Lowe the finalist for GHA director

GALVESTON

Stanley Lowe, a former chief of public housing in Pittsburgh, has been named the sole finalist for executive director of the Galveston Housing Authority.

The Galveston Housing Authority Board will interview Lowe, who is president and chief executive officer of Pittsburgh Neighborhood Preservation Services, on Monday.

The interview will be conducted by housing commissioners in a session that is open to the public. Lowe talked about his background and his interest in Galveston with Editor Heber Taylor.

Q: Why Galveston? After Pittsburgh, Galveston must seem like a pretty small place. What attracts you to this place?

A: The Board of Commissioners for the Galveston Housing Authority has embarked on a mission to change the face of affordable/market rate housing in Galveston, which transcends race and income. The path it has chosen is exciting and will lead to major housing improvements and the revitalization of Galveston’s neighborhoods.

I have had the opportunity both to witness and be a part of several similar transformations. I am excited about the possibility of assisting with Galveston’s rebuilding efforts, not only with affordable housing, but also assisting in transforming the lives of the people who will live in the new units.

I am attracted to Galveston for its natural beauty, its treasure of historic architecture, its diverse population and, most of all, GHA’s desire to assume a major leadership role to assist the less fortunate.

Q: During one controversy, the housing authority in Pittsburgh was said to owe the federal government millions — about $7 million, if I recall. But, through the months, the headlines kept lowering the amount the housing authority was going to have to repay the federal government. Eventually, the numbers dropped below $1 million, I think. Tell us about that controversy.

A: Thank you for the blunt question. Essentially, what occurred was Pittsburgh’s leadership made a conscious decision to end the isolation of low- to moderate-income residents. We decided to build/integrate affordable housing into the fabric of the neighborhoods.

When you are performing exciting things, you always are under the careful review of several government agencies and the residents of your city. Many of Pittsburgh’s housing authority problems date back to performance/systems issues prevalent before I became the director and the immediate actions I took to resolve more than $18 million worth of lawsuits.

My first week at HACP was spent in federal court requesting a U.S. federal judge not to place HACP in receivership. Subsequently, I was able to remove HACP from HUD’s Trouble Housing List, settle several lawsuits and simultaneously change a number of poor management systems at the authority. I also met with HACP employees, public housing residents and our legal team to implement new policies and procedures as directed by our board and (free) management consultants, McKenzie and Co.

As a result of previous problems and the integration of new management systems at HACP, the Inspector General’s Office of the U.S. Department of Housing and Urban Development reviewed our work and issued a comprehensive audit.

The initial $8 million of questioned spending was reduced to $711,714.11 and was attributed to procedural issues associated with HACP’s drug elimination programs. HACP employees did not follow HUD’s rules and regulations for purchasing police cars, computers and other equipment associated with the program.

We spent expired grant dollars, which would have been returned to HUD. In doing so, HACP was out of compliance regarding the use of federal funds.

HACP purchased equipment 30 days late (after HUD’s deadline) and used expired budget line items. All of the mistakes were recognized and eventually were corrected.

Q: In round numbers, how much actually was owed? And, for perspective, what was the budget?

A: In round numbers, HACP owed and reimbursed HUD about $711, 714.11. The audit covered a period from 1994-96 of HACP expenditures (operating and development) of about $240 million.

Q: When you left the housing authority in Pittsburgh, some people described you as a passionate advocate for the poor and for working people who need decent housing. At least one other described you as a bully — kind of an unusual word. How would you describe yourself?

A: I would describe myself as an individual who clearly understands that to whom much is given, much is expected. Through my tenure at HACP, I learned to appreciate the greatness of our city is in some measure judged by how we treat the less fortunate and how we assist them with becoming productive members of our community.

Yes, I admit I was stern and very direct in protecting the rights of the poor. All of us have been in the position where we need to defend the less fortunate. I realize that, but for his grace, terrific foster parents and fantastic mentors and educators, their plight could have been my life story.

Q: Pittsburgh had a reputation for spirited politics in the days when Thomas J. Murphy Jr. was mayor. However, the city generally prides itself in having undergone a transformation from a rust belt city to a nice place to live. What role did housing play in that change?

A: Tom Murphy was a mayor for all Pittsburgh residents, including the poor. He took the extraordinary step of becoming the chairman of the housing authority of the city of Pittsburgh. Very few mayors of major American cities place their office on the line to lead revitalization of its public housing communities.

Through his leadership, we secured and leveraged more than $250 million worth of community revitalization financing with Hope VI resources and private sector investments.

Aliquippa Terrace, a crime-ridden public housing community contained more than 3,000 public housing units and represented the largest public housing community between New York and Chicago. It also was situated next to the University of Pittsburgh.

Today, Aliquippa Terrace, now known as Oakhill, is completely transformed. University of Pittsburgh students, teachers, private individuals and low-income residents lease and own homes in what was formally a dilapidated community. If given an opportunity, mixed-income neighborhoods are successful.

Mayor Murphy’s vision, leadership and support, assisted me as we changed the landscape of Pittsburgh by redintegrating affordable housing back into our neighborhoods.

Q: What do you hope to achieve in Galveston?

A: My greatest desire is to work with Galveston’s leadership and the GHA board of directors as they build affordable and private sector housing seamlessly back into the community.

I believe it can be achieved by practicing open government, establishing unique and inclusive public private partnerships and by constantly asking the question “What does excellence look like?” as we strive to achieve it.

Q: What do you like to do in your spare time?

A: When I have spare time, I enjoy spending time with my family, reading, horseback riding, bowling, traveling and working with the less fortunate.

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At A Glance

WHAT: Galveston Housing Authority Board meeting

WHEN: 5 p.m. Monday

WHERE: Island Community Center, 4700 Broadway, in Galveston

ONLINE: www.ghatx.org