns and explore ways to address them through collaboration.
Strategy starts in and completes in .
- 1.1.1 Upgrade business infrastructure and technology enhance data collection, track performance and deliverables, and improve overall business management including rent collection and maintenance
- 1.1.2 Reduce costs and achieve greater cost effectiveness
- 1.1.3 Collaborate with public safety organizations to develop and implement comprehensive security plan to mitigate crime and safety challenges which causes loss of revenue from prolonged vacancies, and reluctance by residents, staff and contractors to live or work at challenging sites
- 1.2.1 Use non-traditional and entrepreneurial business models to acquire real estate to generate revenue and maintain affordable housing.
- 1.2.2 Develop housing in thriving and emerging neighborhoods that allow for integration of unsubsidized units, which can allow greater cross-subsidization of affordable units
- 1.2.3 Expand supportive services offerings beyond HUD grant-funded programs
- 1.2.4 Expand housing offerings beyond traditional public housing and housing choice vouchers to include VASH, Mainstream, Family Unification Program, unsubsidized housing and other federally or state supported housing initiatives
- 1.2.5 Grow HABC’s portfolio by acquiring and preserving LIHTC expiring use properties and market-rate affordable units in emerging and stable neighborhoods to help expand and diversify the portfolio in a cost-effective way
- 1.3.1 Reposition Baltimore Affordable Housing Development (BAHD) to be a more robust developer to assist HABC in expanding housing options to serve more families, including home targeted homeownership
- 1.3.2 Re-examine ownership options for all future development transactions
- 1.3.3 Utilize HABC's MTW authority to explore new activities and initiatives. Research, develop and implement activities that use locally determined solutions to provide affordable housing as well as supportive services.
- 1.4.1 Review ways to maximize budget authority to improve voucher utilization
- 1.4.2 Identify and target submarkets within Baltimore City where increased payment standards can incentivize landlords and improve landlord participation in the voucher program
- 1.4.3 Develop pilot mobility program for current HCVP households to address health issues
- 1.4.4 Leverage MTW designation to provide incentives for landlord participation and to expand housing choice
- 1.4.5 Create modules and host training for residents that prepare them for long-term housing success
- 1.5.1 Utilize the HABC website, social media, emails, handouts and other forms of communication to inform and educate various audiences about HABC programs and initiatives. Increase transparency through communication; be clear and consistent about the agency's capabilities and limitations.
- 1.5.2 Provide residents with access to training and capacity building opportunities so they can meaningfully engage with HABC around major developments
- 1.5.3 Develop and deploy communications and outreach strategy for internal and external communications. The purpose is to create awareness and educate targeted audiences on our initiatives, latest news and associated progress.
- 1.5.4 Communicate HABC’s initiatives and plans consistently and clearly
- 1.5.5 Provide opportunities for resident and stakeholder engagement, but clarify opportunities for input v. decision-making to ensure clarity of expectations
- 1.6.1 Use selective demolition and reconfiguration methods at Gillmor, Latrobe, Brooklyn (Now)
- 1.6.2 Develop neighborhood transformation plans for sites currently in thriving, stable and emerging neighborhoods to maximize market potential and public/private investment at Perkins, Poe and McCulloh, O'Donnell (Now)
- 1.6.4 Dispose of challenging scattered sites to mission-oriented neighborhood-based organizations (Now)
- 1.6.5 Divest of high value sites in stable and emerging neighborhoods to BAHD for redevelopment and sale as home ownership or rental properties (Now)
- 1.6.6 Establish a homeownership scattered site disposition program; divest some units to eligible HABC clients (priority) then sell to other eligible Baltimore City residents (Now)
- 1.6.7 Convert Rosemont, Oswego, Shipley and Dukeland sites via RAD, but retain ownership via BAHD
- 1.6.8 Reposition State-funded/non-ACC scatter site properties via conversion to ACC, and then RAD, with BAHD retaining ownership (subject HABC’s Faircloth limit)
- 1.6.9 Reevaluate stalled development plans at O’Donnell Heights to determine viability of a new master plan for the neighborhood that transitions the development from 100% very low income to a mixed income community
- 1.6.10 For development plans in emerging, stable and thriving neighborhoods, replace existing units while simultaneously introducing mixed-income opportunities (subject to demand, financing and market conditions). The redevelopment of McCulloh homes is tied to efforts to redevelop the State Center complex.
- 1.6.11 Evaluate HABC's vacant land holdings to determine optimal redevelopment strategy
Strategy starts in and completes in .