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Presented by Derick Daniel, Executive Director Florida Commission on Human Relations Workshop #4

The State and Local Budget Crisis: Developing Strategies for Fair Housing Success in Difficult Economic Times. Presented by Derick Daniel, Executive Director Florida Commission on Human Relations Workshop #4 U.S. HUD 2010 National Fair Housing Policy Conference July 23, 2010.

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Presented by Derick Daniel, Executive Director Florida Commission on Human Relations Workshop #4

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  1. The State and Local Budget Crisis: Developing Strategies for Fair Housing Success in Difficult Economic Times Presented by Derick Daniel, Executive Director Florida Commission on Human Relations Workshop #4 U.S. HUD 2010 National Fair Housing Policy Conference July 23, 2010

  2. A state employee and the new reality

  3. The new housing market

  4. State Budget Environment Scarce resources available Competing interest for limited budget dollars: Public safety (prisons and law enforcement) Education Social Services Environment Health Care

  5. State Budget Environment Civil rights not seen as priority Often seen as a “nuisance” for businesses Scarcity of state funds viewed as opportunity to reduce civil rights budgets or even abolish civil rights agencies

  6. Under Attack During 2010 Legislative Session, legislators compiled a “Priority List” of general government programs to be funded Of about 150 programs, FCHR was 2nd from bottom

  7. Under Attack Excessive audits and reviews Frequently asked: If HUD/EEOC exists, why do we need state civil rights agencies? Main focus: Reduce General Revenue budget dollars (FCHR is 73% General Revenue funded)

  8. Under Attack State employees suffer No pay raises or bonuses Increased workloads (“doing more with less”) Stressful work environment (nature of job) Benefits under scrutiny and either eliminated or contributions for benefits assessed Difficult to keep morale and productivity up – increased “employee burnout” Hard to attract and retain qualified staff with low pay and increased demands of job

  9. Under Attack Florida Legislature has required 10-15% in cuts from state agencies for several years FCHR annual budget has been cut by $1.6 million dollars (27% reduction) to date FCHR has lost 18.5 positions (26% reduction) – from 72 to 53.5

  10. Under Attack Florida Statutes require 10-year sunset reviews of state agencies – reenact, modify or abolish PRIORITY IS ON FUNDING THOSE AGENCIES THAT EITHER SAVE THE STATE MONEY OR CREATE JOBS

  11. FCHR Efficiency Measures Reduce office space/increase number of employees telecommuting Timely resolution of cases = cost savings for businesses and state Risk management training (loss prevention) for state agencies - reduce state employee discrimination claims More equitable funding allocation and costs for administrative hearing services

  12. FCHR Efficiency Measures Mediations conducted by telephone or paid by parties (reduce travel costs) Commission meetings also conducted telephonically Document scanning (decrease paper usage and storage/archival costs) Modify notification methods (reduce postage costs) Reduce technology costs (e-mail services, fewer wireless devices and cell phones)

  13. FCHR Efficiency Measures Eliminate management positions by combining responsibilities and duties Negotiate less expensive copier leases with vendor Develop online case filing system & Paper reduction –e mail printing, etc Reduce printing costs: In-house printing of letterhead and business cards; publications posted on website

  14. Other Strategies:Lessons “Learnt” Identify and inform key policy makers – not just those who are “sympathetic” to civil rights, but members in leadership, substantive committees, Rules, Appropriations Counter any opposition against civil rights agencies with direct arguments – “talk their talk”

  15. Other Strategies:Lessons “Learnt” Training for businesses Education is the best form of prevention If you think education is expensive, try ignorance Businesses can help make your case (operating savings, employee productivity and morale, less litigation costs) - case studies, best practices Get lobbyists representing businesses to show support and show legislators why your agency is vital to their members

  16. Other Strategies:Lessons “Learnt” “Walk the tightrope” – Must balance justice and business sides Civil rights is NOT just about race – show statistics for other bases (disability, familial status, national origin, etc.) Identify and implement efficiency measures in anticipation of future budget cuts – show them you are proactive in saving dollars

  17. Other Strategies:Lessons “Learnt” Keep managers and staff apprised of political environment and potential impact on agency Solicit ideas on cutting costs from your staff “from the ground up” Develop and nurture management team support to get through the tough times

  18. Where Do We Go From Here? Build a business case for civil rights Develop strong metrics Risk management savings Education savings (increased employee productivity – work with businesses) Reduction in litigation and associated costs Anecdotal still important, but metrics need to be strong!

  19. Where Do We Go From Here? Civil rights must be seen as solution for economic and social growth to attract and retain the “best and brightest” to your state Work with human capital organizations – how does your state measure up in attracting high quality individuals

  20. Where Do We Go From Here? Build nationwide database through IAOHRA/NAHWR Deliver services through partners and alliances at all levels - national, state and local, private and public Webinars/webcasting: If you can’t go to the people, have the people come to you

  21. In Summary… Rally support from other civil rights agencies, partners, alliances, local communities, organizations and lobbyists who represent your customer base Talk in terms of “$avings” and potential cost avoidance for the state and for businesses Convince policy makers it will cost more to abolish your agency

  22. NEVER believe the last cut is the final cut • Stay ahead of the curve –ANTICIPATE • Stay abreast of all legislation, economics and circumstances that MAY impact your agency • Be Proactive and creative- always think outside the box • In order to get past it, you will have to go through it

  23. And the answer is …………..

  24. The “PAIN INDEX” • Created by Rick Newman, US News The economic stimulus sent $250 billion to states to fund schools, roads, Medicaid, welfare and local services States have still had to cut spending by $50 billion, and have raised taxes by another $30 billion

  25. PAIN • Higher taxes and fewer services affects the quality of life • Economics could get worse as stimulus money runs out and the federal government deals with the gap between spending and revenue

  26. “PAIN”- all figures are per person based on FY 2009 • Statenew taxesspending cuts PAIN • Florida $30 $237 $267 • Georgia $15 $344 $359 • Alabama -$3 $338 $335 • Mississippi $28 $218 $246 • Louisiana -$16 $358 $342 • Alaska -$3 $1268 $1265 • N. Dakota -$301 -$700 -$1001

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