Strategic Goals 2016 2020
2020 Visionary Goal: Gets Off the HUD Bus and is Named National Housing Authority of the Year...
2020 Housing Goal: Silence the NIMBYs & Fill the Potholes of Traditional Housing Strategies: 1. Develop and maintain high quality and attractive housing (all types and unit sizes) that is indistinguishable from housing owned and managed by the best real estate management firm in the State of Florida A. Continue to seek funding through Florida Housing Finance Corporation and explore alternate sources of funding for the development of high quality and attractive housing, including but not limited to, bond financing, grant/foundation funding, private sector financing, County programs, and potentially HUD-insured mortgage financing; B. Continue to seek opportunities to acquire (and renovate as needed) existing housing that may be used to provide affordable housing and housing for homeownership; C. Create a financial plan to build reserves and utilize PCHA s own resources (reserves and Project-Based Vouchers) as leverage/gapfunding, where possible, for self-development and/or to spur the development of additional affordable housing; D. Utilizing non-profit arm, seek opportunities for acquisition and development throughout Pinellas County, including, but not limited to, locally designated revitalization areas; E. Develop Seminole Parcel: Determine current veterans housing needs and seek funding for development; F. Explore feasibility and funding opportunities, and finalize plan (if determined feasible and funding is secured) to build a central office with a smaller footprint; G. Develop plans and obtain funding to construct Phase II Pinellas Heights senior building. 2. Continue to develop and seek out new partnerships to explore new options and fulfill unmet housing needs A. Expand partnership base to include additional non-profit partners, and new for-profit and private philanthropic partners;
B. Participate in the discussion of unmet housing needs through attendance at community and networking meetings; C. Facilitate a networking group for ongoing discussion and idea sharing between agencies, including but not limited to, the Pinellas County Housing Finance Authority and community development departments in Pinellas County (including St. Petersburg and the Cities of Clearwater and Largo; D. Utilize Project Based Vouchers to spur development of housing opportunities for individuals and families with special needs; E. Revise/create policies to allow for Flow housing to allow families to exit supportive housing and flow into regular assisted housing. 3. Develop an advocacy plan for policy change A. Create the framework for policy change at the national level by developing and implementing a pilot program that achieves desired results (removes disincentives to employment, provide rental assistance to more families, lessens the potential for fraud, and promotes self-sufficiency); B. Document successes; C. Develop the plan for advocacy at the local, State and Federal levels; D. Develop a marketing strategy to educate the public and local leaders; E. Meet with local political leaders to educate them and request that they be a champion for change at the state and national levels (board and executive director). 2020 Organizational Goal: Expand Success Model throughout Pinellas County Strategies: 1. Become a full service management and consulting organization to generate new revenue streams A. Fine tune and document PCHA s current management philosophy and experience;
B. Determine/develop an internal financial and human capital plan for building the capacity necessary to expand PCHA s business model for consulting; C. Develop collateral for property management marketing; D. Develop and implement marketing plan. 2. Expand supply of affordable housing while being mindful of specific needs of the community A. Review and take into consideration published information regarding local housing needs, i.e. youth aging out of foster care, elderly, family, disabled, homeless, veterans, etc.; B. Review local jurisdictions Affordable Housing Plans and Analysis of Impediments documents, and other documents and information as it becomes available; C. Meet with community leaders and residents regarding potential development/acquisition for input; D. Create a new non-profit development arm, if necessary, for developing County-wide. 3. Educate political leaders on the successes of PCHA A. Prepare collateral material on the successes of PCHA; B. Set up individual meetings with political leaders (for board representative and executive director); C. Stay informed regarding election results and meet with new political leaders early in their terms of office. 2020 Residents Goal: PCHA Ends Generational Housing Trend Strategies: 1. Educate & expose youth to experiences outside of their environment
A. Identify funding sources; seek funding from outside sources; B. Establish a 501c3 organization to solicit and accept grant funds for this purpose; C. Identify and become involved with organizations providing youth activities throughout PCHA s area of operation, including families assisted by the HCV program; D. Plan youth field trips and tours that will simultaneously provide education and experience (ideas: Washington D.C., college campuses, a variety of local educational, environmental and performing arts venues); E. Seek one-on-one job shadowing opportunities for youth through local employers; F. Encourage youth participation in summer opportunities through CareerSource Pinellas. G. Educate parents as to the value of youth experience and outside exposure, to encourage youth attendance. 2. Partner with other agencies to expand youth opportunities and exposures A. Meet with agencies that PCHA is currently partnering with; B. Identify additional agencies that provide youth opportunities and make information about various programs and opportunities known to PCHA youth and families. 3. Host additional employment training and recruitment opportunities on-site, i.e. job fairs, resume preparation A. Redefine activities of FSS Coordinators and ROSS Coordinator to include planning and implementing periodic job fairs and job readiness training through non-profit or for-profit organizations; B. Revise Section 3 plan to incorporate option for professional services contractors to provide training to residents in resume preparation and interviewing techniques and/or other areas of expertise within their firms.