Rosa Burbridge

The District of Columbia Housing Authority's Three-Year Recovery Plan is a strategic roadmap launched in June 2024, focused on repairing core systems, stabilizing housing operations, and improving voucher services. Key strategic pillars span financial management, human resources, legal oversight, administrative services, information technology, customer engagement, property management, housing choice vouchers, public safety, capital construction, development, asset management, resident services, and audit and compliance. The plan aims to achieve lasting high performance by increasing public housing occupancy, accelerating unit turnarounds, enhancing service quality, and ensuring robust federal and local voucher utilization.

This document is a 6-Month Progress Report for the District of Columbia Housing Authority's Three-Year Recovery Plan, which serves as a strategic roadmap to rebuild, restore, and revitalize the agency. The plan aims to enhance services, restore trust, and deliver quality housing and support to residents. Key strategic pillars and focus areas include financial management, human resources, legal oversight, administrative services, information technology, customer engagement, property management, housing choice voucher program, public safety, capital construction & design, development, asset management, resident services, and audit and compliance. The intended outcome is to create a stronger, more sustainable future for the families and communities served.

This document is a 6-month progress report for 2025 on the District of Columbia Housing Authority's Three-Year Recovery Plan, which was launched in June 2024. The plan's overarching goal is to enhance DCHA's performance, maintain stability, and expand its capacity to serve more families by addressing systemic issues and improving services. Key strategic areas of focus include improving occupancy and voucher utilization, financial reporting, computer system upgrades, staff training, fiscal accountability, talent management, legal compliance, procurement, technology, customer service, property management, housing choice voucher programs, public safety, capital improvements, affordable housing development, asset management, resident services, and audit/compliance. The intended outcome is to house more residents with improved conditions and better overall service.

The meeting included an executive director's report, covering updates on substantial rehab units (reaching 82% completion), voucher utilization, and landlord outreach efforts. Discussions also focused on resident services, including scholarship applications and community events. The board heard resident testimony regarding communication issues, rent calculations, and concerns about building conditions and management. A resolution to provide a preference for 1300 families exiting the FRSP program was discussed, along with the three-year recovery plan, which prompted concerns about the lack of inclusion of the audit and compliance department and the lack of resident input in the plan. Additional concerns were raised regarding the move to work plan, security issues at senior buildings, and the impact of redevelopment on residents.

The board meeting started with a moment of silence in honor of Deborah Frazier, a long-time advocate for public housing. The meeting included the approval of minutes from previous meetings. Two resolutions were discussed: one authorizing a memorandum of understanding for demolition and infrastructure financing for Park Morton, and another accepting the final audit for fiscal year 2020. Public testimony was heard regarding resolution 21-18, with several speakers urging the board to reject or table the resolution due to concerns about equity, resident displacement, and compliance with procurement laws. The speakers highlighted the importance of fully adopting the Park Morton Equity Plan before proceeding with the redevelopment.