This is the fifth Annual Accomplishments Report prepared ... Accomplishments... · The MTW Annual Report describes PHA’s accomplishments in implementing one of the largest affordable

Introduction 1

Moving To Work and the City of Philadelphia 2

Annual Report 4

Strategic Operating Plan 5

Goal 1 (Property Management) 7

Goal 2 (Housing Choice Voucher Program) 11

Goal 3 (Real Estate Development) 15

Goal 4 (Public Safety — Quality of Life) 19

Goal 5 (Resident Support Services) 21

Goal 6 (Productivity and Cost Effectiveness) 25

Goal 7 (Program Compliance and Accountability) 29

Goal 8 (Technology) 31

Goal 9 (Intergovernmental Initiatives) 35

PHA Leadership 36

This is the fifth Annual Accomplishments Report prepared by thePhiladelphia Housing Authority (PHA) under the Moving To Work(MTW) Demonstration Program. PHA is one of 32 participants nation-wide in the MTW Demonstration Program. Through designation as anMTW agency, PHA and other participating Housing Authorities are givensubstantial budget flexibility and regulatory relief. Under the terms of itsMTW Agreement with the US Department of Housing and UrbanDevelopment, PHA is required to publish an Annual Plan and AnnualReport. This Annual Accomplishments Report provides a summary of theextensive initiatives undertaken and accomplishments achieved by PHAover the one-year period ending March 31, 2006.

While focusing on the most recent year’s activities, the AccomplishmentsReport makes reference to PHA’s major activities and accomplishmentsduring the first five years of the MTW Demonstration Program, the peri-od from April 1, 2001 through March 31, 2006.

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During PHA’s five years in the Moving toWork program, an extraordinary, wholesaletransformation of the agency and its pro-grams has occurred. Spurred on by a strongsense of urgency, dramatic change andimprovement have been accomplished inevery PHA community, and at every level ofthe organization. As described below, PHA isnearing completion of its plan to newly con-struct or modernize 6,100 housing units.This effort totals more than $1.2 billion incapital expenditures. Over the next fiveyears, PHA plans to reinvigorate nine morecommunities at a cost of more than $500million.

In parallel, and in large measure becauseof PHA development activities, the City of Philadelphia as a whole is experiencing ahistorically significant renaissance ofunprecedented proportions. The extent towhich PHA development programs havegenerated hundreds of millions of additionaldollars in economic benefits to the commu-nity and the City and State governments hasnow been documented by economists whostudied the impact of PHA revitalizationactivities on the regional economy and sur-rounding communities.

PHA Executive Director, Carl R. Greenecites the MTW designation as a critical com-ponent in both PHA and the City’s revital-ization efforts. “When I took over leadership

of the PHA,” said Greene, “I realized that themagnitude of our physical, management andsocial challenges would require a totally newapproach, one that freed PHA from the constraints associated with typical PublicHousing Authority operations. In somerespects, the deplorable conditions of PHAhousing that existed as recently as eight yearsago can be traced directly back to the inflexibility and inadequate funding of thenational public housing program. We neededto change this, and MTW designation hasserved us well in effecting that change.”

As a result of the flexibility afforded bythe MTW designation, PHA has been able toutilize all available funding in support of theagency’s overall goals and to waive numer-ous bureaucratic requirements that addunnecessary cost and delay progress. BeforeMTW, use of funding was strictly limitedwithin specific programs. The MTW desig-nation allows PHA to establish a single“block grant” for housing and other author-ized agency purposes.

“The financial flexibility afforded byMTW has been crucial to our success,” saidExecutive Director Greene. “It has allowedPHA to act in a responsible and entrepre-neurial manner to attract other partners andequity investors. The investment communi-ty has embraced PHA’s vision for change andthe MTW program by providing over $200

million in private equity investments, and$200 million in bond financing. I think theresults speak for themselves.”

As described in the report, the investmentcommunity’s confidence in PHA has provento be prudent and well placed. Independentreviews and audits by Standard & Poors andby qualified CPA firms have demonstratedthe fundamental soundness of PHA’s strate-gy and financial management operations.

The entire Philadelphia community hasalso benefited from PHA’s revitalizationefforts as documented in the “CreatingWealth” study. Said Greene, “We have provedwhat no one thought possible ten years ago,that the PHA can serve as an engine for city-wide change – and that private propertiesnear PHA redevelopment sites increase invalue way beyond the citywide average. Wehave turned the entire paradigm upsidedown by showing that public housing can be a positive force for private property revitalization.”

The MTW Annual Report describesPHA’s accomplishments in implementingone of the largest affordable homeownershipprograms in the history of the City and State.PHA has sold over 550 affordable homes to first time homebuyers over the past several years. This past year brought thegreatest success to date in that regard as PHAbegan selling hundreds of homes that it hasdeveloped. In addition, PHA’s HousingChoice Voucher Homeownership Programis one of the largest and most successful inthe country.

PHA has changed the face of Philadelphianeighborhoods. It has also transformed theculture of the organization itself. Over theterm of the MTW program, PHA has implemented an aggressive strategy of teambuilding, process simplification andtechnological change. Projects discussed inthis report include PHA’s rent simplification,Field Service automation, Interactive VoiceResponse (IVR) and other major initiatives.These improvements have allowed PHA to simplify workflow and monitor real-

Executive Director Carl R. Greene

Moving To Workand the City of Philadelphia

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time performance data on all project-leveloperations.

Carl Greene cites these re-engineeringand technology efforts as a critical part of theagency’s going forward strategy. “PHA is fac-ing substantial cuts in federal operating sub-sidy at a time of soaring costs, includingenergy. The changes we have made to ourprocesses and technology will help us tolower the cost of our transactions whilemeeting the needs of our customers and ven-dors,” said Greene. “We have also placed theconcepts of teamwork and customer satisfac-tion front and center at PHA. The fact that85% of residents surveyed expressed satisfac-tion with their PHA housing units showsthat we are doing something right.”

As PHA submits this MTW AnnualReport, the agency continues to advocate forcontinuation and expansion of the MTWDemonstration Program. “We could not pos-

sibly have achieved this level of accomplish-ment without the flexibility afforded to PHAby the MTW program,” said Carl Greene.“We intend to do everything we can, workingwith our elected officials and community

leaders, to see that the progress achieved byPHA as part of the MTW program is notreversed.”

MTW Year Five was a time of extraordinaryaccomplishments in the transformation ofPHA and the creation of hundreds of newlow-income homeowners. PHA’s investmentshave focused on the following general areas:n Comprehensive rehabilitation and neighborhood

revitalization activities – PHA is moving intothe final year of its $1.2 billion effort tobuild or modernize 6,100 housing units.In addition to the hundreds of millions ofcapital dollars already successfully invest-ed, PHA plans to invest an additional $519million in construction spending over thenext five years. The multiplier effect ofthese upcoming investments will generateover a billion dollars in economic activitywithin the city and state.

n Creating community wealth – The quality ofPHA communities and the intensity ofPHA development efforts are helpingdrive the economic resurgence of the Cityof Philadelphia. A recent study of realestate values concluded that, while city-wide property values grew by 55% over arecent five-year period, the neighborhoodssurrounding five PHA redevelopmentsites experienced increases of 142%. Forthe first time in its history, PHA beganselling newly constructed homes to thepublic – primarily families earning below80% of Area Median Income - in early2005. To date, more than 250 new homes

have been sold at Lucien E. BlackwellHomes, Greater Grays Ferry Estates andMartin Luther King Plaza. In addition tonew home sales, PHA expanded its ground-breaking efforts to promote communitywealth and homeownership through salesof existing housing and through theHousing Choice Voucher Homeownershipprogram.

n Customer service focus – PHA accelerated itsefforts to improve service to residents,program participants, vendors and thepublic at large. Using intensive staff training and new technology, PHA isupgrading its “interface” to the public.Intensive training and technology initia-tives have been imple-mented to enhance PHA’sresponse to the diverseneeds of Philadelphia’sresidents including peoplewith disabilities, non-English speakers andother community mem-bers. A major projectstarted in the past yearwill install a system-wideInteractive VoiceResponse (IVR) system to provide streamlined,automated responses tocustomers, vendors and

public inquiries and better track of prob-lems and issues.

n Support for resident economic self-sufficiency andindependent living – PHA continued toexpand its efforts to promote resident economic self sufficiency and senior independent living through a wide varietyof new and ongoing programs, includinglinkages with community partners and thestatewide “welfare to work” system. Thispast year, more than 400 residents com-pleted PHA sponsored employment-training programs. PHA significantlyexpanded its existing training programsand partnerships, and implemented one ofthe largest and most successful affordablehomeownership programs in the country.PHA also established the LivingIndependently For Elders (LIFE) programat Greater Grays Ferry Estates in partner-ship with the State of Pennsylvania and theSt. Agnes Continuing Care Center. Thisprogram is setting a model for combiningsubsidized housing and subsidized healthcare for seniors, and serving nursing home-eligible residents while allowing them theindependence of remaining in their ownapartments. This new idea saves the government substantial funds by avertingmore expensive nursing home care whilegiving residents a lifestyle many prefer.The LIFE Center has 65 seniors now

Annual Report

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enrolled. The program has worked so wellthat PHA is already building a secondLIFE Center and planning a third.

n Community service – PHA staff and com-munities are an integral part of thePhiladelphia community. As such, PHAhas taken the lead in numerous large-scalevolunteer efforts, including its SparklePlus program. Most recently, PHA openedits doors and hearts to survivors of theHurricane Katrina disaster, equippingtemporary housing facilities, providingfood and other basic needs, and facilitatingplacement of 50 families into permanenthousing.

n Process simplification and standardization –Through MTW, PHA continued its effortsto streamline program administrationincluding eliminating outdated systems,standardizing operating practices, andupdating all policies and procedures. AllPHA sites now have Site-BasedManagement Plans that provide standardoperating procedures, site-specific bench-marks and performance indicators, officestandards and other relevant information.A new initiative to improve and simplifythe housing application and admissionsprocess is underway. Implementation of asimplified rent system and two-year recer-tifications were two prime examples ofthis type of activity.

n Continuous management and administrativeimprovement efforts – PHA continued itsongoing management improvementefforts designed to increase administrativeefficiency and improve service to our residents. As evidence of the strength ofPHA’s financial and administrative operations, PHA received unqualifiedopinions or clean audits on all auditedfinancial statements from 2003 to 2005.PHA also has received a “strong” rating

based on a thorough review of PHA operations conducted by Standard and

Poor’s rating service.

PHA Executive Director Carl Greene is joined by PHA Board Chairman, MayorJohn Street and HUD Secretary Alphonso Jackson at Wanamaker Middle School,which was converted into a shelter and processing center for evacuees fromHurricane Katrina.

Strategic Operating PlanAll MTW activities are incorporated into PHA’s comprehensive, agency-wide StrategicOperating Plan, which provides a detailed “blueprint” for agency goals, objectives and tasksin every major area of agency operations. The Strategic Operating Plan is regularly updat-ed to report progress and reflect new agency initiatives including those undertaken as partof the MTW Demonstration Program. PHA utilizes a state-of-the-art project managementsystem to track and report on Strategic Operating Plan progress.

To ensure continuous progress in each goal area, PHA convenes regular inter-depart-mental goal meetings for each of its nine strategic goals. The goal meetings are working ses-sions that provide an opportunity for staff to work on key objectives, address operationalchallenges, and identify solutions to strategic plan tasks. In addition to goal meetings, PHAestablished a “Leadership Council” which meets weekly to review strategic plan progressand to identify and resolve obstacles to achieving all identified goals. The AccomplishmentsReport for 2005-2006 highlights and summarizes the accomplishments achieved by PHAunder each of the nine Strategic Operating Plan goals during the fiscal year from April 1,2005 through March 31, 2006.

4. Completed 100% of emergency workorders within a 24-hour time period

5. Completed preparation of 860 conventional housing units

6. Completed “lease up” of the final 40units at Cambridge Plaza Phase III

7. Leased 42 units at Martin LutherKing Homes Phase IV

8. Leased 80 rental units at Lucien E.Blackwell Homes Phase II

9. Leased 103 units at Greater GraysFerry Estates Phase IIB

10. Upgraded 244 scattered site homesthrough the Sparkle Plus Initiative

Goal 1 Accomplishments Summary

1. Achieved 96.47% rent collection rate at conven-tional, scattered sites and PAPMC-managed sites

2. Increased overall occupancy by 450 units

3. Conducted HQS/UPCS inspections on 100% ofhousing units

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As one of Pennsylvania’s largest residentialproperty owners, PHA is committed to providing industry-standard, high qualitymanagement and maintenance services to allresidents. Every day, PHA maintenance andhousing management staff strive to respondpromptly and efficiently to the service needsof residents and to ensure the continuedoperation of the citywide network of facili-ties. The results are clear: more than 85% ofresidents are satisfied with, and feel safe intheir PHA homes according to the mostrecently completed 2006 survey.

PHA currently owns and manages a totalof 20,367 housing units in thirty-one (31)conventional public housing developments,ten scattered site management areas, eightalternatively managed developments and tennewly renovated or constructed Low IncomeHousing Tax Credit sites. PHA’s portfolioincludes units managed by its subsidiary,Philadelphia Asset and PropertyManagement Corporation (PAPMC).

During the past year, PHA showedimprovement in key indicators of manage-ment excellence including vacancy reduction

and rent collections. This continuousimprovement effort is fueled by an ongoing program of staff training, combinedwith process improvements designed to efficiently deploy needed resources on-time,and on-budget.

While maintaining all of its ongoinghousing operations, PHA opened itsdoors to the families displaced byHurricane Katrina. Working with theCity of Philadelphia’s OperationBrotherly Love, PHA set up anAdmissions unit from Septemberthrough October 2006 at theWanamaker School. During this peri-od, over 300 evacuees visited theoffice, of which 44 were housedthrough PHA’s HCV and publichousing programs.

As noted in priorAccomplishments Reports, PHA’sprofessional management has beenendorsed by the Standard & Poor’srating service, which gave PHA a“strong” rating, the highest ratingawarded to any Public Housing

Authority in the country. PHA continued to emphasize standardi-

zation of all operational policies and proce-dures and increased accountability at the sitelevel. During the past year, a new desk man-ual for the PAPMC managed sites was devel-oped and updates were made to Site BasedManagement Plans on a system-wide basis.Other significant accomplishments in thearea of housing management excellence dur-ing MTW Year Five included:

n Rent Collections: High rent collectionrates are a critical factor in generatingresources to maintain and improve PHAproperties. PHA continued to improve itsoverall rent collection efforts, resulting ina 96.47% collection rate.

n Occupancy: PHA continued to increasethe overall number of residents servedthrough the rental housing programs.Adjusted occupancy rates increased to 94.2%,with a net increase of 450 occupied units.

n Unit Inspections: Efforts to pro-activelyidentify and correct problems or deficien-cies with PHA housing units remained a

Strategic Operating Plan Goal 1Achieve Excellence In PropertyManagement.

Resident Satisfaction Survey

PHA recorded an impressive rent collection rate of 96.47%

1. Achieved 96.47% rent collectionrate at conventional, scattered sitesand PAPMC-managed sites

2. Increased overall occupancy by 450units

3. Conducted HQS/UPCS inspectionson 100% of housing units


4. Completed 100% of emergency work orderswithin a 24-hour time period

5. Completed preparation of 860 conventionalhousing units

6. Completed “lease up” of the final 40 units atCambridge Plaza Phase III

7. Leased 42 units at Martin Luther King HomesPhase IV

8. Leased 80 rental units at Lucien E. BlackwellHomes Phase II

9. Leased 103 units at Greater Grays Ferry EstatesPhase IIB

10. Upgraded 244 scattered site homes throughthe Sparkle Plus Initiative

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top priority. This past year, PHA staffinspected 100% of all rental units. Whenneeded, field service requests were gener-ated and follow up maintenance work wasperformed.

n Unit Rehabilitation: As part of its ongoingeffort to improve housing quality, PHAstaff completed preparation of 860 publichousing units during the past year.

n New Lease Ups: PHA redevelopmentefforts resulted in lease ups of 265 newunits at Cambridge Plaza Phase III,Martin Luther King Homes Phase IV,Lucien E. Blackwell Phase II, and GGFEPhase IIB.

n Sparkle Plus: PHA’s award winningSparkle Plus initiative to beautify andupgrade existing public housing units con-tinued including upgrades to 244 scatteredsite units.

n Policies and Procedures: Training and roll-out of the revised Admissions andContinued Occupancy Plan (ACOP) tookplace during the year, helping to increasestaff knowledge and awareness of all appli-cable occupancy policies. Revised DeskManuals including rent collection proce-dures and inspection protocols were alsoprovided to staff.

n Implementation of Two YearRecertifications: PHA completed the transition from the current annual recertification system to a two-year recer-tification cycle.

n Implementation of Simplified RentSystem: PHA completed the second phaseof the transition to a new rent calculationsystem for public housing residents thatmodifies the current deduction system,decreasing the percentage of income paidtowards rent based on family size and pro-viding incentives for resident savings andasset building.

During MTW Year Five, PHA continued toimplement a number of ongoing propertymanagement initiatives related to its public

housing conventional and scattered site portfolio that have been operational duringthe demonstration period. These ongoinginitiatives include:

n Enhanced vacancy rehabilitation effortsthat, combined with the Home SelectionDay process, allow PHA to more efficiently reoccupy vacant housing.

n Enhanced lease enforcement to improvethe quality and safety of PHA communi-ties and Philadelphia’s neighborhoods.

n Publication of PHA Experience residentnewspaper: Four highly successful quar-terly editions were prepared by PHA’sCommunications Department and distrib-uted to public housing residents, HCVparticipants and employees.

10. Continued implementation of theHCV Quality Initiative by providingextensive staff training and devel-opment of new automation tools

1. Provided rent subsidies to 17,084 low incomehouseholds

2. Leased a total of 716 housing units under theUnit-Based program.

3. Assisted a 105 HCV participants in achievinghomeownership. Provided financial support to24 families with disabilities.

4. Assisted 209 households with increasing theirincome, which resulted in their voluntary termi-nation from the HCV program

5. Inspected 100% of all scheduled units forHousing Quality Standard compliance

6. Conducted housing fairs attended by over 715voucher holders and 215 property owners thisyear, which resulted in approximately 230 hous-ing placements

7. Assisted 360 formerly homeless households toobtain permanent housing

8. Continued to support the Tenant/LandlordAdvisory Board as a forum for ongoing commu-nity input to PHA HCV program policies and procedures and also hired second communityliaison

9. Assisted over 7,200 households in preparingand implementing Family EconomicDevelopment Action Plans


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PHA operates one of the country’s largestHousing Choice Voucher (HCV) programs,which last year served 17,084 Philadelphiahouseholds. In contrast to the PHA-ownedhousing programs, the HCV program allowsPHA to enter into contracts with privateproperty owners to make rents affordable tolow-income households. In these efforts,PHA collaborates with a broad range of community members, developers and government agencies to use HCV resourcesto accelerate and support neighborhood revitalization.

HCV resources are also allocated to assistlow-income households to become home-owners. Eligible heads of households with anemployment history (unless they are dis-abled or elderly), are provided with creditand homebuyer counseling that enables themto find and secure permanent homeowner-ship units in the community. PHA’s HCVhomeownership initiative represents one ofthe most successful programs in the country.

PHA continued to operate five commu-nity site offices, which provide neighbor-hood residents with convenient access forconducting business and contacting theirassigned Service Representatives. Significantaccomplishments in the area of HCV operations during MTW Year Five and prioryears included:

n PHA expanded HCV program services tosupport approximately 17,000 householdsthroughout the City last year.

n In an effort to revitalize PHA neighbor-hoods, a total of 716 housing units havebeen leased under the MTW HCV UnitBased program. As part of the Unit Basedaward process, PHA requires that anyprojects targeted for vouchers meet theMTW site and neighborhood standardsand other MTW requirements.

n PHA’s highly successful HCVHomeownership Program expanded to 105participants who have now purchased theirfirst homes. Some of the homeownerspurchased new units at PHA redevelop-ment sites, while others found qualityexisting housing in Philadelphia neighborhoods.

n Twenty-four households with familymembers who have disabilities becamehomeowners through the HCVHomeownership Program.

n Through extensive resident self-sufficiencyefforts, 209 previous HCV program par-ticipants have “graduated” from the pro-gram. Residents graduate when householdincome is sufficient to pay all rentalexpenses without a subsidy.

n HCV housing units provide decent, safeand sanitary housing to program partici-pants as a result of a 100% unit inspectionprogram. Units are inspected before occu-pancy and then regularly throughout theterm of the lease.

n Efforts to improve the quality and expandthe geographic distribution of housing

units available to HCV participants wereimplemented during the past year. Theseefforts included conducting HousingFairs, briefing sessions and informationmaterials to program participants. Morethan 715 HCV participants and 215 prop-erty owners participated in the HousingFairs. Most importantly, the fairs resultedin 230 housing placements.

n PHA assisted 360 formerly homeless fam-ilies last year though the SupportiveHousing program. Families were providedwith life skills training and case manage-ment services for a six-month period.

n PHA continued to support theTenant/Landlord Advisory Board that pro-vides input to the agency on HCV policiesand procedures. PHA InvestigationsDepartment also conducted 1,121 investi-gations in response to community andstaff calls.

n HCV participants who are subject to theseven-year time limit continued to workwith PHA to develop a Family EconomicDevelopment Action Plan. To date, morethan 7,200 households have developed

Strategic Operating Plan Goal 2Achieve Excellence in TheManagement Of The HousingChoice Voucher Program AndEnforce Program Compliance.

1. Provided rent subsidies to 17,084low income households

2. Leased a total of 716 housing unitsunder the Unit-Based program.

3. Assisted 105 HCV participants inachieving homeownership. Providedfinancial support to 24 families withdisabilities.

4. Assisted 209 households withincreasing their income, whichresulted in their voluntary termina-tion from the HCV program

5. Inspected 100% of all scheduledunits for Housing Quality Standardcompliance

6. Conducted housing fairs attended byover 715 voucher holders and 215property owners this year, whichresulted in approximately 230 hous-ing placements

7. Assisted 360 formerly homelesshouseholds to obtain permanenthousing

8. Continued to support theTenant/Landlord Advisory Board as aforum for ongoing community inputto PHA HCV program policies andprocedures and also hired secondcommunity liaison

9. Assisted over 7,200 households inpreparing and implementing FamilyEconomic Development Action Plans


10. Continued implementation of the HCV QualityInitiative by providing extensive staff trainingand development of new automation tools

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Family Economic Development ActionPlans. This Plan helps establish self-suffi-ciency goals for the entire family in orderto assist them in improving their overalleconomic status. PHA staff collaborateswith local community partners to provideemployment, training and other support-ive services to HCV program participants.

Ongoing efforts in the area of achievingexcellence in management of the HousingChoice Voucher program included:

n PHA continued to provide timely pay-ments to landlords through DirectDeposit.

n PHA continued to implement a numberof fundamental changes to the HCV pro-gram. These initiatives were made possi-ble by the regulatory flexibility allowedunder the Moving To WorkDemonstration Program. For example,PHA established a seven-year time limitfor HCV program that applies to allhouseholds except for seniors, personswith disabilities who are unable to work,and households where the head of house-hold is the sole caregiver for a disabled

dependent. PHA has also implemented atwo-year recertification program to reduceadministrative burdens and promote eco-nomic self-sufficiency.

n PHA continued full implementation of itsrent simplification program.

n Implementation of the Quality Initiativefor the HCV program continued. Severalmajor trainings were conducted to ensurestaff is fully compliant with existing regu-lations and procedures. Staff has been

trained on the revised Administrative andDesk Manual Policy and Procedures, SiteBased Management Plan, RentSimplification, Recertification, Verificationand File Management. In addition to thetraining, automated worksheets weredeveloped for income calculations andverification tracking. Quality control staffcontinued to work with site office staff tocarefully review and ensure the integrityof program files.

7. Assumed the developer role for 90-unit homeownership program atMartin Luther King Plaza Phase IIand rental Phase IV. Completed con-struction of 42 Phase IV rental units,

8. Completed 75% of modernizationconstruction activity involving 133units at Germantown House

9. Completed construction of anexpanded Community Center atWilson Park

10. Negotiated an agreement of sale fora 54.66-acre parcel at PassyunkHomes


1. Continued effective management and oversightof approximately $1.2 billion in ongoing redevel-opment activity, including planning for $519million in construction activities scheduled forthe next five years

2. Completed construction of 125 homeownershipunits at Greater Grays Ferry Phase II

3. Completed the final 103 rental units in GreaterGrays Ferry Phase II, for a total of 184 Phase IIrental units

4. Completed construction of 40 rental units atCambridge Plaza III

5. Completed 257 units adapted for mobility-impaired households

6. Completed construction of 74 of 80 Phase IIrental units at Lucien E. Blackwell Homes

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PHA development activities are transform-ing the physical and social landscape ofPhiladelphia. In public housing communi-ties and throughout the City, evidence ofPHA’s ambitious development activity ispervasive. In addition to the developmentactivities directly undertaken and/or fundedby PHA, the agency is also serving as a cata-lyst for master planning and design in manyother neighborhoods.

PHA has entered the final year of itstransformation plan to build or renovate6,100 housing units. This StrategicOperating Goal encompasses both the rede-velopment of existing PHA communities aswell as the implementation of new develop-ment initiatives that complement Phila-delphia’s neighborhood revitalization efforts.MTW funding flexibility has allowed PHAto leverage capital dollars in support of pub-lic housing and neighborhood revitalization.

There are numerous accomplishmentsand activities in this area, including the fol-lowing highlights through the end of MTWYear Five:

n PHA is administering capital budgetstotaling $1.2 billion. This includes fundingfor recently completed redevelopment, newconstruction and modernization as well asprojects scheduled over the next fiveyears. Overall, PHA has raised more than$204 million in private equity funding

through Low IncomeHousing Tax Credits awardedby the Pennsylvania HousingFinance Agency (PHFA).PHA has served as developeron a total of 20 projectsincluding five new transac-tions: Falls Ridge Phase IIA,Lucien E. Blackwell HomesPhase VI, Ludlow HOPE VIPhases III and IV and Ludlowmodular homes.

n At Greater Grays Ferry, PHAcompleted construction ofPhase II homeownershipunits and 103 Phase II rentalunits during the most recentperiod. The transformationof the former Tasker site isnow nearing completion.

n PHA completed constructionof 40 rental units atCambridge Phase III duringthe past year.

n As part of its commitment toexpanding access to housingfor people with disabilities,PHA completed work on 257units adapted for mobility-impaired households. This

Strategic Operating Plan Goal 3Develop Affordable QualityHousing that SupportsBalanced Communities

Equity Contributions

Development Department

Cambridge III

1. Continued effective management andoversight of approximately $1.2 bil-lion in ongoing redevelopment activi-ty, including planning for $519 mil-lion in construction activities sched-uled for the next five years

2. Completed construction of 125homeownership units at GreaterGrays Ferry Phase II

3. Completed the final 103 rental unitsin Greater Grays Ferry Phase II, for atotal of 184 Phase II rental units

4. Completed construction of 40 rentalunits at Cambridge Plaza III

5. Completed 257 units adapted formobility-impaired households

6. Completed construction of 74 of 80Phase II rental units at Lucien E.Blackwell Homes


7. Assumed the developer role for 90-unit home-ownership program at Martin Luther King PlazaPhase II and rental Phase IV. Completed con-struction of 42 Phase IV rental units

8. Completed 75% of modernization constructionactivity involving 133 units at GermantownHouse

9. Completed construction of an expandedCommunity Center at Wilson Park

10. Negotiated an agreement of sale for a54.66-acre parcel at Passyunk Homes

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brings to closure the scheduled work aspart of the Adapt settlement.

n At Lucien E. Blackwell Homes, PHAcompleted construction of 74 of 80 PhaseII rental units during this reporting peri-od. Demand for new rental and home-ownership units at this and other redevel-oped sites has been extremely high.

n PHA assumed the developer role for the90 unit Phase II homeownership and 42unit Phase IV rentals at Martin LutherKing Plaza. During this period, construc-tion was completed for the 42 Phase IVrental units.

n At Germantown House, approximately75% of the construction activity on 133housing units was completed as part of thetransition to a new Living Independentlyfor Elders (LIFE) site. PHA is working tofinalize agreements with medicalproviders to lease to-be-built contiguousoffice space.

n PHA completed construction of anexpanded Community Center at WilsonPark that now provides enhanced commu-nity meeting areas, management officescomputer labs, training facilities, a profes-sional recording studio, dance, crafts andother space. PHA alsocompleted design for anew “town hall” to beconstructed at GreaterGrays Ferry consisting of a10,000 square foot build-ing with classrooms,offices and other space.

n PHA facilitated masterplanning efforts forAbbottsford,Brewerytown, Liddonfield,Diamond Street,Bucknell/Judson and several other neighborhoods.

n PHA has successfully negotiated an agree-ment of sale for a 54.66-acre parcel atPassyunk Homes. The plan will includeconstruction of offices and parking. PHAhas submitted the necessary dispositiondocuments to HUD for processing.

Wilson Park Community Center

1. Achieved an 11% decrease in Part II Quality ofLife crimes

2. Conducted investigations in response to over1,100 public or staff complaints related to theHCV program

3. Continued partnerships with Philadelphia PoliceDepartment, the Department of HomelandSecurity, Narcotics Task Force, DEA and HUD-OIG to ensure coordination of resources andeffort.

4. Managed security contracts at 33 sites

5. Conducted criminal records checks on over10,000 households members

6. Conducted 344 investigations as part of theLease Enforcement and Compliance Unit activityincluding filing 38 pending narcotics complaintsand enforcing 174 evictions

7. Coordinated over 1,600 court cases resulting inpayments to PHA of over $1.1 million

8. Implemented DARE/GREAT and Explorers youthprogram activities at elementary schools involving over 1600 youth

9. Established voucher program in collaborationwith the District Attorney’s office to assist in therelocation of victims or witnesses to violentcrime

10. Provided security enhancements to PHA properties including installation of integrateddigital security systems at several sites


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PHA’s public safety focus under StrategicOperating Plan Goal 4 encompasses man-agement of security for all PHA housingcommunities, offices and other facilities. Inaddition, PHA provides a broad range ofpublic safety related services including sup-port for resident crime prevention efforts,investigation of complaints, coordination oflease compliance activity, criminal recordschecks and other critical tasks. Highlights ofPHA activities through MTW Year Five inthe area of public safety programs include:

n Part II “Quality of Life” crimes at PHAdevelopments dropped by approximately11% in the past year. This categoryincludes primarily non-violent crimes suchas fraud, simple assault, stolen property,narcotics violations and disorderly con-duct. The level of Part I crimes at PHAdevelopments remained basically the sameover the past year; however, in light of theoverall citywide increase in these types ofcrimes, the fact that they did not increaseat PHA developments is a positive sign.

n PHA continued to respond effectively to reported incidents and complaints

involving the HCV program. During thepast year, PHA conducted over 1,100investigations of which 368 resulted inseveral requests for termination. The bal-ance were successfully resolved, unsub-

stantiated or found to berelated to non-HCV tenantsor property. n PHA continued to workin partnership with thePhiladelphia Police Depart-ment and other federal andstate law enforcement agen-cies. Regular meetings areheld between the PHAPolice Department Chiefand the Philadelphia PoliceDepartment managementto review crime statisticsand identify mutually bene-ficial joint strategies. PHA

will soon be linked to the Police Depart-ment’s new crime tracking and analysissoftware system, which will assist in planning and responding to public safetyissues at PHA communities.

n The PHA utilized and managed privately-contracted security at 33 sites during theyear.

n PHA Police Department staff has con-ducted over 10,000 criminal records checksas required by federal and local policy.This process helps to strengthen the fabricof Philadelphia’s neighborhoods byscreening out serious criminal offendersfrom participation in the HCV program.

n As part of its lease compliance efforts topromote quality of life in public housing,PHAPD continued to implementexpedited complaint and investigationprocessing procedures. In the pastyear, 344 public housing relatedinvestigations were conducted, result-ing in 174 enforced evictions and thefiling of 38 narcotics complaints.

n PHA Police and Legal staff collabo-rated on over 1,600 courtcases with numerous results

favoring PHA. While 174 evictions wereenforced as a result of these court cases, amuch higher number resulted in settle-ments which involved payments of over-due balances to PHA totaling over $1.1million.

n PHAPD continued its participation in theD.A.R.E., Explorer and G.R.E.A.T. pro-grams which incorporate health and pub-lic safety concerns into youth programs.Last year, more than 1,600 youth partici-pated in one or more of these programactivities.

n As part of its collaboration with local lawenforcement, PHA has established avoucher program to assist victims of andwitnesses to violent crime who are identi-fied by the District Attorney’s office.

n PHA continued to provide enhancedTenant Responsibility MTW Training. Aspart of its local leased housing MTW pro-gram initiative, PHA requires all HousingChoice Voucher Program participants toparticipate in Tenant ResponsibilityTraining at both the initial lease-up and atevery recertification period. This effortwill help improve residents’ understandingof their roles and responsibilities as goodneighbors and PHA program participants.

n PHA provided security enhancements toPHA properties including installation ofintegrated digital security systems atWilson Park Community Center, JohnStreet Community Center, Greater GraysFerry and the Bartram warehouse.Additional systems are under constructionat Cambridge Plaza III and GermantownHouse.

Strategic Operating Plan Goal 4Implement Public SafetyPrograms That Promote theWell-Being Of Our Neighborhoodsand the Accountability ofProgram Participants.

5. Created a Resident MortgageAssistance Program (RMAP) compre-hensive benefit package to assistresidents in achieving homeowner-ship

6. Graduated a total of 444 residentsfrom the Pre-ApprenticeshipProgram, including 60 in the pastyear. Since inception, 80% of gradu-ates have found jobs either in thebuilding trades or other industries.

7. Graduated 443 residents from theCommunity Partners program thisyear, of which 289 are currentlyemployed

8. Provided health care, meals, trans-portation and other services to over4,700 seniors at PHA Senior Centersand through other PHA senior pro-grams this year

9. Provided a range of program servicesto more than 4,000 residents at theBlumberg One Stop Center this year

10. Provided support and facilities for computer labs at 12 PHA sites


1. Assisted 174 households with the purchase ofnewly constructed homes at PHA redevelopmentsites in the past year

2. Assisted 105 households with the purchase ofhomes through the Housing Choice Voucher pro-gram, including 22 in the past year

3. Assisted 314 public housing residents with thepurchase of homes through the Turnkey III andSection 5h programs

4. Provided first time homebuyer workshops to over1,300 PHA residents

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Serving and supporting residents is at theheart of PHA’s mission. Approximately80,000 people reside in PHA owned or subsidized units. They encompass a widespectrum of ages and interests includingalmost 39,000 children, 5,500 seniors andthousands of people with disabilities.Strategic Operating Plan Goal 5 incorporatesthe numerous programs and activitiesundertaken by PHA and its network of com-munity partners to promote resident eco-nomic self-sufficiency, encourage the healthydevelopment of children, support seniorsand people with disabilities, and maximizeresident potential for independent living.

Programs under this goal area includeaffordable homeownership, youth and sen-ior programs, employment training and jobplacement initiatives. Because the scope ofneed among PHA residents is so great, PHAcannot do this job alone. Therefore, centralto PHA’s approach is leveraging resources,collaborating with resident leadership, andpartnering with qualified agencies and insti-tutions to bring the best available programservices to PHA residents. Key partnershipshave been established with numerous localbanks including Wachovia, Citizens andSovereign Banks; a network of 26 housingcounseling agencies; the PennsylvaniaHousing Finance Agency, TempleUniversity, Penn State, the PhiladelphiaHealth Institute, Department of HumanServices, PCOA, PWDC, and others.

PHA’s Communication Department sup-ported and enhanced these efforts throughcommunity events, media spots and publica-tions, including the successful “PHAExperience” quarterly newspaper. Theseefforts are designed to promote resident

awareness of community opportunities, topromote positive role models, to inform res-idents of PHA policy issues, and to strength-en and reshape PHA’s image in the largercommunity.

Through the non-profit Tenant SupportServices Inc. (TSSI), PHA expanded effortsto involve public housing and other commu-nity residents in improving PHA communi-ties. TSSI is an integral partner in all ofPHA’s service planning and implementationinitiatives.

Significant accomplishments related tothis goal area through MTW Year Fiveincluded:

n PHA’s Program Compliance divisionsecured over $3.2 million in new fundingover the past year. This included fundsfrom various sources for youth and seniorprograms, employment training, casemanagement, mentoring and other areas.In addition to these direct fundingsources, millions of additional leveragedfunds and resources were provided byPHA partners to support resident self-suf-ficiency efforts.

n PHA’s unprecedented commit-ment to affordable homeownershipaccelerated during the past year.

The Homeownership Division experi-enced its most successful year on record,selling 174 homes during the past year,with sales at Lucien E. Blackwell HomesPhase I, Greater Grays Ferry Estates, andMartin Luther King Plaza.

n Twenty-two of PHA’s homeownershipsales this past year were in the HousingChoice Voucher (HCV) Program, five todisabled families. PHA is one of the lead-ing housing authorities in the nation inHCV homeownership sales. To date, 105homes have been sold under the HCVProgram, 24 to disabled families.

n In addition to the above activities, PHAhas sold 204 homes to public housing res-idents under the Turnkey III Program.Under the Section 5h Program, publichousing residents have purchased a totalof 110 scattered site houses, includingeight sold this past year.

n PHA sponsored first-time homebuyerworkshops attended by over 1,300 PHAresidents. The Homeownership andCommunications Divisions received anoverwhelming response from marketingefforts, including more than 2,100 applica-tions from prospective homebuyers fornew developments.

Strategic Operating Plan Goal 5Engage Other Institutions toLeverage Resources and AssistIn Promoting EconomicEnhancement and SupportServices for PHA Residents

1. Assisted 174 households with thepurchase of newly constructedhomes at PHA redevelopment sitesin the past year

2. Assisted 105 households with thepurchase of homes through theHousing Choice Voucher program,including 22 in the past year

3. Assisted 314 public housing resi-dents with the purchase of homesthrough the Turnkey III and Section5h programs

4. Provided first time homebuyer work-shops to over 1,300 PHA residents


5. Created a Resident Mortgage AssistanceProgram (RMAP) comprehensive benefit packageto assist residents in achieving homeownership

6. Graduated a total of 444 residents from the Pre-Apprenticeship Program, including 60 in thepast year. Since inception, 80% of graduateshave found jobs either in the building trades orother industries.

7. Graduated 443 residents from the CommunityPartners program this year, of which 289 arecurrently employed

8. Provided health care, meals, transportation andother services to over 4,700 seniors at PHASenior Centers and through other PHA seniorprograms this year

9. Provided a range of program services to morethan 4,000 residents at the Blumberg One StopCenter this year

10. Provided support and facilities for computerlabs at 12 PHA sites

n PHA has made a special commitment tofulfilling its objective of providing home-ownership opportunities to public housingresidents. PHA created a ResidentMortgage Assistance Program (RMAP)comprehensive benefit package to assistresidents in achieving Homeownership byproviding closing cost assistance, writingdown the cost of the home and providingfree financial counseling. To promoteaffordable homeownership, PHA hasestablished partnerships with major banksincluding Wachovia Bank, Bank ofAmerica, Citizens Bank, Commerce Bank,Sovereign Bank and Wells Fargo. PHAalso maintains relationships with 26 certi-fied housing counseling agencies through-out the city of Philadelphia.

n PHA continued to operate the Pre-Apprenticeship Training Program initiativein partnership with the building tradeunions. This past year, 60 residents gradu-ated from the program. The program hasfour curriculum areas: General EducationDiploma, Adult Basic Education, LifeSkills and Shop. Instructors fromCommunity College of Philadelphia coor-dinate the General Education Diplomaprogram. The programs offer twoadvanced and one intermediate class.During the 14 program cycles, PHA hassponsored and placed approximately 220graduates into the Building trades.

n PHA provided services to residents underthe Community Partners program. PHAworks with and provides financial supportto Community Partners who provideemployment and training opportunitiesfor PHA residents. Training is currentlyprovided in a wide range of industriesincluding medical billing, building trades,hospitality, pharmacy technician, and cer-tified nursing assistants. Last year, 784PHA residents enrolled in CommunityPartner programs. Of this group, 443graduated from their respective programs,and 289 were reported as working at theend of the training cycle. The average rate

of pay for graduates was $10.67 per hour.n PHA served over 4,700 seniors through

the Congregate Housing ServicesProgram, LIFE, SeniorCenters at Wilson Parkand Liddonfield, satellitesenior centers at CassieHolley and Emlen Arms,the Service Coordinatorprogram, and PHA SeniorTransportation program.These programs play acritical role in helpingseniors to live healthy andproductive lives, maximiz-ing their potential forextended independent living. The newLIFE program is part of PHA’s ongoinginitiative to assist frail and/or at-risk sen-iors with intensive “assisted living” services.

n Residents actively participated in varioussocial service, literacy and economic self-sufficiency programs operated at the PHABlumberg One Stop Self-SufficiencyCenter. PHA and its partners provided

more than 4,000 units of service duringthe past year.

n PHA continued to support a citywide net-work of on-site computer tech-nology labs available to residentsas well as continued its mobilecomputer lab program. New labswere added this year at NorrisHomes and Spring Garden andare utilized by residents of allages including youth participat-ing in the Skills for Life pro-gram. PHA Police Departmentpersonnel sponsored over 200training sessions at the computerlabs.

n PHA collaborated with the Point BreezePerforming Arts Center to bring youthafter-school and summer camp programsas well as intergenerational programs foryouth and seniors to the John StreetCommunity Center.

n PHA served over 58,000 meals at 26 sitesas part of its Summer Food ServiceProgram for low-income children.

Pre-Apprenticeship Training Program

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8. Implemented an agency-wideTeambuilding Initiative

9. Introduced an employee pre-screen-ing program to more precisely identi-fy candidates who meet PHA’sunique needs

10. Achieved a physical to book inventory accuracy rate of 99.997% for fiscal 2005-2006 with aid of new cycle count procedure for inventory items at PHA’s warehouses.


1. Achieved a 13% reduction in fuel used to heatPHA properties

2. Implemented a number of energy conservationmeasures to achieve estimated annual savings of$320,000

3. Implemented tighter utility management controlsestimated to result in $509,000 in two-yearsavings

4. Achieved a reduction of 68% in the number ofproperty claims made against PHA

5. Increased percentage of property claim financialclaims covered by PHA insurers from 19% to45%

6. Reduced the size of the PHA vehicle fleet by 4%

7. Achieved a 14% decrease in fuel consumption ofPHA vehicles

In a time of dwindling resources andincreasing need, PHA remains committed toenhancing productivity and reducing theoverall cost of operations. PHA continued toundertake efforts to improve productivity,fully utilize available resources, and identifyopportunities for cost savings. Heightenedattention to the management of utility costsand implementation of energy conservationmeasures also bore fruit. PHA also contin-ued a series of automation initiativesdesigned to improve service delivery whilereducing transaction costs. Accomplishmentsrelated to Strategic Operating Plan Goal 6through MTW Year Five included:

n By implementing strict monitoring con-trols, PHA reduced fuel usage last yearfrom over 558,000 gallons to approxi-mately 484,000 gallons – a 13% reduction.This action helps to limit the overallincrease in utility charges resulting from dramatically increased fuel costs.

n PHA’s newly constructed units incorpo-rated state-of-the-art energy conservationmeasures including installation of solarpanels at Greater Grays Ferry Estates andLucien E. Blackwell Homes. To reduceenergy consumption in older units andbuildings, PHA completed a series ofimprovements including replacement oftoilet fixtures and replacement of lightingfixtures, estimated to result in annual savings of $320,000.

n PHA implemented new procedures tomonitor and manage utility usage andcharges. Savings from these efforts areestimated at $509,000 over a two-yearperiod.

n PHA Risk Management worked to reducethe frequency and cost of property claimsagainst PHA. Last year, the number ofclaims fell by 68% to 98 claims. The totaldamage claim amounts decreased from$92 million to $76 million, while the

percentage covered by PHA insurersincreased from 19% to 45%.

n PHA implemented more stringent con-trols on vehicle usage and maintenancewhile achieving zero accidents resultingfrom mechanical malfunction. The size ofthe PHA fleet has been reduced by 4%,providing significant savings in fuel,insurance and repair costs. Through care-ful monitoring of vehicle usage, vehiclefuel consumption decreased by 14% lastyear, which partially offsets the increasedcost of fuel.

n Implementation of the PeopleSoft inte-grated fixed assetsmodule eliminated theneed for spreadsheettracking, improvedtracking of deprecia-tion and enhancedPHA’s ability to quicklyand clearly view all ofits assets.

n Implementation of thenew PeopleSoftTreasury moduleresulted in severaloperating efficiencies.

PHA now has the capacity to view its cashposition on a daily basis and reconcile itsbank statements on the first day followingthe end of the reporting month. Further,as part of this initiative, PHA imple-mented the Check 21 system that allowssite managers to scan checks at the siteand immediately transfer funds into thebank. Since checks are deposited immedi-ately and accurately, PHA has faster use ofavailable funds and enhanced capacity togenerate interest income.

n In support of PHA’s belief that that aninformed, motivated workforce produces

Strategic Operating Plan Goal 6Improve the Productivity and Cost Effectiveness of PHA's Operations.

Contracting Department

25

PHA reduced the size of its fleet by 4%

1. Achieved a 13% reduction in fuelused to heat PHA properties

2. Implemented a number of energyconservation measures to achieveestimated annual savings of$320,000

3. Implemented tighter utility manage-ment controls estimated to result in$509,000 in two-year savings

4. Achieved a reduction of 68% in thenumber of property claims madeagainst PHA

5. Increased percentage of propertyclaim financial claims covered byPHA insurers from 19% to 45%

6. Reduced the size of the PHA vehiclefleet by 4%

7. Achieved a 14% decrease in fuelconsumption of PHA vehicles


8. Implemented an agency-wide TeambuildingInitiative

9. Introduced an employee pre-screening programto more precisely identify candidates who meetPHA’s unique needs

10. Achieved a physical to book inventory accuracyrate of 99.997% for fiscal 2005-2006 withaid of new cycle count procedure for inventoryitems at PHA’s warehouses.

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the best results, the agency launched aTeambuilding Initiative in 2005, modeledafter successful best management practicesin the for-profit sector. The program –based on the fact that people accomplishmore as teams rather than as individuals –was developed jointly by theCommunications Dept. and Office ofStrategic Management. The 18-sessioncurriculum was conducted in bi-weeklystrategic operating plan (SOP) goal teammeetings, and included sessions on con-flict resolution and problem-solving tech-niques. The program was reinforcedthrough quarterly workshops for all par-ticipants and focused on topics such ascommunications style and diversity.Teamwork training will continue in FY ‘07with an initial focus on employee empow-erment.

n On an ongoing basis, PHA continues toimplement its MTW rent simplificationsystem that requires less frequent recerti-fications and provides more opportunitiesfor residents to save money.

n In order to identify candidates who would

meet PHA’s unique needs, the HumanResources Department introduced a pre-screening program to accomplish the fol-lowing objectives: Identify characteristicsand competencies that help predict work-place performance at any level of theorganization; determine a candidate’s ana-lytical thinking and reasoning aptitude inaddition to their skills and emotionalintelligence; understand how individualsperceive one anotherand how this will trans-late into team behaviorand success; provideinsight into career devel-opment opportunitiesfor candidates/employ-ees. Full program rolloutwas scheduled for May2006.

n Supply ChainManagement imple-mented a cycle countprocedure for inventoryitems at PHA’s twowarehouses. As a result,

PHA achieved a physical to book invento-ry accuracy rate of 99.997% for fiscal2005-2006. Therefore, PHA was notrequired to perform a full physical inven-tory at the close of the fiscal year, resultingin substantial savings in overtime costs.

n To precisely track all fixed assets at PHAdevelopments and offices, Supply ChainManagement planned, executed andimplemented a bar coding system.

Human Resources Department

1. Received unqualified opinions on PHA 2004 and2005 audited financial statements

2. Received unqualified opinions on all of the business units 2003 and 2004 audited financialstatements

3. Received unqualified opinions on the DefinedContribution and Defined Benefit Plans for 2004

4. Achieved 100% compliance in Davis Bacon andPrevailing Wage requirements by PHA contractors

5. Submitted required cost certifications forCambridge Plaza II, Richard Allen III, Mill Creek I and Mount Olivet

6. Implemented funding-based activity codes tobetter track development expenditures

7. Awarded 33% of contract dollars to minority andwoman-owned businesses

8. Implemented new reporting systems to trackexpiring contracts, task orders, and active con-tracts

9. Established enhancements to HCV quality control automation system

10. Developed plans for Public Housing qualitycontrol initiative


29

PHA incorporates quality assurance, pro-gram compliance and performance monitor-ing into all of its program operations. On anongoing basis, staff members from PHA’sOffice of Strategic Management providequality control reviews of program files,assist operating units to assess and re-engi-neer business practices to promote efficiency,and provide regular monitoring of strategicgoals and objectives. PHA also utilizes aleading-edge project management system totrack and report on all program initiatives.This system is updated monthly andreviewed by senior management. Significantaccomplishments related to this goal throughMTW Year Five included:

n PHA continued to receive unqualifiedopinions based on detailed independentaudits of its financial statements. Auditsalso were conducted of PHA businessunits and the PHA DeferredCompensation and Defined Benefit Plansand resulted in unqualified opinions.These audit results reflect the high priori-ty placed on internal controls and tightaccounting procedures at PHA.

n PHA, in cooperation with the City ofPhiladelphia Labor Standards Unit, con-tinued to monitor and enforce the DavisBacon Act and Prevailing Wage regulationsfor all construction contracts. This effortresulted in 100% compliance by primeand sub-contractors.

n PHA conformed to all required investorand funding source requirements includ-ing timely submission of cost certificationsfor Cambridge Plaza II, Richard Allen III,Mill Creek I and Mount Olivet. Theseactions illustrate the careful attentionPHA pays to conformance to regulatoryand other funding covenants.

n As part of its PeopleSoft automation initia-tive, PHA implemented funding-basedactivity codes to improve tracking of

development expenditures. This is a keyenhancement in light of the enormousscope of PHA’s development activities.

n PHA continued its commitment to work-ing with minority and woman-ownedbusinesses. During the past year, PHAawarded 33% of contract awards to MBEand WBE firms (22% MBE, 11% WBE),totaling $60,906,954.

n In an effort to strengthen contract man-agement, PHA Contracts Administrationimplemented new reporting systems totrack all active and expiring contracts andtask orders.

n PHA continued to enhance its industry-leading quality control initiatives includ-ing improving the computer tracking sys-tem used by HCV quality control review-ers. PHA also established plans to roll outenhanced quality control measures foradmissions and the public housing pro-gram during the coming year.

n PHA’s Contracting Department developedand delivered a seven-hour training ses-sion entitled, “The Procurement Process:Understanding Your Role.” All staff inSupply Chain, including Procurement andContracts, Contract Administration andWarehouse Operations took this course,based on Steven Covey’s Seven Habits ofHighly Effective People.

n PHA’s Contracting Department developedand began implementation of an organiza-tional plan with the following features:commodity/client based contracting teamsto improve customer service and increasecommodity knowledge; strategic sourcingmodel to increase market participation inPHA acquisitions and drive cost savings;distribution of acquisition support services(e.g., Affirmative Action compliancereviews, pre-qualification approval pro-cessing, etc.); and departmental reportingto facilitate establishment and monitoringof departmental performance goals.

n PHA’s Office of Inspector General (OIG)conducted multiple audits and investiga-tions during the past year. A complianceaudit of Housing Choice VoucherProgram client files showed there was sig-nificant improvement in file maintenancecompared to the results of last year’sreview. In addition, OIG opened 28 casesof under-reported income by PHA clients;recovered $7,973 from a landlord who hadbeen overcharging clients and debarredthe landlord from the program; completedan investigation, which led to criminalproceedings against two residents whounder-reported their income, leading torecovery of $16,794. Both tenants werealso sentenced to seven years probation.

Strategic Operating Plan Goal 7Improve program compliance,reporting, performance andaccountability.

Finance Department

7. Implemented Niku Clarity projectmanagement application to monitorand track Strategic Operating Planinitiatives

8. Implemented PeopleSoft HR Formsenhancements

9. Provided extensive staff training onall application systems

10. Commenced implementation of a new Interactive Voice Response system


1. Implemented PeopleSoft Field Service CRMmodule

2. Implemented PeopleSoft CRM Support module

3. Implemented PeopleSoft AccountsReceivablemodule for public housing rent collections

4. Implemented PeopleSoft Treasury Module

5. Implemented Check 21 for public housingresidents

6. Implemented Business Objects enterprise reporting system

PHA continued and expanded efforts toincorporate best practices technology into allphases of PHA operations. PHA has estab-lished industry-standard network equip-ment, upgraded or replaced mission criticalsoftware applications, built a qualified andresponsive technology staff, and improvedthe capacity of all PHA computer usersthrough extensive training. PHA’s ISMdepartment continues to build upon the pre-viously cited Standard & Poor’s (S&P)review of PHA operations. S&P noted theagency’s “…highly sophisticated technologi-cal capabilities” which exceeded those of anyother housing authority it had evaluated. Keyaccomplishments through MTW Year Fiveincluded:

n PHA successfully implemented thePeopleSoft Field Service and CRMSupport modules. The Field ServiceModule replaced PHA’s legacy work ordersystem. It is integrated with thePeopleSoft ERP applications such asHRMS/Payroll, Requisitions andInventory modules. With the new FieldService module, designated PHA employ-ees can log, assign, and track serviceorders automatically. Through integrationwith other PeopleSoft modules, FieldService records employees’ time, monitorsservice performance, and tracks parts andinventory. After the service orders are

completed, PHA site Asset Managers nowhave the ability to audit every work order.PHA anticipates significant productivitygains over time as a result of this imple-mentation.

n The CRM Support application is designedto increase customer service particularly ina Call Center environment. With imple-mentation of this module, PHA call centeras well as 160 other departmental repre-sentatives now have immediate, on-line-access to customer information, and cancreate cases and track information beinggiving to PHA customers. A major objec-tive of this project is to improve the quali-ty and accuracy of PHA interactions withthe public, as well as to improve customerand vendor satisfaction.

n PHA completed implementation of thePeopleSoft Accounts Receivable modulefor public housing rent collection. Thisnew “open” item system replaced the oldbalance-based Legacy Account Receivable.The open item system allows site man-agers to apply cash receipts to the correctbilling item. This module is tightly inte-grated with the public housing legacy

applications. All payments and collectionsare handled in the new module.

n As previously noted, PHA implementedthe PeopleSoft Treasury module duringthe past year. This module has numerousoperational advantages including enhanc-ing PHA’s ability to reconcile bank state-ments quickly and accurately, manage itscash position and electronically retrievebank statements.

n PHA implemented Check 21 for PublicHousing and LIHTC residents. Check 21automates the electronic capture of rentpayments and provides immediate trans-mission of the payment to the bank fordeposit. Currently this product is beingutilized at 15 locations and has processed282 deposits totaling over $1.1 milliondollars.

n PHA commenced implementation of theBusiness Objects software solution toestablish a central repository of reportsthat can be accessed through PHA’sInternet browser. At this point there are355 different reports in Business Objectseach of which can have multiple instancescreated daily, weekly, monthly etc., All

Strategic Operating Plan Goal 8Maximize the use of technology to improve efficiency and accountability of PHA operations

31

“Check 21”

1. Implemented PeopleSoft FieldService CRM module

2. Implemented PeopleSoft CRMSupport module

3. Implemented PeopleSoft AccountsReceivable module for public hous-ing rent collections

4. Implemented PeopleSoft TreasuryModule

5. Implemented Check 21 for publichousing residents

6. Implemented Business Objects enter-prise reporting system


7. Implemented Niku Clarity project managementapplication to monitor and track StrategicOperating Plan initiatives

8. Implemented PeopleSoft HR Forms enhance-ments

9. Provided extensive staff training on all appli-cation systems

10. Commenced implementation of a newInteractive Voice Response system

users who have a network user login atPHA have access to Business Objects.

n PHA continued to implement and refineusage of the Niku Clarity project manage-ment system. Through this tool, PHAstaff from all divisions report and trackactivities and projects associated with theStrategic Operating Plan.

n Expanded use of the existingPeopleSoft HR software wasachieved through implemen-tation of a series ofPeopleSoft HR forms. TheHR Forms project automateda series of formerly manualforms related to employeestatus changes, requests forpersonnel, employee evalua-tions and other functions.

n To maximize benefits fromthe above listed activities,PHA conducted extensivetraining sessions for end usersfrom all areas of the agency.Structured training programshelp to ensure knowledgeretention and proper use ofthe system.

n PHA commenced implementation of alarge-scale new project to implement anInteractive Voice Response (IVR) system.The IVR will link to PHA’s phone andsoftware systems, and will provide callerswith a wide menu of options. For exam-ple, PHA applicants will be able to check

their waiting list status. Callers will also begiven the option to obtain information onPHA programs and policies. In addition,the system will facilitate tracking andquick response by PHA Call Center anddesignated staff. The new system will beinstalled in the next year.

33

Information Systems Management Department

1. Partnered with major banks to promote home-ownership and with 26 certified housing coun-seling agencies throughout the city ofPhiladelphia

2. Secured approximately $1.2 billion in resourcesfrom a wide variety of agencies including HUD,PHFA and the Commonwealth of Pennsylvania

3. Partnered with private investors to leverage$204 million in Low Income Housing Tax Creditequity

4. Secured over $3.2 million in new supportiveservice, employment and training funding overthe past year

5. Transferred 133 scattered site properties todevelopment entities who will create 371 home-ownership and 232 rental units

6. Partnered with the Commissioner of Revenue tocapture back taxes due to the City valued atmore than $100,000 for this past year

7. Partnered with the Redevelopment Authority to acquire over 300 deteriorated properties

8. Partnered with the National Guard in cleaningand sealing up vacant or open propertiesthroughout the City.

9. Collaborated with Institute for Real EstateManagement to provide training to 800 HousingChoice Voucher program landlords

10. Supported resident-police partnerships throughthe Police Advisory Board and Town Watchprograms.


PHA understands that achieving thephysical and social revitalization ofPhiladelphia’s low-income communitiesrequires creative partnerships and collabora-tions with many federal, state and local gov-ernment as well as private sector partners.Strategic Operating Plan Goal 9 focuses oncreating and nurturing partnerships toachieve maximum benefit for PHA residentand program participants. Significant accom-plishments in this area through MTW YearFive included:

n To promote affordable homeownership,PHA has established partnerships withmajor banks including Wachovia Bank,Bank of America, Citizens Bank,Commerce Bank, Sovereign Bank andWells Fargo. PHA also maintains relation-ships with 26 certified housing counselingagencies throughout the city ofPhiladelphia.

n In an effort to promote quality service andaccountability among HCV private prop-

erty owners, more than 800 propertyowners have participated in a mandatoryorientation program offered by theInstitute of Real Estate Management. Thisis a unique and groundbreaking programthat PHA believes results in better serviceto HCV participants and more responsive-ness to community concerns.

n PHA continued its collaboration with theCommissioner of Revenue to review andensure compliance of property ownerswith vendor tax and utility payments beforean owner is accepted into the HCV program This year, these efforts resultedin over $100,000 in back taxes paid to the City.

n PHA has secured funding for capital pro-grams totaling $1.2 billion. This activityreflects PHA’s outstanding track record inforging partnerships with state, federal andlocal agencies as well as private investors.

n PHA has earned the confidence ofprivate investors, who have contributed a total of $204 million inprivate equity funding to PHA devel-opments. The confidence of thefinancial community is also reflectedin the fact that PHA has raisedapproximately $200 million in bondfinancing to support rental andhomeownership projects.

n Thirteen disposition applicationswere submitted during the past yearto permit transfer of 133 scatteredsite properties. The transferred prop-erties will be combined with otherparcels assembled by developers andmade part of planned developmentinvolving 371 homeownership and232 rental units.

n PHA has partnered with the City ofPhiladelphia RedevelopmentAuthority to acquire over 500 deteri-orated properties in the Mill Creekand Ludlow areas as part of the overall HOPE VI revitalization plan.

n PHA staff assisted the NationalGuard in cleaning and sealing up

vacant or open properties throughout theCity in order to prevent these sites frombeing used for criminal or other hazardouspurposes.

n PHAPD continued to provide support for resident-police partnerships throughthe establishment of a Police AdvisoryBoard and the development of TownWatch programs.

n PHA’s Program Compliance divisionsecured over $3.2 million in new fundingover the past year. This included fundsfrom various sources for youth and seniorprograms, employment training, casemanagement, mentoring and other areas.In addition to these direct fundingsources, millions of additional leveragedfunds and resources were provided byPHA partners to support resident self-sufficiency efforts.

Strategic Operating Plan Goal 9Maximize Relationships andInitiatives to Deliver Sound andEffective Services

35

PHA assisted National Guard in sealingvacant properties

PHA Leadership

Standing, from left to right: Commissioners Patrick J. Eiding, Debra L. Brady, Councilwoman Jannie L. Blackwell and Senior Deputy Executive Director Michael LeitheadSeated, from left to right: Commissioner Nellie W. Reynolds, Board Chair Mayor John F. Street, and Executive Director Carl R. Greene

Philadelphia Housing Authority12 South 23rd Street

Philadelphia, PA 19103

p: 215.684.4000

www.pha.phila.gov

© 2006The Philadelphia Housing Authority.

All Rights Reserved.The Philadelphia Housing Authority logo and Building Beyond Expectations

are servicemarks of the Philadelphia Housing Authority.ACR 06.06

www.pha.phila.gov

Documents

This is the fifth Annual Accomplishments Report prepared ... Accomplishments... · The MTW Annual Report describes PHA’s accomplishments in implementing one of the largest affordable