Self-Assessment ProjectYear 1 Report

Disability Housing NetworkMarch 2012

Goals for Today

Provide overview of Self-Assessment Project and Data Collection Process

Give overview of respondents Share analysis of data collected as of the

end of the first year Discuss next steps

Self-Assessment Project

Master checklist of 102 legal requirements and recommended best practices for nonprofit housing corporations.

Developed and approved by DHN Board of Directors in 2010.

Implemented via grant from Ohio Developmental Disabilities Council 10/1/10 through 9/30/12.

Goals of the Project

To provide housing corporations across the state of Ohio a comprehensive checklist of the field’s best practices.

To link housing corporations to the corresponding policy templates through the DHN website.

To share information with housing corporations about others’ successes with these items.

To provide in-depth, one-on-one assistance to housing corporations as they implement these policies and procedures within their own organizations

Self Assessment Tool Format

Section 1 – Board Governance – 62 questions

Section 2 – Financial Management – 12 questions

Section 3 – Property Management – 26 questions

Section 4 – Inspections – 1 question Section 5 – Future Planning – 1 question

Potential Respondents

65 Housing Corporations– 30 staffed by the nonprofit (privatized)– 35 staffed by the county board (not privatized)

7 Metropolitan Housing Authorities– Athens, Fayette, Meigs, Perry, Pike, Sandusky, Wayne

(Unknown) Others: ICFDDs or residential services programs who have developed community-based housing as well.

Respondents (N=51)

46 Housing Corporations 2 Metropolitan Housing Authorities 3 others

(One MHA and one housing corporation have submitted self-assessments since we did the analysis and report to ODDC.)

Respondent Map

What are we learning?

Organizational Capacity of Nonprofit Housing Corporations in Ohio

Analysis – Two ways

By size of organization (properties owned) By staffing of organization

Respondents Categorized by Size

“Large” - owns and manages more than 75 properties. 6 responses

“Medium” - owns and manages 16-75 properties. 14 responses

“Small” - owns and manages 15 or fewer properties. 31 responses

Respondents Categorized by Staffing

“Nonprofit Staffed Housing Corporation” – nonprofit organization that employ staff to administer the organization. 22 responses.

“County Board-Staffed Housing Corporation” – nonprofit organization, where county board staff perform administrative functions of the organization – 24 responses.

“Other” – 2 MHAs, 2 ICFDDs and one CAC

Board Governance

0%

20%

40%

60%

80%

100%

Small

Medium

Large

0%10%20%30%40%50%60%70%80%

CB-staffed

NP-staffed

Other

Board Governance – By Size

Item L M S#12 – Board assures that the organization’s work is evaluated in relation to its goals.

83% 86% 45%

#17 – New board members have adequate orientation to their roles/responsibilities

67% 64% 58%

#19 – Board members have written and relevant job descriptions

33.3% 29% 16%

#31 – The board develops and adheres to clearly defined codes of ethical conduct…

100% 64% 81%

#44 – The planning process includes consideration of the organization’s strengths and weaknesses.

67% 79% 45%

Board Governance – By Staffing

Item NP CB#12 – Board assures that the organization’s work is evaluated in relation to its goals.

86% 42%

#17 – New board members have adequate orientation to their roles and responsibilities.

77% 50%

#19 – Board members have written and relevant job descriptions

32% 13%

#31 – The board develops and adheres to clearly defined codes of ethical conduct…

73% 79%

#44 – The planning process includes consideration of the organization’s strengths and weaknesses.

73% 38%

Financial Management

0%

20%

40%

60%

80%

100%

Small

Medium

Large

0%

20%

40%

60%

80%

100%

CB-staffed

NP-staffed

Other

Financial Management by Size

Item L M S54. An independent audit or review of the organization’s financial condition is conducted annually by a CPA.

100% 100% 83%

57. HDC has adequate internal controls to include invoice approval procedures…dual check signing, etc.

100% 43% 48%

59. HDC board receives financial reports which provide a clear picture of the financial health of the organization.

100% 93% 87%

60. HDC has an operational budget covering at least the following categories: duties, utilities, reserve, etc.

100% 79% 71%

62. HDC has a capital replacement budget and reserve. 83% 57% 45%

Financial Management by Staffing

Item NP CB54. An independent audit or review of the organization’s financial condition is conducted annually by a CPA.

95% 83%

57. HDC has adequate internal controls to include invoice approval procedures…dual check signing, etc.

59% 46%

59. HDC board receives financial reports which provide a clear picture of the financial health of the organization.

95% 83%

60. HDC has an operational budget covering at least the following categories: duties, utilities, reserve, etc.

86% 63%

62. HDC has a capital replacement budget and reserve. 77% 25%

Property Management

0%10%20%30%40%50%60%70%80%

Small

Medium

Large

0%

10%

20%

30%

40%

50%

60%

70%

CB-staffed

NP-staffed

Other

Property Management by Size

Item L M S

65. HDC has leases in place noting monthly payment, payment date, and late penalties.

100% 100% 87%

68. HDC has a system for logging in, prioritizing, and tracking work orders.

100% 86% 65%

75. HDC has a safety policy in place. 83% 29% 32%

78. HDC has a policy/protocol for identification and treatment of bed bugs.

83% 21% 10%

84. HDC has a partnership with…county board to evaluate tenant ability to self-evacuate in a fire and provide special accommodations if they cannot.

67% 79% 61%

Property Management by Staffing

Item NP CB

65. HDC has leases in place noting monthly payment, payment date, and late penalties.

100% 88%

68. HDC has a system for logging in, prioritizing, and tracking work orders.

86% 58%

75. HDC has a safety policy in place. 50% 17%

78. HDC has a policy/protocol for identification and treatment of bed bugs.

36% 8%

84. HDC has a partnership with…county board to evaluate tenant ability to self-evacuate in a fire and provide special accommodations if they cannot.

55% 79%

Inspections

0%

20%

40%

60%

80%

100%

Small

Medium

Large

0%

20%

40%

60%

80%

100%

CB-staffed

NP-staffed

Other

Inspections by Size

Large 6/6 = 100% Medium 12/14 = 86% Small 23/31 = 74%

Note: many who checked “no” or “partial” note they conduct inspections but not according to one of the standardized tools listed.

Inspections by Staffing

Nonprofit-staffed housing corporations are 15% more likely to report they annually inspect each entire property using a standardized tool.

Future Planning

0%

20%

40%

60%

80%

100%

Reported

Small

Medium

Large

0%10%

20%30%40%

50%60%

70%80%

Reported

CB-staffed

NP-staffed

Other

Future Planning By Size

Of the 51 respondents, plans have been received from: Large 6/6 = 100% Medium 11/14 = 79% Small 19/31 = 61%

Note this does not mean that a plan has been received for every county in a multi-county housing corporation’s jurisdiction.

Future Planning by Staffing

County board-staffed housing corporations are only slightly more likely to have completed a county plan, 79% compared to 77%. Note than none of the metropolitan housing authorities or other entities had completed a county plan.

Conclusions

Organizations vary widely by size, structure and scope of purpose. These variations are reflected in their organizational capacity as measured by the Self-Assessment Tool.

Large organizations are more likely to have more highly-developed organizational capacity.

“Privatized” Housing corporations are more likely to have highly-developed organizational capacity.

Many organizations, especially smaller ones, regard many items on the tool as “not applicable.” This perception is probably a barrier to full participation.

Grant Reporting

Even without a systematic review of actions taken by housing corporations since completing the tool, we were able to achieve the goals established for Year Two of the grant in the first quarter.– 41/30 Internal processes improved or policies

created.– 45/40 people trained in system advocacy about

quality assurance.

Next Steps

Continue collecting self-assessments as possible; refresh report at end of the project year.

Conduct systematic review of actions taken since participating in the self-assessment project.

Increase emphasis on one-on-one technical assistance and collaborative peer review.

Continue building the website resources page so that it is as comprehensive and as fresh as possible.