2013 NMA Housing Awards now open for entries

Submissions are now being accepted for the 2013 NMA Housing Awards. Entries are due August 15, 2013. This year, four awards are up for nomination:

  • NMA Excellence in Housing Award (Large Agency)
  • NMA Excellence in Housing Award (Small Agency)
  • NMA Pioneer in Housing Award (Large Agency)
  • NMA Pioneer in Housing Award (Small Agency)

The NMA Housing Awards is an annual event created to honor agencies that build bridges to the future and generate real change in their communities and the affordable housing industry.

Award winners will be presented with an engraved trophy at the NMA Housing Conference this September in San Diego. You can download the entry form on our website. Go here to read about last year’s winners.

If you have any questions, email us at marketing@nanmckay.com. We also encourage discussion at our Facebook page. If you visit us there, make sure to click the “Like” button, and we’ll keep you updated when the winners are announced.

Fifty years in housing: Part V

NMA founder and president Nan McKay is celebrating a major milestone this year: her 50th year in housing. In an ongoing series of posts, she’ll be sharing her stories of how the industry has changed over the course of decades.

Nan has previously written for the NMA blog on the topic of executive management and high performance achievement in the HCV program, and was recently profiled in the latest installment of our interview series.

Part I: Interesting tidbits from 1937 to 1963

Part II: Urban renewal on Concord Street

Part III: The most exciting New Year’s Eve

Part IV: Integrating Concord Street into the new highrise

Part V: The men of the building

The men of the building

Life in the highrise continued on. There were more women in the building than men. Believing in the adage that “the way to a man’s heart is through his stomach,” there were many dishes delivered throughout the building to the few men who were brave enough to live there, some surreptitiously left outside the door by an anonymous donor (anonymous for a while, anyway).

Some were more blatantly delivered. There were casseroles, cookies, and even the most beautiful, sweet baklava you’ve ever tasted. And I tasted quite a few of them in my office. (Impossible to stay on a diet!)

Mike, Frank, and Earl shooting pool at the Nan McKay Building, c. 1970

Mike, Frank, and Earl shooting pool in the community room of the Nan McKay Building, c. 1970

One of the ladies’ favorites was Larry, who was a born ladies’ man. He dressed nattily. He had a mustache. And he was a handsome dude. He would stroll into the office and let me know what the delicacy of the day (or night) was. The rumor was that he finally got too tired of the adoration and went back to his second (or was it his third?) wife.

Another ladies’ favorite was Hank, who had been a painter and still took on small jobs here and there. He would come home tired, but never too tired to chat with Jim the minute he knew he was in the building. Hank was a great talker.

Jake was a painter, too, but Jake loved to paint pictures in stories best, particularly about fishing. According to Jake, there was no better thing to do, and there was no better fisherman than Jake. Period. He loved to tell Jim about his catches (and releases).

And then there was Nick, who everyone came to call Nicky. He was a big guy, way over six feet — a gentle giant if there ever was one. He’d been an “enforcer” for the Mafia back when. He, too, was from the old country. He had some stories to tell.

Frank was looked up to by all. He was a steady influence, and people respected his opinion. He loved the highrise, and it was a sad day for us all when his daughter decided to take him into her house, rather than leave him in the highrise. I’m not sure he wanted to go.

Another master at handling conflict was Earl. He never had a harsh word for, or against, anyone. Earl was elected president of the building and helped me solve many problems. I valued his thoughtful advice!

Quiet and sweet Ben never caused any conflict. He always had a big smile for everyone.

The Great Hinckley Fire, 1894

The Great Hinckley Fire, 1894

Harry wasn’t a ladies’ favorite because he was married, but he had a story. In his youth he’d been a news reporter, and he had covered the Great Hinckley Fire in 1894.

The Hinckley fire burned an area of at least 200,000 acres, including the town. It was the deadliest fire in the history of Minnesota, and Harry had been there. When he lived in the highrise, he was in his 90s, and as sharp as a tack. He loved to tell us about the fire, but he was a good storyteller on any subject.

We bought a used mimeograph machine and started a newsletter for the highrise. Harry was a reporter until he died — and a good one! We sold advertising to the local business people to pay for the costs. Everyone looked forward to the next edition.

While serving as executive director of a Minnesota housing authority, Nan McKay started one of the nation’s first Section 8 programs. She has devoted the past two years to redesigning NMA’s HCV Executive Management course and rewriting the HCV Executive Management Master Book. Look for her this September at the NMA Housing Conference, where she will be presenting a legislative update with her insight on the latest industry news.

Friday news roundup 5/17/13

HUD: Marking the kickoff of LGBT Pride Month, HUD’s Office of Policy Development and Research will release the first-ever study of housing discrimination against same-sex couples

NHC: New guide to permanent supportive housing for veterans offers six key recommendations

Off the Charts: Proposed renters’ tax credit should complement — not replace — the LIHTC

Fifty years in housing: Part IV

NMA founder and president Nan McKay is celebrating a major milestone this year: her 50th year in housing. In an ongoing series of posts, she’ll be sharing her stories of how the industry has changed over the course of decades.

Nan has previously written for the NMA blog on the topic of executive management and high performance achievement in the HCV program, and was recently profiled in the latest installment of our interview series.

Part I: Interesting tidbits from 1937 to 1963

Part II: Urban renewal on Concord Street

Part III: The most exciting New Year’s Eve

Part IV: Integrating Concord Street into the new highrise

Part V: The men of the building

Integrating Concord Street into the new highrise

The next hurdle was to relocate the Concord Street residents. I thought it would be easy — the highrise was so much nicer than where they had been living. I knew they would be excited. Not so.

Babe was the biggest challenge. First of all, we had no parking meters to talk to. And no liquor stores just-about-at-the-top-of-the-hill. That didn’t deter Babe — he went to the bottom of the hill, back to Concord Street where the goodies were. Then he’d stagger back up the hill to the highrise. Oh, my. The smell was almost overwhelming. And he’d hit on the babes-of-the-highrise in the elevator (when he wasn’t peeing in the elevator).

His favorite thing was to go to the space just off the community room where we had card tables set up. The ladies loved to play cards every night. Babe would love to heckle the ladies after a few too many drinks. His advances and witty conversation were not appreciated.

Dealing with the top-of-the-hill women residents was like going into the henhouse where all the chickens were flying into the walls. The solution was to move Babe to the first floor and let him come in the side door. Not a great solution, but at least there was a truce.

The building entrance was on the fourth floor, across a little bridge. The lobby was right there, and there were chairs in the lobby. Remember Mary from Concord Street? She lived in the first apartment, right around the corner from the front door. Mary became the self-appointed greeter of everyone who came into the building.

The minute someone would start over the bridge, Mary shot out of her apartment like a flash. She had a gruff voice, a sinewy body, and a weathered face. Not everyone appreciated Mary’s greeting. Many felt they were being scrutinized every time they came in or out of the building. This became a sensitive issue.

Over time, Mary developed some cronies, and the gossip began. Sometimes it was not whispered. “Where do you think she’s been?” “Where do you think she’s going?” Oh, dear.

Front-page story about the Nan McKay Building, c. 1970

Front-page story about the Nan McKay Building, c. 1970

My office was just off the lobby, and I had a window from the lobby into the main room, which was used for collecting rent. There was another room for storage and equipment, which eventually became a news center, and a private office where we could discuss rent changes — and where people came to complain about Mary.

The buildings on Concord Street were being torn down. There was no other place for Mary. And we couldn’t evict her for greeting people. What to do? I talked with her numerous times, but it didn’t really help. Eventually we solved most of the problems by taking the chairs out of the lobby. It lessened the problem, anyway.

Mary was rough, but underneath it all, she was a good person. I got a kick out of her. I’ll bet she had seen a lot of life, although she never disclosed what “had been.”

Mary’s friends were mostly those from Concord Street. Mike lived across the hall from her. He was a short, quiet man who spoke broken English and sometimes pretended he didn’t know what you were saying. He was one of the most astute people in the building.

Mike was one of the earliest residents, and took a liking to Jim (the handsome one I told you about, who became my husband about a year after we met). When Jim came by to pick me up at night, Mike would come running out of his apartment and say, “JEEM! I have a little something for you. Come into my apartment.”

I wasn’t invited. He explained later that this was not for me. Mike didn’t drink, but he had a bottle of Slivovitz, which is the most vile-tasting cherry brandy you will ever drink in your life. As I found out, he poured “Jeem” just a little tiny shot of Slivovitz. I know it wasn’t exactly the professional thing to do, but it was his greatest gift and he would have been highly insulted if Jim had refused. So Jim got his shot of Slivovitz every once in a while.

While serving as executive director of a Minnesota housing authority, Nan McKay started one of the nation’s first Section 8 programs. She has devoted the past two years to redesigning NMA’s HCV Executive Management course and rewriting the HCV Executive Management Master Book. Look for her this September at the NMA Housing Conference, where she will be presenting a legislative update with her insight on the latest industry news.

Working with sequestration in the public housing program: Tip #20

Cara Gillette

While public housing funding for May is now at an 82% proration level (up from 79% in April), sequestration is still in effect, and Congress shows no inclination to reverse it any time soon.

The business of owning and managing affordable housing in decent, safe, and sanitary condition and in good repair remains our mission. PHAs need to plan more strategically than ever before. So, as all businesses must ask in tough times: How can we maximize dollars and cut costs?

Tip #20: Consider at least partial regionalization.

If you’re a small to medium PHA in the vicinity of other PHAs, consider the cost savings if you collaborate in some essential functions. Maybe you’re not interested in or ready for full regionalization. But think about it: a regional site-based waiting list would give verified applicants much more choice. Regional accounting, HR, quality control (QC), RFPs and RFQs, and training could save a lot of needed dollars.

To review, here are the 20 tips we’ve discussed over the course of this series:

Maximize dollars

Reduce costs

Public housing directors and managers know how to do the job with tight resources. Working with reduced funding is a challenge. With strategic planning, accurate and timely reporting and monitoring of property performance, and highly competent property managers and staff, the PHA can ensure its properties are financially viable. As with any business, the properties need to look at ways to increase income and decrease costs. Looking collaboratively at revenue and expenditures enables the PHA to make those smart asset management decisions.

NMA senior associate Cara Gillette trains, consults, and provides technical assistance nationwide in fair housing, public housing management, hearings, economic self-sufficiency, and governing boards. Prior to joining NMA, Ms. Gillette served at the San Diego Housing Commission, administering its public housing and Section 8 waiting lists, serving as hearing officer, managing public housing, and overseeing resident economic development programs. She has previously written for the NMA blog about blended occupancy projects.

If you find that you need staffing help during sequestration, NMA can assist your agency with recertifications (done remotely), quality control, outsourced hearing officer services (done remotely), HQS inspections, and more. Email sales@nanmckay.com for more information.

Working with sequestration in the public housing program: Tip #19

Cara Gillette

While public housing funding for May is now at an 82% proration level (up from 79% in April), sequestration is still in effect, and Congress shows no inclination to reverse it any time soon.

The business of owning and managing affordable housing in decent, safe, and sanitary condition and in good repair remains our mission. PHAs need to plan more strategically than ever before. So, as all businesses must ask in tough times: How can we maximize dollars and cut costs?

Tip #19: Limit liability.

Losing a lawsuit is a way to lose big money. Avoid getting hit with a voluntary compliance agreement (VCA), which can be extremely time-consuming and expensive.

Make sure your reasonable accommodation processes, forms, and policies are compliant, understandable, understood by staff, and communicated to applicants and residents. If your PHA has 15 employees or more, you’re required to have a 504 coordinator, although of course in smaller PHAs that function may be fulfilled by the executive director or other manager. Track your reasonable accommodation requests, and have a final approval process for any denial of a reasonable accommodation.

Be proactive and vigilant about other fair housing issues. Take another look at your LEP plan for competent interpretation and written translation of key documents (or key portions of key documents). Make sure you’re not prohibiting children in your elderly/disabled developments — the eligibility requirement is that the head of house, spouse, or cohead are 62 years or older or meet the HUD definition of disabled. Nothing allows you to prohibit children in public housing.

Be sure that you’re implementing Section 3 requirements in your procurement processes. FHEO is monitoring this, a sure sign that HUD is serious about it. We’ve seen PHAs, counties, and even states put under VCAs for lack of fully implementing Section 3.

Lastly, never skip any steps when it comes to safety. Onsite staff as well as maintenance technicians should note anything with the potential to become unsafe, and a work order should be issued. Train staff to keep their eyes out for potential safety hazards when walking the grounds and common areas. Staff, as well as maintenance, should understand what a health and safety deficiency is under the uniform physical condition standards (UPCS).

Next: Working with sequestration in the public housing program: Tip #20

NMA senior associate Cara Gillette trains, consults, and provides technical assistance nationwide in fair housing, public housing management, hearings, economic self-sufficiency, and governing boards. Prior to joining NMA, Ms. Gillette served at the San Diego Housing Commission, administering its public housing and Section 8 waiting lists, serving as hearing officer, managing public housing, and overseeing resident economic development programs. She has previously written for the NMA blog about blended occupancy projects.

If you find that you need staffing help during sequestration, NMA can assist your agency with recertifications (done remotely), quality control, outsourced hearing officer services (done remotely), HQS inspections, and more. Email sales@nanmckay.com for more information.

Fifty years in housing: Part III

NMA founder and president Nan McKay is celebrating a major milestone this year: her 50th year in housing. In an ongoing series of posts, she’ll be sharing her stories of how the industry has changed over the course of decades.

Nan has previously written for the NMA blog on the topic of executive management and high performance achievement in the HCV program, and was recently profiled in the latest installment of our interview series.

Part I: Interesting tidbits from 1937 to 1963

Part II: Urban renewal on Concord Street

Part III: The most exciting New Year’s Eve

Part IV: Integrating Concord Street into the new highrise

Part V: The men of the building

The most exciting New Year’s Eve

As the elderly highrise building took shape and became a reality, it was time to start taking applications. I went all over town, talking up the building.  At first it was slow. People were embarrassed to have to apply for low-income housing. It seemed like welfare to them. But when I got them into the office and spoke with them, I found out how poor some of them really were — some were even eating dog food to survive! This broke my heart, and I swore I would make life better for them. I had to!

Concord Street resident, c. 1970

Concord Street resident, c. 1970

Some were just lonely. Back then, most of the applicants were women in their 60s, and a few in their 70s. Most had been housewives, supporting their husbands, and had never worked. When their husbands died, they ended up living on Social Security benefits, and it wasn’t easy. Either the apartment rental ate 80 or 90 percent of their income, or they had to live with relatives. They didn’t like feeling dependent, but they didn’t have a choice. Affordable housing would give them a choice.

It hurt my heart to have them feel that living in the highrise would be welfare, and I went on a crusade to explain to the whole community that this was their right! They or their husbands had worked all their lives and paid taxes — they deserved this! Feelings about the building began slowly to change, and we started to get more applicants. Word got around.

I had plans and color schemes, and prospective residents were allowed to pick out which unit they wanted. The city didn’t have any other nine-story buildings, so living high in the building was scary! Most wanted the lower floors. A few wanted to be up high, and some of them loved looking over the stockyards where their husbands had worked — and they were high over Concord Street!

Finally the time for move-in came close. The walls were painted in the color scheme we’d selected, the tile was buffed to a shine, and the furniture donated by businesses for the community space (including a beauty shop and a pool table) was in place. The prospective residents gave their notice to move, and we were within a month of move-in.

One morning, very early, I received a phone call from the police department. Vandals had turned on the standpipe in the stairwells. It had run all night and the building had been flooded. It was a headline in the paper. As I sloshed through the water, we cried, and I thought, “What are all the people who gave their notice going to do?!” We were going to have a delay in move-in, and no one knew how long it would be.

Concord Street urban renewal, c. 1970

Concord Street urban renewal, c. 1970

We talked with landlords; people moved in with their families. It was not a happy couple of months. But this, too, did pass, and finally it was move-in time. It was almost Christmas, but many people were ready and wanted to move in. When they actually saw their apartments, some were upset because not all their oversized furniture would fit into the apartment space they’d been allotted. Some people had given up a house, and this space seemed tiny.

I didn’t tell them that this space design was a whole new venture for HUD. Prior to this, elderly housing was made up of efficiencies with very few one-bedroom units, the thought being that these were single elderly people and they didn’t need much space. Secretly, I thought a man had probably made that decision because the developer-types in HUD were all men. Women need space.

I read the rules over and over again and thought, “There’s nothing that says you couldn’t add a wall for a bedroom, as long as you stay within the space limits.” Ha! I took the square footage of the efficiencies and the square footage of the one-bedrooms we were allotted, and convinced the powers-that-be that we could do all one-bedrooms. The day we received that approval, I danced around the office!

But, at move-in time, that story would have fallen flat. The residents thought the units were just too small. So we talked and talked, and finally they agreed they could probably give up the stuffed couch and go for just two of their chairs. Not that they were happy about it, mind you, but it could be done. And the move-in continued.

We had hired a caretaker and his wife, who turned out to be a wonderful addition to the building. Leo and his wife Lilly took the building and the residents into their hearts. Leo had been a farmer in North Dakota, and he could do anything. This was his building, and he put his heart and soul into it. Lilly was a little more skeptical at first, but the people won her over.

We had a deadline from HUD to get to 95 percent occupancy, and Christmastime wasn’t the greatest time to move. We didn’t have a full building by New Year’s Eve, but the adventurous and brave ones were in. I suggested a New Year’s Eve party, and the response was, “WHAT?! Stay up until midnight? Go to a party?!”

Nan and Jim, c. 1970

Nan and Jim, c. 1970

We’d built a kitchen into the community space with a pass-through into a huge “living room” with chairs all around the room — stuffed chairs that rocked. By this time, I had been divorced for a year and had fallen in love with the most handsome man I had ever met (but that’s another story). Anyway, he helped me get ready for the building opening by putting together the furniture, carrying a multitude of things, and then hosting the party with me.

We made appetizers, popped corn (at 25 I didn’t think about dentures and popcorn), made punch, had the pool table up and ready to play on for the guys who liked to shoot pool, decorated the room, brought in a group for music, and we had a ball. They dragged out their best finery that hadn’t been worn for a long time, and wore their best jewelry. We celebrated New Year’s Eve at about 10 p.m., but it was the most exciting New Year’s Eve that they, Jim, and I had had in many a year.

While serving as executive director of a Minnesota housing authority, Nan McKay started one of the nation’s first Section 8 programs. She has devoted the past two years to redesigning NMA’s HCV Executive Management course and rewriting the HCV Executive Management Master Book. Look for her this September at the NMA Housing Conference, where she will be presenting a legislative update with her insight on the latest industry news.

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