City of Sacramento
City Council - 2PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-01358 11/14/2023 Public Hearing Item 3.
(City Council/Housing Authority) 2024 Sacramento Housing and Redevelopment Agency Proposed Budget
File ID: 2023-01358
Location: Citywide
Recommendation: Conduct a public hearing and upon conclusion: 1) adopt a City Council Resolution: a) approving the 2024 proposed budget for the Sacramento Housing and Redevelopment Agency (SHRA or Agency); b) delegating authority to the Agency to administer certain federal funds; c) authorizing the Agency to submit grant applications for activities within the jurisdiction of the Agency; d) authorizing the Agency to enter into contracts, make fund transfers, transfer project appropriations, amend the Agency budget and to undertake other actions necessary to implement the delegated authorizations; and e) consent to the Agency’s submittal of the annual housing operating budgets and application for Capital Fund Plan funding to HUD. 2) adopt a City Council Resolution adopting a Multi-Family Loan and Mortgage Revenue Bond Application Schedule that corresponds with California Tax Credit Allocation Committee and California Debt Limit Allocation Committee application deadlines. 3) adopt a Housing Authority Resolution: a) approving the 2024 proposed budget for the Housing Authority of the City of Sacramento (Authority); b) delegating authority to administer certain federal funds; c) authorizing the Executive Director to submit grant applications for activities within the jurisdiction of the Authority; d) authorizing the Executive Director to submit the annual housing operating budgets to HUD and the application to HUD for Capital Fund Plan funding; and e) authorizing the Executive Director to enter into contracts, make fund transfers, transfer project appropriations, amend the Agency budget and undertake other actions necessary to implement the delegated authorizations.
Contact: Susana Jackson, Chief Financial Officer, (916) 440-1373, [email protected]; La Shelle Dozier, Executive Director, (916) 440-1319, [email protected], Sacramento Housing and Redevelopment Agency
Presenter: Susana Jackson, Chief Financial Officer, (916) 440-1373, [email protected], Sacramento Housing and Redevelopment Agency
Attachments:
1-Description/Analysis
2-City Council Resolution
File ID: 2023-01358 11/14/2023 Public Hearing Item 3.
3-Exhibit A - Summary of Agency 2024 Budget
4-Housing Authority of the City of Sacramento Resolution 5-Exhibit B- Summary of Agency 2024 Budget
6-Exhibit B-1 2024 City Public Housing Asset Management Projects (AMP) and Central Office Cost Center (COCC) Budget
7-Exhibit B-2 HUD Resolution Approving the 2024 City Public Housing Asset Management Projects (AMP) and Central Office Cost Center (COCC) 8-City Council Resolution Multi-Family Loan and Mortgage Revenue Bond Application Schedule
9-Exhibit C Multi-Family Loan and Mortgage Revenue Bond Application Schedule 10-Affordable Housing 2024 Budget Pipeline
11-Proposed Agency 2024 Budget
Description/Analysis
Issue Detail: The annual budget of the Sacramento Housing and Redevelopment Agency (Agency) incorporates the budgets of the Housing Authority of the City of Sacramento, the Housing Authority of the County of Sacramento, and the administration of specific funds on behalf of the City and County of Sacramento.
Public hearing notices were published in the Sacramento Daily Recorder on October 13, October 20, and October 27, 2023.
The Agency proposes a balanced budget in the amount of $325.7 million representing the operational activities and projects for 2024. The 2024 proposed budget represents a reduction in overall spending of approximately $14.3 million compared with the prior year. This change in annual budget appropriations is primarily the result of the expected wind-down of the Emergency Rental Assistance Program, which accounts for a decrease of $12.6 million in planned expenditures. Capital Projects are also estimated to decrease a total of $27 million to approximately $62.4 million. Full-time employees (FTE) remain the same to provide support throughout the Agency overall. The increase in Housing Assistance Payments of approximately $31.9 million is estimated based on Federal Estimates of program allowances, the ongoing effort to lease up additional vouchers as well as the overall increase in voucher cost due to the high cost of housing in the area.
The proposed 2024 budget provides a plan by which the Agency operates in an efficient manner and in compliance with funding source regulatory requirements and the Government Accounting Standards Board. The Agency’s budget and fiscal year is the calendar year from January 1 st through
December 31st. The City does not provide General Fund support for the Agency’s operating budget, only for support of the Shelter programs as designated by the City of Sacramento.
Some of the guiding principles used to develop the Agency’s budget include:
· Protecting “core services” to the greatest extent possible, with the delivery of housing
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programs, public services and capital projects being a major priority. · Managing program activities by focusing on the efficiency of program delivery and the maximization of results.
· Considering the overall financial health of the organization, not just the cash flow from year to year.
· Using partnerships with public entities, community-based organizations, and private entities whenever practicable.
· Developing budget plans that deal with the immediate needs of the Agency and employing strategies that address the long-term needs of the communities we serve.
The chart below shows the budget trends for the past four years. Please note, that due to the COVID -19 Pandemic, the 2021 budget was adopted as a “Roll Forward” budget, where only the known increases in salaries and benefits were estimated for the year. All revenues and expenses were adopted as of the prior year of 2020.
Policy Considerations: The actions recommended in this report are consistent with adopted Consolidated Plan goals, the annual Housing Operating budget, the Capital Fund Plan, and adopted Agency policies.
This report also recommends the adoption of the Agency’s Multi-Family Loan and Mortgage Revenue Bond 2024 Application Schedule and anticipated funding for Agency-funded projects. The schedule will allow applicants to apply for funding on certain dates corresponding to the California Tax Credit
File ID: 2023-01358 11/14/2023 Public Hearing Item 3.
Allocation Committee (TCAC) and California Debit Limit Allocation Committee (CDLAC) application deadlines.
Economic Impacts: None.
Environmental Considerations:
California Environmental Quality Act (CEQA): The proposed actions are administrative and fiscal activities and do not make any commitments to, or give approvals for, specific projects or activities which have the potential to result in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment.
Therefore, the proposed actions do not constitute a project subject to environmental review under the CEQA per Guidelines Section 15378(b). Environmental Review for specific projects will be completed prior to any discretionary action(s) being carried out with regard to such projects.
National Environmental Policy Act (NEPA): The proposed actions are administrative and fiscal activities and do not make any commitments to, or give approvals for, specific projects or activities and are exempt under the NEPA per 24 CFR 58.34(a)(2) and (3). Environmental Review for specific projects will be completed prior to any choice limiting action(s) being carried out with regard to such projects.
Sustainability: Not applicable.
Commission/Committee Action: Sacramento Housing and Redevelopment Commission: Staff anticipates that the Sacramento Housing and Redevelopment Commission will approve the recommendation of this item at its November 1, 2023, meeting. Staff will alert the City Council if that does not happen.
Rationale for Recommendation: The proposed budget provides a fiscal strategy for operations and capital projects during 2024. The budget is in balance and complies with applicable federal, state, and local regulations on the use of the funds.
Financial Considerations: The 2024 proposed budget recommends total expenses of $325.7 million, with the Housing Assistance Payments budget at $186.4 million, Rental Assistance Payments estimated at $3 million, the Operating budget at $63.3 million; the Capital Project budget at $62.4 million; the Public Services budget at $8.3 million; and the Debt Service budget at $2.2 million. The 2024 proposed budget of $322.7 million represents a net $14.3million, or a 6.9 percent overall decrease compared with the total 2023 Adopted budget. This decrease is due primarily to the anticipated wind-down of the Sacramento Emergency Rental Assistance program, and the increase in anticipated expenditures for Housing Assistance Payments.
File ID: 2023-01358 11/14/2023 Public Hearing Item 3.
Local Business Enterprise (LBE): Not applicable.
Background
Housing Choice Voucher Program (HCV):
The Housing Choice Voucher (formerly Section 8 Housing Assistance) program is funded by HUD through Annual Contribution Contracts (ACC). The Agency administers this program on behalf of the Housing Authority of the County of Sacramento. The Housing Choice Voucher (HCV) program permits the applicant to obtain housing in the private rental market using housing vouchers or in site specific developments utilizing HCV Project Based Vouchers (PBV’s). The program participants pay a portion of their income (an adjusted 30 percent of gross family income) towards rent and the remaining due to the owner is paid by the Housing Authority. Participants can utilize their voucher anywhere in the City or County of Sacramento or port out to jurisdictions around the country.
Revenue under the HCV program is received from HUD in the form of Housing Assistance Payments (HAP) and Administrative Fees (AF). The federal appropriations process dictates the amount of funding that will be allocated to the HCV program on a national level. Jurisdictional funding allocations are performance based, with the funding level determined by the number of authorized vouchers leased. Currently, the Housing Authority has 13,084 vouchers authorized for leasing each month. This program strives to maintain a leasing level of 98-100 percent utilization of all vouchers authorized by HUD. This total of 13,505 includes the additional 494 Emergency Housing Vouchers recently awarded to the Agency, upon HUD creation in 2021.
The utilization level of vouchers makes the HCV program eligible for maximum funding from HUD.
However, despite being entitled to maximum funding for the program, depending upon federal appropriations, HUD prorates the amount received by each Agency to remain within the parameters of the federal budget.
In 2023, the Agency’s HAP eligibility was at 89.5%. Staff anticipates this will remain steady for 2024 based on proposals moving through Congress. Typically, HUD intentionally provides less funding than required to cover HAP costs in an effort to recapture accumulated HAP reserves from public housing authorities across the country. In 2018 HUD intentionally recaptured HAP reserves leaving the Housing Authority with approximately two weeks of reserves; therefore, managing leasing levels effectively is exceptionally critical.
HCV administrative funding eligibility is based upon the number of units leased within the Housing Authority’s authorized voucher allocation. Once eligibility is determined, HUD uses a formula to determine administrative fees for the Agency. For 2022, the Agency receives $113.95 per unit for the first 7,200-unit months leased and $106.35 per unit on all remaining unit months leased. HUD then applies a proration to the formula to reduce fees paid so that the administrative fees paid to housing
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authorities’ matches the appropriations provided by Congress. In 2023 the proration was 89% of administrative funding eligibility. This is a slight increase from the 88% proration of administrative funding eligibility in 2022. The Agency expects funding in 2023 to remain the same.
Public Housing:
The Housing Authority manages a total of 3,371 units of affordable housing for extremely low, very low- and low-income persons, including children, seniors, and disabled individuals. Of this total, 2,096 are part of the Public Housing Program (1,449 units in the City of Sacramento and 647 units in the County of Sacramento) which utilizes apartments, duplexes, and single-family homes to house qualified low-income families. Public Housing is owned, managed, and maintained by the Housing Authority, making it one of the largest landlords in Sacramento County.
HUD provides an annual operating subsidy to pay the cost of the Public Housing Program not covered by tenant rents which is appropriated annually through the federal budget process. The federal budget process has recently been erratic, with annual appropriations reaching as high as 103% of funding eligibility in 2010 to as low as 82% in 2013. In 2023, the program was funded at
92.97% of funding eligibility, meaning that the program received only 92.97% of what HUD believes the Agency needs to run the program.
The Housing Authority has participated in the Rental Assistance Demonstration (RAD) Program, where HUD has approved the disposition of public housing from the program to address the nationwide backlog of deferred maintenance on public housing properties. The authority has partnered with SHRA’s nonprofit, Sacramento Housing Authority Repositioning Program, Inc. (SHARP) to transfer ownership and maintain the properties. This move has and will continue to not only preserve low-income housing, but it will also allow private investment to address the capital needs of the Agency properties. Participation in this program will decrease future allocations of the Operating Subsidy, as the number of units in the Public Housing Portfolio will decrease, year after year.
Local Housing (Non-Federal)
The Housing Authority also owns and manages 271 affordable units funded with tax credits and local funds. These local housing projects are not regulated by HUD and have 2021 revenues that are relatively status quo with prior years.
The non-profit organization Sacramento Housing Authority Repositioning Program Inc. (SHARP) owns 945 Units. These properties contain 231 elderly only high-rise units. SHARP also owns 274 scattered-site project-based units, and 440 Rental Assistance Demonstration (RAD) &/or project- based units which are managed by Housing Authority staff.
File ID: 2023-01358 11/14/2023 Public Hearing Item 3.
Capital Fund Program (CFP):
The HUD CFP provides funding specifically intended for the development, financing, modernization, and management improvements needed at properties owned under the HUD public housing program. Funds are allocated annually via a formula. The Agency receives funding for the public housing properties owned by both the City and County Housing Authorities. Between 2003 and 2015, HUD funding for the CFP decreased 36 percent, with the sharpest decrease coming in 2011 at 21 percent. In 2019 HUD funding for the CFP increased from the 2018 levels, while 2020 had decreased slightly. It is expected that future funding years will continue to decrease due to Agency participation in the Rental Assistance Demonstration (RAD) program as the funding is tied to the number of units in the Public Housing Portfolio.
Community Development Block Grant (CDBG):
CDBG is a federal entitlement program provided to communities annually for the benefit of low- income persons through housing improvement, public improvements, economic development, public service, and elimination of blighting conditions. Areas of Sacramento which are low-income and extremely physically blighted have been selected for targeted CDBG assistance in the areas of capital improvements, housing preservation and renovation, economic development, and commercial revitalization activities. These funds must be used to augment but not replace local funds and responsibilities.
The annual HUD CDBG entitlement budget is allocated to cities and counties based on a formula comprised of several measures. The Agency receives grants for both the City and the County of Sacramento. Since 2010, CDBG appropriations have been cut by as much as 25 percent. 2020 saw increases in additional funding due to the COVID-19 pandemic, known as the “CV” funding from the CARES Act. 2022 saw a slight decrease in funding from the previous year and it is anticipated that this will be the standard funding level in 2024.
HOME
The Agency administers the HOME program on behalf of the City and County of Sacramento as well as the City of Citrus Heights and Rancho Cordova through a consortium agreement. This program provides for the preservation and expansion of affordable housing to very low and low-income persons. Housing developers and sponsors (both for-profit and non-profit) apply to the Agency for funding. In the past, HOME funds have assisted families in purchasing their first home, renovating deteriorating housing units, and assisting with the development of new housing.
The annual HUD HOME budget is allocated to participating jurisdictions as formula grants. Since 2010, federal appropriations for the HOME program have declined significantly. 2018 saw a slight increase that did not continue into 2019. Again, due to the COVID 19 Pandemic and the funding
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available through the American Rescue Plan, 2021 saw a significant increase in the HOME funding.
HOME federal funding levels are returned to pre pandemic levels in 2022 and 2023 and expected to be the same for 2024.
Housing Trust Funds (HTF):
The Agency administers Housing Trust Funds on behalf of both the City and County of Sacramento.
The City and County of Sacramento adopted ordinances in 1989 and 1990 respectively, for the purposes of generating fees for the development of affordable housing near employment centers.
Fees collected from non-residential development are deposited in the Housing Trust Fund and are used to fund affordable housing projects that are intended to serve the low-income workforce employed by commercial businesses in the surrounding area.
Housing Trust Fund fees dropped dramatically from 2009 to 2012 due to the sharp decline in the number of commercial building permits being issued. Beginning in 2013, there has been a steady increase in revenues due to an increase in building permits and prior year loan repayments. HTF saw an increase in 2021 from prior years and has remained consistent going forward.
Emergency Solutions Grant (ESG):
The ESG program is designed to directly assist homeless individuals and families by providing funding to support the provision of emergency shelters and rapid rehousing assistance. ESG funding is used for operations and essential social services necessary to support shelter residents and for the rapid re-housing of eligible individuals and families. The ESG program is designed to assist homeless subpopulations within this group, such as victims of domestic violence, youth, people with mental illness, families with children, and veterans. ESG funds can also be used, in narrowly defined situations, to aid people who are imminently at risk of becoming homeless. Revenues for 2021 saw an increase in ESG funding due to the CARES Act. In 2024, the revenues are projected to be relatively status quo with 2023 levels.
Emergency Rental Assistance:
In the last quarter of 2020, the City and the County of Sacramento requested the Housing Authority to develop and administer an emergency rental assistance program for renters impacted by COVID-19 who are unable to pay rent. Local funds from the Community Development Block Grant CARES funds (CDBG CARES) and the COVID Relief Fund were available for this purpose. In just over 2 months with the SERA1 program, 780 landlords received payment for 1,230 families at risk of losing their housing.
In December 2020 and January 2021, federal and state funds became available to provide additional rental assistance. Both the City and the County of Sacramento received funding from the U.S.
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Treasury and the Department of Housing and Community Development for the Emergency Rental Assistance Program (ERAP). They both requested the Housing Authority implement a program to keep additional households from being evicted from their rental homes. Initially, a total of $101 million was available to provide renters with assistance paying rent and utilities; both included amounts owed in arrears and prospective bills. Since then, the Agency has received more than anticipated.
As of September 2023, 16,398 households have been helped in the amount of over $180 million.
Additional information about this program is found at www.shra.org/sera <http://www.shra.org/sera>.
Housing Opportunities for Persons With AIDS (HOPWA):
HOPWA funding provides housing assistance and related supportive services in an effort to develop consortium-wide strategies and to form partnerships with area nonprofit organizations. HOPWA funds may be used for a wide range of housing, social services, program planning, and development costs. HOPWA funds may also be used for health care and mental health services, chemical dependency treatment, nutritional services, case management, assistance with daily living, and other supportive services. Revenues for 2024 are projected to be relative to the status quo with pre pandemic levels received.
As a HOPWA recipient, SHRA has the responsibility to serve eligible individuals within the Eligible Metropolitan Statistical Area (EMSA) which is a metropolitan area with more than 500,000 people and more than 2,000 persons living with HIV or AIDS. For HOPWA funds allocated to the City, the eligible area includes Sacramento, Yolo, Placer, and El Dorado counties. SHRA works with sub- recipients to provide services to HOPWA-eligible clients.
RESOLUTION NO. 2023 -
Adopted by the Sacramento City Council
On date of
APPROVAL OF 2024 BUDGET FOR SACRAMENTO HOUSING AND
REDEVELOPMENT AGENCY; RELATED FINDINGS, APPROVALS, DELEGATIONS
AND IMPLEMENTING AUTHORIZATIONS INCLUDING AUTHORITY FOR HUD
SUBMISSIONS, GRANTS AND FUND TRANSFERS
BACKGROUND
A. The Sacramento Housing and Redevelopment Agency (Agency) is a joint powers agency created to eliminate duplicate staffing efforts and to manage and administer federal housing and community development programs on behalf of the City and County of Sacramento. This structure provides a competitive advantage to the City and County when seeking federal and other housing and community development funding opportunities . The consolidation of multiple departments from different jurisdictions achieves close coordination of housing and community development programs and provides budget savings for operation and overhead.
The Agency Executive Director reports directly to the City and the County governing boards. The Agency is recognized statewide and nationally as a model public agency that achieves multi -jurisdictional cooperation and effectively leverages local, state and federal housing and community development funds.
B. The Agency receives annual funding from a combination of federal, state, and local sources. The sources of Agency revenue require that an operating budget be adopted prior to the start of each new fiscal year. The Agency’s fiscal year is the calendar year from January 1st through December 31st.
C. Pursuant to Health and Safety Code Section 34176, City Resolution No. 2012-018, and Housing Authority Resolution No. 2012 -001, the City of Sacramento designated the Housing Authority of the City of Sacramento (Authority), managed and staffed by the Agency, as the designated local authority to retain the housing assets and housing functions previously performed by its Redevelopment Agency, and the Housing Authority consented to serve in that role
BASED ON THE FACTS SET FORTH IN THE BACKGROUND, THE CITY COUNCI L RESOLVES AS FOLLOWS:
Section 1. The proposed action s are administrative and fiscal activities and do not make any commitments to, or give approvals for, specific projects or activities which have the potential to result in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment. Therefore, the proposed actions do not constitute a project subject to environmental review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b) , and are exempt under the National Environmental Policy Act pursuant to 24 CFR 58.34(a)(2) and (3). Environmental Review for specific projects will be completed prior to any discretionary or choice-limiting action(s) being carried out with regard to such projects.
Section 2. The 2024 Operating Budget totaling $ 263,350,338 million and the 2024 Project Budget totaling $ 62,408,497 million, all as further des cribed in the 2024 Proposed Agency Budget (hereinafter “ 2024 Agency Budget ” or “Budget”), a copy of which is on file with the Agency Clerk and copies of which have been provided to the respective governing board members, are approved as the Budget of Agenc y for the 2024 fiscal year. The 2024 Agency Budget incorporates the budgets of the Authority, the Housing Authority of the County of Sacramento, and the Sacramento Housing Development Corporation, and adoption of those budgets is contingent upon the approval of each of these respective entities.
Section 3. A total of 320 Agency full-time equivalent positions are approved subject to classification review by the Executive Director of the Sacramento Housing and Redevelopment Agency.
Section 4. The budgeted amount for any item in the Budget may be amended by majority vote of the governing body of each entity actually undertaking and funding the activity. Such an amendment to the Budget so enacted shall be deemed to have been approved by all of the entities that originally adopted the Budget without further action of the remaining entities.
Section 5. The Agency is authorized to amend the Budget as necessary and to transfer funds among operating budgets or project budgets to facilitate legal directives of the California State Department of Finance and/or the State Controller’s Office and the actions taken by the City of Sacramento acting as Successor Agency to the former Redevelopment Agency as approved by the Successor Agency’s Oversight Board regarding housing successor matters.
Section 6. The Agency is authorized to submit the 202 4 Annual Housing Operating Budget and all supporting documents to the United States Department of Housing and Urban Development (HUD), including all required amendments for utilities and other miscellaneous adjustments.
Furthermore, the Agency is authorized to amend the Budget to reflect actual HUD approved expenditures and revenues for HUD funded programs and projects.
Section 7. The proposed expenditures under the 2024 Housing Operating Budget are necessary for the efficient and economical operation of Agency housing to serve low-income families.
Section 8. The housing financial plan set forth in the 202 4 Housing Operating Budget is reasonable in that:
a. It indicates a source of funding adequate to cover all proposed expenditures.
b. It does not provide for the use of federal funding in excess of amounts payable under the provisions of the pertinent
regulations.
c. It proposes rental charges and expenditures that are consistent with provisions of law and the Annual Contributions Contract.
d. It includes asset management project budgets prepared on an individual basis as shown in the schedule of public housing AMP and Central office 2024 budget.
Section 9. The Agency is authorized to purchase all lines of applicable insurance for its properties and operations through local independent agents, direct carriers, or risk retention pools, provided that the insurance requirements, coverage and terms are commercially reasonable and provided that the cost does not exceed the amounts in the approved Budget. The Agency is also authorized to obtain flood insurance through the federal flood insurance program for Agency properties and thi s coverage may be secured through a local independent agent.
Section 10. Subject to availability under the Budget of any required funds, the Agency is authorized to approve conversion of HUD funded conventional public housing dwelling units to non-dwelling use or disposition as long as the use or disposition is approved by HUD and consistent with a dopted Agency/Housing Authority policy and governing board approvals. The Agency is authorized to amend the Budget as necessary and to transfer funds among operating budgets or project budgets to facilitate the approved HUD approved conversion.
Section 11. The Agency is authorized and directed to approve, submit and implement the Public Housing Authority (PHA) Annual Plan and PHA Five -Year Plan and the attachments and/or amendments to such Plans to comply with the Quality Housing and Responsibility Act of 1998, as approved by the Sacramento Housing and Redevelopment Commission.
Section 12. The Agency is authorized to submit to HUD the One Year Action Plan for Community Development Block Grant (CDB G), Home Investment Partnership (HOME), Emergency Solutions Grant (ESG) and Housing Opportunities for People with AIDS (HOPWA). The Agency is delegated authority to administer federal funds appropriated by HUD and is the designated recipient of funds outlined in the One Year action Plan. If such grants are awarded, the Agency, is authorized to accept the grant or grants, execute all related documents and amend the Budget accordingly. The Agency is directed to comply with all policies, procedures, and requirements prescribed as a condition of such grants. The Agency , or designee, is authorized to amend the Capital Reserve Project in the event that the actual entitlement exceeds, or is less than, that estimated in the Budget.
Section 13. The Agency is authorized to administer ESG and HOPWA funds, or delegate authority to other appropriate entit ies approved by the governing boards to administer ESG and HOPWA programs, and is also authorized to expend funds and execute contracts with the appropriate entities to carry out the ESG and HOPWA funded activities contained in the approved Action Plan, strictly in accordance with the terms of the approved Action Plan and funding source requirements.
Section 14. The Agency is authorized to enter into necessary grants and agreements with HU D, the State Housing and Community Development Department (HCD), and other governmental or private entities for homeless programs for which the Agency is the designated recipient of grant funds or contracting agency. The Agency is authorized to accept such grants, execute contracts to implement homeless activities as outlined in the Agency public services schedule and funded in the Budget, and amend the Budget accordingly, provided that the activities are fully funded by the grant or are within the Agency B udget. The Agency is authorized to execute contracts for homeless activities funded in the Agency Budget as outlined in the Agency public services scheduled.
Section 15. The Agency is authorized to submit grant applications on behalf the City of Sacramento for any and all housing and community development activities within the jurisdiction of the Agency. If such grants are awarded, the Agency is authorized to accept the grant or grants, execute contracts to implement grant activities with the appropriate entities (provided that the activities are fully funded by the grant or within the Budget), execute all related documents and amend the Budget. Budget expenditure and amendments for such grants are permitted for positions, services and supplies, equipment and projects. The Agency is directed to comply with all policies, procedures, and requirements prescribed as a condition of such grants.
Such grants may include but are not limited to the following:
Homeless Prevention and Rapid Re-housing Program (HPRP) Neighborhood Stabilization Program
Family Unification Program
Family Self Sufficiency
Veteran’s Assistance and Supportive Housing
Section 16. The Agency is authorized to amend the Budget to make transfers of fund balances to accommodate reserve requirements. The Agency may allocate and transfer any available fund balances to accounts held for future projects or reduce budget shortfalls in any other fund balances, provided monies so used are not otherwise restricted by law or regulations related to the funding source. Further, the Agency is authorized to expend available balances from the payroll fund for the cost of liabilities such as post-retirement medical benefits, sick leave, and vacation accruals.
Section 17. The Agency Budget is controlled at the fund group level. Exce pt as provided in this resolution, no expenditure will exceed the approved Budget.
Section 18. The Agency is authorized to amend the Budget to appropriate for expenditure all revenues received in revolving funds.
Section 19. The Agency is authorized to increase or decrease op erating Budget appropriations for the Agency up to $100,000.
Section 20. The Agency is authorized to transfer appropriations up to $100,000 per transaction in Operating Budget and contingency reserves.
Section 21. The Agency is authorized to increase or decrease project budg et appropriations by not more than $100,000 for each project or activity of the Agency.
Section 22. The Agency is authorized to transfer project appropriations among fund groups.
Section 23. The Agency is authorized to amend the Budget to reflect all required debt service payments, pass through payments loan repayments , and other existing obligations based on actual higher or lower revenues.
Section 24. The Agency is authorized to amend the Operating Budget or Capital Project Budget or transfer funding of approved capital projects or operating budgets within the respective project area funds in compliance with approvals, bond covenants, tax laws and applicable redevelopment laws and regulations or changes to the aforementioned.
Section 25. The Agency is authorized to execute and implement internal loans between Agency managed funds as reflected in the Budget and as consistent with bond covenants, tax laws and applicable redevelopment laws and regulations; and to modify the terms of loans and reconcile available revenues as needed to assure receipt of anticipated revenues.
Section 26. The Agency is authorized to exercise default remedies and take other actions to protect Agency assets under contracts, loans, disposition and development agreements, ow ner participation agreements and other Agency agreements and to appropriate the associated revenues in the Budget. The Agency is authorized to enter into “loan work outs,” to the extent reasonably necessary to protect Agency assets, and in entering such “work outs,” the Agency is authorized to renegotiate and rewrite the terms of the loan as if the loan were made according to current loan program underwriting criteria (including forgiveness of principal as necessary to reflect underwriting the loan at curr ent fair market value of the subject property). Further, the Agency is authorized to renegotiate existing Agency debt obligations in form and substance as Agency deems appropriate, including without limitation refinancing, and execute new agreements incurring and/or evidencing indebtedness and security instruments provided the terms of the new debt do not increase the principal outstanding and either result in a cost savings or provide the Agency with more favorable loan terms.
Section 27. The Agency is authorized t o amend the budget to receive insurance proceeds and award contracts to expend insurance proceeds so long as such proceeds are used exclusively towards, the repairing, rehabilitating, replacing or otherwise compensating for the insured loss.
Section 28. All project appropriations in existence as of December 31, 2023, will be carried over and continued in 2024.
Section 29. All multi-year operating grant budgets in existence as of December 31, 2023 shall be continued in 2024.
Section 30. All encumbrances for valid purchase orders and cont racts in effect as of December 31, 2023, may remain in effect in 2024. The Agency is authorized to increase the Budget for valid encumbrances as of December 31, 2023, but only to the extent that the applicable division’s 2023 operating budget appropriations exceeded 2023 expenditures.
Section 31. The Agency is authorized to incorporate the changes listed on Exhibit A as part of the 2024 Budget.
Section 32. The Agency is authorized to allocate, transfer, expend, or dispose of all funds received by the Agency resulting from the repayment of loans made to developers of low -income housing which originated solely from funds controlled, or entitled for use, by the Housing Authority (Housing Authority Funds), to further any project the Agency determines will fulfill the original purpose of the Housing Authority Funds, without further authorization from the Housing Authority Board, including without limitation, negotiating, executing and amending Loan Commitment Letters, Loan Agreements, and any related documents, as approved as to form by the Agency’s Office of the General Counsel.
Section 33. If any entity requires a separate resolution to confirm any action approved within this resolution, the Sacramento Housing and Redevelopment Commission is delegated the authority to approve and deliver such resolution.
Section 34. The Agency is authorized to delegate the authorities as set out in this resolution to Agency’s Executive Director.
Section 35. This resolution shall take effect immediately.
Table of Contents:
Exhibit A - Summary of Sacramento Housing and Redevelopment Agency Proposed 2024 Budget
EXHIBIT A
SUMMARY OF SACRAMENTO HOUSING
AND REDEVELOPMENT AGENCY PROPOSED 2024 BUDGET
Approved 2024 Total Operating Budget $ 263,350,338
Approved 2024 New Projects $ 62,408,497
TOTAL SHRA BUDGET $ 325,758,835
RESOLUTION NO. 2023 -
Adopted by the Housing Authority of the City of Sacramento
On date of
APPROVAL OF 2024 BUDGET FOR SACRAMENTO HOUSING AND
REDEVELOPMENT AGENCY; RELATED FINDINGS, APPROVALS, DELEGATIONS, AND IMPLEMENTING AUTHORIZATIONS; INCLUDING AUTHORITY FOR HUD
SUBMISSIONS, GRANTS AND FUND TRANSFERS
BACKGROUND
A. The Sacramento Housing and Redevelopment Agency (Agency) is a joint powers agency created to eliminate duplicate staffing efforts and to manage and administer federal housing and community development programs on behalf of the City and County of Sacramento. This structure provides a competitive advantage to the City and County when seeking federal and other housing and community development funding op portunities. The consolidation of multiple departments from different jurisdictions achieves close coordination of housing and community development programs and provides budget savings for operation and overhe ad. The Agency Executive Director reports di rectly to the City and the County governing boards .
The Agency is recognized statewide and nationally as a model public agency that achieves multi-jurisdictional cooperation and effectively leverages local, state, and federal housing and community development funds.
B. The Agency receives annual funding from a combination of federal, state, and local sources. The sources of Agency revenue require that an operating budget be adopted prior to the start of each new fiscal year. The Agency’s fiscal year is t he calendar year from January 1st through December 31st.
C. Pursuant to Health and Safety Code Section 34176, City Resolution No. 2012-018, and Housing Authority Resolution No. 2012-001, the City of Sacramento designated the Housing Authority of the City of Sacramento (HACS), managed and staffed by the Agency, as the local authority to retain the housing -assets and housing-functions previously performed by its Redevelopment Agency and the Housing Authority consented to serve in that role.
BASED ON THE FACTS SET FORTH IN THE BACKGROUND, THE HOUSING AUTHORITY OF THE CITY OF SACRAMENTO RESOLVES AS FOLLOWS:
Section 1. The above recitals are found to be true and correct and are hereby adopted.
Section 2. The proposed actions are administrative and fiscal activities and do not make any commitments to, or give approvals for, specific projects or activities which have the potential to result in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. Therefore, the proposed actions do not constitute a project subject to environmental review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b), and are exempt under the National Environmental Policy Act pursuant to 24 CFR
58.34(a)(2) and (3). Environmental Review for specific projects will be completed prior to any discretionary or choice -limiting action(s) being carried out with regard to such projects.
Section 3. The 2024 Operating Budget totaling $ 263,350,338 and the 2024 Project Budget totaling $62,408,497, all as further described in the 2024 Proposed Agency Budget (hereinafter “2024 Agency Budget” or “Budget”), a copy of which is on file with t he Agency Clerk and copies of which have been provided to the respective governing board members, are approved as the Budget of Agency for the 2024 fiscal year. The 2024 Agency Budget incorporates the budgets of the HACS, the Housing Authority of the County of Sacramento, and the Sacramento Housing Development Corporation, and adoption of those budgets is contingent upon the approval of each of these respective entities.
Section 4. A total of 320 Agency full-time equivalent positions are approved subject to classification review by the Executive Director.
Section 5. The Executive Director, or designee, is authorized to amend the Budget as necessary and to transfer funds among operating budgets or project budgets to facilitate legal directives of the Calif ornia State Department of Finance and/or the State Controller’s Office and the actions taken by the City of Sacramento acting as Successor Agency to the former Redevelopment Agency as approved by the Successor Agency’s Oversight Board regarding housing successor matters.
Section 6. The budgeted amount for any item in the Budget may be amended by majority vote of the governing body of each entity actually undertaking and funding the activity. Such an amendment to the Budget so enacted shall be deemed to have been approved by all of the entities that originally adopted the Budget without further action of the remaining entities.
Section 7. The Executive Director, or designee, is authorized to submit the 202 4 Annual Housing Operating Budget and all supp orting documents to the United States Department of Housing and Urban Development (HUD), including all required amendments for utilities and other miscellaneous adjustments. Furthermore, the Executive Director, or designee, is authorized to amend the Budg et to reflect actual HUD approved expenditures and revenues for HUD funded programs and projects. See Exhibit B-1 for a summary of the public housing operating budget.
Section 8. The proposed expenditures under the 2024 Housing Operating Budget are necessary for the efficient and economical operation of Agency housing to serve low-income families.
Section 9. The housing financial plan set forth in the 2024 Housing Operating Budget is reasonable in that:
a. It indicates a source of funding adequate to cover all proposed expenditures.
b. It does not provide for the use of federal funding in excess of amounts payable under the provisions of the pertinent regulations. c. It proposes rental charges and expenditures t hat are consistent with provisions of law and the Annual Contributions Contract d. It includes asset management project budgets prepared on an individual basis as shown in the Schedule of Public Housing AMP and Central Office 2024 Budget attached as Exhibit B-1.
Section 10. Form HUD-52574 (04/2013), attached as Exhibit B -2 for signature by the Chair of the Board of the Housing Authority, provides necessary certifications for submission of the Operating Budgets described in Section
9.d.
Section 11. Based on the HUD requirement for public housing authorities to implement Asset Management that includes fee for service, the proposed Budget implements the fee for service provisions and support service costs. The fee for service provision is predicated on the concept that fee revenues will cover the cost of the services provided. Such services include but are not limited to property management services. Subject to applicable laws, regulations and policies governing Agency procurement, t he Executive Director, or designee, is authorized to competitively procure and execute contracts for such fee for services.
Section 12. The Executive Director, or designee, is authorized to submit applications to HUD for the Capital Fund Plan and Program funding. If such grants are awarded, the Executive Director, or designee, is authorized to accept the grant or grants, execute all related documents and to execute contracts to implement the Capital Fund Program subject to HUD approval of the annual statements and amend the budget accordingly. The Executive Director, or designee, is directed to comply with all policies, procedures, and requirements prescribed by HUD as a condition of such grants. The Executive Director, or designee, is authorized to submit the Comprehensive Plan or annual statement to HUD, after receiving public comments and resident review.
Section 13. On an annual basis HACS conducts a physical inventory, analyzes receivables for collectability and, accordingly, reconciles and adjusts related financial records. The Executive Director, or designee, is authorized to amend the Budget and financial records as needed for such adjustments.
Section 14. The Executive Director, or designee, is authorized to purchase all lines of applicable insu rance for its properties and operations through local independent agents, direct carriers, or risk retention pools, provided that the insurance requirements, coverage and terms are commercially reasonable and provided that the cost does not exceed the amou nts in the approved Budget. The Executive Director, or designee, is also authorized to obtain flood insurance through the federal flood insurance program for HACS properties and this coverage may be secured through a local independent agent.
Section 15. Subject to availability under the Budget of any required funds, the Executive Director, or designee, is authorized to approve conversion of HUD funded conventional public housing dwelling units to non -dwelling use or disposition as long as the use or disposi tion is approved by HUD and consistent with adopted HACS policy and governing board approvals. The Executive Director, or designee, is authorized to amend the Budget as necessary and to transfer funds among operating budgets or project budgets to facilitate the HUD approved conversion.
Section 16. The Executive Director, or designee, is authorized and directed to approve, submit, and implement the Public Housing Authority (PHA) Annual Plan and the PHA Five-Year Plan, and the attachments and/or amendments t o such Plans to comply with the Quality Housing and Responsibility Act of 1998.
Section 17. The Executive Director, or designee, is authorized to submit to HUD the One Year Action Plan for Community Development Block Grant (CDBG), Home Investment Partnership (HOME), Emergency Solutions Grant (ESG) and Housing Opportunities for People with AIDS (HOPWA). HACS, staffed by the Agency, is delegated authority to administer federal funds appropriated by HUD and is the designated recipient of funds outlined in the One Year action Plan. If such grants are awarded, the Agency is authorized to accept the grant or grants, execute all related documents and amend the Budget accordingly. The Agency is directed to comply with all policies, procedures, and requirements prescribed as a condition of such grants. Agency is authorized to amend the Capi tal Reserve Project budget in the event that the actual entitlement exceeds, or is less than, that estimated in the Budget.
Section 18. The Executive Director, or designee, is authorized to administer funds or delegate authority to other appropriate enti ties approved by the governing boards to administer ESG and HOPWA programs, and is also authorized to expend funds and execute contracts with the appropriate entities to carry out the ESG and HOPWA funded activities contained in the approved Action Plan, strictly in accordance with the terms of the approved Action Plan and funding source requirements.
Section 19. The Executive Director, or designee, is authorized to enter into necessary grants and agreements with HUD, the State Housing and Community Development Department (HCD), and other governmental or private entities for homeless programs for which HACS/Agency is the designated recipient of grant funds or contracting agency. The Executive Director, or designee, is authorized to accept such grants, execute contracts to implement homeless activities funded in the Budget, and amend the Budget accordingly (provided that the activities are fully funded by the grant or are within the Agency Budget). The Executive Director, or designee, is authorized to execu te contracts for homeless activities funded in the Agency Budget as outlined in the Agency public services schedule.
Section 20. HACS finds and declares that the proposed planning and administrative expenses which may be paid for from the former low- and moderate-income housing fund, pursuant to an approved recognized obligation payment schedule, is necessary for the production, improvement and/or preservation of low- and moderate-income housing during the 2023 Agency Budget year.
Section 21. The Executive Director is authorized to amend the budget to transfer or accept funding or assets consistent with an approved recognized obligation payment schedule to the Agency or City Redevelopment Agency Successor Agency (RASA) for approved capital proj ects or operating expenses in compliance with all bond covenants, tax laws and applicable laws and regulations or changes to the aforementioned.
Section 22. The Executive Director is authorized to amend the budget to receive assets or transfer assets, receive funds or transfer funds to the City RASA and execute agreements with the City or RASA as necessary to facilitate authorized directives of the State of California, the California State Department of Finance and/or the State Controller’s Office or t o provide staffing services to RASA. Agreements between the Agency or HACS and the City RASA are subject to Successor Agency Oversight Board Approval.
Section 23. The Executive Director, or designee, is authorized to submit grant applications on behalf of the HACS for any and all housing and community development activities within the jurisdiction of the Agency. If such grants are awarded, HACS is authorized to accept the grant or grants execute contracts to implement grant activities with the appropriate entities (provided that the activities are fully funded by the grant or within the Budget), execute all related documents and amend the Budget. Budget expenditure and amendments for such grants are permitted for positions, services and supplies, equipme nt and projects. The Executive Director is directed to comply with all policies, procedures, and requirements prescribed as a condition of such grants. Such grants may include but are not limited to the following:
Homeless Prevention and Rapid Re-Housing Program HPRP Neighborhood Stabilization Program
Family Unification Program
Family Self Sufficiency
Veteran’s Assistance and Supportive Housing
Section 24. The Executive Director, or designee, is authorized to amend the Budget to make transfers of fund balances to accommodate reserve requirements.
The Executive Director, or designee, may allocate and transfer any available fund balances to accounts held for future projects or reduce budget shortfalls in any other fund balances, provided monies so u sed are not otherwise restricted by law or regulations related to the funding source. Further, the Executive Director is authorized to expend available balances from the payroll fund for the cost of liabilities such as post-retirement medical benefits, sick leave and vacation accruals.
Section 25. The Agency Budget is controlled at the fund group level. Except as provided in this resolution, no expenditure will exceed the approved Budget.
Section 26. The Executive Director, or designee, is authorized to amend the Budget to appropriate for expenditure all revenues received in revolving funds.
Section 27. The Executive Director, or designee, is authorized to increase or decrease operating Budget appropriations up to $100,000. Operating Budget appropriation increases and decreases in excess of $100,000 must be approved by the appropriate governing board.
Section 28. The Executive Director, or designee, is authorized to transfer appropriations up to $100,000 per transaction in Operating Budget and continge ncy reserves.
Section 29. The Executive Director, or designee, is authorized to increase or decrease project budget appropriations by not more than $100,000 for each project or activity. Project budget appropriation increases and decreases in excess of $100,000 must be approved by the appropriate governing board.
Section 30. The Executive Director, or designee, is authorized to amend the budget to receive insurance proceeds and award contracts to expend insurance proceeds so long as such proceeds are us ed exclusively towards, the repairing, rehabilitating, replacing or otherwise compensating for the insured loss.
Section 31. The Executive Director, or designee, is authorized to transfer any available fund balances from HACS instrumentalities or affiliates to allocate for future HACS projects or to reduce budget shortfalls, provided the use and receipt of funds is not otherwise restricted by law or regulations. Such transactions are subject to HACS instrumentality or affiliate board approval.
Section 32. The Executive Director, or designee, is authorized to amend the Budget to reflect all required debt service payments, pass through payments, loan repayments, and other existing obligations based on actual higher or lower revenues.
Section 33. The Executive Director, or designee, is authorized to amend the operating budget or capital project budget or transfer funding of approved capital projects or operating budgets in compliance with appropriate approvals, bond covenants, tax laws and applicable laws and regulations or changes to the aforementioned.
Section 34. The Executive Director, or designee, serving as the Successor Housing Entity, is authorized to execute, and implement internal loans between Agency managed funds as reflected in the Budget and a s consistent with bond covenants, tax laws and applicable redevelopment laws and regulations; and to modify the terms of loans and reconcile available revenues as needed for the completion of enforceable housing obligations of the former redevelopment agen cy to assure receipt of anticipated revenues.
Section 35. The Executive Director, or designee, is authorized to exercise default remedies and take other actions to protect HACS assets under contracts, loans, disposition and development agreements, owner participation agreements and other HACS agreements and to appropriate the associated revenues in the Budget. The Executive Director, or designee, is authorized to enter into “loan work outs,” to the extent reasonably necessary to protect HACS assets, and in entering such “work outs,” The Agency is authorized to renegotiate and rewrite the terms of the loan as if the loan were made according to curr ent loan program underwriting criteria (including forgiveness of principal as necessary to reflect underwriting the loan at current fair market value of the subject property). Further, The Executive Director, or designee, is authorized to renegotiate exis ting HACS debt obligations and execute new security instruments provided the terms of the new debt do not increase the principal outstanding and either result in a cost savings or provide HACS with more favorable loan terms.
Section 36. The Executive D irector is authorized to allocate, transfer, expend, or dispose of all funds received by HACS resulting from the repayment of loans made to developers of low income housing which originated solely from funds controlled, or entitled for use, by the Housing Authority (Housing Authority Funds), to further any project the Executive Director determines will fulfill the original purpose of the Housing Authority Funds, without further authorization from the Housing Authority Board, including without limitation, negotiating, executing and amending Loan Commitment Letters, Loan Agreements, and any related documents, as approved as to form by HACS’s Office of the General Counsel.
Section 37. All project appropriations in existence as of December 31, 2023, will be carried over and continued in 2024.
Section 38. All multi-year operating grant budgets in existence as of December 31, 2023, shall be continued in 2024.
Section 39. All encumbrances for valid purchase orders and contracts in effect as of December 31, 2023, may remain in effect in 2024. The Executive Director, or designee, is authorized to increase the Budget for valid encumbrances as of December 31, 20 23, but only to the extent that the applicable division’s 2023 operating budget appropriations exceeded 2023 expenditures.
Section 40. The Executive Director, or designee, is authorized to incorporate the changes listed on Exhibit A-1 as part of the 2024 Budget.
Section 41. If any entity requires a separate resolution for any action approved within this resolution other than resolutions for approval or amendment of projects, programs or the Agency Budget, the Sacramento Housing and Redevelopment Commission is delegated the authority to approve and deliver such resolution.
Section 42. The Executive Director, or designee, or designee, is authorized to delegate the authorities as set out in this resolution.
Section 43. This resolution shall take effect immediately.
Table of Contents:
Exhibit B: Summary of Sacramento Housing and Redevelopment Agency Proposed 2024 Budget
Exhibit B-1: 2024 City Public Housing Asset Management Projects (AMP) and Central Office Cost Center (COCC)
Exhibit B-2: HUD Resolution Approving the 2024 AMP Budgets
EXHIBIT B
SUMMARY OF SACRAMENTO HOUSING
AND REDEVELOPMENT AGENCY PROPOSED 2024 BUDGET
Approved 2024 Total Operating Budget $ 263,350,338
Approved 2024 New Projects $ 62,408,497
TOTAL SHRA BUDGET $ 325,758,835
Exhibit B-1
City Public Housing AMP, Central Office and Central Services Budget January 1 - December 31, 2024
PHA Code: CA005 Total
City of Sacramento City City COCC
City Cit y Cit y Cit y Cit y Cit y Public Central Office AMP 1 AMP 2 AMP 3 AMP 4 AMP 5 AMP 7 Housing & Central Svc Beginning fund equity 1,444,355$ 2,535,255 $ 1,732,476 $ 683,491 $ 977,424 $ 1,549,004$ 8,922,005 - $ Revenues:
HUD Operating Subsidy 2,191,423 2,481,725 650,000 800,000 800,000 800,000 7,723,148 - Maintenance Charges to Tenants 2,000 3,000 - 1,000 10,000 1,000 17,000 - Washer/Dryer Income - - 10,000 2,000 12,000 - Rental Income - Dwelling 850,000 500,000 200,000 560,000 700,000 476,180 3,286,180 - Rental Income - Commercial - 15,000 - 15,000 - Rental income other 15,000 - - - 15,000 Interest Income - Investment 20,000 30,000 10,000 5,000 10,000 3,000 78,000 - Bad Debt Recovery 500 - - 100 100 700 Return Check Fee - - - 30 30 Miscellaneous income 600 - 500 1,000 3,000 1,000 6,100 - Management Fee - - - - - - 1,181,022 IT/Bookkeeping Fee - - - - - - - 23,400 Asset Management Fee - - - - - - - 31,200 Admin Fee (CFP) - - - - - - - 849,000 Central services fees - - - - - - - Total operating revenue 3,079,523 3,029,725 870,500 1,367,130 1,523,000 1,283,280 11,153,158 2,084,622 CFP Mgmt impr transfers 65,415 65,809 126,249 65,415 85,415 67,642 475,945 - Local Housing Transfers - - - - - - - Total revenues and transfers in 3,144,938 3,095,534 996,749 1,432,545 1,608,415 1,350,922 11,629,103 2,084,622 Expenditures:
Employee Services:
- Management/Maintenance 753,869 916,187 445,875 459,484 374,090 405,204 3,354,709 845,876 - Resident Trainees 26,379 26,379 31,175 26,379 26,379 23,981 160,672 - Total Employee Services 780,248 942,566 477,050 485,863 400,469 429,185 3,515,381 845,876 Services & Supplies:
- Management/Maintenance 1,850,714 2,051,544 705,931 743,942 814,614 675,161 6,841,906 1,182,906 Other Charges:
Financial Transactions 38,368 32,466 11,807 14,757 14,756 112,154 - - Central Service Fees - - - 216,642 - Miscellaneous (PILOT,Depr.) 50,000 54,831 13,103 17,669 22,000 25,000 182,603 - Management Fee 304,646 330,800 162,478 106,626 124,397 129,475 1,158,422 - IT / Bookkeeping Fee 32,400 35,190 17,280 11,340 13,230 13,770 123,210 - Asset Management Fee 43,200 46,920 23,040 15,120 17,640 18,360 164,280 - Total operating expense 3,061,208 3,500,219 1,431,348 1,392,367 1,407,107 1,305,707 12,097,956 2,245,424 Ending Balance 1,528,085 $ 2,130,570 $ 1,297,877 $ 723,669 $ 1,178,732$ 1,594,219 $ 8,453,152 $ (160,802)$ Exhibit B-2
PHA Board Resolution U.S. Department of Housing OMB No. 2577-0026 Approving Operating Budget and Urban Development (exp. 04/30/2016) Office of Public and Indian Housing -
Real Estate Assessment Center (PIH-REAC)
Previous editions are obsolete form HUD-52574 (04/2013) Public reporting burden for this collection of information is estimated to average 10 minutes per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. This agency may not collect this information, and you are not required to complete this form, unless it displays a currently valid OMB control number.
This information is required by Section 6(c)(4) of the U.S. Housing Act of 1937. The information is the operating budget for the low -income public housing program and provides a summary of the proposed/budgeted receipts and expenditures, approval of budgeted receipts and expenditures, and justification of certain specifie d amounts. HUD reviews the information to determine if the operating plan adopted by the public housing agency (PHA) and the amounts are reasonable, and that the PHA is in compliance with procedures prescribed by HUD. Responses are required to obtain benefits. This information does not lend itself to confidentiality.
PHA Name: _Housing Authority-City of Sacramento_______________________ PHA Code: __CA005__________
PHA Fiscal Year Beginning: __01/01/2024_________ Board Resolution Number: __________________
Acting on behalf of the Board of Commissioners of the above -named PHA as its Chairperson, I make the following certifications and agreement to the Department of Housing and Urban Development (HUD) regarding the Board’s approval of (check one or more as applicable):
DATE
Operating Budget approved by Board resolution on: __11/14/2023_____
Operating Budget submitted to HUD, if applicable, on: ___________________
Operating Budget revision approved by Board resolution on: ___________________
Operating Budget revision submitted to HUD, if applicable, on: ___________________
I certify on behalf of the above-named PHA that:
1. All statutory and regulatory requirements have been met;
2. The PHA has sufficient operating reserves to meet the working capital needs of its developments;
3. Proposed budget expenditure are necessary in the efficient and economical operation of the housing for the purpose of serving low-income residents;
4. The budget indicates a source of funds adequate to cover all proposed expenditures;
5. The PHA will comply with the wage rate requirement under 24 CFR 968.110(c) and (f); and
6. The PHA will comply with the requirements for access to records and audits under 24 CFR 968.110(i).
I hereby certify that all the information stated within, as well as any information provided in the accompaniment herewith, if applicable, is true and accurate.
Warning: HUD will prosecute false claims and statements. Conviction may result in criminal and/or civil penalties. (18 U.S.C. 1001, 1010, 1012.31, U.S.C. 3729 and 3802)
Print Board Chairperson’s Name:
Mayor Darrell Steinberg
Signature: Date:
11/14/2023
RESOLUTION NO. 2023 -
Adopted by the Sacramento City Council
On date of
APPROVAL OF MULTI-FAMILY LENDING AND MORTGAGE REVENUE BOND
POLICIES PROGRAM APPLICATION SCHEDULE
BACKGROUND
A. Sacramento Housing and Redevelopment Agency (SHRA) proposes to revise and implement the Multifamily Lending and Mortgage Revenue Bond Policies Program Application Schedule to correspond with California Tax Credit Allocation Committee and California Debt Limit Allocation Committee application deadlines.
BASED ON THE FACTS SET FORTH IN THE BACKGROUND, THE CITY COUNCIL RESOLVES AS FOLLOWS:
Section 1. SHRA is authorized to adopt the 2024 Multifamily Lending and Mortgage Revenue Bond Policies Program Application Schedule as outlined in Exhibit C.
Section 2. The proposed action is an administrative and fiscal activity and does not constitute a project subject to environmental review under the California Envi ronmental Quality Act pursuant to 15 CCR §15378(b) and is exempt under the National Environmental Pol icy Act per 24 CFR 58.34(a)(2) and (3). Environmental Review for specific projects will be completed prior to any discretionary action(s) being carried out with regard to such projects.
Table of Contents:
Exhibit C: Multi-family Lending and Mortgage Revenue Bond Policies Program Application Schedule
Exhibit C
Sacramento Housing and Redevelopment Agency
Multi-Family Loan and Mortgage Revenue Bond Applications
2024 Schedule
August 9% TCAC & CDLAC Applications:
Pre-Application Deadline January 2, 2024
Application Deadline March 1, 2024
Environmental Deadline* May 1, 2024
Sacramento Housing and Redevelopment Commission (SHRC) June 19, 2024 Est. Board of Supervisors (Board) / City Council (Council) June 25, 2024 Est. 9% TCAC/CDLAC Application Deadlines Aug. 8, 2024 / Sept. 4, 2024
April 9% TCAC & CDLAC Applications:
Pre-Application Deadline August 1, 2024
Application Deadline October 1, 2024
Environmental Deadline* January 1, 2024
SHRC March 21, 2025
Est. Board / Council April 8, 2025
Est. 9% TCAC/CDLAC Application Deadlines April 24, 2025 / May 22, 2025
*Environmental clearance (CEQA and NEPA) not received by this date will result in project approvals being delayed and the TCAC/CDLAC application being submitted at a later date.
Unfunded Multifamily Affordable Housing Developments Pre-Application Received by SHRA in 2023* Name Location Developer Total Units Affordability AMI Funding Request 69 Street Apartments 6661 Folsom Blvd CRP Affordable Housing 130 30-60% AMI (60 homeless) $4 million Q Street Apartments 6679 Q Street Community Housing Works 75 30-60% AMI $7 million River City Apartments 1601 69th Street Chelsea Investment 90 30-60% AMI $2.5 million Beech Hill Apartment 8789 Greenback Lane Pacific Housing 24 30-60% AMI $1.75 million Longview** Longview Drive Jamboree Housing 66 30% AMI (65 homeless) $9 million San Juan II 5716 Stockton Blvd Mutual Housing 70 25-45% AMI (46 homeless) $2 million Red Roof Inn 4325 Watt Avenue Resources for Com. Dev. 71 30-60% AMI $9 million The River 7901 Stevenson Ave Morales Com. Development 195 30-80% AMI $8 million Terricina at Wildhawk 9756 Gerber Road USA 145 30-70% AMI $10 million Total $53.25 million * Insufficient funds. **Pre-application accepted in 2022 and remains unfunded.
TOTAL AVAILABLE REVENUE EXPENSES
TABLE OF CONTENTS
INTRODUCTION GENERAL OVERVIEW
Budget BookBudget Book
FISCAL YEAR 2024FISCAL YEAR 2024
AN ONLINE VERSION OF THE 2024 SHRA PROSPOSED BUDGET CAN BE VIEWED AT https://www.shra.org/financial-performance-and-strategic-planning-documents
BUDGET SUMMARIES GLOSSARY
SHRA WEBSITE
SHRA HOME PAGE
SHRA WEBSITE
SHRA HOME PAGE
SUBMITTED TO:
Sacramento City Council Sacramento County Board of Supervisors Housing Authority of the City of Sacramento Housing Authority of the County of Sacramento Sacramento Housing and Redevelopment Commission ByLa Shelle DozierExecutive Director
SHRA WEBSITE
SHRA HOME PAGE
November 1, 2023 City Council, City Housing Authority,Board of Supervisors and County Housing Authority Honorable Members in Session: Today, I present to you the Sacramento Housing and Redevelopment Agency’s proposed budget for 2023. This budget document provides detailed information about the forecasted revenues and expenditures for the Agency in the coming year. Overview of the 2024 SHRA Proposed Budget The 2024 Proposed Agency Budget is a balanced d budget in the amount of $322.7 million representing the operational activities and projects for 2024. The 2024 proposed budget represents a reduction in overall spending of approximately $14.3 million compared with the prior year. This change in annual budget appropriations is primarily the result of the expected wind-down of the Emergency Rental Assistance Program, which accounts for a decrease of $12.6 million in planned expenditures. Capital Projects are also estimated to decrease a total of $27 million to approximately $62.4 million. Full time employees (FTE) is remining the static quo to provide support throughout the Agency overall. The increase in Housing Assistance Payments of approximately $31.9 million is an estimate based on Federal Estimates of program allowances, the ongoing effort to lease up additional vouchers as well as the overall increase in voucher cost due high cost of housing in the area. SHRA’s funding sources are independent of the City or County’s General Fund. In addition, over eighty percent of the Agency’s funding originates from federal appropriations allocated to the Department of Housing and Urban Development (HUD). Given the aforementioned factors, it was particularly prudent while preparing the budget to maintain a fiscally conservative approach in the funding outlook. As with previous year’s budgets, the 2024 budget centers on conveying the Mission, Vision & Goals of the Organization, by:
The 2024 challenges continue to be the overall aging of the Public Housing inventory and limited amount of funding. The Agency’s inventory faces mounting capital and modernization needs; however, Capital Fund Appropriations have continuously come up short. This reality highlights the need of the Agency to continue to pursue the Rental Assistance Demonstration (RAD) disposition process to maximize private investment and Housing Tax Credits. We are optimistic that with your leadership and support, we will continue to bring forth award-winning affordable housing projects and to invest in community revitalization activities through effective partnerships that improve Sacramento’s quality of life. Sincerely,
SHRA WEBSITE
SHRA HOME PAGE
The Sacramento Housing and Redevelopment Agency’s Mission Statement conveys the essence of the organization and serves as the foundation for our Vision and Goals. Our mission is to revitalize communities, provide affordable housing opportunities and to serve as the Housing Authority for the City and County of Sacramento.
Our Vision for Sacramento is a region: • Where all neighborhoods are excellent places to live, work and do business • Where all people have access to decent, safe and affordable housing • Where everyone can obtain a job and attain financial self-sufficiency To help achieve our Vision, the Sacramento Housing and Redevelopment Agency is working to fulfill these goals: Develop, preserve and finance a continuum of affordable housing opportunities for Sacramento City and County residentsEffectively and efficiently maintain Agency-owned housing by providing tenant based rental assistance programsRevitalize lower income neighborhoods to create healthy and sustainable communitiesPromote economic development through strategic infrastructure and public facility improvements.
THREE YEAR STRATEGIC GOALS
SHRA WEBSITE
SHRA HOME PAGE
The Sacramento Housing and Redevelopment Agency was created to ensure the ongoing development of affordable housing and to continuously fuel community redevelopment projects in the city and county of Sacramento. These goals are met by creating safer neighborhoods and a more robust economy, so individuals, families and children in our community have the opportunity for a better life. Our work has been recognized among the best in the country by the U.S. Department of Housing and Urban Development and others. Every day, our team of over 200 employees secures funding, battles for support, organizes our partners and engages the Sacramento community in a proactive collaboration to change lives. The Agency, a joint powers authority created in 1982 (operating since 1973), serves as the fiscal agent/administrator and provides the exclusive staffing for the Housing Authorities of the City and County of Sacramento, formed July 1939 and June 1940, respectively. The Agency is a separate legal entity and is not a component unit of the City or County of Sacramento. The Agency receives no City or County general funds and is not included in the Annual Comprehensive Financial Report of either the City or County of Sacramento. Sacramento Housing and Redevelopment Commission (Commission) is the governing board of the Agency. The Commission’s authority to approve housing related projects, programs, and budgets is limited to what is delegated to them by the governing boards of the Agency members. The City Council serves as the City Housing Authority and the City Redevelopment Agency Successor Agency governing boards and retained the power to approve City housing related projects, programs, and budgets. The County Board of Supervisors serves as the County Housing Authority and the County Redevelopment Agency Successor Agency governing boards and retained power to approve County related housing agenda items. The Commission also serves in an advisory capacity for each Agency member, and it has operational authority within the budget and policy direction approved by the City Council and County Board of Supervisors. The Agency administers and manages federal housing and community development entitlement funds. Specific funding includes the federal Community Development Block Grant Programs (CDBG) and Home Investment Partnership Programs (HOME) for the City and County of Sacramento, and Homeless Continuum of Care, Housing Opportunities for Person with AIDS (HOPWA) and Emergency Solutions Grants, federal grant programs from the County of Sacramento. The Housing Authorities own and/or manage 3,371 units of affordable housing under the Public Housing/Property Management Program. This includes 2,155 apartments, duplexes, and some single family homes to qualified low-income families. The Property Management group also manages mange 271 affordable units as well as manages the properties owned by the non-profit arm of the Agency, Sacramento Housing Authority Repositioning Program Inc (SHARP). SHARP properties include 440 Rental Assistance Demonstration (RAD) and or project based units, as well as 231 elderly units and 274 scattered-site properties.
LONG TERM FINANCIAL PLANNING
The Agency adopted conservative fiscal strategies during prior years in anticipation of a progressive decline in future resources. Although the economy appears to be stabilizing on a national and local level, the Agency continues to actively seek out ways to improve work processes and implement initiatives that streamline and consolidate services and functions to remain as cost effective and as efficient as possible. The Agency struggles to project revenues and expenses for an extended future period due to the changes that occur at the federal level. The Agency’s major programs rely heavily (over 80%) on Federal funding and are subject to the changing political priorities and interests depending on the year and the health of the Country’s overall economy. The major programs experience proration fluctuations, resulting in less funding than the Agency’s actual true costs. Each proration is dependent on the status of the Federal Budget. Therefore, all future expenditures would also be dependent on the same fluctuation of the proration amounts and any reserves that the Agency may have available.
RELEVANT FINANCIAL POLICIES
The Agency is committed to increasing the supply of affordable housing and in past years has worked closely with the City and County in the development of inclusionary ordinances, a ten year plan to end chronic homelessness, and other policies to increase rental housing production and homeownership opportunities. SHRA has developed a multi-faceted Homeless Housing Solution Strategy designed to serve homeless individuals and families in Sacramento using Housing Authority resources. This strategy, to be enacted over a three year period, includes several options that will serve a total of 1,755 homeless families through vouchers. As a lender and developer, the Agency strives to efficiently manage its resources in order to address the range of need and reach special populations, the workforce population, and those who are moving out of the rental market to buy their first homes
STRATEGIC GOALS
The Agency continues to focus its energy and resources on outcomes and improvements that increase efficiencies and strengthen operations both of which are considered crucial elements of its long term strategic planning goals. As such, in our ongoing commitment to openness, transparency, accountability, and responsiveness, the Agency launched a redesigned website at www.shra.org. This website has improved public awareness with timely information, as well as, easier access to reports and documents. The Agency continues to develop new features on the website which will give our customers 24/7 access to do business with the Agency. Anticipated features for 2020 include a portal for HCV voucher residents to complete documentation and certifications online that previously required onsite visits or paper documentation. Key Indicators were used throughout the fiscal year as a tool to measure, evaluate and develop supporting actions relating to operational improvements. Most importantly they were utilized by management to ensure resources needed were reflected in the 2020 budget, that departmental objectives and goals were obtainable, and to establish outcomes that best support the Mission of SHRA.
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ACCOUNTING SYSTEM
In developing and evaluating the Agency’s accounting system, consideration is given to the adequacy of internal accounting controls. Internal accounting controls are designed to provide reasonable, but not absolute, assurance regarding the safeguarding of assets against loss from unauthorized use or disposition; and the reliability of financial records for preparing financial statements and maintaining accountability for assets. The concept of reasonable assurance recognizes that the cost of a specific control feature should not exceed the benefits likely to be derived and the evaluation of costs and benefits require estimates and judgments by management. All evaluations of the Agency’s internal control will continue to occur within the above framework. The Agency’s internal accounting controls adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions.
BASIS OF ACCOUNTING
Special revenue and other governmental fund types are accounted for on a modified accrual basis. Under the modified accrual basis, revenue is recognized when susceptible to accrual (e.g., when it becomes both measurable and available). “Measurable” means the amount can be determined and “available” means collectible within the current period or soon enough thereafter to pay current liabilities. This is generally within sixty (60) days after the end of the fiscal year. Expenditures are recognized when the related fund liability is incurred. Proprietary funds (enterprise and internal service funds) are accounted for on an accrual basis. Under this method, revenue is recognized when earned and expenses are recognized at the time the liability is incurred.
FUND DESCRIPTIONS
The Agency’s accounting records are organized and operate on a “fund” basis, which is the basic financial accounting entity in governmental accounting. The accounting system is designed to enable the use of these types of funds. Each fund is designed by fund type and classification: Proprietary Funds: Enterprise and Internal ServiceGovernmental Funds: Special Revenue, Debt Service and Capital ProjectsAccount Groups: Capital Assets and Long-Term Debt
PROPRIETARY FUNDS
Generally Accepted Accounting Principles (GAAP) applicable to a private commercial business is applicable to proprietary funds of a governmental entity. The accrual basis of accounting is utilized. The measurement focus is based upon a determination of net income, financial position and cash flows. Accordingly, basic financial statements are required, such as the balance sheet, the statement of revenues, expenses and changes in retained earnings (deficit), and the statement of cash flows. Enterprise Fund: accounts for operations that are financed and operated in a manner similar to private enterprises, where the intent is that the cost of providing goods or services is recovered primarily through user charges. Internal Service Fund: accounts for activities involved in rendering services to departments within the Agency. Costs of materials and services used are accumulated in these funds and are charged to the user departments as such goods are delivered or services rendered.
GOVERNMENTAL FUNDS
Governmental Funds are used to account for the Agency’s expendable financial resources and related current liabilities, except for those accounted for in proprietary funds. The basic financial statements necessary to fairly present financial position and operating results for governmental funds are the balance sheet and the statement of revenues, expenditures and changes in fund balance. Governmental funds are maintained using the modified accrual basis of accounting. Special Revenue Fund: accounts for the proceeds of specific revenue sources that are restricted by law or administrative action for specified purposes. Debt Service Fund: accounts for accumulation of resources for, and payment of, interest and principal on long-term debt. Capital Project Fund: accounts for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds).
ACCOUNT GROUPS
Account Groups are used to establish accounting control and accountability for the Agency’s capital assets and long-term debt. Capital Assets Account Group: accounts for long-term assets of the Agency, except for those accounted for in proprietary fund types. Long-Term Debt Account Group: accounts for long-term debt of the Agency, except for debt accounted for in proprietary fund types.
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The Agency is required to have an independent audit performed annually by a qualified independent accounting firm. The independent auditing firm will be selected by the Agency based on a competitive proposal process and the selection will be approved by the City Council and the County Board of Supervisors.
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The Agency is a joint powers authority formed by the City and County of Sacramento, and the annual budget is prepared on a calendar year basis. Initially, the Executive Director is required to submit a proposed budget to the Agency advisory board, the Sacramento Housing and Redevelopment Commission for their recommendation. The budget is then submitted for approval to the Sacramento City Council, sitting as the City Council, and the Housing Authority of the City of Sacramento. Simultaneously, the budget is also submitted for approval to the Sacramento County Board of Supervisors, sitting as the County Board of Supervisors and the Housing Authority of the County of Sacramento. The budget submitted is required to be a balanced budget either through the matching of ongoing revenues with proposed expenditures or through the use of existing fund balances.
BUDGET BASIS
The basis of the budget refers to when revenues and expenditures are recognized in the funds. Governmental funds recognize revenues when they become measurable and available and expenditures are generally recognized when the related liability is incurred. Proprietary funds are accounted for using the accrual basis of accounting. Their revenues are recognized when they are earned, and their expenses are recognized when incurred.
RESPONSIBILITY
Each department’s management team is responsible for preparing the individual departmental budget requests in accordance with the guidelines provided by the Executive Director and Director of Finance. The Finance Department provides each department with cost experience data and assists departments in addressing issues related to funding availability. The Finance Department prepares all revenue, debt service and financial transaction estimates.
BUDGET REVIEW
During the budget review process, the Executive Director, in conjunction with the Finance Department, analyzes new positions, operating and capital budget requests. This information is then compiled and the Executive Director or Director of Finance holds meetings with each department, as needed, to review their expenditure request for the proposed budget year. At the completion of these meetings, the Finance Department again compiles all the financial data and the Director of Finance presents the proposed budget to the Executive Director for review.
BUDGET ADOPTION
The Executive Director presents, via publicly noticed sessions, the budget to the governing boards. Three publicly noticed budget workshops are conducted at the Sacramento Housing and Redevelopment Commission prior to submission of the proposed budget to all governing boards for approval.
BUDGET IMPLEMENTATION
A budgetary control system is maintained to ensure compliance with the budget. The Finance Department is responsible for setting up the budget for tracking purposes and is charged with ensuring fund availability during the year to cover expenditures and appropriations. Reports comparing the budget with expenditures may be generated by departments as needed for review.
BUDGET CONTROL
The Agency budget is controlled at the fund group level. Except as provided in the enclosed budget resolutions, no expenditure will exceed the approved budget. Budget amendments are done if expenditures look to be going over budget, but only up to $100,000. Any amounts in excess of $100,000 require approval by the governing boards. Purchasing authority is delegated to various departments. Large purchases are the same process as small purchases. All items have to be budgeted, but as long as there are funds in a project or admin, monies can be spent.
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It is the intent of the Agency to issue debt in a manner that adheres to state and federal laws, existing bond covenants and prudent financial management. o Minimize debt service and issuance cost o Maintain the highest practical credit rating o Evaluate the cost effectiveness of all potential borrowings The Agency will not use long-term debt financing for any recurring purpose such as current operating and maintenance expenditures. While the Agency does not anticipate issuing any short-term debt instruments such as tax or bond anticipation notes, these financing instruments shall be excluded from this limitation. The Agency will diligently monitor its compliance with bond covenants and ensure its adherence to federal arbitrage regulations. o Full and timely repayment of outstanding debt o Compliance with continuing disclosure requirements
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The Agency currently utilizes an internal service fund for the following purposes: Support Services: to accumulate resources in the form of fees for service which are charged to operating departments for the costs of support services and for the replacement of equipment serving the entire organization.Insurance: to accumulate resources for payment of insurance premiums, deductibles, and loss reserves.Capital Facilities: to accumulate resources for the maintenance, repair and debt payments of the Agency administrative building.Payroll Fund: to accumulated resources to pay for employee payroll and benefit costs as well as the costs of future post-retirement medical benefits. The Support Service fund is a collective group of departments which provides corporate oversight, general support, specialized services, and professional support. Several departments of SHRA benefit from these services and may not be readily identifiable to a particular one. The OMB OmniCircular, found in the Code of Federal Regulations at 2 CFR Part 200, is the current authoritative source regarding the allocation of indirect costs to federal programs. Appendix VII outlines the requirements concerning indirect cost allocation plans for State and Local government agencies such as housing authorities. SHRA utilizes direct salaries and wages as the distribution base for indirect costs.
The Authority has the following overhead pool that will be allocated to various funds as shown below:
PROGRAM/PROJECT DESCRIPTION/TYPES OF EXPENDITURES DIVISION CHARGES Support Services fund which is a combination of the following Departments: Governing BoardsExecutive DirectorLegalHuman ResourcesFinanceInformation TechnologyAgency ClerkProcurementCapital Projects – Admin Services Expenses directly related to the administration and management of the Agency. These expenses are spread to all funds included in the allocation model.
Housing AdminHousing Choice VoucherCommunity Development The methodology that is used is as follows: Direct Labor in each fund, divided by the Direct Labor for all funds included in the pool, equals the percentage of indirect costs to be charged to that particular fund from that cost pool. For example, if Community Development represents 21% of the direct labor relative to all of the funds that are to be allocated overhead, then Community Development would be charged 21% of the indirect cost from the Supportive Services fund, such as Executive Director, HR, Finance, IT, etc.
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Revenues will be conservatively estimated using the best information available, and the Agency will strive to maintain a stable revenue system and operating structure that protects the Agency from short term fluctuations in individual revenue sources Intergovernmental assistance in the form of grants and loans will be used to finance only capital projects or programs that can be sustained over time or have a limited horizon. In general, one-time revenues will be used only to support capital projects or other non-recurring expenditures. One-time revenues may be used for operating programs provided that longer term financial planning is addressing any imbalances between operating revenues and expenditures.
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Housing Choice Voucher Program (HCV) The Housing Choice Voucher (formerly Section 8 Housing Assistance) program is funded by HUD through Annual Contribution Contracts (ACC). The Agency administers this program on behalf of the Housing Authority of the County of Sacramento. The HCV program permits the applicant to obtain housing in the private rental market using housing vouchers. The program participants pay a portion (an adjusted 30% of gross family income) of the lease rate to the owner and the remaining rental amount is paid by the Housing Authority. Participants can utilize their voucher anywhere in the City or County of Sacramento. Revenue estimates for 2024 are based on anticipated funding from HUD in the form of Housing Assistance Payments (HAP) and Administrative Fees (AF). Revenue is tied to the Leasing of Vouchers. Currently, the Housing Authority has 13,084 vouchers authorized for leasing each month. Despite the Agency being entitled to maximum funding for the program, HUD intentionally provides less funding than required to cover HAP costs in an effort to recapture accumulated HAP reserves from public housing authorities across the country. In 2023, HUD prorated our HAP eligibility at 89.5% and the Agency anticipates a similar funding level for 2023 based upon the current proposals moving through Congress. HCV Administration Fee Funding eligibility is based upon the number of units leased within the Housing Authority’s authorized voucher allocation. Once eligibility is determined, HUD uses a formula to determine administrative fees for the Agency. For 2023, the Agency received $113.95 per unit for the first 7,200 unit months leased and $103.35 per unit on all remaining unit months leased. HUD then applies a proration to the formula to reduce fees paid so that the administrative fees paid to the housing authorities match the appropriations provided by Congress. In 2023, the proration was 89.5% of administrative funding eligibility. The Agency expects the revenue estimates in 2023 to increase based on increase in lease up and federal funding. Public Housing/Property Management Operating Subsidy The Housing Authority manages a total of 3,371 units of affordable housing for extremely low, very low- and low-income persons, including children, seniors, and disabled individuals. Of this total, 2,096 are part of the Public Housing Program (1,449 units in the City of Sacramento and 647 units in the County of Sacramento) which utilizes apartments, duplexes, and single family homes to house qualified low income families. Public Housing is owned, managed, and maintained by the Housing Authority, making it one of the largest landlords in Sacramento County. HUD provides an annual operating subsidy to pay the cost of the Public Housing Program not covered by tenant rents which is appropriated annually through the federal budget process. The federal budget process has recently been erratic, with annual appropriations reaching as high as 103 percent of funding eligibility in 2010 to as low as 82 percent in 2013. In 2023, the program was funded at 92.97% percent of funding eligibility, meaning that the program received only 92.97% percent of what HUD believes the Agency needs to run the program. The Housing Authority has participated in the Rental Assistance Demonstration (RAD) Program, where HUD has approved the disposition of public housing from the program in order to address the nationwide backlog of deferred maintenance on public housing properties. The authority has partnered with SHRA’s nonprofit, Sacramento Housing Authority Repositioning Program, Inc. (SHARP) to transfer ownership and maintain the properties. This move, has and will continue to not only preserve low income housing, it will allow private investment to address the capital needs of the Agency properties. The participation in this program will decrease future allocations of the Operating Subsidy, as the number of units in the Public Housing Portfolio will decrease, year after year. Local Housing (Non-Federal) The Housing Authority also owns and manages 271 affordable units funded with tax credits and local funds. These local housing projects are not regulated by HUD and have 2021 revenues that are relatively status quo with prior years. The non-profit organization Sacramento Housing Authority Repositioning Program Inc. (SHARP) owns three high-rise properties funded through project based vouchers. These properties contain 231 elderly only units, 274 scattered-site project-based units, and 440 Rental Assistance Demonstration (RAD) &/or project-based units which are managed by Housing Authority staff. Capital Fund Program (CFP): The HUD CFP provides funding specifically intended for the development, financing, modernization, and management improvements needed at properties owned under the HUD public housing program. Funds are allocated annually via a formula. The Agency receives funding for the public housing properties owned by both the City and County Housing Authorities. Between 2003 and 2015, HUD funding for the CFP decreased 36 percent, with the sharpest decrease coming in 2011 at 21 percent. In 2019 HUD funding for the CFP increased from the 2018 levels; while 2020 had decreased slightly. It is expected that future funding years will continue to decrease due the Agency participation in the Rental Assistance Demonstration (RAD) program as the funding is tied to the number of units in the Public Housing Portfolio. Community Development Block Grant (CDBG): CDBG is a federal entitlement program provided to communities annually for the benefit of low-income persons through housing improvement, public improvements, economic development, public service and elimination of blighting conditions. Areas of Sacramento which are low-income and extremely physically blighted have been selected for targeted CDBG assistance in the areas of capital improvements, housing preservation and renovation, economic development and commercial revitalization activities. These funds must be used to augment but not replace local funds and responsibilities. The annual HUD CDBG entitlement budget is allocated to cities and counties based on a formula comprised of several measures. The Agency receives grants for both the City and the County of Sacramento. Since 2010, CDBG appropriations have been cut by as much as 25 percent. 2020 saw increases in additional funding due to the COVID-19 pandemic, known as the “CV” funding from the CARES Act. 2022 saw a slight decrease in funding from the previous year and it is anticipated that this will be the standard funding level in 2024. HOME The Agency administers the HOME program on behalf of the City and County of Sacramento as well as the City of Citrus Heights and Rancho Cordova through a consortium agreement. This program provides for the preservation and expansion of affordable housing to very low and low-income persons. Housing developers and sponsors (both for-profit and non-profit) apply to the Agency for funding. In the past, HOME funds have assisted families in purchasing their first home, renovating deteriorating housing units, and assisting with the development of new housing. The annual HUD HOME budget is allocated to participating jurisdictions as formula grants. Since 2010, federal appropriations for the HOME program have declined significantly. 2018 saw a slight increase that did not continue into 2019. Again, due to the COVID 19 Pandemic and the funding available through the American Rescue Plan, 2021 saw a significant increase in the HOME funding. HOME federal funding levels are returned to pre pandemic levels in 2022 and 2023, and it expected to be the same for 2024. Housing Trust Funds (HTF): The Agency administers Housing Trust Funds on behalf of both the City and County of Sacramento. The City and County of Sacramento adopted ordinances in 1989 and 1990 respectively, for the purposes of generating fees for the development of affordable housing near employment centers. Fees collected from non-residential development are deposited in the Housing Trust Fund, and are used to fund affordable housing projects that are intended to serve the low income workforce employed by commercial businesses in the surrounding area. Housing Trust Fund fees dropped dramatically from 2009 to 2012 due to the sharp decline in the number of commercial building permits being issued. Beginning in 2013, there has been a steady increase in revenues due to an increase in building permits and prior year loan repayments. HTF saw an increase in 2021 from prior years and has remained consistent going forward. Emergency Solutions Grant (ESG): The ESG program is designed to directly assist homeless individuals and families by providing funding to support the provision of emergency shelters and rapid rehousing assistance. ESG funding is used for operations and essential social services necessary to support shelter residents and for the rapid re-housing of eligible individuals and families. The ESG program is designed to assist homeless subpopulations within this group, such as victims of domestic violence, youth, people with mental illness, families with children, and veterans. ESG funds can also be used, in narrowly defined situations, to aid people who are imminently at risk of becoming homeless. Revenues for 2021 saw an increase in ESG funding due to the CARES Act. In 2024, the revenues are projected to be relatively status quo with 2023 levels. Emergency Rental Assistance: In the last quarter of 2020, the City and the County of Sacramento requested the Housing Authority to develop and administer an emergency rental assistance program for renters impacted by COVID-19 who are unable to pay rent. Local funds from the Community Development Block Grant CARES funds (CDBG CARES) and the COVID Relief Fund were available for this purpose. In just over 2 months with the SERA1 program, 780 landlords received payment for 1,230 families at risk of losing their housing. In December 2020 and January 2021, federal and state funds became available to provide additional rental assistance. Both the City and the County of Sacramento received funding from the U.S. Treasury and the Department of Housing and Community Development for the Emergency Rental Assistance Program (ERAP). They both requested the Housing Authority to implement a program to keep additional households from being evicted from their rental homes. Initially, a total of $101 million was available to provide renters with assistance paying rent and utilities; both included amounts owed in arrears and prospective bills. Since then, the Agency has received more than anticipated. As of August 2023, 16,358 households have been helped in the amount of over $179 million. Additional information about this program is found at www.shra.org/sera.
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ORGANIZATIONAL CHART
FTE SUMMARY
BUDGET APPROPRIATION COMPARISON SCHEDULE
FUND EQUITY SUMMARY 2024
2024 FUND EQUITY CITY ENTERPRISE HOUSING
2024 FUND EQUITY COUNTY ENTERPRISE
2024 FUND EQUITY CITY SPECIAL REVENUE
2024 FUND EQUITY CITY SPECIAL REVENUE CONTINUED
2024 FUND EQUITY COUNTY SPECIAL REVENUE
2024 FUND EQUITY COUNTY SPECIAL REVENUE CONTINUED
2024 FUND EQUITY OTHER GOVERNMENTAL FUNDS - CITY CAPITAL PROJECT FUNDS 2024 FUND EQUITY OTHER GOVERNMENTAL FUNDS - COUNTY CAPITAL PROJECT FUNDS 2024 FUND EQUITY INTERNAL SERVICES
HISTORICAL RESOURCES SUMMARY BY FUND
HISTORICAL APPROPRIATIONS BY FUND
BUDGET TO ACTUAL RESOURCES SUMMARIES BY FUND
BUDGET TO ACTUAL APPROPRIATIONS SUMMARIES BY FUND
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DEPARTMENT SUMMARY
The Agency Clerk’s Department works across the organization to ensure that all Agency projects, programs, policies, and budget items receive all necessary governing board approvals through the staff report process. The department ensures that all legal requirements related to public noticing and posting of items are completed in a timely manner, and that the public is able to effectively interface with the Agency by efficiently managing the public records request process and by posting the Agency’s bi-monthly agenda packet and other relevant information on the Agency web site.
APPROPRIATIONS SUMMARY
FUNCTIONS
The Agency Clerk’s office provides the following external and internal services: Archivist for official Agency records, resolutions, ordinances, and staff reports as approved by the Agency's Commission, Board of Supervisors, and City Council. Liaison with the Sacramento City and Sacramento County Clerks’ offices for all Agency project approvals, oversight of all agendas, agenda items, public notices, and public hearings for the Sacramento Housing and Redevelopment Commission. Filing office for the Agency's Conflict of Interest Statements, management, and maintenance of the Agency’s records retention schedule. Public records requests.
GOALS ACCOMPLISHMENTS
Create an Agency Clerk procedure manual.Update records policies and procedures.Implement public records request training.
Successfully transitioned to hybrid Commission meetings.Updated staff report procedure manual.Provided staff report training to new staff.Implemented Agenda Management Software.Created public records request procedure manual.
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Agency Clerk Output # of publicrecords requestsresponded to 64 legal dept 20 fromMay toDec 50 50 Agency Clerk Output # of sta reportsreviewed andprocessed 95 104 50 50 45 Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Agency Clerk Output # of SHRCagenda relateddocumentsposted on thewebsite 121 80 105 100 125 Agency Clerk Output
# of Form 700 –Statement ofEconomicInterestprocessed (e- leapplication) 294 200 300 200 225
Agency Clerk Output # of sta trainedon publicspeaking/successat the podium pandemic pandemic pandemic 200 100 Agency Clerk E ectiveness
% of reportssubmitted to theClerk’s o ce ontime for nalreview perrequired sta report reviewguidelines
0.75 0.9 1 1 1
Agency Clerk E ectiveness % of SHRCagenda relateddocumentsposted on thewebsite on time 1 1 1 1 1 Agency Clerk E ectiveness
% of Form 700 –Statement ofEconomicInterest formsprocessed withinrequired timeperiod 1 1 1 1 1
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DEPARTMENT SUMMARY
The Executive Director provides direction and guidance to the organization in effectively implementing the Agency’s mission and core goals relating to development, affordable housing initiatives, and catalytic economic and neighborhood revitalization. The Executive Director is responsible for developing and maintaining strong supportive relationships with elected officials at all levels of government. It is the Executive Director’s responsibility to maintain fiscal integrity, to develop strategic partnerships with housing advocates, private and non-profit organizations, business and community groups and residents, and to exercise visionary and innovative leadership to ensure that the Agency maintains a leading and proactive position in responding to external environmental factors that impact the future of the organization and its ability to successfully address Sacramento’s housing and development needs.
APPROPRIATIONS SUMMARY
FUNCTIONS
Maintaining collaborative partnerships with the City, County, State and Federal agencies to assist and promote affordable housing and development activities. Effective communications and public outreach to residents, neighborhood associations, community groups, business associations, elected officials, government agencies, and the media. Implementing effective and efficient management practices to enhance customer service and project delivery.
GOALS ACCOMPLISHMENTS
Continue to serve as the SHRA employee representative to the Successor Agency Oversight Boards for redevelopment assets for the City and the County of Sacramento. Continue to provide leadership and strategic direction to staff on matters relating to high-impact projects and programs, including state and federal budget, community development, and housing authority administration. Continue implementation of homeless initiatives to house the homeless in the City and County utilizing various local, state, and federal funding , and Public Housing Authority resources such as turn-over vouchers and public housing units. Continue working at the federal and state levels to support initiatives for maintaining funding for community development and affordable housing programs. Continue to work with local and national affordable housing organizations to seek legislative support for a sustainable source of funds for affordable housing. Continue committing staff resources to position the Agency for federal, state, and local funding opportunities to revitalize and redevelop public housing communities, and help residents achieve self-reliance. Continue to navigate the challenging economy through fiscal vigilance, careful planning and conservative budgeting; and continuous evaluation of Agency programs to help ensure cost efficiency. Continue our commitment to informing and educating residents and community stakeholders on a variety of issues ranging from fiscal challenges and opportunities to affordable housing and development. Continue developing and implementing effective media and public relations strategies through proactive communications and timely responses to Administered over $180 million in federal and state funding through the Sacramento Emergency Rental Assistance (SERA) Program a City/County partnership program to provide emergency rental assistance to more than 16,000 renters struggling to pay rent and utilities due to the COVID-19 pandemic. Continued administering three homeless shelters, including a facility serving up to 100 adults living unhoused in the Broadway/Alhambra corridor; a facility in North Sacramento serving up to 24 transitional age youth aged 18-24, and a homeless shelter serving up to 100 unhoused chronically homeless women in the South Sacramento area. Provided virtual training and professional development courses for staff to learn and improve skills necessary for successful job performance and career development. Completed ethics and workplace violence prevention training for all Agency staff. Conducted strategic planning sessions for management staff to establish department objectives to achieve the Agency’s organizational goals. Delivered virtual meetings all staff to communicate the direction and goals of the organization, and the accomplishments achieved by all departments. Received an average of five calls per day to residents inquiring about affordable housing opportunities and rental assistance programs. Received more than5 inquiries to the Agency Ombudsman Program from housing assistance program residents and community members. inquiries and requests for public information. Continue implementing the Communications Strategic Plan to improve the Agency’s public image and awareness about housing programs and Agency-assisted projects. Continue implementing strategies to communicate and engage effectively with residents in our affordable housing communities. Continue providing accountability to the public on the Agency’s Transparency web page in administering local and federal programs and funding. Continue providing intermediary assistance through the Agency Ombudsman Program to address concerns by residents in housing assistance programs and to achieve timely resolution at the lowest level. Continue to serve as a regional resource for distressed homeowners by providing referrals and information through partnerships with home loan counseling agencies, mortgage lenders and federal program providers.
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Executive Director Output # of postingson Facebook 112 57 100 150 200 Executive Director Output # of postingson Twitter 93 53 50 100 125 Executive Director Output # of postingson YouTube 11 0 23 30 35 Executive Director Output # ofOmbudsmaninquiries 224 400 850 750 500 Executive Director Output # of newsreleasesposted to thewebsite 22 12 20 25 25 Executive Director Output # of E-Newslettersdistributed tostakeholders 9 12 16 24 30 Executive Director Output # of strategicmediaopportunitiescompleted 3 5 5 5 5 Executive Director Output # of events orprogramsattractingmediaattention 3 10 10 10 10 Executive Director Output # of ChangingLives successstoriesshared 0 3 12 12 15 Executive Director Output # of StateLegislativebills tracked NA 75 70 70 75 Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Executive Director E ectiveness # ofFollowers onFacebook 2869 Unavailable 9800 10000 12000 Executive Director E ectiveness # ofFollowers onTwitter NotAvailable Unavailable 2359 2500 3000 Executive Director E ectiveness # ofSubscriberson YouTube NotAvailable 526 1180 1300 1500
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DEPARTMENT SUMMARY
The Finance Department provides full-service accounting and financial services in support of the Agency’s Community Development and housing programs. The primary responsibilities of the department include payroll, accounts payable, fixed assets, debt management, cash management, financial reporting, and general ledger accounting. Significant technical activities include the preparation of the Annual Comprehensive Financial Report (ACFR) and the Agency’s annual budget.
APPROPRIATIONS SUMMARY
FUNCTIONS
Accounting and Financial Services In addition to performing the daily functions of payroll, accounts payable, cash management and general ledger accounting, department staff perform specialized reporting services on behalf of the Housing Authority. Examples of specialized reporting include, but are not limited to the following: Annual Public Housing Operating Subsidy Budget.Monthly reporting in the HUD Voucher Management System.Annual filing of the Housing Authority Financial Data Submission to HUD.Monthly NSP reporting in the HUD Disaster Recovery Grant Reporting system (DRGR). Cash ManagementManage the Agency’s daily cash requirements and coordinate the investment of Agency cash and securities with the City Treasurer’s Office. Debt ManagementManage the Agency’s outstanding debt obligations, ensure compliance with debt covenants, fulfill continuing disclosure requirements, and determine the capacity and timing of future debt issues. Audit Work with accounting staff, external auditors, and program staff to prepare the Agency’s Comprehensive Annual Financial Reports. Budget Work with accounting staff and all Agency divisions to prepare a balanced annual operating and capital project budget. Non-ProfitsManage monthly financial reporting and management of Non-Profit entities includingAccounts Payable, Accounts Receivable, Monthly Financials for investors.Manage year-end audits and completion of financial statements.
GOALS ACCOMPLISHMENTS
Continue to produce an adopted Annual Budget that meets the Excellence award standards of the CSMFO. Continue to produce an Annual Comprehensive Financial Report (ACFR) that meets the award standards of the Government Finance Officers Association (GFOA). Streamline accounting processes and procedures to enable faster reporting for investors and partnerships for non-profits.
Applied for the GFOA Award for Excellence in Government Finance Implementation of OpenGov Budget Software Implementation of NEOGOV Payroll Software Submitted the budget document to receive the Excellence Award in budgeting from CSMFO. Submitted the 2022 Annual Comprehensive Financial Report (ACFR) to the Government Finance Officers Association for consideration for the Excellence in Financial Reporting Award.
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Finance Output # of AccountsPayable (A/P)ChecksProcessed 7400 6500 6600 6600 6700 Finance Output # of ElectronicFund Transfers(EFT) Processed 46836 38812 39000 39200 39400 Finance Output # of 1099MiscellaneousFormsPrepared 5500 5500 5500 5600 5600 Finance Output # of Payrollscompleted ontime 26 26 26 26 26 Finance Output
# ofApplicationssubmitted tothe CSMFOBudget AwardProgram 1 1 1 1 1
Finance Output
# ofApplicationssubmitted tothe GFOAFinancialReportingAward Program 1 1 1 1 1
Finance Output
Prepare aneasy-to-read,briefer versionof the annualbudget(Budget-In-Brief) 1 1 1 1 1
Finance E ectiveness # of BudgetAwardsreceived fromCSMFO 1 1 1 1 1 Finance E ectiveness
# of Certi catesofAchievementsfor Excellencein FinancialReportingreceived fromGFOA 1 1 1 1 1
Finance E ectiveness
Obtain anUnmodi edAudit Opinionon AnnualComprehensiveFinancialReport (ACFR) 1 1 1 1 1
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Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections
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DEPARTMENT SUMMARY
Sacramento Housing and Redevelopment Agency (Agency) is a joint powers authority controlled by both City and County governing boards. The elected governing boards consist of the Sacramento City Council, which also acts as the Housing Authority of the City of Sacramento and the Sacramento County Board of Supervisors, which acts as the Housing Authority of the County of Sacramento and the Sacramento Housing Development Corporation. The Sacramento Housing and Redevelopment Commission, whose members are appointed by the Board of Supervisors and the City Council, also governs the Agency and advises on various matters to the City and County governing boards.
APPROPRIATIONS SUMMARY
ACTIVITY DETAIL
Review and approve the activities of the Agency.Serve, to the best of the governing boards' abilities, the residents of the City and County by meeting their needs and concerns through the adoption of ordinances and resolutions, establishment of policies, approval of new and ongoing program activities, and adoption of the annual Agency budget.Provide a high level of service to all members of the community.
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DEPARTMENT SUMMARY
The Human Resources Department is responsible for personnel administration for the Agency including developing, implementing and maintaining a system of personnel administration which includes labor negotiations, recruitment, selection and training of employees; the personnel/payroll system database; employment assistance to management, employees and applicants; and position classification and salary plans, training and development, health and safety and employee wellness.
APPROPRIATIONS SUMMARY
FUNCTIONS
Personnel Rules and Labor AgreementsLead the development of guidelines for recruitment, hiring, and maintenance of all Agency employees. Insure that all Personnel Rules are equitably implemented. Negotiate, interpret, and enforce collective bargaining agreements for the staff represented by the SHRA (Employee Association), and/or American Federation of State, County & Municipal Employees (AFSCME). Training and Development Research, develop and improve delivery of training programs for employees and leaders Employee Performance Appraisal SystemWork with personnel managers throughout the Agency to assure that performance evaluations are timely and provide developmental feedback. New Employee OnboardingProvide a digital onboarding platform where employees have access to important Agency related information including explanations of rules and regulations, access to benefit information and other materials prior to their start. This process has led to efficiencies in the recruitment process and increased productivity from the new hire on their first day. Safety and Wellness ProgramsAdminister the Agency’s Safety Committee and Wellness Programs. Coordinate safety training as needed. Provide ongoing safety and wellness program information and training. Worker’s Compensation ProgramAdminister the worker’s compensation program which includes collecting documentation on any work-related injury, coordinating with medical professionals to assure a smooth return to work in a safe and gradual manner if necessary. Health and Welfare Insurance ProgramsFacilitate the annual open-enrollment process as well as enrolling new employees in the medical/dental/vision programs of their choice and maintaining the payroll system to accurately ..
collect premiums and forward payments to insurers. Temporary Services ContractsMaintain relationships with temporary staffing providers in order to quickly fill any temporary position with a qualified person. Successful temporary hiring practices result in staffing levels that are commensurate with changeable work load associated with many Agency departments. ..
GOALS ACCOMPLISHMENTS
Complete the creation and updates to all Standard Operating Procedures for all Administration Departments. Launch a 365 Onboarding Program for New Hires and New Managers Convert 100% of all retirees to the retiree payment portal Complete a leadership assessment of all key executives and managers Launch a formal Succession Program for Key positions Update policies and procedures Update and implement revised Personnel Rules and Employer Employee Relations Policy Completed formal negotiations with bargaining units on expiring labor contracts Development and implement at Employee Engagement Survey action plan Lead the development of an employment equity program which will be implemented over the next 3 to 5 years. Implementation of a Hiring Manager Certification program to support bias-free hiring as well as an increased focus on diversity and inclusion.
Launched a temporary telework program and deployed 220 teleworking employees Launched an aggressive Agency response and health and safety strategies in response to the 2020-2021 global COVID-19 pandemic Completed Standard Operating Procedures for all HR staff Negotiated 2-year contract with AFSCME/SHRA-EA Launched integrated online testing for recruitment Launched online Learning Management System (LMS). In 2020, a total of 1,435 online courses were completed Completed a compensation market study for unrepresented positions Coordinated and delivered 3 employee orientations online Coordinated and delivered a successful online open enrollment process Launched employee engagement survey which yielded an 78% response rate with an overall 82% positive employee engagement level Completed Diversity Training for Executive team Started Action Planning in response to engagement survey Launched new digital display board (NetPresenter) Conducted Safety Drills for HCV Conducted Safety inspections of all property management sites Designed and Launched new customer/contact center project plan for HCV ..
Launched new Supervisor/Manager Training Academy Launched new online staff training Launched new customer service training for contact center Completed a return to work and –re-entry planning Managed the COVID-19 response plan Hired 102 staff for the SERA1/SERA2 Program Hired 92 new FTE staff Launched a new Emerging Leaders Program Maintained a 3.14% turnover during the pandemic (2020-2021) Designed and Launched a new Contact Center Organization for HCV
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Human Resources Output
# of annualemployeeperformanceappraisalsadministeredtimely 220 200 130 265 200
Human Resources Output # ofcompletedprobationaryplans 50 25 60 60 60 Human Resources Output # ofrecruitmentsconducted 40 45 40 65 50 Human Resources Output # of Payrollscompletedon time 26 26 26 26 26 Human Resources Output # of newemployeeshired 14 22 25 60 50 Human Resources Output
# ofSupervisortrainingsprovided/ #ofparticipants
8 8
24trainings;approx.10attendeespercourse
50 50
Human Resources Output
# ofParticipantsin Agency’sWeightWatcherswellnessprogram 60 85 101 150 150
Human Resources Output # ofemployeespromoted 39 40 18 20 20 Human Resources Output # of tempshired 76 125 125 50 30 Human Resources Output # ofEmergingLeadersHired 4 4 4 0 2 ..
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Human Resources Output # of FTE fromTemp-to-Hire 0.846 0.85 0.85 0.25 0.5 Human Resources Output % of Section3 hires 0.736 0.85 0.85 0.85 0.85 Human Resources E eciveness
% of annualemployeeperformanceappraisalsadministeredtimely
0.99 0.9 0.99 0.95 0.95
Human Resources E eciveness # ofcompletedprobationaryplans 1 1 1 1 1 Human Resources E eciveness # of lostwork daysdue to workrelated injuryor illness 0 0 0 0 0 Human Resources E eciveness % of time tohire for FTEpositions N/A N/A 52%fasterhiring 75% fasterhiring 50% fasterhiring Human Resources E ciency Online openenrollment(hours of HRprep time) 27 25 25 25 25 Human Resources E ciency
Time tocompletenew hirepaperwork(hours spentby HR )
0.5 0.5 0.5 0.5 0.25
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DEPARTMENT SUMMARY
The Information Technology (IT) Department provides centralized support for the Agency’s information systems and hardware, enterprise financial, property management and personal computer applications, voice and data communication networks.
APPROPRIATIONS SUMMARY
FUNCTIONS
Implement and maintain reliable voice and data networks. Enhance Agency productivity by incorporating computing and telecommunication applications that support a technologically smart workplace. Ensure that critical systems and data necessary to conduct Agency operations are secure. Provide access to information and data in a form that facilitates decision making and effective operational management. Enable the Agency to better communicate and exchange information with the public and its constituents via the Internet. ..
GOALS ACCOMPLISHMENTS
Upgrade/replace current NetApp disk sub-system. This is the Agency wide used storage system for all documents. Mission critical. Current NetApp is end of life.Wan aggregation – secondary internet circuit to backup primary for remote locations.VMware 7.0 upgrade – server monitoring and access softwareDomain controller upgrade – yellow pages for the SHRA networkCore Router upgrade – Agency network access hardwareSite network refresh – 16 locations Cloud Disaster recovery rebuildDMZ server replacement – data access securityProcurement PortalWaitlist Phase IIContinual adds to PH/CNV PortalCreate digital WMS app with auto routingCreate SHRA MyChart application/dashboard - total/comprehensive overview of a tenant's status within SHRA (rent, repair requests, recerts, caseworker communications, inspections) Completed 4800+ internal requests for IT services. These requests varied from desktop support to complex projects across all Agency business units. (La Shelle chosen KPI)Shoretel Phone Migration to the Cloud – 400+ extensions Setup, configuration and execution of personnel moves to Elks Tower (60-70 people)Developed and implemented Cybersecurity plan in the event the Agency was to be hit by ransomwareFostered a culture that recognizes its employees for their contributions to the Agency.Email migration to cloud: Exchange migration to O365Upgraded server operating systems from 2008 to 2019 for long term support
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Information Technology Output # of workordersopened 3678 4000 4500 5220 4000 Information Technology Output # ofhelpdeskphonecallsreceived 1621 1820 2000 2650 1900 Information Technology Output # of databackupsperformed 260 260 260 260 260 Information Technology E ectiveness # of workordersclosed 3590 3975 4450 5180 3855 Information Technology E ectiveness
# ofhelpdeskphonecallsrespondedto within 1businessday
1003 1085 1400 1680 1100
Information Technology E ectiveness # of databackupsvalidated 260 260 260 260 260 Information Technology E ciency # of workordersclosed in24 hours 1786 1950 2150 2880 2475
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DEPARTMENT SUMMARY
The Legal Department is responsible for environmental management, risk management, and safety activities and administers all internal and external Agency legal services; ensuring that the legal interests of the Agency are protected and that its activities comply with applicable federal, state and local laws and regulations.
APPROPRIATIONS SUMMARY
FUNCTIONS
Document Preparation & Review Provide transactional legal services for Agency real property transactions, affordable housing and community development in targeted areas, homelessness initiatives, and review contracts and other agreements for appropriate authorities, legal and environmental review and compliance. Specifically: Prepare and/or review Agency policies, programs and correspondence. Review staff reports and draft resolutions and local ordinances. Prepare and review contracts for real estate transactions, affordable housing development, construction projects, homeless shelter projects, routine services and procurement. Prepare legal opinions and legal documentation necessary to implement Agency projects and programs. Environmental and Risk Management coordination, document preparation and supervision of Agency programs, projects and discretionary activities. Legal Research & Counseling Serve as legal advisor to governing boards and Agency staff on housing and community development issues, public housing and landlord/tenant issues, and homelessness initiatives. Coordinate with other Agency departments to ensure legal compliance in real estate transactional, contractual, and procurement matters. Specifically: Conduct legal and policy research. Assist Agency Clerk in responding to requests for public records. Advise governing boards. Provide legal support to project staff for housing and community development projects. ..
Negotiate and Document real estate transactions such as property transfer, development, and funding agreements. Advise the Agency on federal and state homeless and rental assistance issues. Analyze complex legal issues and provide opinions to staff. Advise the Agency on Emergency Rental assistance issues and fraud cases Litigation Provide legal representation in civil and administrative litigation and coordinate activities of outside counsel to the agency. Specifically: Litigate unlawful detainer cases for tenant evictions. Monitor claims and litigation involving the Agency. Manage outside counsel assigned to the litigation. Counsel Agency employees involved in Agency related litigation. Attend hearings, draft and review pleadings and rulings and conduct legal research. Work with insurance claims adjusters. Participate in settlement conferences and administrative hearings. Handle writs including related briefings and court appearances. Provide Hearing Officer services for HCV and Public Housing Risk ManagementSupport the legal, finance, human resources, real estate, development and procurement departments in reviewing, obtaining and securing insurance coverage. In addition to performing the daily task of maintaining all Agency insurance needs, the processing and review of all Agency property, general liability and auto insurance claims, claims adjusting and contract review there are several ongoing tasks completed each year. Annual renewal of Property, liability and auto insurance for all Agency owned properties. Annual renewal and coverage review of property & liability insurance for all Agency non-profits and affiliates. Annual renewal of Directors and Officers, Crime & Employment Practices for Agency operations. Obtain special needs insurance coverages (Excess limits, Builders Risk) for new and rehab building projects. Annual renewal of National Flood Coverage protection for Agency & Non-profit affiliates. Complete annual Risk Action Management Plan report for HAI Group ..
Review and update property and auto schedules to reflect current Agency owned assets. Respond and manage operations related to lawsuits filed against the Housing Authority. Develop Best Practices and implement training for staff and residents. Annual renewal of Directors and Officers coverage for Agency affiliates. Manage and oversee Property Loss/Damage incidents greater than $50k. Environmental ManagementEnvironmental management activities include ensuring the Agency maintains compliance with local, state and federal environmental laws and regulations, including, but not limited to, the California Environmental Quality Act (CEQA), the National Environmental Policy Act (NEPA), and HUD environmental review procedures at 24 CFR Part 58, as well as coordinating and carrying out assessment and remediation activities on Agency-owned brownfield sites. Additional activities include: Maintaining a qualified list of environmental consultants. Developing and implementing environmental training for staff. Conducting environmental due diligence and risk assessment for potential projects. Staying informed of changes to environmental laws and HUD regulations and implementing programmatic changes as necessary. Maintaining organized environmental review records. Establishing and maintaining positive working relationships with oversight agencies and consulting parties. Agency Safety Ensure safety systems and protocols are in place for agency employees. Trains agency employees on various safety issues and ensures safety needs and problems are addressed. Develop and maintain safety reporting system. Schedule safety trainings for Agency employees, including driver safety, personal protective equipment, and de-escalation exercises. Address property safety needs ..
GOALS ACCOMPLISHMENTS
Upgrade skills and talents of members of the legal department and the Agency through continuing education as well technology to increase efficiency and quality of work provided. Expand the legal department capacity to include more writ work and tighter controls and evaluation procedures for outside counsel. Building understanding and capacity of Agency to do more of the routine, everyday processes so that legal department can focus on the more complex legal and compliance issues. Conduct minimum of six training sessions, to assist with and clarify regulatory compliance in specific programs and Agency activities. Continue to assist with and explore other types of affordable housing and funding mechanisms including public housing disposition and more public-private partnering. Federal and state fair housing agencies generally recognize and determine Agency compliance with fair housing law. Legal will continue to work with appropriate staff to develop more efficient procedures for resolution of fair housing law complaints. Complete work with ITMS to integrate Box to assist in legal department management and performance providing responsive and accurate work to Agency staff in a timely manner. Continue work with Agency Clerk to implement and integrate centralized Agency electronic and paper filing systems including Box. Develop an overall policy for the Agency regarding its relationship with the nonprofit affiliates that will result in the standardization of processes and procedures of interaction while protecting Agency interests.
Provided transactional and advisory services to the Agency (and its constituent members) on a wide variety of housing, community development and public infrastructure projects and programs which resulted in significant savings on legal costs. Advised the Agency on legal issues related to the numerous homeless shelters and initiatives that accompanied creation of the Homeless Innovations department. Provided legal advisory services and monitored for compliance with multiple external audits of the Agency and Agency administered projects and programs. Defended Agency and disposed of federal and state fair housing complaints with federal and state determination of Agency compliance with fair housing law. In-house representation of Agency in Writs on public housing/HCV hearings and procedures resulted in significant savings on legal costs. Provided in-house training sessions to assist housing management staff in the handling of procedures and presentations regarding hearings. Training topics included due process, evidence and fair hearings. Reviewed and completed major environmental reviews pursuant to the National Environmental Policy Act, the U.S. Department of Housing and Urban Development regulations, and the California Environmental Quality Act. Secured new insurance coverage and Lawyers Liability Insurance. Met the Agency needs and investor requirements of the RAD conversion in a timely manner. Initial development of new claims management log. Established new providers of Hearing Officer services to assist with Public Housing and ..
Continue to digitize (paperless), update and standardize Agency contracts, grants and procurement practices. Continue monitoring the Agency’s risk profile, including review and updating of contracts, insurance coverage, providing training update Agency work policies to create a compliance culture. Ongoing review, updates and modifications to Agency contract language and forms. Continue to provide hearing officer services for HCV and Public Housing Continue to assist Emergency Rental Assistance Program to deter and remedy fraud. Update Agency Facility Use Agreement.
HCV hearings. Initial development of safety reporting system Reintegrated Agency safety function from Human Resources
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24ProjectionsLegal Output # of contracts reviewed 200 230 225 250 250 Legal Output # of requests for legalopinions 3 6 4 5 12 Legal Output # ofresolutions/ordinances 76 80 80 90 85
Legal Output # of sta trainings 3 1 2 2 6
Legal Output # of writs assigned tooutside counsel 17 15 15 25 10 Legal Output # of writs handled byin-house counsel 38 20 25 25 10 Legal Output
# of NEPA Exemptionsor CategoricalExclusions not Subjectto §58.5 (CENST) 4month period -Environmental review 40 40 45 45 45
Legal Output # of CategoricallyExcluded Subject to(CEST) 4 month period- Environmental review 25 25 30 30 30 Legal Output # of EA/IS completedin-house or managingconsultants 4 monthperiod – Environmentalreview 5 5 7 12 6 Legal E ectiveness % of legal logsreturned within thestated “due” date 1 1 1 1 1 Legal E ectiveness % of resolutions andordinances completedwithin the requiredcirculation period 1 1 1 1 1 Legal E ciency $ amount saved perwrit by handling inhouse $90-120K $95-125K $95-125K $105-145K $150-200K Legal E ciency $ amount saved perEA/IS by handling in-house $10-25K $10-25K $10-25K $15-30K $35K Legal E ciency $ amount saved perCEST by handling in-house $2-5K $3-5K $3-5K $4-6K $7-8K
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DEPARTMENT SUMMARY
The members of this division work to ensure that all agency activities will be compliant with federal, state, and local requirements for: Eligible use of funds Appropriate disbursement of project fundsHiring (non-staff) and contracting practicesProcurement practices
APPROPRIATIONS SUMMARY
FUNCTIONS
Procurement Services Mission is to provide customer service to internal and external partners. Provide information, training and guidance with the solicitation process. Provide the best value to the Agency and ensure all workers are paid applicable wage depending on funding. The Procurement Services Division centralizes most Agency construction bidding activities into a single administrative unit and procures commercial and professional services, supplies and equipment for the Agency. The Division is also responsible for monitoring procurement and labor activities for compliance with all applicable federal, state and local regulations. Additionally, the Division enforces applicable labor standards required for federal- and state-funded projects. ..
GOALS ACCOMPLISHMENTS
Update procurement policy and procedures manual for the Department. Compile the data and submit the Federal funding reports for Minority/Women’s Business Enterprises, Labor Compliance and Section 3 programs for the Agency. Create Desktop Procedure Manuals for all Procurement Staff. Develop and provide the following staff training: OpenGov IntakeContract Circulation Purchase Orders Task Order Process Update Procurement resources on the Agency website and Intranet. Provide continuing education and staff training for Procurement staff:Compliance Public Procurement Federal Procurement Certification Training Staff Training Conferences Participated in a 3-day Procurement/Compliance training as a department. Created training videos on the new eProcurement software workflow for the Agency. Revised car reservation process and created an online form for a paperless workflow. Revised supply ordering to remove hard copy request. The process is now all on-line and tracks the number of supplies ordered and used. Implemented OpenGov for solicitations and contracts. Created templates for our solicitations and contracts along with a workflow for our internal staff. 2023 Contract Stats (current as of 6/28/2023)Total dollar amount of Contracts - $55,425,269.04Total dollar amount of Purchases - $697,493.47Total dollar amount of Loans - $34,231,483.00Total amount for Contracts, PO’s and Loans - $ 96,627,186.12Approximate number of contracts - 192 2022 Contract StatsTotal dollar amount of contracts - $51,065,470.30Total amount of dollars loaned - $796,191,876Approximate number of contracts - 306
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Procurement Output # of Invitationfor Bidsolicitationscompleted 25 35 43 60 58 Procurement Output # of Requestsfor Proposals 40 51 75 35 42 Procurement Output # of ContractsCompleted 100 239 250 250 310 Procurement Output # RFQ'sCompleted 100 125 25
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Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Procurement Output
Average # ofsmallbusinessesreached outto in the City& County ofSacramentoat theSacPACsannual smallbusinessexpo. 200 225 50 0 0
Procurement Output
# of SmallBusinesses &Minority andWomenBusinessEnterprise(MWBE)members ofvarious ethnicchambergroupscorrespondedwith, and forwhich,informationand resourceswere providedregarding theAgency’sprocurementopportunities. 50 100 100 0 100
Procurement Output $ of ContractValue - PublicHousing/SHRA 96087611.33 38316610.36 175000000 192000000 Procurement Output $ ContractValue - SHARP 1 Million 5 Million 4 million Procurement Output Solititation $ -PublicHousing/SHRA 6.7 Million 6.7 Million 0 12 million Procurement Output Solicitation $ -SHARP 1 Million 0 2 million Procurement Output Certi edPayrollCompliance $ 85Million 136 Million 200 Million 225 Million 175 million
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SUMMARY
Sacramento Housing and Redevelopment Agency maintains its administrative headquarters at 801 12th Street in Sacramento. The building was purchased in 2008 in order to centralize Agency staff that was previously located in three separate locations. The extensive rehabilitation of the six story building garnered a LEED Silver Certification as a “green” building. Appropriations reflect the costs of the debt service and annual operations of the building. All costs are charged out to the departments utilizing the building or are expenditures of capital reserves for scheduled system replacements/repairs.
APPROPRIATIONS SUMMARY
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DEPARTMENT SUMMARY
The Housing Authority owns and/or manages a total of 3,371 units of affordable housing under its Public Housing Program for over 7,600 extremely low, very low, and low-income persons, including children, seniors, and disabled individuals. The Public Housing Program provides 2,096 apartments, duplexes, and some single-family homes to qualified low-income families. There are 1,449 units in the City of Sacramento, and 647 units in the County of Sacramento. This housing is owned, managed, and maintained by the Housing Authority, making it one of the largest landlords in Sacramento County. The Housing Authority also owns and manages 271 affordable units comprising of tax credits funded projects, and other local and state funded projects. Additionally, the non-profit arm, Sacramento Housing Authority Repositioning Program Inc. (SHARP), owns and manages three project-based voucher high-rise properties consisting of 231 elderly-only units, 274 scattered-site project-based units, and 499 Rental Assistance Demonstration (RAD) and/or project-based units.
APPROPRIATIONS SUMMARY
FUNCTIONS
Property Management and Capital PlanningPublic Housing Administration provides a full-service approach to property management and maintenance. In addition to the regulatory requirements to conduct annual tenant recertification, staff also conducts extensive quality control inspections and fiscal audits to confirm program compliance. Examples of the specific types of activities include, but are not limited to, the following: Achieving and maintaining an optimal occupancy rate above 95% Analyzing and implementing efforts to modernize the public housing stock. Presenting capital improvement plans for all managed units. Collecting rents timely, and enforcing rent collection efforts as needed Maximizing the use and installation of energy efficient appliances, doors, and windows. Preparing and leasing vacant units within 21 days. Responding to requests for emergency maintenance repairs within 24 hours. ..
Prioritizing other maintenance requests based on urgency and nature of the work order. Inspecting all units, sites and building systems at least annually through the use of in-person inspections, the use of third-party vendors, or any combination thereof. Keeping tenant accounts receivable to the lowest possible delinquency rate. Maintaining appropriate levels of operating reserves based on the anticipated needs and projected expenses. Keeping operating expenses within the limits of available resources and established and approved budgets. Carrying out a program of resident-focused initiatives through its various Resident Services programs. Establishing and increasing the capacity to develop additional units. Continuous assessments of program activities to maximize customer service. Developing and implementing training plans to ensure that staff are kept up to date with current and best practices in the property management, maintenance, and resident service sectors. Public Housing Agency (PHA) PlanAnnually the Housing Authority updates its Public Housing Agency Plan (PHA Plan) which includes the Admissions and Continued Occupancy Policy (ACOP) which provides a comprehensive guide to public housing agency (PHA) policies, programs, operations, and strategies for meeting local housing needs and goals. There are two parts to the PHA Plan: the Five-Year Plan submitted every five years, and the Annual Plan, which is submitted to the United States Department of Housing and UrbanDevelopment (HUD) every year. It is through the Annual Plan that the Housing Authority receives capital funding. Site and system inspections are conducted monthly, or more frequently if needed. Site Inspections, Maintenance & Capital ImprovementsGeneral upkeep and maintenance of property is important for curb appeal and resident satisfaction. Regular Uniform Physical Condition Standards (UPCS) site inspections using standard checklists are conducted at least annually by property management and maintenance staff. Inspection results are used in conjunction with third party Physical Needs Assessments information to populate the data in the PHA Plan to allocate funding for Public Housing capital improvements. Fee-based management properties will be assessed by inspections conducted by both Public Housing and construction staff, as well as periodic third-party Physical Needs Assessments studies. Site and system inspections are conducted monthly by staff. Major building systems (mechanical, electrical, and plumbing are on a preventive maintenance schedule developed by the Housing Authority and implemented through a procured third-party vendor. AuditAll department activities are audited to determine program compliance. Staff has developed various audit tools. They include on-site reviews, automated reporting using the YARDI database management system, and the independent audit conducted by a qualified Certified Public Accounting firm. ..
Furthermore, the department has a Program Integrity Analyst whose sole function is to audit internal department practices and to develop safeguards to ensure that the department’s policies and procedures are being followed as written. Asset RepositioningAs a requirement from HUD, the Housing Authority has developed an asset repositioning strategy for long term operation, capital investment, rehabilitation, modernization, disposition, and other needs for such inventory. In order to remain relevant and competitive, the Housing Authority must apply similar asset management principles as other sites managed by private management companies. Asset repositioning efforts include, but have not been limited to: Extending the useful life of some aging properties. Altering and/or retrofitting facilities to consolidate space or accommodate new functions and technologies. Improving residential property-based standards for safety, environmental quality and accessibility. Disposing of excess property successfully. Utilizing technologies to create efficiencies and maximize limited resources. Pursuing opportunities for private/public partnerships in the development and funding of Public Housing assets. Investigating opportunities to add unit density at existing properties, and analyze zoning to determine best use of Public Housing assets. ..
GOALS ACCOMPLISHMENTS
Asset RepositioningContinue to support the Mirasol Village project with former Twin Rivers residents’ relocation back to the site. Management and maintenance will need to work on deposit issuance and making the vacated units ready for re-occupancy. Continue with RAD development pipeline. The Central City I project’s construction was completed in December 2022. RVP Group, the new name for the Central City II project, has closed its construction financing and is scheduled to start construction in July 2023. Construction will end in September 2024. The pre-development and development of the County Sun River properties in the RAD 4 and RAD 5 projects is currently underway. RAD 4 will be “Greenback Grove” and RAD 5 will be the “Auburn Falls” properties post conversion, and will be referred to as such through the funding application processes. Anticipate bond submission in November 2023 for 4% Preservation Tax Credits and Bonds. Continue Section 18 Capital Improvement Plan for Las Casitas City and County, tracking a minimum of 5 capital projects per year (depending on cost and scope). Continuing research on 1725 K Street as a possible project for 2025 pre-development. Development schedule may change based on funding availability or opportunities. Identify land to purchase for possible new development, potential use of HUD Faircloth-to-RAD conversion process. Explore existing properties for potential expansion or increases in unit density. Engage with Asset Management team on performing on-going review and to provide support on projects during and after RAD conversion. Resident ServicesResident Services aims to address the areas of need at both the community and individual level by continuing to assist our Despite the challenges of the past few years, the Public Housing department was able to achieve a lot of its goals that were set in 2022. There was a major focus on asset repositioning, department restructuring, resident services, and overhauling department-wide training. Asset RepositioningIn June 2023, in partnership with the Sacramento Housing Authority Repositioning Program (SHARP), the Housing Authority was able to provide development services to reposition the 2516 H Street, 917 38 th Street, and 600 I Street (aka Riverview Plaza) properties. These properties were combined in a 4% tax credit project referred to as RVP Group. By utilizing a RAD blend, involving both RAD project-based vouchers (PBVs) and Section 18 disposition, the project began its construction period shortly after partnership closing in July 2023. Ultimately, 183 units will be converted over to RAD with the rehabilitation efforts projected to conclude in September of 2024. Continued to work with residents to collect rent and create payment agreements, with the eviction moratorium and COVID-19 declaration ending. Assisted families to apply for the Sacramento Emergency Rental Assistance Program (SERA) who experienced a decrease or loss of income as a result of the pandemic Maintained high occupancy rate. Projecting to temporarily rehouse and return 183 households to their original units for RAD Phase III and RVP Group. Housing Operations – Administrative Trainings and meetings will continue in-person and virtually. Productivity tracking was introduced for the department for all office and maintenance worker positions. ..
participants with supportive services, resident empowerment activities, and assistance in becoming economically self-sufficient. Services and referrals may include:HealthEducationEmploymentLife and Soft SkillsFinancial Literacy/Business Acumen Set up two computer learning centers where students and adults can utilize the computers for homework; research; job searches; resume preparation; skills training and communication. Work with the Workforce Development (Section 3) team to create an employment pipeline for residents graduating from the training programs. Develop and adhere to meaningful metrics for Resident Services including, but not limited to: Tracking of outcomes Contact tracking (email, phone, etc.) Utilization of partners/referral services Note responsiveness of partner and availability Resume live workshops and other educational opportunities for residents Develop partnerships with outside agencies to provide soft skill and educational training Housing Operations - AdministrativeObtain “high performer” status in the Housing Authority of the City of Sacramento and Housing Authority of the County of Sacramento. Develop regular training plan for all staff levels, from line staff to management. Look to set up training scenarios based on real experiences. Increase efficiencies In partnership with the Housing Choice Voucher (HCV) department, units were converted from the Public Housing program over to the HCV platform for monitoring and financial purposes. Housing OperationsPartnered with the Agency’s Procurement and Real Estate & Construction (RECS) team to create a strategy to address the long-standing vacancies in the Public Housing inventory caused by COVID-19 impacts on staffing. By combining the efforts of outside contracting, the expertise of Construction staff, and the experience of the maintenance department, the Housing Authority is on track to continue to have the units backlogged (due to COVID 19) turned and completed. Combined the Simulated Unit Interior Training Environment (SUITE) program with On the Job (OTJ) training to aid in the development of newly hired maintenance staff. This training is conducted in the Housing Authority’s model unit and provides the opportunity to evaluate how a maintenance worker will address a maintenance problem created by the trainers. In addition, new components were added to this process to allow for maintenance personnel to create their own training devices as part of a basic carpentry course. These devices will allow for maintenance personnel to practice a lot of skills being taught through their training modules. The existing program was modified through the continued efforts of the Housing Authority’s maintenance supervisors, coordinators, and maintenance workers. This is the third year of the Mechanical Electrical Plumbing preventive maintenance contract, which was conceived in collaboration with the Housing Authority’s facilities coordinator, RECS, and the Procurement department. This contract has been instrumental in the Housing Authority’s efforts to ensure that complex building systems remain running in optimal condition and that the appropriate preventive maintenance protocols are being followed. The facilities coordinator provides a strict ..
In how applicants update their information while they remain on the wait list.In quality control to reduce errors in files and work processes.In customer service to meet the needs of the residents.In technological advancement to create additional efficiencies and maintain measurable efficiencies. Complete tenant portal to allow for the electronic entry of re-certifications. Continue to educate staff and management on Low Income Housing Tax Credit (LIHTC), and project-based Section 8 requirements. Implement new HUD National Standards for the Physical Inspection of Real Estate (NSpire). Housing Operations – MaintenanceFocus on increasing productivity and work order completion rate. Continue with ongoing Simulated Unit Interior Training Environment (SUITE) courses for maintenance personnel. Continue the development and implementation of on-boarding training for new maintenance staff. New staff are now taught in a large, central location before being released out to their respective sites. Address building critical items through third party contracting to allow for maintenance to focus more on residential unit work. Expand third party preventive maintenance contracts to include:Residential HVAC maintenance on a fixed schedule (to include filter replacement). Continue to look for technology improvements to allow for greater productivity and efficiency. Travel time for administrative follow up to completed work orders and issuing task orders should be greatly reduced. Ensure that maintenance personnel adhere to shop and vehicle organization plans to maximize workplace safety through periodic monitoring and evaluation of workspaces. level of quality control on the work being provided by Lawson, our MEP contractor. Work Orders that were backlogged due to the pandemic continue to be processed. In addition, processing these work orders are now being dispatched by maintenance at their assigned properties. Resident ServicesResident Services Team worked directly with the Housing Authority’s public housing residents helping them meet personal goals and/or meet specific challenges. Coordinators collaborated with local service providers to provide residents with access to a wide variety of supportive services that includes case management, counseling, job training and placement, health care services, and financial literacy. In the past year, staff provided needed resources to residents that included financial workshops, homeownership workshops, hiring events, scholarship information, employment workshops, mental health services, career fairs, summer meal locations, food bank information, transportation services, and COVID-19 related resources. Resident Services provided or hosted the following resources and opportunities:ABC Mouse Program for pre-K students Virtual cooking workshops Thirteen virtual workshops focused on the following:financial literacyhomeownershipinformation sessions Turkey and grocery giveaway Served holiday meals and provided groceries, gift cards, and gift bags Decorated the doors of senior residents with the help of the Sacramento Kings organization Christmas gift giveaway Free diaper distribution program ..
Look to develop a team within the department to have a higher degree of familiarity with building systems to act as a rapid response/preventive maintenance team. This team would work directly with Facilities staff to focus on preventive maintenance work and fire and life safety systems. 2023 AccomplishmentsDespite the challenges of the past few years, the Public Housing department was able to achieve a lot of its goals that were set in 2022. There was a major focus on asset repositioning, department restructuring, resident services, and overhauling department-wide training. Asset RepositioningIn June 2023, in partnership with the Sacramento Housing Authority Repositioning Program (SHARP), the Housing Authority was able to provide development services to reposition the 2516 H Street, 917 38 th Street, and 600 I Street (aka Riverview Plaza) properties. These properties were combined in a 4% tax credit project referred to as RVP Group. By utilizing a RAD blend, involving both RAD project-based vouchers (PBVs) and Section 18 disposition, the project began its construction period shortly after partnership closing in July 2023. Ultimately, 183 units will be converted over to RAD with the rehabilitation efforts projected to conclude in September of 2024.
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Public Housing Output -PublicHousingDivision
Average # ofunitsleased/TotalUnits 2659 1999 1908 1950 2091 Public Housing Output -PublicHousingDivision
# ofmaintenancerequestsresponded to 16556 20000 19261
Public Housing Output -PublicHousingDivision
# of emergencymaintenancerequests 2776 5472 5000 4000 6209 Public Housing Output -PublicHousingDivision # of unitsturned 182 144 140 200 140 Public Housing Output -PublicHousingDivision
# of FSSResidentContracts 75 71 100 75 75
Public Housing Output -PublicHousingDivision
# of Peopleserved at AlderGrove Clinic 2069 N/A 2200 N/A N/A ..
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Public Housing Output -PublicHousingDivision
# of Residentsenrolled atHighlandsCommunityCharter Schoolon site 28 0 30 0 0
Public Housing E ectiveness- PublicHousingDivision Average %Occupancy Rate 99 98 98 98 98 Public Housing E ectiveness- PublicHousingDivision
% scorereceived forHigh Performerdesignation forthe City ofSacramentoHousingAuthority * 86 COVIDwaiver 89 86 88
Public Housing E ectiveness- PublicHousingDivision
% scorereceived forStandardPerformerdesignation forthe County ofSacramentoHousingAuthority * 82 COVIDwaiver 85 83 84
Public Housing E ectiveness- PublicHousingDivision # of FSSgraduates 7 5 7 10 12 Public Housing E ectiveness- PublicHousingDivision
# of peopleserved at theAlder GroveClinic who areresidents 54 N/A 60 N/A N/A Public Housing E ectiveness- PublicHousingDivision
# of residentsenrolled atHighlandsCommunityCharter Schoolon site 28 0 30 0 0
Public Housing E ectiveness- PublicHousingDivision % Rent collected 93 87 98 90 95 Public Housing E ciency -PublicHousingDivision % units turnedin <20 days 0.31 0.29 0.35 0.35 0.37 Public Housing Output -ResidentServicesDivision -Jobs Plus Number ofworkable Adultsin development 764 n/a n/a n/a n/a Public Housing Output -ResidentServicesDivision -Jobs Plus Number ofresidents thatcompleted aJobs PlusAssessment 508 n/a n/a n/a n/a Public Housing Output -ResidentServicesDivision -Jobs Plus Number ofparticipantsbeginning newpart-timeemployment 145 n/a n/a n/a n/a Public Housing Output -ResidentServicesDivision -Jobs Plus Number ofparticipantsbeginning newfull-timeemployment 139 n/a n/a n/a n/a Public Housing Output -ResidentServicesDivision -Jobs Plus Number ofparticipantswho becameemployed withcontinuousemployment for180 days + 193 n/a n/a n/a n/a
Public Housing Output -ResidentServicesDivision -Jobs Plus Number ofparticipantsenrolled into aHigh SchoolEquivalencyprogram 52 n/a n/a n/a n/a
Public Housing Output -ResidentServicesDivision -Jobs Plus Number ofyouth employedinjobs/internships(summer oryear-round) 21 n/a n/a n/a n/a
Public Housing E ectiveness- ResidentServicesDivision -Jobs Plus Percent of work-able residentsin developmentwho areemployed 35 n/a n/a n/a n/a Public Housing E ectiveness- ResidentServicesDivision -Jobs Plus Percent ofcurrentassessedresidents whoare employed 34 n/a n/a n/a n/a ..
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Public Housing E ectiveness- ResidentServicesDivision -Jobs Plus Percent of work-able residentsemployed at theliving wage 1 n/a n/a n/a n/a Public Housing E ectiveness- ResidentServicesDivision -Jobs Plus Number ofhouseholdswith earningsdisregarded(JPEID) 304 n/a n/a n/a n/a
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DEPARTMENT SUMMARY
Housing Choice Voucher DepartmentThe Housing Choice Voucher (HCV) program provides rental assistance to low-income families throughout Sacramento County. The Agency has authority to provide approximately 13,505 vouchers and seeks to maintain utilization at 98-100% of thevouchers available. There are specific voucher allocations for various sub-populations. For example there are:874 Veterans Affairs Supportive Housing (VASH) tenant based vouchers to assist homeless veterans.98 VASH project based vouchers (PBVs) where the federal subsidy is tied to the unit. They are at the following locations: 25 at Mather Veterans Village (Phase 1)25 at Mather Veterans Village (Phase 3)23 at the Hotel Berry25 at Marisol Village (former Twin Rivers) development 100 are for non-elderly disabled (NED) households36 are for Family Unification Program (FUP)216 are for the tenant-based Mainstream vouchers232 are Rental Assistance Demonstration (RAD) PBVs. These are formerly public housing units that converted to RAD PBVs.1,465 PBVs for homeless or homeless/rent burdened families at the following properties:
A Request for Proposal is released for PBVs each year since 2017. The following projects are currently awarded or under construction: 1221 new PBVs allocated for homeless families. ..
APPROPRIATIONS SUMMARY
FUNCTIONS
Customer Communication CenterStaff is continuously looking at innovative approaches to upgrade the Customer Communication Center to better assist our customers. The focus is to connect our community with team members who are ready to change lives. The CommunicationCenter has high quality team members and leverages new technology to deliver exceptional customer service to accomplish the Agency’s mission. HCV Waitlist ManagementOne of the significant aspects of the HCV program is the comprehensive management of all wait lists. This is vital to filling vacancies expeditiously with households in need of housing while maintaining maximum usage of the vouchers allocated by HUD within the limitations of the HCV budget. Currently there are seven waitlists available for the HCV (tenant and project-based) program allowing staff to be responsive and efficient to house low-income families. In January, 2022 the HCV tenant based waiting list (among others) was opened for new applicants and 23,534 applications were received, 5,000 of which were placed on the waiting list (by random computer selection). Intake Functions ..
The intake functions provide support of the initial integrity of the program by determining the eligibility of applicants from the waitlist(s). When there are vacancies, the integrated intake team (for Public Housing and HCV) select households from the appropriate waitlist to start the eligibility process for participation on the program(s). This includes reviewing the application and supporting documents and verifying eligibility of all household members. Continued Occupancy of Active HCV ParticipantsContinued participation on the Housing Choice Voucher program requires participants to recertify their eligibility annually. During this process, staff re-determines their eligibility and submits the documentation electronically to HUD. Recent enhancements to the Resident Portal allow participants to recertify their eligibility online, report a change of income or household, or request a move without sending in paperwork or coming into the office. Recent upgrades include a redesigned look to improve user experience; the ability to download commonly used documents; and easy access to key information about accounts, rent amount and payment standards. Participating households must have their rental unit inspected to ensure that it meets Housing Quality Standards. Households must promptly report any changes in household composition and/or income to ensure that the housing is appropriate for their family composition and affordable for the family. Owner ParticipationHousing providers are the backbone of the Housing Choice Voucher Program and we appreciate their service to our program. As the housing landscape evolves due to factors like COVID-19, market demands, and creative housing solutions, it is critical to have a proactive approach to connect with housing providers to market, provide guidance and support them regarding housing authority processes. As new technologies are embraced, the outreach has evolved to include regular online owner orientations and promoting new innovations such as the electronic Request for Tenancy Approval (eRFTA). In the next year, it is anticipated that there will be a return to traditional program marketing including increased visibility in public places through marketing materials, presentations, and in-person exchanges supported by online and socially distanced marketing. ..
GOALS ACCOMPLISHMENTS
Achieve high performer status from HUD for Section Eight Management Assessment Plan (SEMAP).Maximize the utilization of vouchers despite the tight Sacramento rental market and seek opportunities for families to move into low poverty areas.Encourage participants to utilize the Resident Portal for their annual recertification. The goal is to reach 80% percent participation within the next year (current usage is at 72%).Continued development of the Customer Communication Center.Refine the current landlord portal where landlords have better visibility of Housing Authority activities related to their rental properties. Activities on the portal currently include signing up for direct deposit, reviewing tenant ledgers, updating contactinformation, reviewing past inspections and submissions of rent increases online. Future refinements will include enabling owners to email staff online and proactively schedule future inspections.Prioritize the recognition of employees on a regular basis to value their hard work, customer service and good performance.Convert the second tranche of 192 public housing units to the Rental Assistance Demonstration (RAD) PBV platform.
Despite the pandemic, the Housing Authority continued to manage an effective and efficient housing program to provide applicants, participants and housing providers. Housing Choice Voucher ProgramAlmost 100 percent of landlords participating in the HCV program are enrolled for electronic Housing Assistance Payments (HAPs) through direct deposit.Administered seven HCV tenant and project-based waitlists.Added updated enhancements to the SHRA website to provide maximum resources online to HCV tenants, applicants and landlords. This includes direct links to the landlord/resident portal, all relevant tenant/landlord forms, and answers to frequently asked questions.Launched a new HCV Landlord Incentive Program in 2023. As of mid-June, $____ has been provided to landlords. Additionally, $__ has been paid to __ households to cover application fees and security deposits.Expanded the use of electronic and virtual platforms developed during the pandemic to maintain high levels of efficiency. These include:Continue Zoom communications for applicants, participants and housing providers.Resident portal and virtual communication enhancements, including:A redesigned look to improve user experienceThe ability to download commonly used documents and formsEasy access to key information, such as the household’s current rent amountThe ability to see if submitted documents were receivedFAQs and a Contact My Caseworker section
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections ..
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Housing Choice Vouchers & HI Output
% oflandlordselectronicallyreceivingtheirpaymentsthroughdirectdeposit
0.99 0.9829 0.99 0.99 0.99
Housing Choice Vouchers & HI Output % of familiesutilizing theresidentportal (forany purpose) 0.23 0.5072 Housing Choice Vouchers & HI Output % ofapplicantsutilizing theapplicantportal 1 1 1 1 Housing Choice Vouchers Output
# of (TenantBased)VeteransA airsSupportiveHousingVouchers(VASH) -homeless 566 565 740 820 874
Housing Choice Vouchers Output
Scorereceived forthe Section 8ManagementAssessmentProgram(SEMAP)
0.93 0.93 0.62 0.9 0.93
Housing Choice Vouchers Output
# of (TenantBased)HousingChoiceVouchers(HCV)allocation(excl PBV) 10828 10712 10833 10569 10744
Housing Choice Vouchers Output # of ProjectBasedVouchers(PBV) 1063 1359 2076 2340 2761 Housing Choice Vouchers Output
# of (ProjectBased)VeteransA airsSupportiveHousingVouchers(VASH) -homeless 98 99 124 124 130
Housing Choice Vouchers Output RAD 118 118 232 289 638Housing Choice Vouchers Output MS5 116 216 216 216 216 Housing Choice Vouchers Output
% of familieswith elderlyfamilymember inthehousehold
0.35 0.42 0.43 0.39 0.42
Housing Choice Vouchers Output % of disabledmembers inhousehold 0.68 0.74 0.75 0.66 0.67 Housing Choice Vouchers Output
% ofhouseholdswith familymemberswho areemployed
0.25 0.23 0.24 0.23 0.24
Housing Choice Vouchers Output % of familieswho wereinitiallyhomeless 0.11 0.16 0.22 0.21 0.21 Housing Choice Vouchers Output
% of familieswith totalhouseholdincome lessthan$10,000,unadj inc
0.15 0.22 0.2 0.16 0.2
Housing Choice Vouchers Output
% of familieswith incomeless than25% AreaMedianIncome,unadj inc
0.6 0.81 0.8 0.84 0.7
Housing Choice Vouchers E ectiveness
ReceivedHighPerformerdesignationfrom HUDfor theSection 8ManagementAssessmentProgram(SEMAP) 1 1 0 1 1
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Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Housing Choice Vouchers E ectiveness % of HCVtenant basedvoucherutilization 0.894 0.89 0.89 0.91 0.98 Housing Choice Vouchers E ectiveness % of HCVprojectbasedvoucherutilization 0.93 0.98 0.98 0.98 0.98 Housing Choice Vouchers E ectiveness
% of VASH(tenant andprojectbased)voucherutilization –homeless
0.6747 0.74 0.71 0.8 0.92
Housing Choice Vouchers E ectiveness % of RADutilization 0.8534 0.9915 0.9914 1 1 Housing Choice Vouchers E ectiveness % ofMainstreamVoucher(MS5)utilization 0.93 0.5602 0.8102 1 1 Housing Choice Vouchers E ectiveness
% oflandlordselectronicallyreceivingtheirpaymentsthroughdirectdeposit
0.99 0.9829 0.99 0.99 0.99
Housing Choice Vouchers E ectiveness % of familiesutilizing theresidentportal (forany purpose) 0.23 0.5072 Housing Choice Vouchers E ectiveness % ofapplicantsutilizing theapplicantportal 1 1 1 1
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DEPARTMENT SUMMARY
The Homeless Innovations (HI) Department specializes in administering programs that serve the un-housed in Sacramento partnering with the City, County and non-profit agencies to assist the households. These initiatives utilize HUD rental assistance to provide housing and most programs seek partnerships with service providers to provide supportive services. Programs include the City of Sacramento’s Pathways to Health+Home (Pathways), the County of Sacramento’s Flexible Rehousing Program (FRP), the Performance Pilots Partnership (P3), Shelter Plus Care (SPC), Emergency Housing Vouchers (EHV) and the Move On program. In addition, the HI Department oversees the management of three homeless shelters and administers the emergency rental assistance program for the City and County of Sacramento also known as the Sacramento Emergency Rental Assistance (SERA) Program. Phase 1 of SERA was completed in December 2020 and Phase 2 (SERA2) of the program continues to disburse funds to households needing assistance to pay rent and/or utilities owed in arrears.
FUNCTIONS
PathwaysThe City of Sacramento launched a pilot program using Whole Person Care funding to improve the health, quality of life, and housing stability for individuals experiencing, or at-risk of experiencing, homelessness. Through this program the household receives a Housing Choice Voucher (HCV) and is partnered with a service provider for supportive services. The household is well supported to secure stable housing in Sacramento County. As of May 31, 2023 331families were housed and utilizing a voucher. Flexible Rehousing Program (FRP)The County of Sacramento launched the FRP program to serve the community’s most vulnerable homeless members. Through this program the household receives a HCV and is partnered with a service provider for supportive services. The household is supported to secure and stabilize in housing in Sacramento County. As of May 31, 2023, 93families were housed and utilizing a voucher. Performance Pilots Partnership Program for Disconnected Youth (P3)In January 2017, Sacramento Housing and Redevelopment Agency was awarded a Performance Partnership Pilots for Disconnected Youth (P3) grant. The P3 program provides HCVs to 100 disconnected youth aged 18-24 especially foster youth, youth on probation, homeless youth and youth at risk of becoming homeless. As of May 31, 2023, 73youth successfully leased up. This federal program ended September 30, 2021, however the Housing Authority continues to administer the program for those youth who are still successfully leased up on the program. With the tight rental market, it is extremely challenging to find appropriate housing for our homeless households. Currently there are over 205 voucher households looking for housing through the above three programs. In addition, another 545 (i.e., more than 750 total)_are looking for housing with the regular tenant based HCV. Move OnThe Move On program was launched in 2020 and is available to formerly homeless households who are ready to transition from supportive housing to the HCV tenant based voucher program while simultaneously transitioning from receiving intensive to less intensive/no supportive services. Households are referred to the program by their service provider if they meet programmatic guidelines. Transitioning formerly homeless households (who can stabilize independently) to the HCV program creates flow within the continuum of homeless housing to ..
create vacancies in permanent supportive housing programs thereby enabling additional homeless families to be housed. As of May 31, 2023, 13 families have leased up through Move On. Foster Youth to independence Vouchers (FYI) The Housing Authority was awarded 98 FYI vouchers in 2023 to provide housing assistance for up to 36 months (3 years) to low-income youth or pregnant or parenting youth who were formerly in, or who are close to exiting, foster care. The Housing Authority works in close partnership with the local Public Child Welfare Agency, service providers assisting the youth with case management/housing search, and Sacramento Steps Forward who oversees the referral process through Coordinated Entry. With this new program there are currently 14 applications in process, 3 vouchers searching and 33 leased Emergency Housing Vouchers (EHVs)In June 2021, the Housing Authority received an allocation of 494 vouchers to house households that are homeless, at risk of homelessness, fleeing domestic violence or recently homeless. In coordination with the Continuum of Care (CoC), households are referred to the Housing Authority through the Homeless Coordinated Entry process and service providers. These vouchers are currently being deployed to eligible households to find housing in Sacramento County. As of June 14, 2023, a total of 614 vouchers have been issued and 333 families have leased up. 202 households are looking for housing and 63 have found a unit and are in the process of being leased up. Shelter Plus Care (SPC)The SPC program is distinct from the HCV program and houses 410 previously homeless, disabled households in Sacramento County. The Housing Authority partners with service providers in the community to provide case management services to the households. There are three SPC programs; the largest program (tenant based SPC) allows households to find units in Sacramento County while the other two programs are located at the Shasta Hotel and Boulevard Court respectively. As of May 31, 2023: o 378 households are on the SPC tenant-based program.o 17 households received assistance at the Shasta Hotel.o 15 households received assistance at Boulevard Court. SheltersThe HI department oversees the following shelters on behalf of the City of Sacramento: Emergency Bridge Housing (EBH)This shelter opened on June 10, 2020 to serve homeless Transition-Aged Youth (TAY), aged 18-24. Twenty-four (24) sleeping cabins were provided for double-room occupancy to serve 48 homeless youth. Due to the COVID-19 pandemic, occupancy is limited to one person per cabin unless they are in a familial type of relationship. In Fall 2022, 26 additional cabins were added on land adjacent to the current parcel, also owned by St. Paul’s Church of God in Christ for a total of 50 cabins. Additional community space, bathrooms, showers and outdoor space were made available due to the increased number of TAY at this site. First Steps Communities is the on-site shelter operator. As of June 22, 2023 EBH sheltered 409 youth. 179 guests successfully moved out of EBH into housing. Monthly and weekly reports regarding EBH outcomes can be found at: https://www.shra.org/emergency-bridge-housing/. Meadowview Navigation Center (MNC) ..
This shelter opened on October 1, 2020 to serve homeless women. This is a congregate shelter with 100 beds in a sprung shelter, dormitory-style. Volunteers of America is the on-site shelter operator. As of June 22, 2023, MNC provided shelter to 883 women. 215 guests successfully moved out of the MNC into housing. Monthly and weekly reports regarding MNC outcomes can be found at: https://www.shra.org/meadowview-navigation-center. X Street Navigation Center (XNC)This shelter opened on September 21, 2022 to serve homeless adults. This is a congregate shelter with 100 beds in a sprung shelter, dormitory-style like MNC. Volunteers of America is the on-site shelter operator. As of June 22, 2023, XNC provided shelter to 816 guests. 216 guests successfully moved out of the XNC into housing. Monthly and weekly reports regarding shelter outcomes can be found at: https://www.shra.org/x-street-navigation-center/. Sacramento Emergency Rental Assistance (SERA) ProgramIn the last quarter of 2020, the City and the County of Sacramento requested the Housing Authority to develop and administer an emergency rental assistance program for renters impacted by COVID-19 who are unable to pay rent. Local funds from the Community Development Block Grant CARES funds (CDBG CARES) and the COVID Relief Fund were available for this purpose. In just over 2 months with the SERA Phase 1 program, 780 landlords received payment for 1,230 families at risk of losing their housing. In December 2020 and January 2021, federal and state funds became available to provide additional rental assistance. Both the City and the County of Sacramento received funding from the U.S. Treasury (UST) and the State Department of Housing and Community Development for the Emergency Rental Assistance Program (ERAP). They both requested the Housing Authority to implement a program to keep additional households from being evicted from their rental homes. With the addition of CARES Act funding and reallocations of UST funds, the SERA Program has received a total of almost $207 million. The application period for SERA Phase 2 was open from February 25 to March 19, 2021 and then reopened again on May 11, 2021 and remains open for County residents. As city funds have been depleted, the portal is closed for city residents. As of mid-June, 2023, 52,431 applications for assistance were received and almost $176 million was disbursed to more than 16,000 households. Additional information about this program is found at www.shra.org/sera. ..
GOALS ACCOMPLISHMENTS
Maximize voucher utilization for homeless households participating in the Pathways and the Flexible Rehousing Program (FRP). Market and encourage referrals and participation in the Move On Program so that households living with supportive services can “graduate” into subsidized housing with a voucher, creating vacancies and “flow” for others who need the housing connected to intensive services. Maximize budget authority to fully utilize the SPC Program so that disabled, homeless households with increased need for supportive services can live in affordable housing with the supports they need.Maintain 100 percent occupancy at the three shelters (EBH, MNC, and the X Street Shelter) so that unhoused residents of Sacramento have a safe and healthy place to stay and connect to services while becoming stabilized.Utilize all available funds to provide emergency rental assistance to households who are unable to pay rent and/or utilities.Utilize all 494 vouchers through the EHV program working with the Continuum of Care’s Coordinated Entry System and service agency partners.
As of June 15, 2023, the Housing Authority has housed: 326 homeless households through the Pathways Program. 95 households through the FSRP Program)72 homeless transitional aged youth ages 18-24 through the P3 Program13 families housed through the Move On program. 33 homeless foster youth through the recent FYI voucher program409 youth as shelter guests at EBH, and moved 179 guests into permanent housing 883 women as shelter guests at MNC and moved 215 guests into permanent housing816 adults as shelter guests at XNC and moved 216 guests into permanent housing343 families through the Emergency Housing Voucher ProgramMore than 16,000 households received rent and/or utility assistance totaling $176 million through the SERA Pha
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Homeless Innovations Output
# ofShelterPlus CareCerti cates(SPC) -homeless
441 446 447 87
Homeless Innovations Output EHV N/A 494 494 494 494
Homeless Innovations Output % offamilieswho wereinitiallyhomeless 0.11 0.16 0.22 0.21 0.21 Homeless Innovations E ectiveness
% ofShelterPlus Care(SPC)certi cateutilization -homeless
1.0907 1.08 1.08 0.9
Homeless Innovations E ectiveness
% ofEmergencyHousingVoucher(EHV)utilization
N/A 0.03 0.61 0.98 0.98
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DEPARTMENT SUMMARY
The Development Department is comprised of three divisions, Federal Programs, Development Finance (Compliance/Portfolio Management, Housing Finance & Policy Implementation), and Asset Repositioning. The Development Department is responsible for identifying real estate development opportunities that will increase the number of high quality affordable housing units and the preservation/rehabilitation of the agency’s existing housing stock. It also is responsible for coordinating funding from Federal programs, reviewing applications and recommending funding for development projects. The Development Department actively seeks opportunities to establish and expand the network of strategic partners and funding sources. Internally, staff resources have been aligned to reflect the funding streams and goals of the organization. Proactive and deliberate actions are taken to create and support a work environment that acknowledges and celebrates the achievements of its employees. The Federal Programs Division works with various stakeholders to bring about positive change through investments in targeted neighborhoods. The primary responsibility of the division is to effectively manage U.S. Department of Housing and Urban Development grants on behalf of the City and County of Sacramento including Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), Emergency Solutions Grant (ESG), and Housing Opportunities for Persons with AIDS (HOPWA). The Development Finance Division invests public funds in construction and rehabilitation projects that expand and preserve the supply of affordable housing and home ownership opportunities. In addition, the department oversees the implementation of affordable housing ordinances for both the City and unincorporated County of Sacramento. The department ensures that investments maintain their value over time by monitoring the Agency’s loan portfolio for fiscal performance and for regulatory compliance. Staff conducts annual on-site inspections of housing projects for quality standards. The Asset Repositioning Division, working with the Housing Authority, has developed an asset repositioning strategy for long term operation, capital investment, rehabilitation, modernization, disposition, and other needs for its inventory. Most of the agency’s rental properties were funded and built in past decades with affordability restrictions and it was assumed that these developments would remain affordable housing resources for future generations. Many of these projects are aging and have critical capital needs. The risk to the portfolio is significant without a comprehensive, sustained effort by the housing authority and its partners that is designed to ensure the preservation, viability and affordability of these housing units. This Division also provides long-term asset management services for rehabilitated and newly built properties.
APPROPRIATIONS SUMMARY
FUNCTIONS
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FEDERAL PROGRAMS
Community Development Block Grant (CDBG) The CDBG program implements place-based strategies for developing viable urban communities by providing decent housing, a suitable living environment and economic opportunities, principally for persons of low- and moderate-income. CDBG funds are used to create strategic investments for a wide variety of eligible activities including: infrastructure and public facilities, housing rehabilitation, homeownership assistance, public services, and planning activities, among others. HOME Investment Partnerships Program (HOME) The HOME Program empowers grantees to design and implement affordable housing strategies to respond to locally determined needs. HOME funds can be used for the construction of new affordable housing. Additionally, HOME funds are also used for the rehabilitation of existing housing. Emergency Solutions Grant (ESG) The ESG program is designed to directly assist homeless individuals and families by providing funding to support the provision of emergency shelters and rapid rehousing assistance. ESG funding is used for operations and essential social services necessary to support shelter residents and for the rapid re-housing of eligible individuals and families. The ESG program is designed to assist homeless subpopulations within this group, such as victims of domestic violence, youth, people with mental illness, families with children, and veterans. ESG funds can also be used, in narrowly defined situations, to aid people who are imminently at risk of becoming homeless. Housing Opportunities for Persons with AIDS (HOPWA)HOPWA funding provides housing assistance and related supportive services in an effort to develop consortium-wide strategies and to form partnerships with area nonprofit organizations. HOPWA funds may be used for a wide range of housing, social services, program planning, and development costs. HOPWA funds may also be used for health care and mental health services, chemical dependency treatment, nutritional services, case management, assistance with daily living, and other supportive services. DEVELOPMENT FINANCE The department implements a wide range of multifamily and home ownership programs throughout the City and unincorporated County of Sacramento. Multifamily Affordable Housing FinancingStaff assigned in this area facilitate issuance of Mortgage Revenue Bonds and provide gap financing for affordable housing developments throughout the City and unincorporated County of Sacramento. They are also responsible to seek out, apply for and administer new funding streams for affordable housing such a Homekey funds, Permanent Local Housing Allocation (PLHA) funds, and Local Housing Trust from the State of California. In addition, they administer the Middle Income Bond program in the City of Sacramento which was approved by the City Council in 2022. Affordable Housing Policy ImplementationStaff administers the City of Sacramento’s Mixed Income and Density Bonus Ordinances and County of Sacramento’s Affordable Housing and Density Bonus Ordinances. Staff also implement and prepare annual reports regarding other City and County adopted polices and ordinances such as the Housing Trust Fund, Preservation, and Single Room Occupancy (SRO) Ordinances. Single Family Development Financing and Homeownership Services ..
Single-family program staff manage a variety of homebuyer assistance programs to income qualified families. They apply for Mortgage Credit Certificates and CalHOME down payment assistance funds when available and provide assistance to the Welcome Home Program by qualifying homebuyers for rehabilitated Agency owned single family homes. They also certify individual homebuyers and prepare regulatory agreements for the Mixed Income and Affordable Housing Ordinance projects as needed to ensure that the families meet the program guidelines and that appropriate deed restrictions are recorded. Finally they monitor the development and financing of the Habitat for Humanity single family residential subdivisions. Compliance Monitoring and Portfolio ManagementCompliance staff provides ongoing monitoring of completed housing projects and servicing actions as required for the loan portfolio to ensure that units remain affordable and that all SHRA loan requirements are being met. Development Finance also coordinates and generates annual reports and plans that include, but are not limited to: • Annual Housing Trust Fund Ordinance and HOME Investment Partnership Program Reports • Annual Single Room Occupancy (SRO) Preservation Report • Annual County Affordable Housing Ordinance Report • Annual City Mixed Income Ordinance Housing Report • Annual City Permanent Local Housing Allocation (PLHA) Report • County Fee Waivers Tracking • Annual City and County Housing Element Updates • Consolidated Annual Performance and Evaluation Report (CAPER) of HOME (federal funds) accomplishments • Annual Performance Reports for Mortgage Credit Certificate, Homekey, PLHA, Local Housing Trust Fund and CalHOME awards AGENCY ASSET REPOSITIONING UPDATE AND IMPLEMENT THE AGENCY’S ASSET REPOSITIONING STRATEGY TO BECOME FISCALLY SELF-SUFFICIENT. THIS STRATEGY WILL ALLOW THE AGENCY TO EXTEND THE USEFUL LIFE OF THE AGING INVENTORIES OF THE HOUSING AUTHORITIES OF THE CITY AND COUNTY THROUGH TARGETED REAL ESTATE REINVESTMENT AND DISPOSITION, SUBJECT TO THE GUIDING PRINCIPLES PREVIOUSLY APPROVED BY THE GOVERNING BOARDS OF THE HOUSING AUTHORITIES. SUCH PRINCIPLES INCLUDE:
• Sustain our commitment to house extremely low income households by adopting a “No net loss” policy requiring the development of at least an equivalent number of replacement units when units are removed from our baseline inventory.• Diversify funding resources available to support our public housing and decrease reliance, to the extent necessary, on federal funding sources by leveraging the use of existing sources with private funding and other sources.• Preserve and enhance existing housing stock; upgrading stock whenever possible to a 30-year useful life. ..
• Reallocate new units into sustainable and livable communities that meet the specific needs of residents.• Incorporate smart growth principles (i.e. energy efficiency, climate resiliency, safety/security, quality of life) into project design to the maximum extent possible.• Diversify real estate portfolio in creative ways to support extremely low income units.• Maximize utilization of existing resources (i.e. vouchers, local funds, the value of HA real estate assets, etc.) to implement development strategies.• Reinvest proceeds from the sale of Agency properties in the replacement of units.• Promote and support resident self-sufficiency.• Seek creative partnerships with other agencies, non-profits, community groups and resident advisory boards.• Strengthen and expand the participation of the Agency and affiliates in development projects, to prepare for the role of sponsor/developer in future projects ..
GOALS ACCOMPLISHMENTS
Federal Programs • Continue implementing the 2020-2024 Consolidated Plan for federal Community Planning and Development funding originating from the U.S. Department of Housing and Urban Development (HUD). • Develop the 2025-2029 Consolidated Plan, which will identify housing and community development priorities that align and focus funding to make place-based investments over the five-year period. • Implement the 2024 Annual Action Plan, which provides a summary of the actions, activities, and the specific federal and non-federal resources that will be used each year to address the priority needs and specific goals identified by the Consolidated Plan. • Continue implementing the regional Assessment of Fair Housing by partnering with surrounding entitlement jurisdictions to support the Agency’s commitment to Affirmatively Further Fair Housing. • Provide technical assistance and training opportunities for CDBG, HOPWA and ESG subrecipients. • Conduct monitoring of CDBG, HOME, HOPWA, and ESG subrecipient. • Implement the HOME-American Rescue Plan (HOME-ARP) Program Allocation Plan, which describes how HOME-ARP funds will be used to address the needs of households who are homeless, at risk of homelessness, and other vulnerable populations, by providing housing, rental assistance, supportive services, and non-congregate shelter, to reduce homelessness and increase housing stability across the country. DEVELOPMENT FINANCE • Provide Mortgage Revenue Bond and gap financing needed to complete the significant rehabilitation and new construction of affordable multifamily rental properties within Federal Programs • Continued the implementation of Bringing Families Home initiative in partnership with the County of Sacramento’s Child Protective Services and the Sacramento Continuum of Care. • Continued the ongoing implementation of a comprehensive countywide Fair Housing program covering all jurisdictions within Sacramento County in partnership with all of the incorporated cities and the unincorporated County, and service providers such as Legal Services of Northern California, Project Sentinel and 211. • Released a Request for Proposals (RFP) for the 2025-2029 Consolidated Plan.• Issued NOFA’s for Park Districts and Non-Profits to fund projects in both the City and County for CDBG-eligible capital-improvements to public parks and public facilities located in low- and moderate-income areas.• Updated the CDBG and ESG Desk Guides.• Updated the subrecipient monitoring plan.• Began implementing the HOME-ARP Allocation Plan.• Completed Temple Park and Nielsen Park Improvement projects • Continued ongoing infrastructure and public facilities improvements: In the County, continuing projects include: o Walnut Grove ADA Restroomo Empowerment Park ADA Improvementso Arden Way Complete Streetso Watt Avenue Complete Streetso Rio Linda Area Streetlightso Jack Davis Park Shade Improvementso Gibson Ranch Regional Park ADA Improvementso Mather Community Campus Roofo 44th Street Bicycle Pedestrian and Streetlight Improvementso South Oak Park/Fruitridge Pocket ADA Improvementso South Sacramento Affordable Housing Pedestrian Improvementso Isleton Street Improvementso Galt C Street Enhancementso Rosemont Community Sports Court Renovationso Santa Anita Gazebo Improvements ..
the City and unincorporated County of Sacramento. • Continue to implement City/County inclusionary housing programs and City/County Density Bonus ordinances to create additional income restricted single and multi-family affordable units. • Manage City Middle Income Bond Program and process applications as received. • Continue to pursue additional funding resources, including State of California sources available on both a competitive and entitlement basis include Homekey, Permanent Local Housing Allocation (PLHA), and Local Housing Trust Fund. • Coordinate with the City and County on the implementation of goals in the Affordable Housing Plan. • Monitor and inspect affordable housing units in the City and County of Sacramento. • Collect loan proceeds. AGENCY ASSET REPOSITIONING • Complete construction and lease-up at Phase 3o f the Mirasol Village / Twin Rivers Transit Oriented Development (Choice Neighborhoods Initiative).• Convert construction loan to permanent financing at Phase 1 of the Mirasol Village project• Achieve substantial completion at Phase 4 of the Mirasol Village project• Collaborate with City to prepare an updated River District Specific Plan• Support Housing Authority to complete the RAD 3 (RVP Group) rehabilitation project and secure financing for the RAD 4 and RAD 5 rehabilitation projects• Update Asset Repositioning strategies and projects to reflect work completed, take advantage of new opportunities, and formalize policies and procedures for affiliate entities. o Edwin A Smith Park Shade Structure Improvementso Rosemont Park Baseball Fence Improvementso Henley Park Accessible Walkway Improvementso Howe Park Volleyball Court Improvements In the City, continuing projects include: o Broadway Complete Streets Improvementso Franklin Blvd Complete Street Improvementso Lawrence Park Improvementso Mangan Park Improvementso Wood Park, O’Neil Field ADA Compliant Restroomo Mama Marks Park Improvementso Danny Nunn Park Improvementso Chorley Park Improvementso Camellia Park Improvementso Woodlake Park Improvementso 1st Avenue Park Improvementso Thelma and Hawk Park Improvementso Northgate Blvd Signals Improvementso Thelma and Hawk Park Improvementso Northgate Blvd Signals Improvements Northwood School Access Improvements China Town Light Study. DEVELOPMENT FINANCE:
Multifamily • Committed approximately $96.6 million in Multifamily Loan assistance to 10 affordable housing developments (On Broadway, RVP Group, San Juan, Arden Star, Madison Square Studios, Rodeway Inn, The Sequoia, Donner Field, Beech Hill, and Longview). • Approved issuance of $150 million in Mortgage Revenue Bonds for rehabilitation and construction of 3 multifamily developments (On Broadway, San Juan, and Einstein) • Completed construction and renovation of multifamily developments totaling ___ affordable 562 units (Sunrise Pointe, Mirasol A, Capitol Park, Central Sacramento Studios, and Central City) • Completed State of California Homekey applications in the amount of $56,000,000 for the Arden Star and Madison Square Studios ..
Projects in the County and the Rodeway Inn project in the City. If funded these projects will create 200+ new units of permanent supportive housing. • Applied for and received $12 million in Permanent Local Housing Allocations, and State Housing Trust Funds to be used for affordable multi-family new construction and rehabilitation projects Housing Policy Implementation • Implemented and managed affordability agreements and compliance for the City’s Mixed Income Ordinance and the County Affordable Housing Ordinance. – These ordinances require the creation of either single-family affordable units, multi-family affordable units, land Dedication, fee payments or a combination of these option. Accomplishments include: o Completion of County land dedication agreement which will transfer 3 acres to SHRA for the new construction of 95 affordable multifamily units o Completion of County regulatory agreement which will regulate 8 units of affordable housing for 55 years.o Completion of two City affordable housing agreements which will regulate 16 units of affordable housing for 55 years. o Six density bonus and inclusionary agreements which when complete will regulate an additional 125 affordable units. • Worked with City staff to update the City Mixed Income Housing Ordinance• Implemented the City of Sacramento revised Single Room Occupancy and Housing Trust Fund ordinances.• Implemented the County of Sacramento Housing Trust Fund and Affordable Housing Ordinances.• Processed County Affordable Housing Fee Waivers Certificates • In partnership with the City and County, completed and obtained approval of the Affordable Housing Plan which is a requirement of the City/County agreement to improve Single Family ..
• Provided financing and land for the development of several Habitat for Humanity homes • Provide down-payment assisted to four qualified home buyers using Permanent Local Housing Allocation funds • Completed Welcome Home Program which successfully sold 76 for Housing Authority home to income eligible home buyers Portfolio Management • Managed a $473 million portfolio of 851 loans. • Audited over 1270 tenant files to ensure compliance with income eligibly and property management procedures. • Monitored 76 resident services at multifamily properties • Completed annual audit confirmations for 94 multifamily developments. • Provided calculations and prepared invoices for the Supplemental Annual Administrative Fee for 52 multifamily bond developments. • Completed CDLAC Certification on 89 Mortgage Revenue Bond Projects. • Processed 5 loan subordination requests for existing single family home loans. • Processed 10 loan subordination or ownership change requests for existing multifamily loans. • Monitored compliance of over 987 single family home loans. Agency Asset Repositioning • Closed Phase 3 and Phase 4 financing to begin construction of the final 200 units of the Mirasol Village (formerly Twin Rivers) Transit Oriented Development (Choice Neighborhoods Initiative). Total Development Cost is $115M. • RAD RVP Group – The nonprofit affiliate (SHARP) completed the financial closing for the ..
acquisition and rehabilitation of 182 units at three central city properties (Riverview Plaza, Pine Knoll and Big Trees) in a LIHTC and tax-exempt bond transaction. . Total Development Cost is $83M. Federal Programs • Continued the implementation of Bringing Families Home initiative in partnership with the County of Sacramento’s Child Protective Services and the Sacramento Continuum of Care. • Continued the ongoing implementation of a comprehensive countywide Fair Housing program covering all jurisdictions within Sacramento County in partnership with all of the incorporated cities and the unincorporated County, and service providers such as Legal Services of Northern California, Project Sentinel and 211. • Released a Request for Proposals (RFP) for the 2025-2029 Consolidated Plan.• Issued NOFA’s for Park Districts and Non-Profits to fund projects in both the City and County for CDBG-eligible capital-improvements to public parks and public facilities located in low- and moderate-income areas.• Updated the CDBG and ESG Desk Guides.• Updated the subrecipient monitoring plan.• Began implementing the HOME-ARP Allocation Plan.• Completed Temple Park and Nielsen Park Improvement projects • Continued ongoing infrastructure and public facilities improvements: In the County, continuing projects include: o Walnut Grove ADA Restroomo Empowerment Park ADA Improvementso Arden Way Complete Streetso Watt Avenue Complete Streetso Rio Linda Area Streetlightso Jack Davis Park Shade Improvementso Gibson Ranch Regional Park ADA Improvementso Mather Community Campus Roofo 44th Street Bicycle Pedestrian and Streetlight Improvementso South Oak Park/Fruitridge Pocket ADA Improvementso South Sacramento Affordable Housing Pedestrian Improvementso Isleton Street Improvementso Galt C Street Enhancements ..
o Rosemont Community Sports Court Renovationso Santa Anita Gazebo Improvementso Edwin A Smith Park Shade Structure Improvementso Rosemont Park Baseball Fence Improvementso Henley Park Accessible Walkway Improvementso Howe Park Volleyball Court Improvements In the City, continuing projects include: o Broadway Complete Streets Improvementso Franklin Blvd Complete Street Improvementso Lawrence Park Inprovementso Mangan Park Improvementso Wood Park, O’Neil Field ADA Compliant Restroomo Mama Marks Park Improvementso Danny Nunn Park Improvementso Chorley Park Improvementso Camellia Park Improvementso Woodlake Park Improvementso 1st Avenue Park Improvementso Thelma and Hawk Park Improvementso Northgate Blvd Signals Improvementso Thelma and Hawk Park Improvementso Northgate Blvd Signals Improvements Northwood School Access Improvements China Town Light Study. DEVELOPMENT FINANCE:
Multifamily • Committed approximately $96.6 million in Multifamily Loan assistance to 10 affordable housing developments (On Broadway, RVP Group, San Juan, Arden Star, Madison Square Studios, Rodeway Inn, The Sequoia, Donner Field, Beech Hill, and Longview). • Approved issuance of $150 million in Mortgage Revenue Bonds for rehabilitation and construction of 3 multifamily developments (On Broadway, San Juan, and Einstein) • Completed construction and renovation of multifamily developments totaling ___ affordable 562 units (Sunrise Pointe, Mirasol A, Capitol Park, Central Sacramento Studios, and Central City) ..
• Completed State of California Homekey applications in the amount of $56,000,000 for the Arden Star and Madison Square Studios Projects in the County and the Rodeway Inn project in the City. If funded these projects will create 200+ new units of permanent supportive housing. • Applied for and received $12 million in Permanent Local Housing Allocations, and State Housing Trust Funds to be used for affordable multi-family new construction and rehabilitation projects Housing Policy Implementation • Implemented and managed affordability agreements and compliance for the City’s Mixed Income Ordinance and the County Affordable Housing Ordinance. – These ordinances require the creation of either single-family affordable units, multi-family affordable units, land dedication, fee payments or a combination of these option. Accomplishments include: o Completion of County land dedication agreement which will transfer 3 acres to SHRA for the new construction of 95 affordable multifamily units o Completion of County regulatory agreement which will regulate 8 units of affordable housing for 55 years.o Completion of two City affordable housing agreements which will regulate 16 units of affordable housing for 55 years. o Six density bonus and inclusionary agreements which when complete will regulate an additional 125 affordable units. • Worked with City staff to update the City Mixed Income Housing Ordinance • Implemented the City of Sacramento revised Single Room Occupancy and Housing Trust Fund ordinances. • Implemented the County of Sacramento Housing Trust Fund and Affordable Housing Ordinances. • Processed County Affordable Housing Fee Waivers Certificates ..
• In partnership with the City and County, completed and obtained approval of the Affordable Housing Plan which is a requirement of the City/County agreement to improve coordination on Homeless efforts throughout the City and County. Single Family • Provided financing and land for the development of several Habitat for Humanity homes • Provide down-payment assisted to four qualified home buyers using Permanent Local Housing Allocation funds • Completed Welcome Home Program which successfully sold 76 for Housing Authority home to income eligible home buyers Portfolio Management • Managed a $473 million portfolio of 851 loans. • Audited over 1270 tenant files to ensure compliance with income eligibly and property management procedures. • Monitored 76 resident services at multifamily properties • Completed annual audit confirmations for 94 multifamily developments. • Provided calculations and prepared invoices for the Supplemental Annual Administrative Fee for 52 multifamily bond developments. • Completed CDLAC Certification on 89 Mortgage Revenue Bond Projects. • Processed 5 loan subordination requests for existing single family home loans. • Processed 10 loan subordination or ownership change requests for existing multifamily loans. • Monitored compliance of over 987 single family home loans. ..
Agency Asset Repositioning • Closed Phase 3 and Phase 4 financing to begin construction of the final 200 units of the Mirasol Village (formerly Twin Rivers) Transit Oriented Development (Choice Neighborhoods Initiative). Total Development Cost is $115M. • RAD RVP Group – The nonprofit affiliate (SHARP) completed the financial closing for the acquisition and rehabilitation of 182 units at three central city properties (Riverview Plaza, Pine Knoll and Big Trees) in a LIHTC and tax-exempt bond transaction. . Total Development Cost is $83M. Federal Programs • Continued the implementation of Bringing Families Home initiative in partnership with the County of Sacramento’s Child Protective Services and the Sacramento Continuum of Care. • Continued the ongoing implementation of a comprehensive countywide Fair Housing program covering all jurisdictions within Sacramento County in partnership with all of the incorporated cities and the unincorporated County, and service providers such as Legal Services of Northern California, Project Sentinel and 211. • Released a Request for Proposals (RFP) for the 2025-2029 Consolidated Plan.• Issued NOFA’s for Park Districts and Non-Profits to fund projects in both the City and County for CDBG-eligible capital-improvements to public parks and public facilities located in low- and moderate-income areas.• Updated the CDBG and ESG Desk Guides.• Updated the subrecipient monitoring plan.• Began implementing the HOME-ARP Allocation Plan.• Completed Temple Park and Nielsen Park Improvement projects • Continued ongoing infrastructure and public facilities improvements: In the County, continuing projects include: o Walnut Grove ADA Restroomo Empowerment Park ADA Improvementso Arden Way Complete Streetso Watt Avenue Complete Streets ..
o Rio Linda Area Streetlightso Jack Davis Park Shade Improvementso Gibson Ranch Regional Park ADA Improvementso Mather Community Campus Roofo 44th Street Bicycle Pedestrian and Streetlight Improvementso South Oak Park/Fruitridge Pocket ADA Improvementso South Sacramento Affordable Housing Pedestrian Improvementso Isleton Street Improvementso Galt C Street Enhancementso Rosemont Community Sports Court Renovationso Santa Anita Gazebo Improvementso Edwin A Smith Park Shade Structure Improvementso Rosemont Park Baseball Fence Improvementso Henley Park Accessible Walkway Improvementso Howe Park Volleyball Court Improvements In the City, continuing projects include: o Broadway Complete Streets Improvementso Franklin Blvd Complete Street Improvementso Lawrence Park Inprovementso Mangan Park Improvementso Wood Park, O’Neil Field ADA Compliant Restroomo Mama Marks Park Improvementso Danny Nunn Park Improvementso Chorley Park Improvementso Camellia Park Improvementso Woodlake Park Improvementso 1st Avenue Park Improvementso Thelma and Hawk Park Improvementso Northgate Blvd Signals Improvementso Thelma and Hawk Park Improvementso Northgate Blvd Signals Improvements Northwood School Access Improvements China Town Light Study. DEVELOPMENT FINANCE:
Multifamily • Committed approximately $96.6 million in Multifamily Loan assistance to 10 affordable housing developments (On Broadway, RVP Group, San Juan, Arden Star, Madison Square Studios, Rodeway Inn, The Sequoia, Donner Field, Beech Hill, and Longview). ..
• Approved issuance of $150 million in Mortgage Revenue Bonds for rehabilitation and construction of 3 multifamily developments (On Broadway, San Juan, and Einstein) • Completed construction and renovation of multifamily developments totaling ___ affordable 562 units (Sunrise Pointe, Mirasol A, Capitol Park, Central Sacramento Studios, and Central City) • Completed State of California Homekey applications in the amount of $56,000,000 for the Arden Star and Madison Square Studios Projects in the County and the Rodeway Inn project in the City. If funded these projects will create 200+ new units of permanent supportive housing. • Applied for and received $12 million in Permanent Local Housing Allocations, and State Housing Trust Funds to be used for affordable multi-family new construction and rehabilitation projects Housing Policy Implementation • Implemented and managed affordability agreements and compliance for the City’s Mixed Income Ordinance and the County Affordable Housing Ordinance. – These ordinances require the creation of either single-family affordable units, multi-family affordable units, land dedication, fee payments or a combination of these option. Accomplishments include: o Completion of County land dedication agreement which will transfer 3 acres to SHRA for the new construction of 95 affordable multifamily units o Completion of County regulatory agreement which will regulate 8 units of affordable housing for 55 years.o Completion of two City affordable housing agreements which will regulate 16 units of affordable housing for 55 years. o Six density bonus and inclusionary agreements which when complete will regulate an additional 125 affordable units. • Worked with City staff to update the City Mixed Income Housing Ordinance ..
• Implemented the City of Sacramento revised Single Room Occupancy and Housing Trust Fund ordinances. • Implemented the County of Sacramento Housing Trust Fund and Affordable Housing Ordinances. • Processed County Affordable Housing Fee Waivers Certificates • In partnership with the City and County, completed and obtained approval of the Affordable Housing Plan which is a requirement of the City/County agreement to improve coordination on Homeless efforts throughout the City and County. Single Family • Provided financing and land for the development of several Habitat for Humanity homes • Provide down-payment assisted to four qualified home buyers using Permanent Local Housing Allocation funds • Completed Welcome Home Program which successfully sold 76 for Housing Authority home to income eligible home buyers Portfolio Management • Managed a $473 million portfolio of 851 loans. • Audited over 1270 tenant files to ensure compliance with income eligibly and property management procedures. • Monitored 76 resident services at multifamily properties • Completed annual audit confirmations for 94 multifamily developments. • Provided calculations and prepared invoices for the Supplemental Annual Administrative Fee for 52 multifamily bond developments. • Completed CDLAC Certification on 89 Mortgage Revenue Bond Projects. ..
• Processed 5 loan subordination requests for existing single family home loans. • Processed 10 loan subordination or ownership change requests for existing multifamily loans. • Monitored compliance of over 987 single family home loans. Agency Asset Repositioning • Closed Phase 3 and Phase 4 financing to begin construction of the final 200 units of the Mirasol Village (formerly Twin Rivers) Transit Oriented Development (Choice Neighborhoods Initiative). Total Development Cost is $115M. • RAD RVP Group – The nonprofit affiliate (SHARP) completed the financial closing for the acquisition and rehabilitation of 182 units at three central city properties (Riverview Plaza, Pine Knoll and Big Trees) in a LIHTC and tax-exempt bond transaction. . Total Development Cost is $83M.
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Development Output -CommunityDevelopmentDivision
PublicFacilities/InfrastructureContracts Awarded 17 18 19 8 20 Development Output -CommunityDevelopmentDivision Households RapidlyRehoused (Individuals) 99 200 200 200 100 Development Output -CommunityDevelopmentDivision Households Sheltered(ESG and CDBG) 197 860 860 860 700 Development Output -CommunityDevelopmentDivision Households assisted(HOPWA) 389 440 440 440 300 Development Output -CommunityDevelopmentDivision Households ReceivingMeals 5441 5564 4964 4964 4000 Development E ectiveness -CommunityDevelopmentDivision
PublicFacility/InfrastructureRequests (HighPriority) 17 18 19 8 14 Development E ectiveness -CommunityDevelopmentDivision
PublicFacilities/InfrastructureRequests Funded 17 19 19 8 14 Development E ectiveness -CommunityDevelopmentDivision
Months of ServiceEnrolled in RapidRehousing 4 5 5 5 5
Development E ectiveness -CommunityDevelopmentDivision
HousingAssisted/Number ofUnits (HOPWA) 594 400 400 360 300 ..
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Development E ectiveness -CommunityDevelopmentDivision Meals Served 395342 386279 386279 386279 400000 Development E ciency -CommunityDevelopmentDivision Cost per meal 3.85/4.20 3.85/10.82 3.85 3.85 3.85 Development E ciency -CommunityDevelopmentDivision A ordable UnitsPreserved (HOPWA) 40 40 40 40 40 Development E ciency -CommunityDevelopmentDivision
% of Funding AwardedPublicFacilities/Infrastructure 1 1 1 1 1 Development E ciency -CommunityDevelopmentDivision
Housed One-Year AfterExit From RapidRehousing 0.8 0.9 0.9 0.9 1 Development E ciency -CommunityDevelopmentDivision Cost Per HouseholdRapid Rehousing 10674 10674 10674 10674 10674 Development
Output -DevelopmentFinanceDivision -MultifamilyA ordableHousing $ of Loan Assistanceprovided $27 M $51.9M $22M $57.2 M $20M Development
Output -DevelopmentFinanceDivision -MultifamilyA ordableHousing # of DevelopmentsReceiving LoanAssistance 5 7 5 7 4
Development
Output -DevelopmentFinanceDivision -MultifamilyA ordableHousing # of units nanced 566 866 300 756 400
Development
Output -DevelopmentFinanceDivision -MultifamilyA ordableHousing $ of Mortgage RevenueBonds IssuanceApproved $97M $211M $100M $111M $100M Development
Output -DevelopmentFinanceDivision -MultifamilyA ordableHousing # of DevelopmentsReceiving MortgageRevenue Bonds 3 7 5 3 3 Development
Output -DevelopmentFinanceDivision -MultifamilyA ordableHousing # of DevelopmentsCompleted 2 8 5 7 6
Development
Output -DevelopmentFinanceDivision -MultifamilyA ordableHousing # of Units Completed 511 200 200 816 700
Development
Output -DevelopmentFinanceDivision -Housing PolicyImplementation City: Mixed IncomeHousing OrdinanceAnnual Report 1 1 1 1 1 Development
Output -DevelopmentFinanceDivision -Housing PolicyImplementation City: Mixed IncomeHousing OrdinanceHomebuyers Certi edand RegulatoryAgreements Recorded 21 0 0 0 Development
Output -DevelopmentFinanceDivision -Housing PolicyImplementation Housing Trust FundOrdinance AnnualReport (City & Countyof Sacramento) 2 2 2 2 2 Development
Output -DevelopmentFinanceDivision -Housing PolicyImplementation SRO Ordinance Report 1 1 1 1 1
..
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Development
Output -DevelopmentFinanceDivision -Housing PolicyImplementation County: A ordableHousing StrategiesApproved 1 1 1 1
Development
Output -DevelopmentFinanceDivision - SingleFamilyA ordableFinancing &HomeOwnership # of Loans FinancedUnder the Home BuyerDown PaymentAssistance Program 24 15 16 13 5 Development
Output -DevelopmentFinanceDivision - SingleFamilyA ordableFinancing &HomeOwnership $ amount of LoansFinanced under theHome Buyer DownPayment AssistanceProgram $952K $580K $640K $600K 250K Development
Output -DevelopmentFinanceDivision - SingleFamilyA ordableFinancing &HomeOwnership # of Certi cates Issuedunder the MCCPrograms 5 0 0 0 0
Development
Output -DevelopmentFinanceDivision - SingleFamilyA ordableFinancing &HomeOwnership $ Amount of FirstMortgage LoansLeverage with the MCCProgram $980K 0 0 0 0 Development
Output -DevelopmentFinanceDivision - SingleFamilyA ordableFinancing &HomeOwnership # of Parcels Sold &Income Certi cationsfor Owner OccupiedSingle Family Homes-NSP Program 0 0 0 0 0 Development
Output -DevelopmentFinanceDivision - SingleFamilyA ordableFinancing &HomeOwnership # of Welcome HomeProgram HomebuyersCerti ed 9 9 5 5 0
Development
Output -DevelopmentFinanceDivision - SingleFamilyA ordableFinancing &HomeOwnership # of Del Paso NuevoSingle Family HomesConstructed 46 22 0 0 0 Development
Output -DevelopmentFinanceDivision - SingleFamilyA ordableFinancing &HomeOwnership # of Del Paso NuevoHomebuyers Certi ed 27 10 0 5 0
Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of Loans Managed inthe Portfolio 987 960 940 876 800
Development
Output -DevelopmentFinanceDivision -PortfolioManagement $ Amount of LoansManaged $360M $380M $390M $417M 400M
Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of physicalinspection ofmultifamilydevelopments 183 160 184 25 50 Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of PhysicalInspections ofMultifamily Units 1053 2000 2674 300 600 ..
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of Multifamily Tenant les Audited 0 1000 2600 700 2000 Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of MultifamilyResident ServicesRequirementsMonitored 65 95 102 75 100 Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of Annual AuditCon rmations forMultifamilyDevelopments 112 94 95 101 100 Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of SupplementalAnnual AdministrativeFees (SAAF) Invoicedand Collected 48 48 48 51 50 Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of CDLACCerti cationsCompleted 0 82 83 94 90
Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of SubordinationLoan RequestsProcessed for ExistingMultifamily Loans 3 8 5 15 10 Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of SubordinationLoan RequestsProcessed for ExistingSingle Family HomeLoans 18 48 20 10 10 Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of Single FamilyHome LoansMonitored forCompliance 963 577 570 1031 1000 Development
Output -DevelopmentFinanceDivision -PortfolioManagement # of Children ProvidedAfter School Servicesdue to SAAF Funding 965 2026 2000 2109 3000 Development
E ectiveness -DevelopmentFinanceDivision -PortfolioManagement % of Multifamily UnitsConstructed orRenovated onscheduled 1 1 1 1 1 Development
E ectiveness -DevelopmentFinanceDivision -PortfolioManagement % of City/CountyAnnual HousingOrdinance ReportsCompleted 1 1 1 1 1 Development
E ectiveness -DevelopmentFinanceDivision -PortfolioManagement # of Del Paso NuevoHomebuyers Certi ed 27 10 0 6 0
Development
E ciency -DevelopmentFinanceDivision -PortfolioManagement $’s Leveraged perMortgage CreditCerti cate 196000 0 0 0 0 Development
E ciency -DevelopmentFinanceDivision -PortfolioManagement $’s spent per DownPayment Assistance 39583 38667 40000 40000 $200K Development Output - AssetRepositioningDivision Projects Repositionedfrom Public Housing toLIHTC Partnerships 3 1 3 2 3 Development Output - AssetRepositioningDivision Units Repositionedfrom Public Housing toLIHTC Partnerships 351 192 324 150 182 Development Output - AssetRepositioningDivision Existing Projects Re-syndicated 0 0 0 2 Development Output - AssetRepositioningDivision Projects Rehabilitated 1 1 1 3 Development Output - AssetRepositioningDivision Units Rehabilitated 124 192 124 182 ..
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Development Output - AssetRepositioningDivision Existing ProjectsRe nanced 1 1 1 0 Development Output - AssetRepositioningDivision Leveraged Funds $120million $15.2million $192.9million $150M Development Output - AssetRepositioningDivision Total ProjectsManaged throughrelated non-pro ts 9 10 15 15 19
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DEPARTMENT SUMMARY
The RAD department is a subdivision within the Public Housing Department that is responsible for utilizing the Department of Housing and Urban Development (HUD)’s RAD program to reposition the aging properties within the Public Housing Department’s housing portfolios.
APPROPRIATIONS SUMMARY
FUNCTIONS
The team acts as the developer for these projects, and their functions include: 1. Establishing a development timeline for the rehabilitation of the Public Housing properties through a close collaboration with the property management team within the Public Housing department.2. Creating scopes of development for each project, including scopes of work, financial underwriting, resident service, and relocation plans.3. Applying and securing financing for the properties. This may include applying for Low Income Housing Tax Credits (LIHTC), Bond financing, soliciting for permanent lenders, and tax credit investors.4. Soliciting for pre-development contracts for those applications through the Agency’s procurement department.5. Soliciting construction and resident service contracts for underwritten projects with secured financing.6. Providing relocation services for residents impacted by construction activities through a combination of internal staff and a third party contracted consultant.7. Managing the construction period of all RAD projects from the Notice to Proceed to the construction completion of each project.8. Working with the Finance department on construction draws, as well as on other lender or investor requirements.9. Converting the project’s financing from the construction period to the permanent loan period.10. Filing for any post-construction requirements, including but not limited to 8609s through the California Tax Credit Allocation Committee (CTCAC), additional investor and lender requirements, or additional Housing Authority requirements.11. Providing on-going support and information to other departments in regards to the RAD program and other pertinent project details. ..
GOALS ACCOMPLISHMENTS
The goals of the RAD department are as follows:1. To successfully convert and rehabilitate all Public Housing properties in order to ensure that resident families are provided with sanitary, safe, and secure homes.2. To work with each department within the Agency to ensure that projects are a benefit to the Agency and its residents and not a hindrance.3. To minimize adverse impacts to Public Housing residents as construction and relocation activities commence on these projects.4. To generate on-going cash flow and fee to support continued affordable housing development and opportunities. As an internal developer, the RAD team’s goal is to help preserve the financial stability of the Housing Authorities and the Sacramento Housing Authority Repositioning Program, Inc. (SHARP) by carefully selecting projects and crafting operating budgets that will lead to long term sustainability.
To date, the RAD team has successfully transitioned three projects from Public Housing to RAD. These projects are: 1. RAD Pilot. This was a scattered site project consisting of 124 units within the jurisdictions of the City and County of Sacramento. As the name suggests, this was the first attempt at a RAD project with both Housing Authorities. This included 6 properties:Perry Avenue43rd AvenueWalegra Folsom BlvdEl ParaisoElk Grove This project started in July 2020, with construction being completed December 2021. 2. Central City 1. This project consisted of 192 senior units located within the jurisdiction of the Housing Authority of the City of Sacramento. A vertical subdivision was conducted to separate the Housing Authority’s commercial space from the residential parcel at Edgewater, which was a first for the RAD team. There were two high rise buildings involved in this project: 626 I Street (Edgewater)1820 Capitol Avenue (Capitol Terrace) This project started construction in January 2022 and completed construction in December 2022. 3. RVP Group. This project consists of 182 senior units located within the jurisdiction of the Housing Authority of the City of Sacramento. This project was the first to include a non-public housing building, 600 I Street (Riverview Plaza). This property also ..
included a commercial space, so lessons learned from the previous project were applied to RVP Group. This project consisted of the following properties:600 I Street (Riverview Plaza)2516 H Street (Big Trees)917 38th Street (Pine Knoll) This project started construction in July 2023 and is expected to complete construction in September 2024. The RAD team is currently working on a new project, Auburn Falls. This project is a scattered site, multi-family project that is looking to convert 5 properties from the Sun River Asset Management Project (AMP). These properties are:Engle RoadNorthcrest CircleShupe DriveSunset AvenueTiara Way Funding applications will be submitted prior to the end of 2023, with an anticipated financial closing in 2024. Resident engagement has already begun on this project, and a preliminary scope has been completed.
KEY PERFORMANCE INDICATORS
Future tracking will include: 1. Project delivery times. Estimated times for pre-development, construction, etc. vs. actual delivery.2. Fee generation – proposed vs. delivered.3. Costs – proposed vs. actuals. Looking at measuring projects against their underwriting and looking at each project’s ability to stay within the prescribed budget. ..
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DEPARTMENT SUMMARY
The Real Estate and Construction Services Department (RECS) is comprised of two distinct divisions. The Real Estate division is primarily responsible for the buying and selling of property on behalf of the Agency. Construction Services manages the design and construction of a variety of projects on behalf of the Agency.
APPROPRIATIONS SUMMARY
FUNCTIONS
Real Estate Over the years, the Real Estate Department has been a resource for all Agency departments, providing centralized consulting and real estate services, including appraisals, lease and purchase negotiations, and documentation and closing of transactions for real property purchased and sold on behalf of the Agency. The department has also managed outside consulting Brokers. Many of these Real Estate functions are in the process of being absorbed by the two departments that use them most: The Housing Authority and the Development Department. RECS will continue to be a resource for these departments during this transition, and will maintain the archives of the prior Real Estate activities as well as assisting with the various transactions taking place moving forward. Construction Services Construction Services is responsible for the design, construction management, and contract compliance of a wide variety of Agency and private party construction projects in both the City and County of Sacramento. Projects include rehabilitation and new construction loans to owners and developers, the design and delivery of capital improvement projects and modernization of the conventional Public housing stock, design and the delivery of the “RAD” rehabilitation projects. ..
GOALS ACCOMPLISHMENTS
Continue administering the Agency’s implementation of HUD’s Lead Hazard Reduction Program to eligible grant recipients. Monitor the construction of the following projects at the Mirasol Village neighborhood:Housing Blocks C and DMirasol Village Early Childhood Education (ECE) facilityManage the modernization of Public Housing properties for the Housing Authority.Manage the rehabilitation of the three properties in the RAD Phase 3 (Central City 2) projectUpdate the Agency’s Section 3 and local hire policies. Manage the maintenance of the Agency’s vacant properties.Continue implementing the Agency’s property Disposition Plan by selling Agency-owned vacant properties most eligible for sale.Complete the remaining environmental remediation of the Auburn Garfield site, receive environmental clearance from the governing agency. Then sell the property.Provide budget analyses and construction oversight for the many lending programs the Agency offers.Strengthen employee engagement by creating more opportunities for staff learning and development within the department. Strengthen the collaborative relationship between RECS and the Housing Authorities to streamline operations.Standardize SHARP contracts and procurement procedures for SHARP projects Continue to foster a culture that recognizes its employees for their contributions to the Agency. Continue managing the Agency’s Home Repair Program (HRP), formerly known as the Emergency Repair Program Completed the Welcome Home Program (also known as the Purchase and Resale Entity (PRE) program) by rehabilitating 2 duplexes by converting them to four half-plexes and constructing one single-family home. Final sales to the new homeowners were completed in June 2023.Monitored various construction and rehabilitation projects for the Agency’s Development Department, including, but not limited to: Completion of the following projects: Multi-family rehab projects Northlake Senior ApartmentsVista NuevaSunrise PointeSierra SunriseMirasol Village: Housing Block AOn-going construction of the following projects: Multi-family rehab projects Capitol Park Hotel River City TrioCornerstoneWong Senior CentersSaybrookCoral GablesVilla JardinNorthview PointeMutual on the BoulevardHomekey projectsSutter HouseLa ManchaMirasol Village Blocks C & DDog Park and Walking PathManaged the rehabilitation and modernization of various Public Housing projects, including the renovation of several duplexes and single family homes, as well as several projects within the multi-family sites.Completed several Lead Based Paint remediation projects through the Lead Hazard Reduction ProgramImplemented and managed the Agency’s Home Repair Program (HRP)Managed the maintenance of the Agency’s many vacant properties. ..
Managed the commercial tenants at Riverview Plaza (600 I Street).
KEY PERFORMANCE INDICATORS
Department Category Measure FY 20Actuals FY 21Actuals FY 22Actuals FY 23Projections FY 24Projections Real Estate and Construction Services Output
# ofappraisalscompleted(appraise allpropertiesassigned) 121 12 12 5 10 assist asneeded
Real Estate and Construction Services Output # of AgencyownedVacantPropertiesSold 7 6 3 1 1 Real Estate and Construction Services Output # of PublicHousingrehabprojectsmanaged 15 15 20 15 15 Real Estate and Construction Services Output
# of Multi-familylendingprojects forwhichconstructionoversightwasprovided 15 16 15 15 20
Real Estate and Construction Services Output
# of Agency-owned singlefamilyhomesrehabbed orsold to 1sttime lowincomehomebuyers(totalcompletedover totalavailable) 7 6 5 5 WelcomeHomeprojectcompleted
Real Estate and Construction Services E ectiveness
% ofappraisalscompletedwithinestimatedtimeframe
0.9 0.9 0.9 0.9 0.9
Real Estate and Construction Services E ectiveness
# ofconstructionprojects withchangeordersunder 10%
0.85 0.85 0.85 0.85 0.88
Real Estate and Construction Services E ectiveness
% of Agencyowned singlefamilyhomesdesignatedfor 1st timelow incomehomebuyers,designed,rehabbed orsold (totalcompletedover totalavailable)
0.7 1 1 1 1
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DEPARTMENT SUMMARY
Since the beginning of 1994, the Community/Social Services programs have been managed by the County of Sacramento Department of Human Assistance (DHA). Beginning in 2012 several functions administered by DHA transitioned to the newly formed non-profit Sacramento Steps Forward (SSF). Additionally, beginning in 2012 and continuing in 2013 and beyond, SHRA began assuming specific programs previously administered by DHA.
APPROPRIATIONS SUMMARY
FUNCTIONS
SSF will coordinate various funding sources including Agency funds to support the Continuum of Care (CoC) programs including: Rapid Rehousing, transitional housing, and permanent supportive housing programs. SHRA has assumed administration of the Shelter Plus Care, Housing Opportunities for Persons with AIDS (HOPWA) and Emergency Shelter Grants (ESG) programs from DHA. Other non-profits (Asian Community Center) will administer Senior Nutrition programs.
GOALS ACCOMPLISHMENTS
Continue to implement the Coordinated Entry System in partnership with Sacramento Steps Forward • Continued implementation of the Coordinated Entry System in partnership with Sacramento Steps Forward.• Continued to implement the Continuum-wide Rapid Rehousing Guidelines, based on the Agency’s Emergency Solutions Grant Rapid Rehousing guidelines so that all Rapid Rehousing Programs have the same policies and procedures throughout the CoC.• Continued Bringing Families Home initiative in partnership with the County ofSacramento’s Child Protective Services and the Sacramento Continuum of Care. ..
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APPROPRIATIONS SUMMARY
(1) $5,500,000 Community Development Block Grant Note Payable authorized and issued September 14, 2006, due in installments of $146,000 to $461,000 from February 2007 through August 2026 with interest payable semiannually at 4.96% to 5.77% for the purpose of financing the Globe Mills project. This note is collateralized by and payable from the City Redevelopment Successor Agency. Globe Mills Adaptive Reuse Project preserved a City landmark structure and added 112 affordable senior and 31 market rate housing infill units to the Alkali Flat Redevelopment Area. (2) $13,000,000 Bank of America Note Payable originally authorized and issued June 2008. Refinanced in 2021, payments are due in monthly installments of $82,015 from October 2021 while keeping the June 2028 payroff. Interest is payable monthly at a reduced rage of 2.53%, down from the original 5.18%. The note finances the Agency’s administration building at 801 12th street. In 2009, after years of searching for a new location to house its headquarters, Sacramento Housing and Redevelopment Agency (SHRA) decided that the building at 801 12th Street was the most ideal choice among the many candidates it was considering. In 2009, work began on the renovations of the building, and in January 2010, SHRA commenced operations in the new location. The building received a LEED Silver rating for its energy saving rehabilitation, is located adjacent to a light-rail train stop, and is within walking distance of City Hall and many of SHRA’s ancillary offices. (3) $16,490,000 Community Development Block Grant Note Payable authorized and issued September 2018, due in installments of $306,000 to $1,087,000 from August 2020 through August 2040 with interest payable semiannually at 2.56% to for the purpose of financing the Twin Rivers Housing project. This note is collateralized by and payable from future CDBG entitlements. The funds from the Section 108 loan will be used to finance the installation of new infrastructure (storm water, water and sewer, roads and sidewalks) at the 22 acre Twin Rivers redevelopment site. The Twin Rivers Trasit-Oriented Development project will replace 218 units of obsolete public housing with up to 500 units of new affordable and moderate income housing within a master- planned community. The project was awarded a $30 million Choice Neighborhoods Initiative (CNI) grant from HUD in 2015, and CNI funds will be combined with State funds and tax credits to develop the housing units. In 2018, the project was awarded a $23 million State Transformative Climate Communities grant to develop a new Light Rail Station adjacent to the property and to install solar systems, a community garden and street trees. The demolition and environmental mitigation work will be completed in the first half of 2019. Then, Section 108 loan funds will be used to pay for the backbone infrastructure that will make it feasible for the residential development to proceed. ..
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Courtyard at Sunrise Pointe
CAPITAL PROJECTS
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Courtyard at Orangegrove
CAPITAL PROJECTS CONTINUED
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Mirasol Village Construction
CAPITAL PROJECTS CONTINUED
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A
ADMINISTRATIVE ORGANIZATIONS – Agency Clerk, Executive Director's Office, Finance, Governing Boards, Human Resources, Information Technology, Legal, and Procurement Services. AFSCME - American Federation of State, County and Municipal Employees. The union representing clerical, maintenance, and food service employees at the Agency in labor issues. AGENCY - The Sacramento Housing and Redevelopment Agency. AGENCY OVERHEAD - Costs of the administrative organizations that are distributed to the operating organizations. APPROPRIATION - An authorization by the Governing Bodies to make expenditures and to incur obligations for specific purposes. NOTE: An appropriation usually is time limited and must be expended before that deadline. Under normal conditions, an operating appropriation would have a one year life and a capital appropriation would be for the life of the project. ASSETS - Resources owned or held by the Agency which have monetary value. Certain kinds of assets are monetary, such as cash and receivables (money owed to the Agency), and others are non-monetary physical things, such as inventories, land, buildings, and equipment. AVAILABLE FUND BALANCE - The amount of fund balance available to finance the budget after deducting encumbrances and reserves.
B
BEGINNING FUND BALANCE - Resources available in a fund from the prior year after payment of the prior year's expenses. Not necessarily cash on hand. BLIGHTED AREAS - Areas and/or structures of a community which constitute either physical, social, or economic liabilities requiring redevelopment in the interest of the health, safety, and general welfare of the people of the community. BUDGET - A detailed purpose-specific annual financial plan consisting of proposed expenditures and the proposed means to finance those expenditures. BUDGET AMENDMENT - An augmentation or diminution of the approved budget as a result of a change in appropriations and/or revenues. BUDGET DOCUMENT - Written instrument used by the budget-making authority to present the budget. BUDGET TRANSFER - An increase in budgeted expenditures for one specific activity with a matching decrease in budgeted expenditures for another specific activity. There is no net change in appropriations.
C
CAPITAL IMPROVEMENT - A permanent addition to an asset, including the purchase of land, and the design, construction, or purchase of buildings or facilities, or major renovations of same. ..
CAPITAL IMPROVEMENT PROGRAM - An ongoing plan of single and multiple-year capital expenditures which is updated annually. CARRYOVER - Appropriated funds which remain unspent at the end of a fiscal year which are allowed to be retained by the department to which they were appropriated so that they may be expended in the next fiscal year for the purpose designated. CBO - See Community Based Organizations. CDBG – See Community Development Block Grant. COMMISSION - The Sacramento Housing and Redevelopment Commission. An eleven member citizen advisory group to the Governing Boards. COMMUNITY BASED ORGANIZATIONS - Neighborhood, community, and religious groups (generally non-profit) that provide community/social service programs to low-income and homeless individuals. COMMUNITY DEVELOPMENT BLOCK GRANT - a Federal entitlement program administered by the U.S. Housing and Urban Development Department. Funds may be used for public improvements, affordable housing, and to a limited extent for public services that benefit low and moderate income households and neighborhoods. CONTINGENCIES - A budgetary provision representing that portion of the financing requirement set aside to meet unforeseen expenditure requirements. COST - The estimated expenditure for a particular resource. CURRENT REQUIREMENTS - Expenditures for operations and capital improvements. Expenditures for operations include Employee Services, Services and Supplies, Other Charges, and Expenditure Transfers and Reimbursements. CURRENT RESOURCES - Resources which can be used to meet current obligations and expenditures including revenues and transfers in from other funds.
D
DEBT SERVICE - Payment of interest and principal on an obligation resulting from the issuance of bonds, notes, and leases and the fiscal agent fees associated with those payments. DEFICIT - An excess of expenditures over resources. DEPARTMENT - The basic unit of service responsibility, encompassing a broad mandate of related activities. DEPRECIATION - The portion of the original cost of a tangible fixed asset allocated to a particular fiscal or accounting period. DIVISION - A sub-unit of a department which encompasses a substantial portion of the duties assigned to a department. For example, Maintenance is a division of the Housing Department. See also Organization. ..
E
EMPLOYEE SERVICES - The personnel costs of an Agency program which include wages/salaries and the costs of direct and indirect benefits, such as health insurance, social security costs, retirement contributions, workers' compensation, unemployment insurance, etc. ENCUMBRANCE - An obligation in the form of a purchase order, contract, or other commitment which is chargeable to an appropriation and for which a part of the appropriation is reserved. In some cases, encumbrances are carried over into succeeding fiscal years. ENDING FUND BALANCE - Resources available in a fund at the end of the current year after payment of the current year's expenses. Not necessarily cash on hand. ENTERPRISE FUND – Proprietary fund type used to report an activity for which a fee is charged to external users for goods or services. EQUIPMENT - Tangible property intended for use longer than one year, excluding land or buildings and improvements thereon. Examples include vehicles, office or shop equipment, and appliances with a unit cost of over $5,000. NOTE: A lesser value may apply for some appliances purchased for Housing Authority uses. EXPENDITURE - The actual spending of funds authorized by an appropriation.
F
FEE FOR SERVICE - HUD has mandated that public housing authorities implement an administrative fee for centralized services provided to internal customers. The fees imposed are to reflect the true cost of providing the services, but should not exceed the level at which those services could be obtained from the private sector. FINANCIAL TRANSACTIONS - Costs of operations that are beyond the control of an operating organization. Examples include (1) fees charged by the City Treasurer for investing Agency funds, and (2) loan processing fees. FISCAL YEAR - A twelve-month period for which a budget is prepared. For the Agency, the fiscal year is January 1 to December 31. FIXED ASSET - An asset of long-term character such as land, buildings and improvements, property and equipment, and construction in progress. FTE - See Full-Time Equivalent. FULL-TIME EQUIVALENT - The decimal equivalent of a part-time position converted to a full-time basis, e.g., one person working half-time would count as 0.5 FTE. FUND - A separate, independent fiscal and accounting entity with its own assets, liabilities, and fund balance. FUND BALANCE - The total dollars remaining after current expenditures for operations and capital improvements are subtracted from the sum of the beginning fund balance and current resources. ..
G
GOVERNING BOARDS - The Sacramento Housing and Redevelopment Commission, the Housing Authority of the City of Sacramento, the Housing Authority of the County of Sacramento, the Sacramento City Council, and the Sacramento County Board of Supervisors. GOVERNMENTAL FUNDS – Funds used to account for tax-supported activities. GRANT - A contribution from one governmental unit to another, usually made for a specific purpose and time period.
H
HAP - See Housing Assistance Payment. HSA – Housing Successor Agency as determined by Assembly Bill number 26X1. HOUSING ASSISTANCE PAYMENT - Rental housing subsidies paid to landlords under various Agency programs. HPRP – See Homelessness Prevention and Rapid Re-Housing Program. HOMELESSNESS PREVENTION AND RAPID RE-HOUSING PROGRAM – Begun in 2009 by HUD, funding may be used to help families maintain current housing or to find new housing. The types of assistance provided includes: assistance to find and apply for housing; paying deposits; payment of past due utilities or rent; limited assistance with future rents; and connection to employment and other community services. HUD - The United States Department of Housing and Urban Development. HUD 5h PROGRAM - Section 5(h) helps low-income families purchase homes through an arrangement that benefits both the buyer and the public housing agency (PHA) that sells the unit. It gives the buyer access to an affordable homeownership opportunity and to the many tangible and intangible advantages it brings. HUD SECTION 32 PROGRAM - Offers public housing agencies (PHAs) a flexible way to sell public housing units to low-income families, with preference given to current residents of the unit(s) being sold. HUD OPERATING SUBSIDY – Provided annually by HUD, this should be the difference between the income generated by housing and the cost to operate the housing. However, depending on Congressional appropriations each year, the annual entitlement to public housing authorities is often less than the need.
I
INDIRECT COSTS - Those elements of cost necessary in the performance of a service which cannot be exactly or easily allocated to the unit of service. Usually, they relate to those expenditures which are not an integral part of the service such as utilities, supplies, management, supervision, etc. Another term for Overhead. ..
INTERDEPARTMENTAL CHARGES – Charges for services one department provides another department. Net appropriations reflect the elimination of interdepartmental charges to prevent double counting the same dollar which is budgeted in two places. INTERNAL SERVICE FUNDS – Proprietary fund type that may be used to account for any activity that provides goods or services to other funds, departments, or agencies of the primary government and its component units, or to other governments, on a cost-reimbursement basis.
J
JOINT POWERS AUTHORITY - An entity permitted under the laws of some states within the USA, whereby two or more public authorities (e.g. local governments or utility or transport districts) can operate collectively.
L
LIABILITIES - Debts or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. LOANS & GRANTS - Rehabilitation loans and grants to eligible property owners and commercial and industrial loans and grants for our Economic Development program.
M
MFSAF – Multifamily Supplemental Assessment Fee. MODIFIED ACCRUAL BASIS – An adaptation of the accrual basis of accounting for governmental fund types. Revenues are not recognized until they are measurable and available, and expenditures are recognized in the period in which governments liquidate the related liability rather than when that liability is first incurred.
N
NON-DEPARTMENTAL - Program costs that do not relate to any one department, but represent costs of a general, Agency-wide nature, e.g., insurance, some debt service, etc. NSP – See Neighborhood Stabilization Program. NEIGHBORHOOD STABILIZATION PROGRAM – HUD's Neighborhood Stabilization Program provides emergency assistance grants to state and local governments to acquire and rehabilitate, resell, or redevelop foreclosed or abandoned properties that might otherwise become sources of abandonment and blight within their communities in order to stabilize neighborhoods and stem the decline of property values for neighboring homes.
O
OBJECT CODE - A classification of expenditure or revenue. Expenditure examples include Rental of Real Property (object code 5040) and Out-of-Town Travel (object code 5305). Revenue examples ..
include Rental Income (object code 3500) and Investment Interest (object code 3600). OBLIGATION - An amount which a governmental unit may be required legally to meet out of its resources. They include not only actual liabilities, but also encumbrances. OPERATING BUDGET - That portion of the budget which consists of annual appropriations of funds for ongoing program costs, including employee services, services and supplies, capital expenditures, debt service, and other charges. OPERATING ORGANIZATIONS - The Community Development Department, Development Finance, Policy and Planning, and the Housing Authority Department. ORGANIZATION - The lowest entity in the budget hierarchy including all accounts for which a legal appropriation is approved by the Governing Bodies. Another term for division. OVERHEAD - See Indirect Costs.
P
PRIME - A major category of appropriation. Examples are Employee Services and Services and Supplies. PROJECT - An individual unit of cost accumulation within the accounting system. Examples include a specific capital improvement project or a type of work within an organization, e.g., payroll duties within the Finance Division. PROPRIETARY FUNDS – Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two types of proprietary funds: enterprise funds and internal service funds. PUBLIC HOUSING – Housing owned and managed by municipal agencies which is under contract with the United States Department of Housing and Urban Development (HUD). The contract imposes rent limitations, tenant income limitations, and maintenance requirements in return for subsidy funding from HUD.
R
RESERVE - An amount in a fund set aside to be used to meet cash requirements, emergency expenditures, or future defined requirements. A reserve is not an appropriation, and there is no limitation on the amount of reserves that can be established. RESOURCES - Total amounts available for appropriation during the fiscal year, including revenues, fund transfers, and available fund balances. REVENUE - Money received to finance ongoing Agency services. RLF – Revolving Loan Fund.
S
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SHRA-EA - Sacramento Housing and Redevelopment Agency Employees Association. The employee association representing administrative and technical Agency employees in labor issues. SERVICES AND SUPPLIES - Contractual services, expendable commodities, financial charges, office supplies, and equipment items costing under $5,000. STAKEHOLDER – a party which has an active interest either as a provider or a recipient.
T
TARGET AREA - The area which is designated in the Community Development Block Grant plans for redevelopment and revitalization. TEMPORARY EMPLOYEE - An Agency position where the employee works less than 1,000 hours during a fiscal year. Expenditures for these positions are classified as Employee Services in the Budget. NOTE: These positions are not counted as Agency employees when calculating FTE. TEMPORARY SERVICES EMPLOYEE - An employee of a temporary service company that is contracted by the Agency to perform a specific job for a short time period. Expenditures for these positions are classified as Services and Supplies in the Budget. A temporary services employee is not an Agency employee.
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