Dwayne Alexander Cpm® Acom, Arm®, Email & Phone Number

With accountability for a $90M annual budget, I manage 2,700+ public housing units and 8,600 vouchers through public housing and housing choice voucher programs. Protecting assets while driving growth requires assessing project roadmaps and timelines to understand the needs that will deliver superior projects. Leveraging my business and financial expertise and requirements specific to the housing industry, I facilitate operational excellence through budget management, forecasting and capturing new opportunities, and driving performance through training and development. That commitment includes fostering a work environment that supports diversity and inclusion while encouraging and recognizing achievement across all hierarchal levels.That commitment also includes protecting the interests of internal and external stakeholders through asset management. Ensuring compliance with HUD, Fair Housing, and other regulatory agencies, I ensure the marketability of units through preparation for REAC, property inspections, and recertification of rents for subsidized housing while also ensuring every customer a warm and safe home environment.My open-door leadership style fosters a collaborative and communicative environment for staff, vendors, and outside agencies and has resulted in high-level responsiveness to requests for services. Some of our successes include multi-million-dollar projects, such as:Launching, managing, and closing the 2021 $19.6M Hogan Creek rehab project comprised of 183 Rental Assistance Development (RAD) units in collaboration with Jacksonville Housing Authority and a co-developer.Negotiating, managing, and closing the 2020 $26M+ Centennial Tower gut rehab project to deliver 208 RAD units. Negotiating, managing, and closing the 2019 two-wave $31M+ Jax Beach project, with Phase I delivering 127-unit financed with 4% LIHTCs, tax-exempt bonds, and soft loans, and Phase 2 delivering 67 RAD units and 22 non-RAD Section 8 units.

Montgomery, Alabama, Us

Supporting the Montgomery Housing Authority’s mission to deliver quality affordable housing to the Montgomery community, I consistently delivered on all cross-functional aspects of operations that included public housing, housing choice vouchers, information technology, procurement, and residential services and fulfilled leadership needs by performing the duties of the Executive Director during their absence.Implementing a bottom-up approach to optimized performance, I regularly assessed operations to identify opportunities for improvements and streamlining. Researching or engaging colleagues to identify the latest best practices, I then developed and implemented departmental goals, policies, priorities, and procedures that delivered superior services in keeping with the organization’s vision. Project managing competing priorities to further MHA’s strategic plan included identifying/completing project-specific tasks supporting new initiatives while furthering completion of existing projects, tracking programmatic milestones, and analyzing industry developments to support anticipated outcomes.Facilitating MHA’s strategic growth plan, I liaised among HUD representatives, as well as internal and external partners, to grow collaboration and partnering capacities that significantly advanced MHA’s work and the benefits to the Montgomery community. My leadership and relationship-building skills provided me the opportunity to lead construction oversight of the two-phase 160-unit mixed-income housing community in 2017.

Las Vegas, Nevada, Us

Throughout my tenure serving SNRHA, my vision, drive, and competence were recognized and rewarded with the promotion from my initial hire as Deputy Executive Director to the Interim Chief Executive Officer. This advancement allowed me to hone my years of progressive experience and prove my leadership value following the merger of three independent housing authorities into the Southern Nevada Regional Housing Authority, which resulted in the fourth largest of 32K+ housing authorities nationwide.Tasked with directing all day-to-day operations. I oversaw a cross-functional staff that ensured timely and appropriate administrative support throughout the organization. Sound financial services direction positively impacted our HCV programs, public housing management, safety, maintenance, and program development, consistently meeting or exceeding organization-wide goals and expectations. Further, my and my team’s focus on continuous process improvements identified deficiencies and developed/implemented corrective action plans that maximized our resources.My successes could not have been realized, however, without the support of our Board of Commissioners. Understanding their vision and direction on policies matters and administrative practices fostered a collaborative relationship with my providing them regular updates on relevant regulations and changes. Gaining their buy-in through staff reports, correspondence, and meeting attendance delivered a cohesive, unified approach to driving SNRHA’s community engagement and results.Through aggressive yet appropriate budgeting, development of multi-year capital improvement plans, and monitoring property database work to ensure work order, budget, and finance compliance, my efforts were key in developing and providing oversight of the first FHA-financed RAD development community of 100 units.

Working closely with the Executive Director, I developed and executed short- and long-term plans that not only optimized program administration throughout the organization but, also, resulted in the improved condition of VIHA’s housing stock. To drive improvements and facilitate long-range asset maximization, I conducted internal agency-wide operations reviews and worked with the organization’s staff to identify deficiencies, create corrective action plans, and implement strategies that drove streamlining, delivered appropriate staffing, and established processes to identify opportunities.My focus on community engagement included developing and maintaining critical relationships with local government officials, elected representatives, the Resident Advisory Board members, HUD officials, and, of course, our internal support team. Enlisting the collective contributions, I was able to effectively respond to HUD audits and internal assessments that ensured adherence to regulatory and best practices in business management. Furthering VIHAs mission, I successfully strategized labor negotiations that resulted in a Collective Bargaining Agreement that met the agency’s mission and goals.The result of my leadership included managing the construction of the 142-unit St. Croix Louis E. Brown Redevelopment Phase I -- the first new construction by VIHA in 20+ years.

Philadelphia, Pennsylvania, Us

Atlanta, Ga, Us

Msm

B.S, Science And Technology