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![Page 1: The State and Local Budget Crisis: Developing Strategies for Fair Housing Success in Difficult Economic Times Presented by Derick Daniel, Executive Director.](https://reader035.fdocuments.us/reader035/viewer/2022062421/56649d165503460f949ecbdb/html5/thumbnails/1.jpg)
The State and Local Budget Crisis: The State and Local Budget Crisis: Developing Strategies for Fair Housing Developing Strategies for Fair Housing
Success in Difficult Economic TimesSuccess in Difficult Economic Times
Presented byPresented byDerick Daniel, Executive DirectorDerick Daniel, Executive Director
Florida Commission on Human RelationsFlorida Commission on Human Relations
Workshop #4Workshop #4U.S. HUD 2010 National Fair Housing Policy ConferenceU.S. HUD 2010 National Fair Housing Policy Conference
July 23, 2010July 23, 2010
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A state employee and the new reality
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The new housing market
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State Budget EnvironmentState Budget Environment Scarce resources available
Competing interest for limited budget dollars:• Public safety (prisons and law enforcement)• Education• Social Services• Environment• Health Care
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State Budget EnvironmentState 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
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Under AttackUnder 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
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Under AttackUnder 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)
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Under AttackUnder 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
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Under AttackUnder 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
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Under AttackUnder 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
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FCHR Efficiency MeasuresFCHR 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
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FCHR Efficiency MeasuresFCHR 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)
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FCHR Efficiency MeasuresFCHR 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
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Other Strategies:Other Strategies:Lessons “Learnt”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”
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Other Strategies:Other Strategies:Lessons “Learnt”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
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Other Strategies:Other Strategies:Lessons “Learnt”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
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Other Strategies:Other Strategies:Lessons “Learnt”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
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Where Do We Go From Here?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!
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Where Do We Go From Here?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
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Where Do We Go From Here?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
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In Summary…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
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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
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And the answer is …………..
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The “PAIN INDEX” Created by Rick Newman, US NewsThe 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
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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
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“PAIN”- all figures are per person based on FY 2009
State new taxes spending 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