SAN FRANCISCO HOUSING AUTHORITY

HABD MISSION AND GUIDING PRINCIPLES SAN FRANCISCO HOUSING AUTHORITY 2011 2016 Strategic Plan

MESSAGE FROM THE EXECUTIVE DIRECTOR Henry A. Alvarez III Executive Director PLACE HOLDER NEED INFORMATION FROM SFHA SFHA Board of Commissioners SFHA Executive Team Strategic Plan: 2011-2016 Page 2

TABLE OF CONTENTS MESSAGE FROM THE EXECUTIVE DIRECTOR...2 INTRODUCTION...3 SFHA MISSION AND GUIDING PRINCIPLES...4 2011 2016 STRATEGIC GOALS...7 STRATEGIC PLAN...8 GOAL 1...8 GOAL 2...9 GOAL 3... 10 GOAL 4... 11 GOAL 5... 13 GOAL 6... 15 GOAL 7... 17 GOAL 8... 18 SAMPLE COMMITMENT MEMO... 19 TIMELINE... 20 Strategic Plan: 2011-2016 Page 3

INTRODUCTION PLANNING FRAMEWORK In May 2010, the Board of Commissioners and the Executive Director of the San Francisco Housing Authority (SFHA) determined that their Strategic Plan needed to be updated to continue with their vision of becoming a high performance organization, promoting innovation and accountability, and sustaining progress. In efforts to update this plan, emphasis was placed on including people and obtaining input from all stakeholders. The inclusive approach was based on conducting three separate facilitated visioning and planning sessions. During these sessions, input from staff and Board members was obtained through a number of structured brainstorming exercises. The plan s foundation was established based on the detailed feedback obtained from these sessions. PLANNING OBJECTIVE To promote creative brainstorming for developing fresh ideas on transforming public housing from housing of last resort into housing of choice and to increase and improve the supply of low income and affordable housing. The purpose of updating SFHA s Strategic Plan is to outline SFHA s mission, core goals, and to develop a high level roadmap for achieving these goals over the next 5 years. More specifically, the initial planning retreat sought to: Facilitate a roundtable discussion among management Establish an identity for SFHA Initiate open and active participation Promote candid feedback Generate ideas, analyses and recommendations Develop 5-year strategies with focus on years 1 & 2 Align business operations with the mission of SFHA Encourage team collaboration and commitment As a result of the retreat, SFHA s Planning Team developed several meaningful products, including the creation of: A new and improved mission statement for the Authority Realistic goals and actionable strategies to be achieved over the next 5 years, as covered in this plan. Strategic Plan: 2011-2016 Page 4

SFHA MISSION AND GUIDING PRINCIPLES SFHA MISSION The mission of the SFHA is to deliver safe and decent housing for low income households and integrate economic opportunities for residents. The guiding principles outlined on the following pages represent values that govern the actions of all SFHA staff members and establish standards of public stewardship. Management and staff articulated these values and principles as a result of their own analyses and aspirations for a renewed SFHA. Strategic and Collaborative Partnerships We develop our external relationships and facilitate accountability among all partners to achieve our mandate and mission. We strengthen and leverage our membership in the broad public housing industry. Effective Communication and Education We educate all our customers, partners and other stakeholders on the value and importance of public housing. We ensure effective organizational communication, information accessibility, and transparency throughout the Authority that would facilitate alignment and success of all our programs and services. Maximizing Technology We continue to leverage existing and emerging technologies that increase agency accountability, effectiveness and efficiency. We ensure that technology adoption and use is consistent across all departments to further strengthen the Authority s internal capacity. Strategic Plan: 2011-2016 Page 5

SFHA MISSION AND GUIDING PRINCIPLES Customer Focus We dedicate ourselves to assist and engage our residents to be self-sufficient and voluntary move out of public and subsidized housing We conduct our business with customer-oriented and responsive service delivery systems focused on all customers and stakeholders. Commitment, Integrity and Accountability We demonstrate consistent organizational and personal commitment to customer service and our Authority s mission. We practice uncompromising ethical practices and integrity through clearly established and observed policies and procedures and a strong fiscal and control framework. Excellence in Performance We rely on strong leadership across the Authority that motivates excellence in employee and team performance. We foster creativity, initiative and synergy. We ensure alignment of performance expectations, outcomes and measures. Empowerment and Trust We foster trust that recognizes capability, promotes accountability and responsiveness, and empowers employees to become effective performers. We foster a caring and nurturing environment across the organization that further builds internal capacity and a motivated workforce Strategic Plan: 2011-2016 Page 6

2011 2016 STRATEGIC GOALS This Strategic Plan has been built upon certain assumptions that have translated into eight core goals. These core goals are the impetus for the hard work that must take place to produce new units, preserve existing units, improve the quality of our work, and monitor the integrity of our actions. The strategies developed to provide the framework for the transformational activities are identified in the next section of this plan. Expand the Supply of Assisted Housing Improve the Quality of Assisted Housing Increase Assisted Housing Choices Goal 1 Goal 2 Goal 3 Provide a Safe and Improved Living Environment Promote Self-Sufficiency and Asset Development of Assisted Households Promote Equal Opportunity and Affirmatively Further Fair Housing Goal 4 Goal 5 Goal 6 Improve and Deliver Quality Customer Service Become a "High Performing" Agency by Improving Operations in All Areas Goal 7 Goal 8 Strategic Plan: 2011-2016 Page 7

STRATEGIC PLAN Goal 1: Expand the Supply of Assisted Housing 1: Apply for additional rental vouchers and special purpose rental vouchers as they become available. 2: Reduce public housing vacancies to less than 3%. 1. Develop an improved business process for waitlist management 2. Develop an advanced quality enhancement program for challenged properties 3. Create and administer a senior leadership evaluation of a unified waitlist and potential Public Housing / Section 8 split 3: Leverage private and other public funds to create additional housing opportunities, including HOPE VI, Choice Neighborhoods, TRA and Section 8 Project-based Vouchers. 1. Identify new private and public funding opportunities that incorporate tax credits and energy savings 4: 5: 6: Acquire sites or buildings where opportunities exist. Add affordable and market rate housing where density permits at HOPE SF and at family and elderly/disabled public housing units. Partner with affordable housing developers. Strategic Plan: 2011-2016 Page 8

STRATEGIC PLAN Goal 2: Improve the Quality of Assisted Housing 1: 2: 3: Improve public housing management scores. 1. Document how the waitlist is managed and indicate areas for potential efficiency 2. Develop an inventory of vacant units 3. Collect past resident surveys and distribute finding to management to evaluate resident feedback on public housing units Improve voucher management (SEMAP scores) through the reorganization of the Section 8 department. 1. Improve current Section 8 Project-based Voucher Program by studying and benchmarking how other housing authorities utilize vouchers Partner with housing developers, non-profit community and supportive service organizations and city agencies to rebuild public housing sites and provide services to residents. 1. Develop Marketability Plan by using existing information related to resident preferences 2. Survey property managers to identify programs and services that can help enhance residents quality of life 3. Develop an inventory of non-profit organizations that provide services identified by property managers Strategic Plan: 2011-2016 Page 9

STRATEGIC PLAN Goal 3: Increase the Types of Assisted Housing Choices 1: 2: 3: 4: 5: 6: Continue to provide voucher mobility counseling. Conduct outreach efforts to potential voucher landlords. 1. Create a branding initiative to reach out to new, existing, and potential landlords 2. Develop an improved marketing strategy to make programs appealing 3. Inform the public about opportunities at SFHA by distributing newsletters to stakeholder groups and conducting Town Hall Meetings 4. Advertise information about opportunities at SFHA via television spots and commercials Maximize voucher payment standards. 1. Improve current Section 8 Project-based Voucher Program by studying and benchmarking how other housing authorities utilize vouchers Utilize Voucher Homeownership in conjunction with comprehensive revitalization, infill housing, and partnerships with community based organizations, city agencies, FSS, and other homeownership programs. 1. Inform the public about opportunities at SFHA by distributing newsletters to stakeholder groups and conducting Town Hall Meetings 2. Advertise information about opportunities at SFHA via television spots and commercials Use Section 8 Project-based Voucher Program assistance in conjunction with public housing revitalizations efforts to increase supply of housing units. 1. Improve current Section 8 Project-based Voucher Program by studying and benchmarking how other housing authorities utilize vouchers Utilize to the fullest extent possible the Section 8 Project-based Voucher Programs 1. Improve current Section 8 Project-based Voucher Program by studying and benchmarking how other housing authorities utilize vouchers 2. Develop an improved marketing strategy to make programs appealing 3. Inform the public about opportunities at SFHA by distributing newsletters to stakeholder groups and conducting Town Hall Meetings 4. Advertise information about opportunities at SFHA via television spots and commercials Strategic Plan: 2011-2016 Page 10

STRATEGIC PLAN Goal 4: Provide a Safe and Improved Living Environment 1: Where necessary, install security cameras in and around public housing sites. 1. Assess present distribution and quality of security cameras 2: 3: 4: 5: 6: 7: Partner with the San Francisco Police Department in implementing community policing strategies, such as neighborhood watch groups, at public housing sites. 1. Work with public safety stakeholders to develop an law enforcement initiative to increase security around SFHA properties De-concentrate poverty at lower density developments by replacing the public housing and adding housing for households with a range of incomes, adding other ancillary non-residential uses and creating mixed-income, mixed-use communities. 1. Implement income targeting to de-concentrate poverty in particular housing units Lease vacant units more quickly. 1. Develop an inventory of vacant units Develop better one-on-one relationships with communities surrounding family and senior housing sites. 1. Work with property managers to identify key neighborhood stakeholders for each SFHA property Establish tip line specifically for SFHA residents. Partner with the City of San Francisco s Department of Public Works to develop neighborhood beautification projects, community gardens, and quicker removal of graffiti. 1. Work with public safety stakeholders to develop an law enforcement initiative to increase security around SFHA properties 2. Increase SFHA attendance / involvement in civic and philanthropic organizations (i.e., SAFE, Police Departments, and Fire Departments) Strategic Plan: 2011-2016 Page 11

STRATEGIC PLAN Goal 4: Provide a Safe and Improved Living Environment 8: Improve lighting and build visual corridors to increase visibility in new developments. 1. Assess present quality of lighting and visibility throughout developments 9: 10: 11: 12: 13: 14: Implement maintenance and property management energy conservation measures. Negotiate better rates with utility and water providers. Provide resident training on energy conservation and Energy Star products. Encourage energy efficiency in the design and construction of HOPE VI and public housing sites being redeveloped. Install recycling centers at various public housing family developments. Increase availability of sports and other extracurricular activities for residents. Strategic Plan: 2011-2016 Page 12

STRATEGIC PLAN Goal 5: Promote Household Self-Sufficiency and Asset Development 1: 2: 3: Create and establish partnerships with technology companies to increase resident proficiency and access to technology and internet, in particular, provide support to the deployment and execution of the City of San Francisco s free wireless access initiative. 1. Create an external initiatives working group to organize potential external partnerships and initiatives 2. Advertise information about available resident services to increase participation 3. Target training programs for SFHA residents Identify resources for employment training grants and opportunities and provide a venue for residents to participate in trainings. 4. Provide technology training and education to resident employees 5. Create a Grants.gov profile and refine search parameters to include opportunities that funding partners might also pursue 6. Identify which grants the City of San Francisco is pursuing and which grants the City has secured 7. Identify and reach out to City and County programs that can provide services to SFHA residents Promote training certification and degree programs, including GED preparation, for residents. 1. Assist in the organization and facilitation of career workshops for residents 2. Advertise information about available resident services to increase participation 3. Identify educational resources to provide to SFHA residents 4. Target training programs for SFHA residents 4: Provide job search workshops for residents. 1. Assist in the organization and facilitation of career workshops for residents 2. Advertise information about available resident services to increase participation 3. Identify educational resources to provide to SFHA residents 4. Target training programs for SFHA residents Strategic Plan: 2011-2016 Page 13

STRATEGIC PLAN Goal 5: Promote Household Self-Sufficiency and Asset Development 5: Provide or attract supportive services to increase independence for elderly or families with disabilities. 1. Contact HHS, specifically Administration on Aging to discuss what programs are available to elderly residents and/or families with disabilities 6: 7: Identify and implement programs with community based partners that can promote self-sufficiency, including first time homeownership opportunities for low income families. 1. Create an external initiatives working group to organize potential external partnerships and initiatives 2. Identify and connect residents with service providers who can facilitate readiness programs 3. Contact Workforce Investment Board for inventory of corporations and businesses that provide job training, have corporate outreach programs, or offer free capacity-building opportunities for residents Subscribe to Speaker Pelosi s monthly grant newsletter. Apply for all applicable grants, in particular SuperNOFA and Ross grants. 1. Create a Grants.gov profile and refine search parameters to include opportunities that funding partners might also pursue 2. Identify which grants the City of San Francisco is pursuing and which grants the City has secured 3. Identify and reach out to City and County programs that can provide services to SFHA residents 8: Utilize Section 3 goals and the SFHA 25% resident hire policy to provide more employment opportunities for public housing residents. In particular, consider hiring and training community residents to service as computer lab managers. 1. Target training programs for SFHA residents 2. Advertise information about available resident services to increase participation 3. Develop a Resident Volunteer Program for those residents interested in volunteering with SFHA Strategic Plan: 2011-2016 Page 14

STRATEGIC PLAN Goal 6: Promote Equal Opportunity and Affirmatively Further Fair Housing 1: Undertake affirmative measures to ensure access to assisted housing regardless of race, color, religion, national origin, sex, familial status, and disability. 1. Develop a brand recognition of the SFHA Ombudsperson, including the development of a mission statement 2. Implement process for periodically reviewing equal opportunity policies 2: Undertake affirmative measures to provide a suitable living environment for families living in assisted housing regardless of race, color, religion, national origin, sex, familial status, and disability. 1. Develop a brand recognition of the SFHA Ombudsperson, including the development of a mission statement 2. Implement process for periodically reviewing equal opportunity policies 3: Undertake affirmative measures to ensure accessible housing to persons with all varieties of disabilities regardless of unit size required. 1. Develop a brand recognition of the SFHA Ombudsperson, including the development of a mission statement 2. Implement process for periodically reviewing equal opportunity policies 4: Respond to residents and applicants relating to possible discrimination-based incidents and the implementation of procedures for addressing allegations of incidents with a perceived or actual discriminatory dimension. 1. Develop a brand recognition of the SFHA Ombudsperson, including the development of a mission statement 2. Implement process for periodically reviewing equal opportunity policies 5: Investigate allegations of discrimination based on sexual orientation. Strategic Plan: 2011-2016 Page 15

STRATEGIC PLAN Goal 6: Promote Equal Opportunity and Affirmatively Further Fair Housing 6: Educate staff, landlords, tenants, and vendors on affirmative action and other laws regarding discrimination. 1. Determine if published polices are current and available to all staff 2. Educate all SFHA staff on policies 3. Determine if policies need to be clarified in order for employees to determine acceptable behaviors related to equal opportunity 4. Implement process for periodically reviewing equal opportunity policies 7: Implement the Limited English Proficiency Plan that will guide SFHA in providing language services to clients whose native language is not English. 1. Establish needs, expectations and performance measurements on bilingual staff Strategic Plan: 2011-2016 Page 16

STRATEGIC PLAN Goal 7: Improve and Deliver Quality Customer Service 1: 2: Deploy an Internet Kiosk, which will provide easy access to data pertinent to clients on Section 8, Public Housing and other services provided by the SFHA. Provide customer service training for SFHA employees. 1. Assist in the planning and facilitation of staff customer service training 2. Establish needs, expectations and performance measurements on customer service Strategic Plan: 2011-2016 Page 17

STRATEGIC PLAN Goal 8: Become a "High Performing" Agency by Improving Operations in All Areas 1: Conduct monthly and quarterly management meetings with SFHA staff to assess progress on individual goals and strategies. 1. Develop Teams to lead goals and implement strategies 2. Prioritize goals and strategies and establish needs, expectations and performance measurements for each Team 3. Develop individualized Commitment Memos to increase accountability, promote ownership and maintain momentum for the achievement of all goals (Example attached in the following section.) Strategic Plan: 2011-2016 Page 18

SAMPLE COMMITMENT MEMO Strategic Plan: 2011-2016 Page 19

TIMELINE Goal Sub Description of /Initiative Project Owner Target Completion 1 Expand the Supply of Assisted Housing A Apply for additional rental vouchers and special purpose rental vouchers as they become available. B Reduce public housing vacancies to less than 3%. Develop an improved business process for waitlist management. Develop an advanced quality enhancement program for challenged properties. February 2011 c. Create and administer a senior leadership evaluation of a unified waitlist and potential Public Housing / Section 8 split. C Leverage private and other public funds to create additional housing opportunities, including HOPE VI, Choice Neighborhoods, TRA and Section 8 Project-based Vouchers. Identify new private and public funding opportunities that incorporate tax credits and energy savings. D E F Acquire sites or buildings where opportunities exist. Add affordable and market rate housing where density permits at HOPE SF and at family and elderly/disabled public housing units. Partner with affordable housing developers. Strategic Plan: 2011-2016 Page 20

TIMELINE Goal Sub Description of /Initiative Project Owner Target Completion 2 Improve the Quality of Assisted Housing A Improve public housing management scores. Document how the waitlist is managed and indicate areas for potential efficiency February 2011 Develop an inventory of vacant units February 2011 c. Collect past resident surveys and distribute finding to management to evaluate resident feedback on public housing units February 2011 B Improve voucher management (SEMAP scores) through the reorganization of the Section 8 department. Improve current Section 8 Project-based Voucher Program by studying and benchmarking how other housing authorities utilize vouchers May 2011 C Partner with housing developers, non-profit community and supportive service organizations and City agencies to rebuild public housing sites and provide services to residents. c. Develop Marketability Plan by using existing information related to resident preferences Survey property managers to identify programs and services that can help enhance residents quality of life Develop an inventory of non-profit organizations that provide services identified by property managers April 2011 April 2011 May 2011 Strategic Plan: 2011-2016 Page 21

TIMELINE Goal Sub Description of /Initiative Project Owner Target Completion 3 Increase the Types of Assisted Housing Choices A B C D E F Continue to provide voucher mobility counseling. Conduct outreach efforts to potential voucher landlords. c. d. Create a branding initiative to reach out to new, existing, and potential landlords Develop an improved marketing strategy to make programs appealing Inform the public about opportunities at SFHA by distributing newsletters to stakeholder groups and conducting Town Hall Meetings Advertise information about opportunities at SFHA via television spots and commercials Maximize voucher payment standards. Improve current Section 8 Project-based Voucher Program by studying and benchmarking how other housing authorities utilize vouchers Utilize Voucher Homeownership in conjunction with comprehensive revitalization, infill housing, and partnerships with community based organizations, city agencies, FSS, and other homeownership programs. Inform the public about opportunities at SFHA by distributing newsletters to stakeholder groups and conducting Town Hall Meetings Advertise information about opportunities at SFHA via television spots and commercials Use Section 8 Project-based Voucher Program assistance in conjunction with public housing revitalizations efforts to increase supply of housing units. Improve current Section 8 Project-based Voucher Program by studying and benchmarking how other housing authorities utilize vouchers Utilize to the fullest extent possible the Section 8 Project-based Voucher Programs c. d. Improve current Section 8 Project-based Voucher Program by studying and benchmarking how other housing authorities utilize vouchers Develop an improved marketing strategy to make programs appealing Inform the public about opportunities at SFHA by distributing newsletters to stakeholder groups and conducting Town Hall Meetings Advertise information about opportunities at SFHA via television spots and commercials May 2011 May 2011 May 2011 May 2011 May 2011 May 2011 May 2011 May 2011 May 2011 Strategic Plan: 2011-2016 Page 22

TIMELINE Goal Sub Description of /Initiative Project Owner Target Completion 4 Provide a Safe and Improved Living Environment A B C D E Where necessary, install security cameras in and around public housing sites. Assess present distribution and quality of security cameras June 2011 Partner with the San Francisco Police Department in implementing community policing strategies, such as neighborhood watch groups, at public housing sites. Work with public safety stakeholders to develop an law enforcement initiative to increase security around SFHA properties De-concentrate poverty at lower density developments by replacing the public housing and adding housing for households with a range of incomes, adding other ancillary non-residential uses and creating mixed-income, mixed-use communities. Implement income targeting to de-concentrate poverty in particular housing units Lease vacant units more quickly. January 2011 Mach 2011 Develop an inventory of vacant units February 2011 Develop better one-on-one relationships with communities surrounding family and senior housing sites. Work with property managers to identify key neighborhood stakeholders for each SFHA property February 2011 F G H Establish tip line specifically for SFHA residents. Partner with the City of San Francisco s Department of Public Works to develop neighborhood beautification projects, community gardens, and quicker removal of graffiti. Work with public safety stakeholders to develop an law enforcement initiative to increase security around SFHA properties Increase SFHA attendance / involvement in civic and philanthropic organizations (i.e., SAFE, Police Departments, and Fire Departments) Improve lighting and build visual corridors to increase visibility in new developments. Assess present quality of lighting and visibility throughout developments January 2011 January 2011 June 2011 Strategic Plan: 2011-2016 Page 23

TIMELINE Goal Sub Description of /Initiative Project Owner Target Completion 4 Provide a Safe and Improved Living Environment I J K L M N Implement maintenance and property management energy conservation measures. Negotiate better rates with utility and water providers. Provide resident training on energy conservation and Energy Star products. Encourage energy efficiency in the design and construction of HOPE VI and public housing sites being redeveloped. Install recycling centers at various public housing family developments. Increase availability of sports and other extracurricular activities for residents. Strategic Plan: 2011-2016 Page 24

TIMELINE Goal Sub Description of /Initiative Project Owner Target Completion 5 Promote Household Self-Sufficiency and Asset Development A B Create and establish partnerships with technology companies to increase resident proficiency and access to technology and internet, in particular, provide support to the deployment and execution of the City of San Francisco s free wireless access initiative. Create and external initiatives working group to organize potential external partnerships and initiatives Advertise information about available resident services to increase participation May 2011 July 2011 c. Target training programs for SFHA residents April 2011 Identify resources for employment training grants and opportunities and provide a venue for residents to participate in trainings. Provide technology training and education to resident employees April 2011 Create a Grants.gov profile and refine search parameters to include opportunities that funding partners might also pursue January 2011 C D c. d. Identify which grants the City of San Francisco is pursuing and which grants the City has secured Identify and reach out to City and County programs that can provide services to SFHA residents Promote training certification and degree programs, including GED preparation, for residents. Assist in the organization and facilitation of career workshops for residents Advertise information about available resident services to increase participation February 2011 - Ongoing - Ongoing July 2011 c. Identify educational resources to provide to SFHA residents d. Target training programs for SFHA residents April 2011 Provide job search workshops for residents. Assist in the organization and facilitation of career workshops for residents Advertise information about available resident services to increase participation July 2011 c. Identify educational resources to provide to SFHA residents d. Target training programs for SFHA residents April 2011 Strategic Plan: 2011-2016 Page 25

TIMELINE Goal Sub Description of /Initiative Project Owner Target Completion 5 Promote Household Self-Sufficiency and Asset Development E F Provide or attract supportive services to increase independence for elderly or families with disabilities. Contact HHS, specifically Administration on Aging to discuss what programs are available to elderly residents and/or families with disabilities Identify and implement programs with community based partners that can promote self-sufficiency, including first time homeownership opportunities for low income families. Create an external initiatives working group to organize potential external partnerships and initiatives Identify and connect residents with service providers who can facilitate readiness programs May 2011 c. Contact Workforce Investment Board for inventory of corporations and businesses that provide job training, have corporate outreach programs, or offer free advice opportunities for residents G H Subscribe to Speaker Pelosi s monthly grant newsletter. Apply for all applicable grants, in particular SuperNOFA and Ross grants. c. Create a Grants.gov profile and refine search parameters to include opportunities that funding partners might also pursue Identify which grants the City of San Francisco is pursuing and which grants the City has secured Identify and reach out to City and County programs that can provide services to SFHA residents Utilize Section 3 goals and the SFHA 25% resident hire policy to provide more employment opportunities for public housing residents. In particular, consider hiring and training community residents to service as computer lab managers. January 2011 February 2011 - Ongoing - Ongoing Target training programs for SFHA residents April 2011 c. Advertise information about available resident services to increase participation Develop a Resident Volunteer Program for those residents interested in volunteering with SFHA July 2011 Strategic Plan: 2011-2016 Page 26

TIMELINE Goal Sub Description of /Initiative Project Owner Target Completion 6 Promote Equal Opportunity and Affirmatively Further Fair Housing A Undertake affirmative measures to ensure access to assisted housing regardless of race, color, religion, national origin, sex, familial status, and disability. Develop a brand recognition of the SFHA Ombudsperson, including the development of a mission statement Implement process for periodically reviewing equal opportunity policies January 2011 B Undertake affirmative measures to provide a suitable living environment for families living in assisted housing regardless of race, color, religion, national origin, sex, familial status, and disability. Develop a brand recognition of the SFHA Ombudsperson, including the development of a mission statement Implement process for periodically reviewing equal opportunity policies January 2011 C Undertake affirmative measures to ensure accessible housing to persons with all varieties of disabilities regardless of unit size required. Develop a brand recognition of the SFHA Ombudsperson, including the development of a mission statement Implement process for periodically reviewing equal opportunity policies January 2011 D Respond to residents and applicants relating to possible discrimination-based incidents and the implementation of procedures for addressing allegations of incidents with a perceived or actual discriminatory dimension. Develop a brand recognition of the SFHA Ombudsperson, including the development of a mission statement Implement process for periodically reviewing equal opportunity policies January 2011 Strategic Plan: 2011-2016 Page 27

TIMELINE Goal Sub Description of /Initiative Project Owner Target Completion 6 Promote Equal Opportunity and Affirmatively Further Fair Housing E F Investigate allegations of discrimination based on sexual orientation. Educate staff, landlords, tenants, and vendors on affirmative action and other laws regarding discrimination. Determine if published polices are current and available to all staff January 2011 Educate all SFHA staff on policies c. Determine if policies need to be clarified in order for employees to determine acceptable behaviors related to equal opportunity d. Implement process for periodically reviewing equal opportunity policies G Implement the Limited English Proficiency Plan that will guide SFHA in providing language services to clients whose native language is not English. Establish needs, expectations and performance measurements on bilingual staff Strategic Plan: 2011-2016 Page 28

TIMELINE Goal Sub Description of /Initiative Project Owner Target Completion 7 Improve and Deliver Quality Customer Service A B Deploy an Internet Kiosk, which will provide easy access to data pertinent to clients on Section 8, Public Housing and other services provided by the SFHA. Provide customer service training for SFHA employees. Assist in the planning and facilitation of staff customer service training Establish needs, expectations and performance measurements on customer service April 2011 Goal Sub Description of /Initiative Project Owner Target Completion 8 Become a "High Performing" Agency by Improving Operations in All Areas A Conduct monthly and quarterly management meetings with SFHA staff to assess progress on individual goals and strategies. Develop Teams to lead goals and implement strategies February 2011 c. Prioritize goals and strategies and establish needs, expectations and performance measurements for each Team Develop individualized Commitment Memos to increase accountability, promote ownership and maintain momentum for the achievement of all goals Strategic Plan: 2011-2016 Page 29