Sacramento City Council
December 3, 2024

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2024-01784 12/3/2024 Public Hearing Item 28.
(City Council/Housing Authority) Approval of the 2025 Sacramento Housing and Redevelopment Agency Proposed Budget and Adopting a Multi-Family Loan and Mortgage Revenue Bond Application Schedule [Noticed 11/01/2024;11/08/2024 and 11/15/2024] File ID: 2024-01784
Location: Citywide
Recommendation: Conduct a public hearing and upon conclusion: 1) adopt a City Council Resolution: a) approving the 2025 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 2025 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: Irene de Jong, Director of Finance, (916) 440-1373, [email protected]; Sacramento Housing and Redevelopment Agency
Presenter: Irene de Jong, Director of Finance, (916) 440-1373, [email protected]; Sacramento Housing and Redevelopment Agency
Attachments:
01-Description/Analysis
02-Attachment 1 - 2025 Background

File ID: 2024-01784 12/3/2024 Public Hearing Item 28.
03-City Council Resolution - Budget Approval
04-Exhibit A - Summary of Agency 2025 Budget
05-Housing Authority Resolution - Budget Approval
06-Exhibit B - Summary of Agency 2025 Budget
07-Exhibit B - 1 2025 City Public Housing Asset Management Projects (AMP) and Central Office Cost Center (COCC) Budget
08-Exhibit B-2 HUD Resolution Approving the 2025 City Public Housing Asset Management Projects (AMP) and Central Office Cost Center (COCC) 09-City Council Resolution Multi-Family Loan and Mortgage Revenue Bond Application Schedule
10-Exhibit C Multi-Family Loan and Mortgage Revenue Bond Application Schedule 11-Affordable Housing 2025 Budget Pipeline
12-Proposed Agency 2025 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 Bee on November 1, November 8, and November 15, 2024.

The Agency proposes a balanced budget in the amount of $327.1 million representing the operational activities and projects for 2025. The 2025 proposed budget represents a slight increase in overall spending of approximately $1.4 million compared with the prior year. This change in annual budget appropriations is primarily the result of the following: (1) the increase in Housing Assistance Payments of approximately $13.5 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; (2) expected wind-down of the Emergency Rental Assistance Program, which accounts for a decrease of $3 million in planned expenditures; and a (3) decrease in Public Services, which accounts for a $2.5 million decrease in planned expenditures. Capital Projects are also estimated to decrease a total of $1.2 million to approximately $61.2 million. Full-time employees (FTE) decreased by 5 FTE’s, from 320 to 315, as a result of winding down programs funded by one-time revenue sources.

The proposed 2025 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.

File ID: 2024-01784 12/3/2024 Public Hearing Item 28.

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 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. All revenues and expenses were adopted as of the prior year of 2021.

File ID: 2024-01784 12/3/2024 Public Hearing Item 28.

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 2025 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 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:

Sacramento Housing and Redevelopment Commission conducted 2025 budget workshops at its August 7, August 21, September 18, and October 2, 2024, meetings. At its November 20, 2024, meeting, the Commission approved this item.

Rationale for Recommendation: The proposed budget provides a fiscal strategy for operations and capital projects during 2025. The budget is in balance and complies with applicable federal, state, and local regulations on the use of the funds.

Financial Considerations: The 2025 proposed budget recommends total expenses of $327.1 million, with the Housing Assistance Payments budget at $199.9 million, the Operating budget at

File ID: 2024-01784 12/3/2024 Public Hearing Item 28.
$265.9 million; the Capital Project budget at $61.2 million; the Public Services budget at $5.8 million; and the Debt Service budget at $2.3 million. The 2025 proposed budget of $327.1 million represents a net increase of $1.4 million, or a 0.4% percent overall increase compared with the total 2024 Adopted budget. This net increase is due primarily to the increase in anticipated expenditures for Housing Assistance Payments.

Local Business Enterprise (LBE): Not Applicable.

2025 Agency Budget ATTACHMENT 1 December 3, 2024

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 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 2025 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 13,542 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 2024, HUD prorated our HAP eligibility at 98.9% and the Agency anticipates a similar funding level for 2025 based upon the current proposals moving through Congress.

The HCV Program is currently in “shortfall” which means that the funds allocated to cover the cost of the housing subsidies in 2024 exceed the funds available. Housing Authority staff is meeting regularly with HUD staff to track costs and implement cost- saving measures. For example, the Housing Authority stopped issuing vouchers1, began billing the initial Housing Authority for the management of their vouchers when families moved into Sacramento County from other jurisdictions, discontinued its practice of increasing the number of project-based vouchers and returned to the practice of issuing vouchers for a limited time period
HCV Administration Fee
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 2024, the Agency is receiving $117.17 per unit for the first 7,200-unit months leased each month and $109.35 per unit on all remaining unit months leased. HUD then applies a proration to the formula

1 Vouchers can still be issued for the Veterans Affairs and Supportive Housing (VASH) Program for homeless veterans, Foster Youth Initiative (FYI) for youth aging out of the foster care program to meet their award amounts.

Additionally, the Shelter Plus Care Program is not a voucher program so is exempt from any cost saving measures. 2025 Agency Budget ATTACHMENT 1 December 3, 2024
to reduce fees paid so that the administrative fees paid to the housing authorities’ matches the appropriations provided by Congress. In 2024 the proration was 97% of administrative funding eligibility. For 2025, the Agency is estimating a proration rate of 93%.

Public Housing/Property Management Operating Subsidy
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 1,797 apartments, duplexes, and some single-family homes to qualified low-income families. There are 1,257 units in the City of Sacramento, and 540 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.

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 2024, 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 A ssistance 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, Sac ramento 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 al so owns and manages 271 affordable units funded with tax credits and local funds. These local housing projects are not regulated by HUD and have revenues that are relatively status quo with prior years.

The non-profit organization Sacramento Housing Aut hority 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 603 Rental Assistance 2025 Agency Budget ATTACHMENT 1 December 3, 2024
Demonstration (RAD) and/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 unde r 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 participat ion 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. 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. 2024 saw a slight decrease in City funding but a small increase in County funding. It is anticipated that this 2025 funding will be similar to 2024 allocations.

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 preservat ion 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, ren ovating 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 2025 Agency Budget ATTACHMENT 1 December 3, 2024
significantly. 2018 saw a slight increase that did not continue into 2019. 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 have returned to pre pandemic levels in 2023 and 2024 and expected to be the same for 2025.

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 purpose 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. This positive trend continued through 2022, reflecting a resurgence in non-residential development and stronger commitment to affordable housing initiatives in our area. Due to these inherent fluctuations, 2025 revenues are projected to be slightly lower as compared with 2024 levels.

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. In 2023 and 2024 we saw a slight increase in ESG funding. In 2025, the revenues are projected to be relatively status quo with 2024 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 2025 Agency Budget ATTACHMENT 1 December 3, 2024
program, 780 landlords received payment for 1,230 families at risk of losing their housing.

In 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 California State Department of Housing and Community Development for the Emergency Rental Assistance Program (ERAP). Both the City and the County requested the Housing Authority implement a program to keep additional households from being evicted from their rental homes. Initially, a total of almost $107 million was available to provide renters with assistance paying rent and utilities. Another round of funding became available in 2021, so the Housing Authority received a total of almost $207 million.

As of September 15, 2024, 16,550 households have been helped in the amount of over $183 million. Additional information about this program is found at www.shra.org/sera.

Housing Opportunities for Persons With AIDS (HOPWA)
HOPWA funding provides housing assistance and related supportive services for people with HIV and AIDS. 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.

HOPWA saw a slight increase in funding in 2024. Revenues for 2025 are projected to be relative to the status quo with 2024 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. This approach helps to develop consortium-wide strategies and to form partnerships with area nonprofit organizations. SHRA works with sub-recipients to provide services to HOPWA-eligible clients.

RESOLUTION NO. 2024 -

Adopted by the Sacramento City Council

December 3, 2024

Approval of 2025 Budget for Sacramento Housing and Redevelopment Agency; Related Findings, Approvals, Delegations and Implementing Authorizations Including Authority for United States Department of Housing and Urban Development (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 m anage 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 COUN CIL RESOLVES AS FOLLOWS:

SECTION 1.

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 reasonabl y 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 2025 Operating Budget totaling $ 265,935,819 million and the 2025 Project Budget totaling $61,173,973 million, all as further described in the 2025 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 Agency for the 2025 fiscal year. The 2025 Agency Budget incorpor ates 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 315 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 acti on 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 S tate 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 5 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 2025 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 2025 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 2025 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 th e approved Budget. The Agency is also authorized to obtain flood insurance through the federal flood insurance program for Agency properties and this 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 adopted 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 (CDBG), Home Investment Partnership (HOM E), 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. I f 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 entities 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 HUD, 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 Budget. 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 entitie s (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 pro jects. 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. Except as provided in this resolution, no expenditure will exceed the approved Budget.

SECTION 18.

The Agency is authori zed to amend the Budget to appropriate for expenditure all revenues received in revolving funds.

SECTION 19.

The Agency is authorized to increase or decrease operating 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 budget 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 23.

The Agency is authorized to amend the Operating Budget or Capital Project Budget or transfer funding of approved capital projects or operating b udgets 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 24.

The Agency is authorized to execute and implement int ernal 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 25.

The Agency is authorized to exercise default remedies and take other actions to protect Agency assets under contracts, loans, disposition and development agreements, owner 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 current fair market value of the subject property). Further, the Agency is authorized to ren egotiate 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 26.

The Agency is authorized to 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 27.

All project appropriations in existence as of December 31, 2024, will be carried over and continued in 2025.

SECTION 28.

All multi-year operating grant budgets in existence as of December 31, 202 4, shall be continued in 2025.

SECTION 29.

All encumbrances for valid purchase orders and contracts in effect as of December 31, 2024, may remain in effect in 2025. The Agency is authorized to increase the Budget for valid encumbrances as of December 31, 2024, but only to the extent that the applic able division’s 2024 operating budget appropriations exceeded 2024 expenditures.

SECTION 30.

The Agency is authorized to incorporate the changes listed on Exhibit A as part of the 2025 Budget.

SECTION 31.

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 32.

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 33.

The Agency is authoriz ed to delegate the authorities as set out in this resolution to Agency’s Executive Director.

SECTION 34.

This resolution shall take effect immediately.

TABLE OF CONTENTS:

Exhibit A - Summary of Sacramento Housing and Redevelopment Agency Proposed 2025 Budget

EXHIBIT A

SUMMARY OF SACRAMENTO HOUSING
AND REDEVELOPMENT AGENCY PROPOSED 2025 BUDGET

Approved 2025 Total Operating Budget $ 265,935,819

Approved 2025 New Projects $ 61,173,973

TOTAL SHRA BUDGET $ 327,109,792

RESOLUTION NO. 2024 -

Adopted by the Housing Authority of the City of Sacramento

December 3, 2024

Approval of 2025 Budget for Sacramento Housing and Redevelopment Agency; Related Findings, Approvals, Delegations, and Implementing Authorizations; Including Authority for United States Department of Housing and Urban Development (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 overhe ad. 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 (HACS), managed and staffed by the Agency, as the local authority to retain the housing -assets and housing-functions previously performed by its Redevelopment Agenc y 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 2025 Operating Budget totaling $265,935,819 and the 2025 Project Budget totaling $61,173,973, all as further described in the 2025 Proposed Agency Budget (hereinafter “2025 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 Agency for the 2025 fiscal year. The 2025 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 315 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 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 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 ad opted the Budget without further action of the remaining entities.

SECTION 7.

The Executive Director, or designee, is authorized to submit the 2025 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 Executive Director, or designee, is authorized to amend the Budget 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 2025 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 2025 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 2025 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, the 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 awarde d, 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 accordin gly. 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 insurance for its properties and ope rations 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 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 disposition 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 to 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), Hom e 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, procedure s, and requirements prescribed as a condition of such grants. Agency is authorized to amend the Capital Reserve Project budget in the event that the actual entitlement exceeds, or is less than, that estimated in the Budget.

SECTION 18.

The Executive D irector, or designee, is authorized to administer funds or delegate authority to other appropriate entities 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 execute 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 2024 Agency Budget year.

SECTION 21.

The Executive Director is authorized to amend the budget to transfer or accept funding or assets consistent with an appr oved recognized obligation payment schedule to the Agency or City Redevelopment Agency Successor Agency (RASA) for approved capital projects 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 to 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, equipment 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 t ransfer 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 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. Exce pt 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 contingency 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 used 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 Executiv e 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 as consistent with bond covenants, tax laws and applicable redevelopment la ws 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 agency 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 current 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 existing 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 Director 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, 2024, will be carried over and continued in 2025.

SECTION 38.

All multi -year operating grant budgets in e xistence as of December 31, 2024, shall be continued in 2025.

SECTION 39.

All encumbrances for valid purchase orders and contracts in effect as of December 31, 2024, may remain in effect in 2025. The Executive Director, or designee, is authorized to increase the Budget for valid encumbrances as of December 31, 2024, but only to the extent that the applicable division’s 2024 operating budget appropriations exceeded 2024 expenditures.

SECTION 40.

The Executive Director, or designee, is authorized to inco rporate the changes listed on Exhibit A-1 as part of the 2025 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 2025 Budget

Exhibit B-1: 2025 City Public Housing Asset Management Projects (AMP) and Central Office Cost Center (COCC)

Exhibit B-2: HUD Resolution Approving the 2025 AMP Budgets

EXHIBIT B

SUMMARY OF SACRAMENTO HOUSING
AND REDEVELOPMENT AGENCY PROPOSED 2025 BUDGET

Approved 2025 Total Operating Budget $ 265,935,819

Approved 2025 New Projects $ 61,173,973

TOTAL SHRA BUDGET $ 327,109,792

Exhibit B-1
City Public Housing AMP, Central Office and Central Services Budget January 1 - December 31, 2025
PHA Code: CA005 Total
City of Sacramento City City COCC
City City City City City City Public Central Office
AMP 1 AMP 2 AMP 3 AMP 4 AMP 5 AMP 7 Housing & Central Svc Beginning fund equity 1,100,789$ 1,587,002$ 1,687,238$ 1,201,432$ 1,587,002$ 1,040,464$ 8,203,927 -$ Revenues:

HUD Operating Subsidy 1,748,732 1,928,815 455,459 5,286,872 671,440 694,987 10,786,305 - Maintenance Charges to Tenants2,000 3,200 246 2,400 1,500 375 9,721 - Washer/Dryer Income - - 4,596 3,100 2,000 4,600 14,296 - Rental Income - Dwelling 1,545,566 1,554,853 703,804 387,554 611,678 450,585 5,254,040 - Rental Income - Commercial - - 375,000 375,000 - Rental income other 8,460 17,000 - - 25,460 Interest Income - Investment 20,000 37,000 61,410 8,450 10,500 8,200 145,560 - Bad Debt Recovery - - - - 100 100 Return Check Fee 15 - - - 15 Miscellaneous income - - 2,260 - - 250 2,510 - Management Fee - - - - - - 1,053,527 IT/Bookkeeping Fee - - - - - - - 23,400 Asset Management Fee - - - - - - - 31,200 Admin Fee (CFP) - - - - - - - 979,603 Central services fees - - - - - - - Total operating revenue 3,324,773 3,540,868 1,602,775 5,688,376 1,297,118 1,159,097 16,613,007 2,087,730 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 in3,390,188 3,606,677 1,729,024 5,753,791 1,382,533 1,226,739 17,088,952 2,087,730 Expenditures:

Employee Services:
- Management/Maintenance944,146 1,035,186 119,390 374,081 389,068 411,309 3,273,180 1,035,748 - Resident Trainees 26,379 26,379 31,175 26,379 26,379 23,981 160,672 - Total Employee Services 970,525 1,061,565 150,565 400,460 415,447 435,290 3,433,852 1,035,748 Services & Supplies:
- Management/Maintenance969,284 941,600 568,290 303,000 828,514 652,161 4,262,849 789,000 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 2,370,055 2,509,274 967,222 866,022 1,435,985 1,288,812 9,437,370 2,041,390 Ending Balance 2,120,922$ 2,684,405$ 2,449,040$ 6,089,201$ 1,533,550$ 978,391$ 15,855,509$ 46,340$ 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: __01/01/2025_________ 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: __12/3/2024_____

 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:

12/3/2024

RESOLUTION NO. 2024 -

Adopted by the Sacramento City Council

December 3, 2024

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 2025 Multifamily Lending and Mortgage Revenue Bond Policies Program Application Schedule as outlined in Exhibit A-2.

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 Policy 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 A -2: Multifamily Lending and Mortgage Revenue Bond Policies Program Application Schedule

Exhibit C

Sacramento Housing and Redevelopment Agency
Multi-Family Loan and Mortgage Revenue Bond Applications

2025 Schedule

April 9% TCAC & CDLAC Applications:

Pre-Application Deadline January 2, 2025
Application Deadline March 3, 2025
Environmental Deadline* May 1, 2025
Sacramento Housing and Redevelopment Commission (SHRC) June 4, 2025 Board of Supervisors (Board) / City Council (Council) June 10, 2025 Est. 9% TCAC/CDLAC Application Deadlines July 1, 2025 / August 1, 2025

August 9% TCAC & CDLAC Applications:

Pre-Application Deadline July 1, 2025
Application Deadline September 1, 2025
Environmental Deadline* October 16, 2025
SHRC January 21, 2026
Board / Council January 27, 2026
Est. 9% TCAC/CDLAC Application Deadlines February 1, 2026 /April 1, 2026

.

*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 2024*

Name Location Developer Total Units Affordability AMI Funding Request The Elvas Elvas and Folsom The Pacific
Companies
123 30%-80% AMI $5 million
Residence Inn 2618 Gateway Oaks Jamboree
Housing
124 30% AMI $8.4 million
Northgate 3796 Northgate Blvd Capitol
Supportive
Housing
131 30% AMI $7.8 million
Hope Haven 5961 Franklin Blvd St. Vincent
DePaul
125 30% AMI $12.8 million
I Street Apartments 1511 & 1517
I Street
Community
Housing Works
84 30% - 80% AMI $3 million
Franklin & 45th 6301 Franklin & 45th
Street
Danco 61 30% AMI $12 million
Longview Longview Drive Jamboree
Housing
66 30% AMI
(65 homeless)
$3.5 million
San Juan II 5716 Stockton Blvd Mutual Housing 70 30-60% AMI (46 homeless)
$4 million
Folsom Garden
Apartments
Corner of Bradshaw
Blvd & Folsom Blvd
West
Development
Ventures
48 30% - 60% AMI $3.5 million
Power Inn Road 8370 Power Inn Rd RCD 74 30% - 70% AMI $7.4 million Motel 6 South Area 7407 Elsie Ave EAH 60 30% AMI $6.9 million Edison Apartments 3636 Edison Ave Community
Solutions
International
122 80% AMI $2 million
Total 1088 $76.3 million
* Insufficient funds.
.

sacramento housing and
redevelopment agency

PROPOSED BUDGET
fy 2025
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shra
proposed budget
fy2025
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
By
La Shelle Dozier
Executive Director
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shra
2025 proposed budget

ACKNOWLEDGMENT
Prepared by the Sacramento Housing and Redevelopment Agency Finance Department
Irene De Jong, Director of Finance
Kay Worthington, Finance Manager
Jeanette Cervantes, Finance Analyst
Tanner Myers, Accountant
Bailey Lerch, Accountant
Darcy Kooman, Accountant
Judi Roe, Accountant
April Ling, Finance Specialist - Payroll
Barbara Reisinger, Accounting Technician
Design and layout by Leo Autote III
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TABLE OF CONTENTS
1 - general
Transmittal Letter
Profile of SHRA
Long-Term Financial Planning
Relevant Financial Policies
Stategic Goals
Jurisdictional Comparisons
Mission, Vision, and Goals
Budget Process Timeline
3 5
6 7
8 9
10 11
2 - financial management policies
Revenue Policy
Debt Policy
Interdepartmental Charges/Indirect Cost Recovery
Annual Audit
Budget Policies and Procedures
Accounting Structure and Principles
17 17
18 21
21 23
Major Revenue - Description and Revenue Estimates29
Fund Structure38
3 - major revenue
4 - fund structure
5 - budget summaries
Agency Organization Chart
Summary of Full-Time Equivalent (FTE) Positions by Department Budget Appropriation Comparison Schedule
Fund Equity Summary
Fund Equity - City Enterprise Funds - Housing
Fund Equity - County Enterprise Funds - Housing
Fund Equity - Other Governmental Funds
Fund Equity - Internal Services Funds
41 42
43 44
45 46
47 53
Agency Clerk
Executive Director
Finance
Governing Boards
Human Resources
Information Technology
Legal
Procurement Services
SHRA Administrative Headquarters
57 61
65 69
71 77
81 89
95 Housing Choice Voucher Program
Homeless Innovations
Property Management/Public Housing
99 111
115
Development
Rental Assistance Demonstration Program
127
141
6 - administrative support
7 - housing authority
8 - development
9 - real estate and
construction services
Community Social Services
Public Services by Category
157
159
Real Estate and Construction Services149
Debt Service163
10 - community social services
11 - debt service
12 - capital projects
Glossary173
Capital Projects Schedule167
13 - glossary
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sacramento housing and
redevelopment agency

PROPOSED BUDGET
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1 GENERAL

OVERVIEW
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1general oveview
3 shra 2025 budget

GENERAL OVERVIEW

TRANSMITTAL LETTER
December 3, 2024
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 2025. This budget document provides detailed information about the forecasted revenues and expenditures for the Agency in the coming year.

OVERVIEW OF THE 2025 SHRA PROPOSED BUDGET
The 2025 Proposed Agency Budget is a balanced budget in the amount of $327.1 million representing the operational activities and projects for 2025.

The 2025 proposed budget represents a slight increase in overall spending of approximately $1.4 million compared with the prior year. This change in annual budget appropriations is primarily the result of the increase in Housing Assistance Payments, which accounts for an increase of $13.5 million in planned expenditures. This estimated increase is 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.

At the same time, the Agency is expecting to wind down its Emergency Rental Assistance Program, which accounts for a $3 million decrease in planned expenditures. Capital Projects are estimated to decrease a total of $1.2 million 1 4
shra 2025 budget
to approximately $61.2 million. Full time employees (FTE) are decreasing by 5 FTE’s, from 320 to 315, as a result of winding down programs funded by one- time revenue sources.

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 2025 budget centers on conveying the Mission, Vision & Goals of the Organization, by:
• Continuing to maximize leasing of vouchers in the HCV program. • Continuing to pursue new funding opportunities to decrease reliance on traditional funding sources for the creation and preservation of affordable housing and by;
• Continuing to focus on the rehabilitation and repositioning of former Public Housing properties.

The 2025 challenges include the aging 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,
La Shelle Dozier
Executive Director
general overview
1general oveview
5 shra 2025 budget

GENERAL OVERVIEW

PROFILE OF THE AGENCY
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 1 general overview
6 shra 2025 budget

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. 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 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. 1general oveview
7 shra 2025 budget
• Protecting “core services” to the greatest extent possible, with delivery of housing 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;
• Consideration of the long term financial sustainability; • Using partnerships with community based organizations and private entities whenever practical; and
• Developing budget plans that deal with the immediate needs of the Agency and employ strategies that address the long-term needs of the communities we serve.

GUIDING PRINCIPLES USED TO DEVELOP THE
AGENCY’S BUDGET

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.
1 general overview
8 shra 2025 budget

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.

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 2025 budget, that departmental objectives and goals were obtainable, and to establish outcomes that best support the Mission of SHRA. 1general oveview
9 shra 2025 budget

JURISDICTIONAL COMPARISONS

Fiscal Year Basis

1 Demographics - 202 4 courtesy of Department of Finance 2 2024 HUD median income for California counties based on a family of four.

Fiscal Year
Sacramento Housing &
Redevelopment Agency
San Diego Housing
Commission
24/25 Budget (SHRA) (SHDC)
Year Established 1982 - JPA 1979
Governed By 1. City Council 2. HACS San Diego City Council (HA)

3. County BOS 4. HACOS Commission (Advisory)

5. Commission
Housing Authorities FOR: City & County of Sacramento City of San Diego Comparison Significance Largest Area Provider of Largest Area Provider of Affordable Housing Affordable Housing
Population: 1
• County 1,578,938 3,291,101
• City 520,407 1,385,379
Area Median Income (Annual) 2 113,852 116,800
Budget Comparison – January - December July - June
Revenue
Total Revenue $419M $715.3M
Expenditures
• Personnel Costs $33.6M $60.1M
• Housing Programs $216.1M $412.1M
• Other $16.2M $138.8M
• Capital $61.2M $104.3M
Total Budget $327.1M $715.3M
Total FTE 315 408
1 general overview
10 shra 2025 budget
SHRA’s mission is to provide affordable housing
opportunities, revitalize communities 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, SHRA is working to fulfill these goals:
• Develop, preserve and finance a continuum of affordable housing opportunities for Sacramento City and County residents • Effectively and efficiently maintain Agency-owned housing by providing tenant-based rental assistance programs
• Revitalize lower income neighborhoods to create healthy and sustainable communities
• Promote economic development through strategic infrastructure and public facility improvements

OUR MISSION

OUR VISION

OUR GOALS
1general oveview
11 shra 2025 budget
JUNE
Fund Equity - Mid-Year Schedule
The mid-year fund equity schedule provides the estimated beginning balance available for appropriation. The estimated beginning balance available is any amount that has not been previously budgeted. The beginning balance estimates are critical as they let management know if there were excesses or deficits from prior years. Excesses will help fund future expenditures while deficits will need to be funded from the next year’s revenues or a transfer from other funding sources.

Revenue Schedule
The revenue schedule contains your prior year actual revenues, estimated revenue data for the current year, projected to year end, and the revenue forecast for the next year. The revenue estimates should be based on historical amounts and any new revenue streams (grants, entitlements, subsidies, rents, loans, rebates, etc.) that expected in the following year. These estimates are critical as the rest of the budget is built from this data.

Budget Narrative and Performance Measures Available for Update Departments are provided with the forms necessary to complete their budget narrative and begin compiling the performance measures reported in the budget. Each Narrative includes description of the Division/Department activities, Goals and objectives for the budget year as well as prior year accomplishments and Performance measures.

BUDGET TIMELINE
1 general overview
12 shra 2025 budget
JULY
Operating Division Budget
(salaries, benefits, services and supplies & misc fees) Each operating division has their own operating budget file. The salary and benefit information is provided to Finance management by HR. The amounts for the services and supply budgets are mainly provided by managers and directors of each division. Certain items are provided by Finance management (insurance, audit fees, banking fees, housing management & bookkeeping fees). Finance management works with the directors/managers from the other divisions in order to obtain the best estimates and if necessary, reduce the amount requested due to availability of revenues.

Project Defunding Schedule
The project defunding schedule is created with input from program staff.

They determine if there are budgeted projects that will not be developed or acted upon. By defunding a capital project, it frees up an amount that can be re-budgeted for another project or used for operations. It can also remain unbudgeted in order to cover a deficit fund balance.

Debt Service Schedule
The debt service schedule is provided by Finance management & staff. The amounts come from amortization schedules in the debt data base or may be projected amounts for new debt issues. Re-payment on advances to other funds are also included in this schedule as well as payments to outside entities.

The debt service principal and interest payments are budgeted into division

91. HCV and Headquarter debt service amounts are in the operating division worksheets but need to be added as memo entries in the debt service schedule for presentation purposes.
1general oveview
13 shra 2025 budget
JULY continued
Transfers schedule
The transfers schedule is created near the end of the process. Management will determine if there are funds that have deficits that can be covered by another funding source. Certain funds have strict guidelines on how deficits can be funded. Housing funds (AMPs) have transfers from the capital fund program for operations and management improvements.

Financial transactions
Financial transaction data is provided mainly from Finance staff. The types of transactions are investment fees, Amerinational fees, fiscal agent fees, property tax/flood assessments, banking fees, rebates, repayment agreements, misc. insurance fees, and any other fees that don’t go into the operating division. The financial transaction fees are budgeted into divisions 90 (with a few exceptions).

HAPs schedule
The Housing Assistance Payments (HAPS) expenditure amounts are provided by Finance staff based on anticipated revenue amounts.

Public services schedule
Public Services schedule contains amounts budgeted to non-profit entities for use in homeless programs and other community service projects. The Executive staff works with the other entities to determine the level of need as well as available agency resources.

Capital Projects schedule
The capital project schedule is compiled by information on anticipated projects from program staff. Finance Management will also include available amounts remaining in certain funds as development assistance or housing development assistance projects.
1 general overview
14 shra 2025 budget
AUGUST
Department budget meetings
The budgets created by the departments are submitted and prepped for budget meetings with Executive Director and Chief Financial Officer.

Debt budget meetings continue
The budgets created by the departments are finalized with Executive Director and Chief Financial Officer.

SEPTEMBER
Budget Workshops - Commission
Budget workshops occur with Commission specifically focusing on Housing Authority revenues and Overview of Revenue Trends and projections for the following year.

Budget Presentation - Commission
Presentation of final Proposed Budget is presented by the Chief Financial Officer and Executive Director to the Agency Commission.

OCTOBER
Budget Presentations - City and County
Presentation of final Proposed Budget is presented by the Executive Director to City Council and County Board of Supervisors.

NOVEMBER
2 FINANCIAL

MANAGEMENT
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1general oveview
17 shra 2025 budget

FINANCIAL MANAGEMENT
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.

REVENUE POLICY - FY2025
2 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.

DEBT POLICY - FY2025
Minimize debt service
and issuance cost
Maintain the highest
practical credit rating
Evaluate the cost effectiveness
of all potential borrowings
18 shra 2025 budget
Compliance with
continuing disclosure
requirements
2 financial management
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.

Full and timely
repayment of
outstanding debt
The Agency currently utilizes an internal service fund for the following purposes:

INTERDEPARTMENTAL CHARGES/
INDIRECT COST RECOVERY - FY2025
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. 19 shra 2025 budget
2financial management
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
Support Services fund which is a combination of the following Departments:
• Governing Boards
• Executive Director
• Legal
• Human Resources
• Finance
• Information Technology
• Agency Clerk
• Procurement
• Capital Projects – Admin Services

DESCRIPTION/TYPES OF EXPENDITURES
Expenses directly related to the administration and management of the Agency.

These expenses are spread to all funds included in the allocation model. 20 shra 2025 budget
2 financial management

DIVISION CHARGES
• Housing Admin
• Housing Choice Voucher
• Community 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.
42% 45% 13%
Costs Housing Housing Choice
Voucher
Community
Development TOTAL
$30,000 $12,600 $13,500 $3,900 $30,000
$2,186,522 $918,339 $983,935 $284,248 $2,186,522
$1,756,094 $737,559 $790,242 $228,292 $1,756,094
$2,149,223 $902,674 $967,150 $279,399 $2,149,223
$1,787,989 $750,955 $804,595 $232,439 $1,787,989
$4,086,419 $1,716,296 $1,838,889 $531,234 $4,086,419
$1,603,085 $673,296 $721,388 $208,401 $1,603,085
$346,248 $145,424 $155,812 $45,012 $346,248
$13,945,580 $5,857,144 $6,275,511 $1,812,925 $13,945,580 Procurement
Agency Clerk
Totals
Governing Boards
Executive Director
Legal
Human Resources
Finance
Information Technology
21 shra 2025 budget
2financial management
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.

ANNUAL AUDIT - FY2025
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 POLICIES AND PROCEDURES - FY2025

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. 22 shra 2025 budget
2 financial management

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. 23 shra 2025 budget
2financial management

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.

ACCOUNTING STRUCTURE AND PRINCIPLES - FY2025

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).
24 shra 2025 budget
2 financial management
“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 Service
• Governmental Funds:

Special Revenue, Debt Service and
Capital Projects
• Account 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.
25 shra 2025 budget
2financial management
Internal Service
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.

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 accumulation of resources for, and
payment of, interest and principal on long-term debt.
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3 MAJOR

REVENUE
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1general oveview
29 shra 2025 budget

MAJOR REVENUE
3 MAJOR REVENUES AND DESCRIPTIONS

OF PROGRAMS

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 2025 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 13,542 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 2024, HUD prorated our HAP eligibility at 98.9% and the Agency anticipates a similar funding level for 2025 based upon the current proposals moving through Congress.

The HCV Program is currently in “shortfall” which means that the funds allocated to cover the cost of the housing subsidies in 2024 exceed the funds available.

Housing Authority staff is meeting regularly with HUD staff to track costs and implement cost-saving measures. For example, the Housing Authority stopped issuing vouchers , began billing the initial Housing Authority for the management of their vouchers when families moved into Sacramento County from other jurisdictions, discontinued its practice of increasing the number of project-based vouchers and returned to the practice of issuing vouchers for a limited time period.
1 Vouchers can still be
issued for the Veterans
Affairs and Supportive
Housing (VASH)
Program for homeless
veterans, Foster Youth
Initiative (FYI) for
youth aging out of the
foster care program
to meet their award
amounts. Additionally,
the Shelter Plus Care
Program is not a
voucher program so is
exempt from any cost
saving measures.
30 shra 2025 budget
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 1,797 apartments, duplexes, and some single-family homes to qualified low-income families. There are 1,257 units in the City of Sacramento, and 540 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.

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 2024, 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 3 major revenue

HCV ADMINISTRATIVE FEE
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 2024, the Agency is receiving $117.17 per unit for the first 7,200-unit months leased each month and $109.35 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 authorities’ matches the appropriations provided by Congress. In 2024 the proration was 97% of administrative funding eligibility. For 2025, the Agency is estimating a proration rate of 93%.

PUBLIC HOUSING/PROPERTY MANAGEMENT

OPERATING SUBSIDY
31 shra 2025 budget
3major revenue
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 anticipate 2025 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 603 Rental Assistance Demonstration (RAD) and/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 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. These funds must be used to augment but not replace local funds and responsibilities. 32 shra 2025 budget
3 major revenue
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. 2024 saw a slight decrease in City funding but a small increase in County funding. It is anticipated that this 2025 funding will be similar to 2024 allocations.

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.

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 have returned to pre pandemic levels in 2023 and 2024 and expected to be the same for 2025.

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 purpose 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. 33 shra 2025 budget
3major revenue
This positive trend continued through 2022, reflecting a resurgence in non- residential development and stronger commitment to affordable housing initiatives in our area. Due to these inherent fluctuations, 2025 revenues are projected to be slightly lower as compared with 2024 levels.

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. In 2023 and 2024 we saw a slight increase in ESG funding. In 2025, the revenues are projected to be relatively status quo with 2024 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 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 California State Department of Housing and Community Development for the Emergency Rental Assistance Program (ERAP). Both the City and the County requested the Housing Authority implement a program to keep additional households from being evicted from their rental homes. Initially, a total of almost $107 million was available to provide renters with assistance paying rent and utilities. Another round of funding became available in 2021 so the Housing Authority received a total of almost $207 million.

As of September 15, 2024, 16,550 households have been helped in the amount of over $183 million. Additional information about this program is found at www.shra.org/sera.
34 shra 2025 budget
3 major revenue

HOUSING OPPORTUNITIES FOR PERSONS

WITH AIDS (HOPWA)
HOPWA funding provides housing assistance and related supportive services for people with HIV and AIDS. 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. HOPWA saw a slight increase in funding in 2024. Revenues for 2025 are projected to be relative to the status quo with 2024 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. This approach helps to develop consortium-wide strategies and to form partnerships with area nonprofit organizations. SHRA works with sub-recipients to provide services to HOPWA-eligible clients.
4 FUND

STRUCTURE
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1general oveview
37 shra 2025 budget

FUND STRUCTURE
4 Administration
Housing Choice
Voucher Program
• Affordable Housing
• Affordable Housing
Ordinance (AHO)
Monitoring
• Begin
• Begin State Prop 46
• CalHome
• Community Development
Block Grant (CDBG)
• CDBG – NSP 1
• CDBG – NSP 3
• CDBG – Program Income
• CDBG - Revolving Loan
Fund
• (RLF) 1st Time
Homebuyer
• CDBG - RLF (Commercial)
• CDBG - RLF (Multi-Family)
• CDBG - RLF (Single
Family)
• CDBG – Section 108 – Del
Paso Nuevo
• CDBG – Section 108 –
Globe Mills
• Choice Neighborhood
Initiative Grant (CNI)
• Comprehensive Alcohol
Treatment Center (CATC)
• County Economic
Development Activities
• Emergency Solutions
Grant (ESG)
• Globe Mills Economic
Development Initiative
Grant (EDI)
• HOME
• HOME – American Dream
DownPayment Initiative
• HOME – RLF
• Housing Opportunities
for Persons with AIDS
(HOPWA)
• Housing Trust
• Housing Successor
Agency Project Fund
(HSA)
• Inclusionary Housing
• Jobs Plus Grant
• Local Housing Revenue
• Local Tax
• Mental Health Services
• Miscellaneous
Development Grants
• Miscellaneous Grants
• Mixed Income Housing
• Ordinance (MIHO)
• Non-Housing Project
Delivery
• Performance,
Partnerships Pilot
Program (P3) Grant
• State & Local Housing
Grants
• State & Local Housing
Trust
• Supplemental
Administration Fees
• 12th Street Triangle
• Mortgage Revenue Bond
Program (MRB)
• City CDBG Debt Fund
• Headquarters
• Insurance
• Payroll
• Prorate
• Support Services
• Housing Choice Voucher
(HCV)
• Mod Rehab
• City Riverview Plaza Debt
(Component Unit)
Housing FundsDevelopment
Real Estate and
Construction Services
Component Units
• Foundation Uniting
Needs and Dollars
(Fund Inc.)
• General Housing Reserve
• Riverview Plaza Reserve
• ROSS PH FSS Grant
• ROSS PH Service
Coordinator
• Shelter Plus Care
• Capital Fund Program
• Asset Repositioning –
Sierra Vista
• Asset Repositioning –
Sutterview
• Asset Repositioning –
Washington Plaza
• Central Office Cost
Center (COCC)
• Locally Funded Projects
• Larchmont Wildflower
• Norcade Circle
• Phoenix Park
• Public Housing – Asset
Management Projects –
(AMP) 1– 5 & 7
• Riverview Plaza
Commercial
• San Carlos Shelter Plus
Care
• San Jose/Broadway
• Scattered Sites
• Villa De Novo
• Commerce Circle
• Public Housing
Homeownership
• Purchase & Resale Equity
(PRE)
• Section 32
• Section 32 (PRE)
• Auburn/Garfield Property
Management
38 shra 2025 budget
4 fund structure
County Capital
Project Funds
Governmental Funds Proprietary Funds
City Special
Revenue Funds
City Debt
Services Funds
Internal Service
Funds
City Enterprise
Funds
• Affordable Housing
• Begin
• Begin State Prop 46
• CalHome
• Community Development
Block Grant (CDBG)
• CDBG – NSP 1
• CDBG – NSP 3
• CDBG – Program Income
• CDBG - Revolving Loan
Fund (RLF) 1st Time
Homebuyer
• CDBG - RLF (Commercial)
• CDBG - RLF (Multi-Family)
• CDBG - RLF (Single
Family)
• CDBG – Section 108 – Del
Paso Nuevo
• CDBG – Section 108 –
Globe Mills
• Comprehensive Alcohol
Treatment Center (CATC)
• Emergency Solutions
Grant (ESG)
• Globe Mills Economic
Development Initiative
Grant (EDI)
• HOME
• HOME – American Dream
DownPayment Initiative
• HOME – RLF
• Housing Opportunities
for Persons with AIDS
(HOPWA)
• Housing Trust
• Housing Successor
Agency Project Fund
(HSA)
• Inclusionary Housing
• Jobs Plus Grant
• Local Tax
• Miscellaneous
Development Grants
• Miscellaneous Grants
• Mixed Income Housing
Ordinance (MIHO)
• Non-Housing Project
Delivery
• ROSS PH FSS Grant
• ROSS PH Service
Coordinator
• Shasta Trust
• State/Local Housing
Grants
• Supplemental
Administration Fees
• Capital Fund Program
• Commerce Circle
• Public Housing
Homeownership
• Purchase & Resale Equity
(PRE)
• Section 32
• Section 32 (PRE)
• City CDBG Debt Fund
• City Riverview Plaza Debt
(Component Unit)
• Headquarters
• Insurance
• Payroll
• Prorate
• Support Services
• Asset Repositioning –
Sierra Vista
• Asset Repositioning –
Sutterview
• Asset Repositioning –
Washington Plaza
• Auburn/Garfield Property
Management
• Central Office Cost
Center (COCC)
• Economic Opportunity
Fund (Section 3)
• Larchmont Wildflower
• Locally Funded Projects
• Mod Rehab
• Norcade Circle
• Phoenix Park
• Public Housing – Asset
Management Projects
(AMP) 1– 5 & 7
• RAD Phase 1
• Riverview Plaza
Commercial
• San Carlos Shelter Plus
Care
• San Jose/Broadway
• Scattered Sites
• Section 18
• Villa De Novo
• Capital Fund Program
• Public Housing
Homeownership
• Purchase & Resale Equity
(PRE)
• Section 32
• Section 32 (PRE)
City Capital
Project Funds
County Special
Revenue Funds
• Affordable Housing
• Affordable Housing
Ordinance (AHO)
Monitoring
• CalHome
• Community Development
Block Grant (CDBG)
• CDBG – NSP 1
• CDBG – NSP 3
• CDBG – Program Income
• CDBG - Revolving Loan
Fund (RLF) 1st Time
Homebuyer
• CDBG - RLF (Commercial)
• CDBG - RLF (Multi-Family)
• CDBG - RLF (Single Family)
• Choice Neighborhood
Initiative Grant (CNI)
• County Economic
Development Activities
• Emergency Solutions Grant
(ESG)
• HOME
• HOME – American Dream
DownPayment Initiative
• HOME – RLF
• Housing Successor Agency
Project Fund (HSA)
• Housing Trust
• Inclusionary Housing
• Local Tax
• Mental Health Services
• Miscellaneous
Development Grants
• Miscellaneous Grants
• Non-Housing Project
Delivery
• Performance, Partnerships
Pilot Program (P3) Grant
• ROSS PH FSS Grant
• Shelter Plus Care
• State/Local Housing Grants
• Supplemental
Administration Fees
• 12th Street Triangle
Combined Special
Revenue Funds
• Foundation Uniting Needs
and Dollars (Fund Inc.)
• General Housing Reserve
• Local Housing Revenue
• Riverview Plaza Reserve
• State & Local Housing Trust
County
Enterprise Funds
• Central Office Cost
Center (COCC)
• Housing Choice Voucher
(HCV)
• Mortgage Revenue Bond
Program (MRB)
• Norcade Circle
• Public Housing – Asset
Management Projects
(AMP) 1 – 5
5 BUDGET

SUMMARIES
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1general oveview
41 shra 2025 budget

BUDGET SUMMARIES
5 SACRAMENTO

CITY COUNCIL

SACRAMENTO CITY

HOUSING AUTHORITY

SACRAMENTO COUNTY

BOARD OF SUPERVISORS

SACRAMENTO COUNTY

HOUSING AUTHORITY

SHRA COMMIS SION

LA SHELLE DOZIER
Executive Di rector

SHRA ORGANIZATIONAL STRUCTURE
42 shra 2025 budget
5 budget summaries

SUMMARY OF FULL-TIME EQUIVALENT POSITIONS
(FTE) BY DEPARTMENT - FY 2025
2022 2023 2024 2025 Increase
Department Budget Budget Budget Budget (Decrease)
Executive Director 6 7 7 7 0
Legal 5 5 5 5 0
Human Resources 9.45 9.45 9.45 9.45 0
Finance 15 15 15 15 0
I MTS 12.1 13.1 13.1 13.1 0
Agency Clerk 1.1 1.1 1.1 1.1 0
Procurement 6.05 6.05 6.05 6.05 0

54.7 56.7 56.7 56.7 0
Public Housing 94 94 94 94 0
Subtotal Public Housing 94 94 94 94 0
Housing Choice Vouchers/
Homeless Innovations 130 130 130 125 -5
Subtotal Housing Choice
Vouchers 130 130 130 125 -5
Development 25 29 29 29 0
Subtotal Housing and Community
Development 25 29 29 29 0
Real Estate and Construction
Services 9.3 10.3 10.3 10.3 0
Subtotal Real Estate and
Construction Services 9.3 10.3 10.3 10.3 0
Total 313 320 320 315 -5
Subtotal Administrative Support
43 shra 2025 budget
5budget summaries

BUDGET APPROPRIATION

COMPARISON SCHEDULE
Operations:

Salaries and Benefits $38,674,015 $41,985,897 $38,402,799 $33,652,700 Services & Supplies 24,040,914 25,995,626 24,012,260 23,340,355 HAP Payments 130,696,526 154,562,429 186,416,570 199,920,000 Rental Assistance Payments 66,743,091 15,615,707 3,000,000 0 Debt Service 2,229,433 2,186,681 2,263,500 2,301,591
Financial Transactions 636,755 640,878 955,843 955,843
Public Services 5,685,556 9,675,523 8,299,366 5,765,330 Total Operations $ 268,706,290 $ 250,662,741 $ 263,350,338 $ 265,935,819 Projects:

Capital Projects $78,417,934 $89,444,650 $62,408,497 $61,173,973 Total Budget $347,124,224 $340,107,391 $325,758,835 $327,109,792 2022
Approved
Budget
2023
Approved
Budget
2024
Approved
Budget
2025
Approved
Budget
44 shra 2025 budget
5 budget summaries
2025 FUND EQUITY SUMMARY

RREESSOOUURRCCEESS
EEssttiimmaatteedd FFuunndd BBaallaannccee -- JJaannuuaarryy 11 4411,,992288,,996622 6622,,668855,,115555 33,,001177,,992211 110077,,663322,,003377 110077,,663322,,003377 Interest Revenue 303,000 2,997,504 15,000 3,315,504 3,315,504 Intergovernmental - 3,073,411 - 3,073,411 3,073,411 Repayment on Loans - 966,000 - 966,000 966,000 Dwelling Rents 7,726,201 - - 7,726,201 7,726,201 Grants 26,497,513 19,580,498 - 46,078,011 46,078,011 Housing Vouchers - Administration 20,353,647 - - 20,353,647 20,353,647 Housing Vouchers - HAP 199,920,000 - - 199,920,000 199,920,000 Miscellaneous 9,156,273 19,873,400 942,162 29,971,835 29,971,835 Interdepartmental Charges - 1,839,690 15,731,105 17,570,795 Net Transfers - - - - - Subtotal Operating Revenues 263,956,634 48,330,503 16,688,267 328,975,404 311,404,609 Defundings - - - -
GGrroossss RReessoouurrcceess 330055,,888855,,559966 111111,,001155,,665588 1199,,770066,,118888 443366,,660077,,444411 441199,,003366,,664466 Less Interfund Transactions (1,839,690) - (1,839,690) Less Interdepartmental Charges - - (15,731,105) (15,731,105) NNeett RReessoouurrcceess ((11)) 330055,,888855,,559966 110099,,117755,,996688 33,,997755,,008833 441199,,003366,,664466 441199,,003366,,664466

AAPPPPRROOPPRRIIAATTIIOONNSS
Salaries and Benefits 19,043,711 5,473,894 9,135,096 33,652,701 33,652,701 Services and Supplies 16,605,151 1,347,082 5,388,122 23,340,355 23,340,355 Housing Assistance Payments 199,920,000 - - 199,920,000 199,920,000 Emergency Rental Assistance Payments - - - - - Debt Service - 1,317,411 984,180 2,301,591 2,301,591 Financial Transactions 393,067 495,184 67,592 955,843 955,843 Public Services 1,973,685 3,791,645 - 5,765,330 5,765,330 Interdepartmental Charges 6,754,433 4,272,978 1,355,535 12,382,946 - Subtotal Operating expenditures 244,690,046 16,698,194 16,930,525 278,318,765 265,935,820 Capital Projects 100,000 60,573,973 500,000 61,173,973 61,173,973 GGrroossss AApppprroopprriiaattiioonnss 224444,,779900,,004466 7777,,227722,,116677 1177,,443300,,552255 333399,,449922,,773388 332277,,110099,,779933 Less Interfund Transactions (1,839,690.00) - (1,839,690.00) - Less Interdepartmental Charges - - (15,731,105) (15,731,105) - NNeett AApppprroopprriiaattiioonnss ((11)) 224444,,779900,,004466 7755,,443322,,447777 11,,669999,,442200 332211,,992211,,994433 332277,,110099,,779933 EEssttiimmaatteedd FFuunndd BBaallaannccee--DDeecceemmbbeerr 3311 $$6611,,009955,,554499 $$3333,,774433,,449911 $$22,,227755,,666633 $$9977,,111144,,770033 $$9911,,992266,,885544 NNeett
TToottaall ((11))
NNoottee 11:: Reflects resources and appropriations net of transfers, interfund transactions and interdepartmental charges HHoouussiinngg OOtthheerr
GGoovveerrnnmmeennttaall
IInntteerrnnaall
SSeerrvviiccee GGrroossss TToottaall
45 shra 2025 budget
5budget summaries
2025 FUND EQUITY

CITY ENTERPRISE - HOUSING

RREESSOOUURRCCEESS
1 EEssttiimmaatteedd FFuunndd BBaallaannccee -- JJaannuuaarryy 11 1100,,225555,,554477$$ 99,,223355,,881144$$ 1100,,115577,,001122$$ 2299,,664488,,337733$$ Interest Revenue 102,150$ 73,950$ 24,500$ 200,600$ Intergovernmental - - - -$ Repayment on Loans -$ -$ -$ -$ Dwelling Rents 4,575,696$ 960,000$ -$ 5,535,696$ Grants 11,135,824$ -$ 2,697,430$ 13,833,254$ Housing Vouchers - Administration - - - -$ Housing Vouchers - HAP - - -$ Miscellaneous 362,085$ 4,471,420$ 1,030,000$ 5,863,505$ Interdepartmental Charges -$ -$ -$ -$ Net Transfers -$ -$ -$ -$ Subtotal Operating Revenues 16,175,755 5,505,370 3,751,930 25,433,055 1 Defundings - - - - GGrroossss RReessoouurrcceess 2266,,443311,,330022 1144,,774411,,118844 1133,,990088,,994422 5555,,008811,,442288 NNeett RReessoouurrcceess ((11)) 2266,,443311,,330022 1144,,774411,,118844 1133,,990088,,994422 5555,,008811,,442288

AAPPPPRROOPPRRIIAATTIIOONNSS
Salaries and Benefits 3,069,644 2,541,590 999,822 6,611,056$ Services and Supplies 5,940,859 3,383,990 498,987 9,823,835$ 1 Housing Assistance Payments - - -$ Emergency Rental Assistance Payments - - - -$ 1 Debt Service - - - -$ 1 Financial Transactions 116,210 - 3,260 119,470$ 1 Public Services 409,440 262,195 636,594 1,308,229$ Interdepartmental Charges - 900,296 363,973 1,264,269$ Subtotal Operating expenditures 9,536,153 7,088,071 2,502,636 19,126,859 1 Capital Projects - - -$ GGrroossss AApppprroopprriiaattiioonnss 99,,553366,,115533 77,,008888,,007711 22,,550022,,663366 1199,,112266,,885599 Less Interfund Transactions - - - - NNeett AApppprroopprriiaattiioonnss ((11)) 99,,553366,,115533 77,,008888,,007711 22,,550022,,663366 1199,,112266,,885599 EEssttiimmaatteedd FFuunndd BBaallaannccee--DDeecceemmbbeerr 3311 1166,,889955,,115500$$ 77,,665533,,111133$$ 1111,,440066,,330066$$ 3355,,995544,,556699$$ NNoottee 11:: Reflects resources and appropriations net of transfers and interfund charges CCiittyy PPuubblliicc
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HHoouussiinngg SSuubbttoottaall
46 shra 2025 budget
5 budget summaries
2025 FUND EQUITY - COUNTY ENTERPRISE

HOUSING AND HOUSING TOTAL
55,,669911,,668800$$ 11,,006644,,998844$$ 55,,551155,,442211$$ 88,,550044$$ --$$ 1122,,228800,,558899$$ 4411,,992288,,996622$$ -$
21,000$ -$ 81,400$ -$ -$ 102,400 303,000$ - - - - - - -$ -$ -$ -$ -$ -$ - -$ 2,190,505$ -$ -$ -$ -$ 2,190,505 7,726,201$ 7,212,100$ -$ 5,452,159$ -$ -$ 12,664,259 26,497,513$ - - - 16,838,005$ 3,515,642$ 20,353,647 20,353,647$ - 199,920,000$ -$ 199,920,000 199,920,000$ 11,055$ 587,414$ 2,694,299$ -$ -$ 3,292,768 9,156,273$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ - - 9,434,660 587,414 8,227,858 216,758,005 3,515,642 238,523,579 263,956,634 - - - - - 1155,,112266,,334400 11,,665522,,339988 1133,,774433,,227799 221166,,776666,,550099 33,,551155,,664422 225500,,880044,,116688 330055,,888855,,559966 -
-
1155,,112266,,334400 11,,665522,,339988 1133,,774433,,227799 221166,,776666,,550099 33,,551155,,664422 225500,,880044,,116688 330055,,888855,,559966 1,280,735 - 1,166,151 9,833,194 152,575 12,432,655 19,043,711 4,080,162 - 762,478 1,938,676 6,781,316 16,605,151 - - - 199,920,000 - 199,920,000 199,920,000 - - - - - - - - - - - - - - 207,751 - - - 65,846 273,597 393,067 - - 665,456 - - 665,456 1,973,685 -
163,977 922,974 4,403,213 - 5,490,164 6,754,433 5,568,648 163,977 3,517,059 216,095,083 218,421 225,563,188 244,690,047 - - 100,000 - - 100,000 100,000 55,,556688,,664488 116633,,997777 33,,661177,,005599 221166,,009955,,008833 221188,,442211 222255,,666633,,118888 224444,,779900,,004477 - - - - - - - -
-
55,,556688,,664488 116633,,997777 33,,661177,,005599 221166,,009955,,008833 221188,,442211 222255,,666633,,118888 224444,,779900,,004477 99,,555577,,669922$$ 11,,448888,,442211$$ 1100,,112266,,222200$$ 667711,,442266$$ 33,,229977,,222211$$ 2255,,114400,,998800$$ 6611,,009955,,554499$$ CCoouunnttyy PPuubblliicc
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HHoouussiinngg
CCoouunnttyy HHoouussiinngg
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47 shra 2025 budget
5budget summaries
2025 FUND EQUITY - OTHER GOVERNMENTAL FUNDS

CITY SPECIAL REVENUE

RREESSOOUURRCCEESS
EEssttiimmaatteedd FFuunndd BBaallaannccee -- JJaannuuaarryy 11 --$$ 335522,,222222$$ --$$ 22,,446655,,000077$$ $$77,,779966,,885522 44,,007700,,889988$$ Interest Revenue -$ 56,700$ -$ 1,080,000$ 5,350$ 134,000$ Intergovernmental -$ -$ -$ -$ 1,819,823$ -$ Repayment on Loans -$ 30,000$ -$ 150,000$ -$ 23,000$ Dwelling Rents -$ -$ -$ -$ -$ -$ Grants 4,550,000$ -$ 2,300,000$ -$ 1,280$ -$ Housing Vouchers - Administration - - - - - - Housing Vouchers - HAP - - - - - - Miscellaneous -$ -$ -$ -$ -$ 4,600,000$ Interdepartmental Charges -$ -$ -$ -$ -$ -
Net Transfers -$ -$ -$ -$ -$ Subtotal Operating Revenues 4,550,000 86,700 2,300,000 1,230,000 1,826,453 4,757,000 Defundings - - - - GGrroossss RReessoouurrcceess 44,,555500,,000000 443388,,992222 22,,330000,,000000 33,,669955,,000077 99,,662233,,330055 88,,882277,,889988 Less Interfund Transactions - - - - - - Less Interdepartmental Charges - - - - - - Less Interdepartmental Charges - - - - - - NNeett RReessoouurrcceess ((11)) 44,,555500,,000000 443388,,992222 22,,330000,,000000 33,,669955,,000077 99,,662233,,330055 88,,882277,,889988

AAPPPPRROOPPRRIIAATTIIOONNSS
Salaries and Benefits 485,974 - 190,122 - 749,321 144,139 Services and Supplies 86,800 - 30,021 - 78,148 26,373 Housing Assistance Payments - - - - - - Debt Service 837,411 - - - - Financial Transactions - 2,058 - 5,717 295,720 38,023 Public Services 600,000 - - - - Pilot and Miscellaneous - - - - - - Interdepartmental Charges 109,815 - 3,600 - - 15,600 Subtotal Operating expenditures 2,120,000 2,058 223,743 5,717 1,123,189 224,135 Capital Projects 2,430,000 - - 2,167,751 8,570,189 6,348,242 GGrroossss AApppprroopprriiaattiioonnss 44,,555500,,000000 22,,005588 222233,,774433 22,,117733,,446688 99,,669933,,337788 66,,557722,,337777 Less Interfund Transactions - - - - - - Less Interdepartmental Charges - - - - - - Less Interdepartmental Charges - - - - - - NNeett AApppprroopprriiaattiioonnss ((11)) 44,,555500,,000000 22,,005588 222233,,774433 22,,117733,,446688 99,,669933,,337788 66,,557722,,337777 EEssttiimmaatteedd FFuunndd BBaallaannccee--DDeecceemmbbeerr 3311 --$$ 443366,,886644$$ 22,,007766,,225577$$ 11,,552211,,553399$$ ((7700,,007733))$$ 22,,225555,,552211$$ CCiittyy MMiisscc..

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CCiittyy HHoouussiinngg
TTrruusstt
NNoottee 11:: Reflects resources and appropriations net of transfers, interfund transactions and interdepartmental charges
CCiittyy CCDDBBGG CCiittyy CCDDBBGG RRLLFF CCiittyy HHOOMMEE CCiittyy HHOOMMEE RRLLFF 48 shra 2025 budget
5 budget summaries
2025 FUND EQUITY - OTHER GOVERNMENTAL FUNDS

CITY SPECIAL REVENUE CONTINUED

RREESSOOUURRCCEESS
$$11,,662244,,441111 44,,007733,,113300$$ --$$ --$$ 22,,555555,,990055$$ 2222,,993388,,442244$$ EEssttiimmaatteedd FFuunndd BBaallaannccee -- JJaannuuaarryy 11 23,733$ 225,000$ -$ -$ 25,750$ 1,550,533$ Interest Revenue -$ 433,187$ -$ -$ -$ 2,253,010$ Intergovernmental -$ 220,000$ -$ -$ 130,000$ 553,000$ Repayment on Loans -$ -$ -$ -$ -$ -$ Dwelling Rents -$ -$ 2,050,000$ 468,734$ -$ 9,370,014$ Grants - - - - - -$ Housing Vouchers - Administration - - - - - -$ Housing Vouchers - HAP 2,562,000$ -$ -$ -$ -$ 7,162,000$ Miscellaneous -$ -$ -$ -$ -$ -$ Interdepartmental Charges -$ -$ -$ -$ -$ -$ Net Transfers 2,585,733 878,187 2,050,000 468,734 155,750 20,888,557 Subtotal Operating Revenues - - - - Defundings 44,,221100,,114444 44,,995511,,331177 22,,005500,,000000 446688,,773344 22,,771111,,665555 4433,,882266,,998811 GGrroossss RReessoouurrcceess - - - - - - Less Interfund Transactions - - - - - - Less Interdepartmental Charges - - - - - - Less Interdepartmental Charges 44,,221100,,114444 44,,995511,,331177 22,,005500,,000000 446688,,773344 22,,771111,,665555 4433,,882266,,998811 NNeett RReessoouurrcceess ((11))

AAPPPPRROOPPRRIIAATTIIOONNSS
134,256 63,911 - 87,334 - 1,855,057$ Salaries and Benefits 6,555 6,372 - 2,600 - 236,869$ Services and Supplies - - - - - -$ Housing Assistance Payments - 480,000 - - - 1,317,411$ Debt Service 18,284 67,560 - - 1,240 428,602$ Financial Transactions - - 1,566,145 370,000 - 2,536,145$ Public Services - - - - - - Pilot and Miscellaneous 54,945 15,451 17,600 8,800 - 225,811$ Interdepartmental Charges 214,040 633,294 1,583,745 468,734 1,240 6,599,895 Subtotal Operating expenditures 1,289,108 3,293,660 - - - 24,098,950$ Capital Projects 11,,550033,,114488 33,,992266,,995544 11,,558833,,774455 446688,,773344 11,,224400 3300,,669988,,884455 GGrroossss AApppprroopprriiaattiioonnss - - - - - - Less Interfund Transactions - - - - - - Less Interdepartmental Charges - - - - - - Less Interdepartmental Charges 11,,550033,,114488 33,,992266,,995544 11,,558833,,774455 446688,,773344 11,,224400 3300,,669988,,884455 NNeett AApppprroopprriiaattiioonnss ((11)) 22,,770066,,999966$$ 11,,002244,,336633$$ 446666,,225555$$ --$$ 22,,771100,,441155$$ 1133,,112288,,113366$$ EEssttiimmaatteedd FFuunndd BBaallaannccee--DDeecceemmbbeerr 3311 CCiittyy EESSGG CCiittyy CCaallHHOOMMEE SSuubbttoottaallCCiittyy AAffffoorrddaabbllee HHoouussiinngg
CCiittyy HHoouussiinngg
AAuutthhoorriittyy FFuunnddss CCiittyy HHOOPPWWAA
49 shra 2025 budget
5budget summaries
2025 FUND EQUITY - OTHER GOVERNMENTAL FUNDS

COUNTY SPECIAL REVENUE

RREESSOOUURRCCEESS
11 EEssttiimmaatteedd FFuunndd BBaallaannccee -- JJaannuuaarryy 11 --$$ 774422,,995599$$ --$$ --$$ --$$ 33,,119966,,552266$$ 1122,,775577,,220099$$ Interest Revenue -$ 148,000$ - -$ -$ 1,100,000$ 5,530$ Intergovernmental -$ -$ - -$ -$ -$ 524,401$ Repayment on Loans -$ 27,000$ - -$ -$ 225,000$ -$ Dwelling Rents -$ -$ - -$ -$ -$ -$ Grants 5,940,000$ -$ - -$ 3,747,684$ -$ 2,800$ Housing Vouchers - Administration - - - - - - - Housing Vouchers - HAP - - - - - - - Miscellaneous -$ -$ - -$ -$ -$ 211,400$ Interdepartmental Charges -$ -$ - -$ -$ -$ -$ Net Transfers -$ -$ -$ -$ -$ -$ -$ Total Agency Revenue 5,940,000 175,000 - - 3,747,684 1,325,000 744,131 1 Defundings
GGrroossss RReessoouurrcceess 55,,994400,,000000 991177,,995599 -- -- 33,,774477,,668844 44,,552211,,552266 1133,,550011,,334400 - - - - - - - - - - - - - - Less Interdepartmental Charges - - - - - - - NNeett RReessoouurrcceess 55,,994400,,000000 991177,,995599 -- -- 33,,774477,,668844 44,,552211,,552266 1133,,550011,,334400

AAPPPPRROOPPRRIIAATTIIOONNSS
Salaries and Benefits 804,353 - - - 869,166 - 844,942 Services and Supplies 89,068 - - - 96,250 - 189,200 1 Housing Assistance Payments - - - - - - - 1 Debt Service - - - - - - - 1 Financial Transactions - 3,960 - - - 14,375 - 1 Public Services 793,000 - - - - - - Pilot and Miscellaneous - - - - - - - Interdepartmental Charges 385,000 - - - 340,500 13,831 3,229,948 Subtotal Operating expenditures 2,071,421 3,960 - - 1,305,916 28,206 4,264,090 1 Capital Projects 2,855,700 - - - 2,441,768 3,460,359 3,758,584 GGrroossss AApppprroopprriiaattiioonnss 44,,992277,,112211 33,,996600 -- -- 33,,774477,,668844 33,,448888,,556655 88,,002222,,667744 Less Interfund Transactions - - - - - - - Less Interdepartmental Charges - - - - - - - Less Interdepartmental Charges - - - - - - - NNeett AApppprroopprriiaattiioonnss ((11)) 44,,992277,,112211 33,,996600 -- -- 33,,774477,,668844 33,,448888,,556655 88,,002222,,667744 EEssttiimmaatteedd FFuunndd BBaallaannccee--DDeecceemmbbeerr 3311 11,,001122,,887799$$ 991133,,999999$$ --$$ --$$ --$$ 11,,003322,,996611$$ 55,,447788,,666666$$ CCoouunnttyy

CCDDBBGG
NNSSPP 11
CCoouunnttyy

CCDDBBGG
NNSSPP 33
CCoouunnttyy HHOOMMEE CCoouunnttyy HHOOMMEE
RRLLFF
CCoouunnttyy MMiisscc..

GGrraannttssCCoouunnttyy CCDDBBGG CCoouunnttyy CCDDBBGG RRLLFF
NNoottee 11:: Reflects resources and appropriations net of transfers, interfund transactions and interdepartmental charges 50 shra 2025 budget
5 budget summaries
2025 FUND EQUITY - OTHER GOVERNMENTAL FUNDS

COUNTY SPECIAL REVENUE CONTINUED

RREESSOOUURRCCEESS
33,,002266,,992244$$ 77,,005577,,556655$$ --$$ --$$ 33,,998855,,889922$$ 3300,,776677,,007755$$ EEssttiimmaatteedd FFuunndd BBaallaannccee -- JJaannuuaarryy 11 50,400$ 64,040$ 10,000$ -$ 69,000$ 1,446,970$ Interest Revenue -$ -$ 296,000$ -$ -$ 820,401$ Intergovernmental 61,000$ -$ -$ -$ 100,000$ 413,000$ Repayment on Loans -$ -$ -$ -$ -$ -$ Dwelling Rents -$ -$ -$ 520,000$ -$ 10,210,484$ Grants - - - - - -$ Housing Vouchers - Administration - - - - - -$ Housing Vouchers - HAP 7,500,000$ 5,000,000$ -$ -$ -$ 12,711,400$ Miscellaneous -$ -$ -$ -$ -$ -$ Interdepartmental Charges -$ -$ -$ -$ -$ -$ Net Transfers 7,611,400 5,064,040 306,000 520,000 169,000 25,602,255 Subtotal Operating Revenues Defundings
1100,,663388,,332244 1122,,112211,,660055 330066,,000000 552200,,000000 44,,115544,,889922 5566,,336699,,333300 GGrroossss RReessoouurrcceess - - - - - - Less Interfund Transactions - - - - - - Less Interdepartmental Charges - - - - - - Less Interdepartmental Charges 1100,,663388,,332244 1122,,112211,,660055 330066,,000000 552200,,000000 44,,115544,,889922 5566,,336699,,333300 NNeett RReessoouurrcceess ((11))

AAPPPPRROOPPRRIIAATTIIOONNSS
22,434 74,784 14,843 69,336 - 2,699,858$ Salaries and Benefits 4,875 8,564 3,300 7,564 - 398,821$ Services and Supplies - - - - - -$ Housing Assistance Payments - - - - - -$ Debt Service - 41,709 1,399 - 2,300 66,155$ Financial Transactions - - - 462,500 - 1,255,500$ Public Services - - - - - - Pilot and Miscellaneous 11,825 35,475 631 14,190 - 4,031,400$ Interdepartmental Charges 39,134 160,532 20,173 553,590 2,300 8,451,734 Subtotal Operating expenditures 9,210,554 9,109,948 - - 30,836,913$ Capital Projects 99,,224499,,668888 99,,227700,,448800 2200,,117733 555533,,559900 22,,330000 3399,,228888,,664477 GGrroossss AApppprroopprriiaattiioonnss - - - - - - Less Interfund Transactions - - - - - - Less Interdepartmental Charges - - - - - - Less Interdepartmental Charges 99,,224499,,668888 99,,227700,,448800 2200,,117733 555533,,559900 22,,330000 3399,,228888,,664477 NNeett AApppprroopprriiaattiioonnss ((11)) 11,,338888,,663366$$ 66,,115511,,226688$$ 44,,007799$$ 443377$$ 44,,551177,,226600$$ 1177,,008800,,668833$$ EEssttiimmaatteedd FFuunndd BBaallaannccee--DDeecceemmbbeerr 3311 SSuubbttoottaallCCoouunnttyy HHoouussiinngg
TTrruusstt
CCoouunnttyy
AAffffoorrddaabbllee
HHoouussiinngg
CCoouunnttyy HHoouussiinngg
AAuutthhoorriittyy FFuunnddss CCoouunnttyy EESSGG CCoouunnttyy CCaallHHOOMMEE
51 shra 2025 budget
5budget summaries
2025 FUND EQUITY - OTHER GOVERNMENTAL FUNDS

CITY CAPITAL PROJECTS FUNDS

RREESSOOUURRCCEESS
EEssttiimmaatteedd FFuunndd BBaallaannccee -- JJaannuuaarryy 11 44,,338877,,664444$$ 559922,,777711$$ --$$ 44,,998800,,441155$$ Interest Revenue -$ -$ -$ -$ Intergovernmental -$ -$ -$ -$ Repayment on Loans -$ -$ -$ -$ Dwelling Rents -$ -$ -$ -$ Grants -$ -$ -$ -$ Housing Vouchers - Administration - - - -$ Housing Vouchers - HAP - - - -$ Miscellaneous -$ -$ -$ -$ Interdepartmental Charges -$ -$ -$ -$ Net Transfers -$ -$ -$ -$ Subtotal Operating Revenues - - - - Defundings - - - - GGrroossss RReessoouurrcceess 44,,338877,,664444 559922,,777711 -- 44,,998800,,441155 Less Interfund Transactions - - - - Less Interdepartmental Charges - - - - Less Interdepartmental Charges - - - - NNeett RReessoouurrcceess ((11)) 44,,338877,,664444 559922,,777711 -- 44,,998800,,441155

AAPPPPRROOPPRRIIAATTIIOONNSS
Salaries and Benefits 495,092 - - 495,092$ Services and Supplies 456,109 - - 456,109$ Housing Assistance Payments - - - -$ Debt Service - - - -$ Financial Transactions 100 - 100$ Public Services - - - -$ Pilot and Miscellaneous - - - - Interdepartmental Charges 9,460 - - 9,460$ Subtotal Operating expenditures 960,661 100 - 960,761 Capital Projects 3,426,983 - - 3,426,983$ GGrroossss AApppprroopprriiaattiioonnss 44,,338877,,664444 110000 -- 44,,338877,,774444 Less Interfund Transactions - - - - Less Interdepartmental Charges - - - - Less Interdepartmental Charges - - - - NNeett AApppprroopprriiaattiioonnss ((11)) 44,,338877,,664444 110000 -- 44,,338877,,774444 EEssttiimmaatteedd FFuunndd BBaallaannccee--DDeecceemmbbeerr 3311 --$$ 559922,,667711$$ --$$ 559922,,667711$$ CCiittyy CCaappiittaall
FFuunndd
CCiittyy PPuubblliicc HHoouussiinngg
HHoommeeoowwnneerrsshhiipp
CCiittyy
CCoommmmeerrccee
CCiirrccllee
SSuubbttoottaall
NNoottee 11:: Reflects resources and appropriations net of transfers, interfund transactions and interdepartmental charges
52 shra 2025 budget
5 budget summaries
2025 FUND EQUITY - OTHER GOVERNMENTAL FUNDS

COUNTY CAPITAL PROJECTS FUNDS AND TOTAL

RREESSOOUURRCCEESS
22,,889966,,660044$$ 11,,110022,,663388$$ 33,,999999,,224422$$ 6622,,668855,,115577$$ EEssttiimmaatteedd FFuunndd BBaallaannccee -- JJaannuuaarryy 11 -$
-$ -$ -$ 2,997,503$ Interest Revenue -$ -$ -$ 3,073,411$ Intergovernmental -$ -$ -$ 966,000$ Repayment on Loans -$ -$ -$ -$ Dwelling Rents -$ -$ -$ 19,580,498$ Grants - - -$ - Housing Vouchers - Administration - - -$ - Housing Vouchers - HAP - -$ 19,873,400$ Miscellaneous -$ -$ -$ -$ Interdepartmental Charges -$
-$
-$ -$ -$ (1,839,690)$ Net Transfers - - - 46,490,812$ Subtotal Operating Revenues - - - - Defundings 22,,889966,,660044 11,,110022,,663388 33,,999999,,224422 110099,,117755,,996699 GGrroossss RReessoouurrcceess - - - - Less Interfund Transactions - - - - Less Interdepartmental Charges - - - - Less Interdepartmental Charges 22,,889966,,660044 11,,110022,,663388 33,,999999,,224422 110099,,117755,,996699 NNeett RReessoouurrcceess ((11)) WWoorrkksshheeeett AAPPPPRROOPPRRIIAATTIIOONNSS
-$
423,887 - 423,887$ 5,473,894$ Salaries and Benefits 255,283 - 255,283$ 1,347,082$ Services and Supplies - - -$ -$ Housing Assistance Payments - - -$ 1,317,411$ Debt Service - 327 327$ 495,184$ Financial Transactions - - -$ 3,791,645$ Public Services - - - -$ Pilot and Miscellaneous 6,307 - 6,307$ 4,272,978$ Interdepartmental Charges 685,477 327 685,804 16,698,194 Subtotal Operating expenditures 2,211,127 - 2,211,127$ 60,573,973 Capital Projects -
22,,889966,,660044 332277 22,,889966,,993311 7777,,227722,,116677 GGrroossss AApppprroopprriiaattiioonnss - - - - Less Interfund Transactions - - - (1,839,690) Less Interdepartmental Charges - - - - Less Interdepartmental Charges 22,,889966,,660044 332277 22,,889966,,993311 7755,,443322,,447777 NNeett AApppprroopprriiaattiioonnss ((11)) --$$ 11,,110022,,331111$$ 11,,110022,,331111$$ 3333,,774433,,449911$$ EEssttiimmaatteedd FFuunndd BBaallaannccee--DDeecceemmbbeerr 3311 CCoouunnttyy CCaappiittaall
FFuunndd
CCoouunnttyy PPuubblliicc
HHoouussiinngg
HHoommeeoowwnneerrsshhiipp
SSuubbttoottaall TToottaall OOtthheerr
GGoovveerrnnmmeennttaall FFuunnddss
53 shra 2025 budget
5budget summaries
2025 FUND EQUITY - INTERNAL SERVICES FUNDS
Note 1: Reflects resources and appropriations
net of transfers, interfund transactions and
interdepartmental charges
Internal service funds are used to account for
the costs of insurance and accumulated funds
for catastrophic events, the accumulation and
allocation of costs associated with central
support organizations, the accumulation of
funds to pay for compensated absences, and
accumulated resources for the maintenance,
repair and debt payments of the Agency
administrative building.

RREESSOOUURRCCEESS
1 EEssttiimmaatteedd FFuunndd BBaallaannccee -- JJaannuuaarryy 11 33,,001177,,992211$$ Interest Revenue 15,000
Intergovernmental -
Repayment on Loans -
Dwelling Rents -
Grants -
Housing Vouchers - Administration -
Housing Vouchers - HAP -
Miscellaneous 942,162
Interdepartmental Charges 15,731,105
-
Net Transfers -
Subtotal Operating Revenues 16,688,267
1 Defundings -
GGrroossss RReessoouurrcceess 1199,,770066,,118888
Less Interfund Transactions -
Less Interdepartmental Charges (15,731,105)
Less Interdepartmental Charges -
NNeett RReessoouurrcceess ((11)) 33,,997755,,008833

AAPPPPRROOPPRRIIAATTIIOONNSS
Salaries and Benefits 9,135,096
Services and Supplies 5,388,122
1 Housing Assistance Payments -
1 Debt Service 984,180
1 Financial Transactions 67,592
1 Public Services -
Pilot and Miscellaneous -
Interdepartmental Charges 1,355,535
Subtotal Operating expenditures 16,930,525
1 Capital Projects 500,000
GGrroossss AApppprroopprriiaattiioonnss 1177,,443300,,552255 Less Interfund Transactions -
Less Interdepartmental Charges (15,731,105)
Less Interdepartmental Charges -
NNeett AApppprroopprriiaattiioonnss ((11)) 11,,669999,,442200 EEssttiimmaatteedd FFuunndd BBaallaannccee--DDeecceemmbbeerr 3311 22,,227755,,666633$$ IInntteerrnnaall
SSeerrvviicceess
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6 ADMINISTRATIVE

SUPPORT
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1general oveview
57 shra 2025 budget

ADMINISTRATIVE

SUPPORT

AGENCY CLERK
6 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
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 342,903$ 250,174$ 252,974$ 258,252$ Services and Supplies 108,091 111,995 112,495 87,996 TToottaall 445500,,999944$$ 336622,,116699$$ 336655,,446699$$ 334466,,224488$$

ACTIVITIES DETAIL
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.
58 shra 2025 budget
6 administrative support - agency clerk
2025 GOALS AND OBJECTIVES
• Create an Agency Clerk procedure manual.
• Update records policies and procedures.
• Implement public records request training.
2024 ACCOMPLISHMENTS
• 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.
• 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.
59 shra 2025 budget
6administrative support - agency clerk

KEY INDICATORS
FY 22
Actuals
FY 23
Actuals
FY 24
Actuals
FY 25
Projections
# of public records requests
responded to
20 from
May to Dec 50 110 100
# of staff reports reviewed and
processed 50 50 90 100
# of SHRC agenda related documents
posted on the website 105 100 30 30
# of Form 700 – Statement of
Economic Interest processed (e-file
application)
300 200 150 150
Effectiveness
% of reports submitted to the Clerk’s
office on time for final review per
required staff report review
guidelines
100% 100% 100% 100%
% of SHRC agenda related documents
posted on the website on time 100% 100% 100% 100%
% of Form 700 – Statement of
Economic Interest forms processed
within required time period
100% 100% 100% 100%
Output
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1general oveview
61 shra 2025 budget

ADMINISTRATIVE

SUPPORT

EXECUTIVE DIRECTOR
6 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
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 1,377,621$ 1,774,192$ 1,463,793 1,451,702 Services and Supplies 806,320 909,647 1,031,320 734,820 TToottaall 22,,118833,,994411$$ 22,,668833,,883399$$ 22,,449955,,111133$$ 22,,118866,,552222$$ 62 shra 2025 budget
6 administrative support - executive director

ACTIVITIES DETAIL
• 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.
2025 GOALS AND OBJECTIVES
• Work at the federal and state levels to support initiatives for maintaining funding for community development and affordable housing programs. • 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. • Navigate the challenging economy through fiscal vigilance, careful planning and conservative budgeting; and continuous evaluation of Agency programs to help ensure cost efficiency.
• Implement 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.
• Work with local and national affordable housing organizations to seek legislative support for a sustainable source of funds for affordable housing. • Engage with a wide range of stakeholders, including local and national housing advocates and former and current federal officials to develop and implement a roadmap for public housing reinvestment and sustainability over the next 10 years.
• Dedicate 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.
63 shra 2025 budget
6administrative support - executive director
• Inform and educate residents and community stakeholders on a variety of issues ranging from fiscal challenges and opportunities to affordable housing and development.
• Develop and carry out effective media and public relations strategies through proactive communication and timely responses to inquiries and requests for public information.
• Administer the Communications Strategic Plan to improve the Agency’s public image and awareness about housing programs and Agency-assisted projects.
• Apply strategies to communicate and engage effectively with residents in our affordable housing communities.
• Deliver accountability to the public on the Agency’s Transparency web page in administering local and federal programs and funding. • Provide 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.
• 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. • Serve as the SHRA employee representative to the Successor Agency Oversight Boards for redevelopment assets for the City and the County of Sacramento.
2024 ACCOMPLISHMENTS
• 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 16,500 renters struggling to pay rent and utilities due to the COVID-19 pandemic.
• Provided administrative oversight of 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. 64 shra 2025 budget
6 administrative support - executive director
• Provided 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. • Held meetings with all staff to communicate the direction and goals of the organization, and the accomplishments achieved by all departments

KEY INDICATORS
FY 22

ACTUALS
FY 23

ACTUALS
FY 24
PROJECTIONS FY 24 ACTUALS FY 25

PROJECTIONS
# of postings on Facebook 100 150 200 200 200
# of postings on Twitter 50 100 125 125 125
# of postings on YouTube 23 30 35 35 35
# of Ombudsman inquiries 850 750 500 500 500
# of news releases posted to the
website 20 25 25 25 25
# of E-Newsletters distributed to
stakeholders 16 24 30 30 30
# of strategic media opportunities
completed 5 5 5 5 5
# of events or programs attracting
media attention 10 10 10 10 10
# of Changing Lives success stories
shared 12 12 15 15 15
# of State Legislative bills tracked 70 70 75 75 75
Effectiveness
# of Followers on Facebook 9,800 10,000 12,000 12,000 12,000 # of Followers on Twitter 2,359 2,500 3,000 3,000 3,000 # of Subscribers on YouTube 1,180 1,300 1,500 1,500 1,500 Output
1general oveview
65 shra 2025 budget

ADMINISTRATIVE

SUPPORT

FINANCE
6 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
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 2,008,497$ 1,931,784$ 2,145,192$ 1,201,184$ Services and Supplies 179,655$ 146,391$ 336,546$ 586,805$ TToottaall 22,,118888,,115522$$ 22,,007788,,117755$$ 22,,448811,,773388$$ 11,,778877,,998899$$

ACTIVITIES DETAIL
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. 66 shra 2025 budget
6 administrative support - finance
• Annual filing of the Housing Authority Financial Data Submission to HUD. • Monthly NSP reporting in the HUD Disaster Recovery Grant Reporting system (DRGR).

Cash Management
• Manage the Agency’s daily cash requirements and coordinate the investment of Agency cash and securities with the City Treasurer’s Office.

Debt Management
• Manage 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-Profits
• Manage monthly financial reporting and management of Non-Profit entities including: accounts payable, accounts receivable, monthly financials for investors.
• Manage year-end audits and completion of financial statements. 2025 GOALS/OBJECTIVES
• 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. 67 shra 2025 budget
6administrative support - finance
2024 ACCOMPLISHMENTS
• Received 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.

KEY INDICATORS
FY 22

ACTUALS
FY 23

ACTUALS
FY 24

PROJECTIONS
FY 24

ACTUALS
FY 25

PROJECTIONS
# of Accounts Payable (A/P) Checks
Processed 6,600 6,600 6,700 6,700 6,700
# of Electronic Fund Transfers (EFT)
Processed 39,000 39,200 39,400 39,400 39,400
# of 1099 Miscellaneous Forms Prepared 5500 5,600 5,600 5,600 5,600 # of Payrolls completed on time 26 26 26 26 26
# of Applications submitted to the
CSMFO Budget Award Program 1 1 1 1 1
# of Applications submitted to the GFOA
Financial Reporting Award Program 1 0 0 1 1
Prepare an easy-to-read, briefer version of
the annual budget (Budget-In-Brief) 1 1 1 1 1
Effectiveness
# of Budget Awards received from CSMFO 1 1 1 1 1
# of Certificates of Achievements for
Excellence in Financial Reporting
received from GFOA
1 1 1 0 1
Obtain an Unmodified Audit Opinion on
Annual Comprehensive Financial Report
(ACFR)
1 1 1 1 1
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69 shra 2025 budget

ADMINISTRATIVE

SUPPORT

GOVERNING BOARDS
6 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
• 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.

BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Services and Supplies 60,000$ 60,000$ 60,000$ 30,000$ TToottaall 6600,,000000$$ 6600,,000000$$ 6600,,000000$$ 3300,,000000$$

ACTIVITIES DETAIL
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71 shra 2025 budget

ADMINISTRATIVE

SUPPORT

HUMAN RESOURCES
6 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
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 1,207,343$ 1,219,632$ 1,190,705$ 1,442,263$ Services and Supplies 789,692 665,692 803,392 706,960 TToottaall 11,,999977,,003355$$ 11,,888855,,332244$$ 11,,999944,,009977$$ 22,,114499,,222233$$ 72 shra 2025 budget
6 administrative support - human resources

ACTIVITIES DETAIL
Personnel Rules and Labor Agreements
Lead the development of guidelines for recruitment, hiring, and maintenance of all Agency employees. Ensure 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 System
Work with personnel managers throughout the Agency to ensure that performance evaluations are timely and provide developmental feedback.

New Employee Onboarding
Provide 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.

Wellness Programs
Administer the Agency’s Wellness Programs. Coordinate wellness program information and training.

Employee Training
Administers the Agency’s training programs by developing performance improvement measures, conduct orientation sessions, and arrange on-the-job training for new employees. Responsible for design, development and delivers strategic employee learning and development programs.

Worker’s Compensation Program
Administer 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.
73 shra 2025 budget
6administrative support - human resources
Health and Welfare Insurance Programs
Facilitate 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 Contracts
Maintain relationships with temporary staffing providers to quickly fill any temporary position with a qualified person. Successful temporary hiring practices result in staffing levels that are commensurate with changeable workload associated with many Agency departments.
2025 GOALS/OBJECTIVES
• Streamlining Policy Communication and Delivery for all Agency by Implementing new Policy management system to streamline all Agency policies in one location
• Strive to reduce employee turnover from 13% to 9%
• Successfully negotiate long term contracts with both our labor groups (AFSCME and SHRAEA).
• Focus on Employee Engagement
2024 ACCOMPLISHMENTS
Implementation of new NEOGOV HRIS System
In 2024, the Agency’s Human Resources Team launched a new HRIS system (Human Resources Information system) powered by NEOGOV. The (HRIS) system powered by NEOGOV, will become the Agency’s new Human Capital Management fully integrated, cloud-based system that will replace SHRA’s existing legacy system.

Redesign and launch new Student Intern Program
In 2024, the Agency’s Human Resources Team evaluated and re-designed the internship program to fit the needs of SHRA.
74 shra 2025 budget
6 administrative support - human resources
New Employee Onboarding Program
In 2024, launched new onboarding program with the following:
• Launched new - day 1 - employee experience
• Core competency training roll out
• Streamlined benefit enrollment process
• Developed new onboarding guides based on position
New Employee Onboarding Program
In 2024, the Agency set a DE&I baseline by reviewing the demographic of the team members. The HR department identified a new concept using “Puzzles” and identified areas of concern in our Agency Focus Groups. Agency launched new Program with the following focus:
• DEI training for all managers/supervisors
• SOAR training (building strategy through employee engagement) • New Internship Program
• Created new policies and procedures
75 shra 2025 budget
6administrative support - human resources

KEY INDICATORS
FY 22 Actuals FY 23
Actuals
FY 24
Projection FY 24 Actual FY 25
Projection
# of annual employee performance
appraisals administered timely 130 265 200 209 200
# of completed probationary plans 60 60 60 60 60
# of recruitments conducted 40 65 50 40 50
# of Payrolls completed on time 26 26 26 26 26
# of new employees hired 25 60 50 50 50
# of Supervisor trainings provided/ #
of participants
24 trainings; approx.
10 attendees per
course
50 50
10 trainings; 10
attendees per
course
40 # of Participants in Agency’s Weight
Watchers wellness program 101 150 150 150 160
# of employees promoted 18 20 20 10 20
# of temps hired 125 50 30 100 100
# of Emerging Leaders Hired 4 0 2 2 2
# of FTE from Temp-to-Hire 85% 0.25 50% 50% 60%
% of Section 3 hires 85% 0.85 85% 80% 85%
Effectiveness
% of annual employee performance
appraisals administered timely 99% 95% 95% 95% 95%
# of completed probationary plans 100% 100% 100% 100% 100% # of lost work days due to work
related injury or illness 0 0 0 0 0
% of time to hire for FTE positions 52% faster hiring 75% faster hiring
50% faster
hiring 50% faster hiring 50% faster
hiring
Efficiency
Online open enrollment (hours of
HR prep time) 25 25 25 15 15
Time to complete new hire
paperwork (hours spent by HR ) 4 4 1 1 1
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77 shra 2025 budget

ADMINISTRATIVE

SUPPORT

INFORMATION TECHNOLOGY
6 DEPARTMENT SUMMARY
The Information Technology (IT) Department is responsible for the Agency’s secure IT infrastructure, delivering centralized support for enterprise financial and property management systems, personal computers, and communication networks. The department also drives digital innovation through application development, enhancing public engagement and information accessibility.

APPROPRIATIONS SUMMARY
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 2,112,135$ 2,387,300$ 2,568,566$ 2,382,121$ Services and Supplies 1,190,232 1,225,232 1,225,232 1,704,298 TToottaall 33,,330022,,336677$$ 33,,661122,,553322$$ 33,,779933,,779988$$ 44,,008866,,441199$$ 78 shra 2025 budget
6 administrative support - information technology

ACTIVITIES DETAIL
• Streamline Agency operations through Yardi’s integration of collaborative tools and paperless workflows.
• Implement and maintain reliable communication networks. • Optimize Agency efficiency by implementing collaborative tools and communication platforms to facilitate a paperless operational environment. • Ensure the confidentiality, integrity, and availability of agency data. • Develop web applications to enhance public engagement and streamline participant interactions.
2025 GOALS AND OBJECTIVES
• Sacwaitlist Phase II
• Landlord Portal enhancements
• HCV Resident Portal
• Perform a comprehensive Yardi system assessment to identify optimization opportunities and potential organizational efficiencies • Streamline WMS onboarding and enhance security through process automation
• Enhance data security through multi-factor authentication and implementation of SIEM and SAML tools
• Implement single sign-on (SSO) capabilities
• Incorporate cloud disaster recovery into SHRA’s disaster recovery plan • Migrate Nextiva phone system to Microsoft Teams for 16 locations (400+ lines) 79 shra 2025 budget
6administrative support - information technology
2024 ACCOMPLISHMENTS
• Upgraded NetApp backup system.
• Wan aggregation – secondary internet circuit for fault tolerance. • VMware 7.0 upgrade – server monitoring and access software • Domain controller upgrade – Microsoft Logon service for the SHRA network • New network hardware at 16 locations
• DMZ server replacement – data access security
• Sacwaitlist Phase I
• Enhancements to PH/CNV Portal

KEY INDICATORS
FY 22
Actual
FY 23
Actual
FY 24
Projection
FY 24
Actual
FY 25
Projections
# of work orders opened 4500 5220 4000 3438 4800
# of helpdesk phone calls
received 2000 2650 1900 4142 4200
# of data backups
performed 260 260 260 7611 7611
Effectiveness
# of work orders closed 4450 5180 3855 3438 4800
# of helpdesk phone calls
responded to within 1
business day
1400 1680 1100 2043 2100
# of data backups validated 260 260 260 7611 7611
Efficiency
# of work orders
addressed in 24 hours 2150 2880 2475 7611 7611
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81 shra 2025 budget

ADMINISTRATIVE

SUPPORT
LEGAL
6 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
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 1,095,935$ 1,265,425$ 1,302,330$ 1,334,413$ Services and Supplies 289,472 325,772 381,880 421,681 TToottaall 11,,338855,,440077$$ 11,,559911,,119977$$ 11,,668844,,221100$$ 11,,775566,,009944$$ 82 shra 2025 budget
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.
• Review case law, legislation and regulations.
• 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.
6 administrative support - legal

ACTIVITIES DETAIL
83 shra 2025 budget
6administrative support - legal
• 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 Management
Support the Legal, Finance, Human Resources, Construction, 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.
84 shra 2025 budget
6 administrative support - legal
• 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 Management
Environmental 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.
85 shra 2025 budget
6administrative support - legal
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
2025 GOALS AND OBJECTIVES
• 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.
• 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.
• 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. 86 shra 2025 budget
6 administrative support - legal
• 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 • Update Agency Facility Use Agreement.
2024 ACCOMPLISHMENTS
• 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.
• 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.
87 shra 2025 budget
6administrative support - legal
• Initial development of new claims management log.
• Established new providers of Hearing Officer services to assist with Public Housing and HCV hearings.
• Initial development of safety reporting system
• Reintegrated Agency safety function from Human Resources

KEY INDICATORS
FY 22
Actuals FY 23 Actual FY 24
Projection
FY 24
Actual
FY 25
Projections
# of contracts reviewed 225 250 250 313 320
# of requests for legal opinions 4 5 12 18 15
# of resolutions/ordinances 80 90 85 92 90
# of writs assigned to outside counsel 15 25 10 0 0
# of writs handled by in-house
counsel 25 25 10 8 10
# of NEPA Exemptions or Categorical
Exclusions not Subject to §58.5
(CENST) 4 month period -
Environmental review
45 45 45 65 60
# of Categorically Excluded Subject to
(CEST) 4 month period -
Environmental review
30 30 30 36 40
# of EA/IS completed in-house or
managing consultants 4 month
period – Environmental review
7 12 6 10 10
Effectiveness
% of legal logs returned within the
stated “due” date 100% 100% 100% 100% 100%
% of resolutions and ordinances
completed within the required
circulation period
100% 100% 100% 100% 100%
Efficiency
$ amount saved per writ by
handling in house $95-125K $105-145K $150-200K $175-$195K $200-$225K $ amount saved per EA/IS by
handling in-house $10-25K $15-30K $35K $50K $50K
$ amount saved per CEST by
handling in-house $3-5K $4-6K $7-8K $12-$13K $15K
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89 shra 2025 budget

ADMINISTRATIVE

SUPPORT

PROCUREMENT
6 DEPARTMENT SUMMARY
The Procurement Services Department 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 funds
• Hiring (non-staff) and contracting practices
• Procurement practices

APPROPRIATIONS SUMMARY
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 907,112$ 1,003,859$ 1,058,609$ 1,065,160$ Services and Supplies 154,187$ 143,583$ 223,779$ 537,925$ TToottaall 11,,006611,,229999$$ 11,,114477,,444422$$ 11,,228822,,338888$$ 11,,660033,,008855$$ 90 shra 2025 budget
6 administrative support - procurement

ACTIVITIES DETAIL
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 compliance with all rules and regulations.

The Procurement Services Department centralizes Agency construction bidding activities and procures commercial and professional services, supplies and equipment for the Agency. The Department is also responsible for monitoring procurement and labor activities for compliance with all applicable federal, state and local regulations.
2025 GOALS AND OBJECTIVES
• Create list for the task order contractors. Current under $10,000 contracts (75+ contracts) will be expiring by April 2025.
• Enforce Independent Cost Evaluation (ICE) – format, streamline and make mandatory.
• Create, Plan and Implement the OpenGov contract and amendment drafting and authorization/signature process. Currently the Agency relies on Docusign for drafting and circulating contracts and amendments. Once the templates are created in OpenGov, this is will be a cost and time savings for the Agency. • Develop and provide the following staff training to all Departments:
o OpenGov Intake
o Department Liaison for Contract Rules and Management o Acquisition Methods
o Scope of Work
o Implementation of the new Resource Manual
o Task Order Process
91 shra 2025 budget
6administrative support - procurement
• Provide continuing education and staff training for internal Procurement staff:
o Compliance
o Public Procurement
o Federal Procurement
o Certification Training
o Staff Training Conferences
• Consolidating contracts that different departments utilize. Currently Departments are creating contracts solely for their own Departments which Procurement sees multiple contracts with the same vendor.

It would be time efficient for the Agency to create a full scope of work to encompass all work that the Agency would require and execute one contract, when possible.
2024 ACCOMPLISHMENTS
• Update procurement policy and procedures manual for the Department and internal Procurement staff. This is a current initiative that is in process. The project is a two-year project but forecast show the project will be completed prior to the two-year mark.
• Compile the data and submit the Federal funding reports for Minority/ Women’s Business Enterprises, Labor Compliance and Section 3 programs for the Agency. Procurement onboarded Motivation Inc at the beginning of 2024. They have created a database for capturing all Section 3 business and employees. Procurement and Motivation Inc have also updated all documents and create a simplified streamlined package to provide to prospective contracts for their ease of use.
• Develop and provide the following staff training:
o OpenGov Intake
o Contract Circulation
o Purchase Orders
o Task Order Process
92 shra 2025 budget
6 administrative support - procurement
• Update Procurement resources on the Agency website and Intranet.

This is in the process of being completed. Procurement has designed an internal website that will act as a vital resource for the Agency. • Provide continuing education and staff training for Procurement staff:
o Compliance
o Public Procurement
o Federal Procurement
o Certification Training
o Staff Training Conferences
2024 Contract Stats (current as of 7/12/2024)
• Total dollar amount of Active Encumbrances for SHRA Contracts - $211,342,545.38
• Total dollar amount of Contracts for SHARP - $286,379.50 (1/1/24 - 7/12/2024)
• Approximate number of contracts - 233 (1/1/2024 to 7/12/2024) - 345 for last 12 months
• Number of Solicitations - 220 as of 7/12/2024
• Dollar amount in eComply for Certified Payroll Compliance review - 339.5 million
2023 Actuals
• Total dollar amount of Active Encumbrances for SHRA Contracts - $175 million
• Total dollar amount of Contracts for SHARP - $5 million • Approximate number of contracts – 250
• Number of Solicitations – 41 as of 7/12/2024
• Dollar amount in eComply for Certified Payroll Compliance review - was not tracked
93 shra 2025 budget
6administrative support - procurement

KEY INDICATORS
FY 22 Actuals FY 23 Actuals FY 24 Projected FY 24 Actual (YTD) FY 25 Projected
# of Invitation for Bid solicitations
completed
43 60 58 34 45
# of Requests for Proposals 75 35 42 5 20
# RFQ's Completed 100 125 25 2 * 10
# of Contracts + Amendments Completed 250 250 310 224 (YTD) / 336 (last 12 months) 450
$ of Contract Value - Public Housing/SHRA 38.3M $175 M $192 M $211,342,545.38 200M $ Contract Value - SHARP 1 Million 5 Million $1,820.00 $286,379.50 5M Solicitation $ - Public Housing/SHRA 6.7 Million 0 12 million 5.8 million 25M Solicitation $ - SHARP 1 Million 5 Million $389,523.50 $286,379.50 $400,000 Certified Payroll Compliance $ 200 Million 225 Million 175 million 339.5 Million 3M # of task orders completed 910 1200
# of Payrolls reviewed 12770 15000
# of PCard Statements 378 189 350
Amount of $ for total PCards $ 1,106,608.98 $553,304.49 1M # of Supply Requests processed 27 40
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95 shra 2025 budget

SHRA ADMINISTRATIVE

HEADQUARTERS
6 HEADQUARTERS

DEPARTMENT 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
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Benefits
Services and Supplies 818,771 728,771 696,271 765,500 Debt Service 1,044,669 982,999 982,999 984,180 TToottaall 11,,886633,,444400$$ 11,,771111,,777700$$ 11,,667799,,227700$$ 11,,774499,,668800$$ this page left
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7 HOUSING

AUTHORITY
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99 shra 2025 budget

HOUSING AUTHORITY

HOUSING CHOICE VOUCHER PROGRAM
7 DEPARTMENT SUMMARY
The Housing Choice Voucher (HCV) program provides rental assistance to low- income families throughout Sacramento County. The Agency has authority to provide approximately 13,542 vouchers and seeks to maintain utilization at 98-100% of the vouchers available or disburse 98 – 100% of the allocation for Housing Assistance Payment (HAP).

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:
o 25 at Mather Veterans Village (Phase 1)
o 25 at Mather Veterans Village (Phase 3)
o 23 at the Hotel Berry
o 25 at Mirasol Village (former Twin Rivers) development • 100 are for non-elderly disabled (NED) households
• 36 tenant-based vouchers for Family Unification Program (FUP) • 98 tenant based vouchers for Foster Youth to Independence (FYI) 100
shra 2025 budget
7 housing authority - housing choice vouchers
• 216 vouchers for non-elderly disabled households through Mainstream • 244 Rental Assistance Demonstration (RAD) PBV for former public housing units that converted to RAD
• 1651 PBVs for homeless or homeless/rent burdened families at the following properties:

Project
Phoenix Park I
Phoenix Park II
Serna Village
Washington Plaza
Sutterview Place
Sierra Vista
7th and H
Saybrook Apartments
Mather Veterans Village (Phase 3)
MLK Village
Shasta Hotel
Victory Townhomes/Dixieanne
Courtyard
Previous Public Housing
Quinn Cottages
La Mancha
Riverview
Boulevard Court
Edgewater
Capital Terrace
Ardenaire
Lavender Court
Capitol Park Hotel
Mutual Housing on the Boulevard
Sunrise Pointe
# of Units
140
144
75 76
77 78
67 60
26 55
72 8
92 218
20 100
121
19 43
33 10
24 134
67 46

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A Request for Proposal has been released for PBVs each year since 2017.

The following projects have been previously awarded:
• 1221 new PBVs have been awarded for homeless families Project
Mirasol Block D
EAH on Broadway
Eden Elk Grove Apartments
Northview
Oak Rose
440 Arden Way
Mutual at San Juan
Broadway and 39th
Village Apartments
Donner Field
Longview
The Pardes 1
Cornerstone Village
The Pardes 2
Monarch
Sequioa
Hope Landing (Arden Star)
Powell’s Landing (Rodeway Inn)
Madison Square
69th Street Apartments
Mather Veteran’s Village 4
Mather Veteran’s Village 5
# of Units
47 37
33 66
66 31
39 12
17 17
65 8
24 8
20 88
122
69 118
69 69
30 Status
In Construction
In Construction
Awarded
In Construction
Awarded
In Construction
Awarded
In Construction
Awarded
Awarded
Awarded
In Construction
Awarded
Awarded
Awarded
In Construction
In Construction
In Construction
In Construction
Awarded
Awarded
Awarded
Project
Cornerstone North and South
Central Sacramento Studios
Villa Jardin/Coral Gables
Vista Nueva
Colonia San Martin
Mirasol Block B and E
Mirasol Block A
Mirasol Block C
# of Units
16 92
45 106
16 82
77 53
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ACTIVITIES DETAIL
Customer Communication Center
Staff 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 Communication Center has high quality team members and leverages new technology to deliver exceptional customer service to accomplish the Agency’s mission. They recently converted to a new customer service software to provide better metrics in order to provide a better customer experience.

HCV Waitlist Management
One 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 wait lists 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 wait list (among others) was opened for new applicants and 23,534 applications were received, 5,000 of which were placed on the wait list (by random computer selection). As of mid-July, 2024 3570 applicants remained on the tenant-based voucher wait list.

A Request for Proposals to project base additional units was not issued in 2024 because the Housing Authority is in “shortfall” (see below).

However, the commitments listed above will be honored.

APPROPRIATIONS SUMMARY (HCV & HOMELESS INNOV.)
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 13,348,835$ 17,000,452.00$ 11,257,894 10,746,147 Services and Supplies 4,932,357 4,504,634.00$ 3,358,086 1,772,450 Debt Service - - - - Interdepartmental Charges 3,985,341 4,107,242.00$ 5,517,696 4,403,213 TToottaall 2222,,226666,,553333$$ 2255,,661122,,332288$$ 2200,,113333,,667766$$ 1166,,992211,,881100$$ *The Homeless Innovations Department was created in 2021 103
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Intake Functions
The intake functions provide support of the initial integrity of the program by determining the eligibility of applicants from the wait list(s). When there are vacancies, the integrated intake team (for Public Housing and HCV) select households from the appropriate wait list 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 Participants
Continued 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. 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 and this can now be accomplished through the portal.

The Resident Portal was upgraded in 2023 to include a redesigned look to improve user experience, including the ability to download commonly used documents, easy access to key information about rent amount and payment standards. Additional forms have been made accessible through the portal and user access and functionality continues to increase. The number of annual recertifcations completed in the resident portal continues to increase: 1705 were completed in 2022 and 2031 in 2023. We project 4200 recertifications to be completed in 2024 and 4500 in 2025.

Owner Participation
Housing 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).

This year, office hours were added so that landlords have direct access to a Landlord Liaison Tuesday mornings and Thursday afternoons via Zoom.

Additionally, a Landlord Update webinar was held in December 2023 and July 2024 where landlords could see firsthand the upgrades made to both the landlord portal and the eRFTA portal. Hundreds of landlords have attended and ask questions and participate in these events.
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Homeless Housing
The HCV Department also administers 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 have included 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.

Pathways
The 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 September 15, 2024, 373 families were housed with 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 September 15, 2024, 259 families were housed and utilizing a voucher.

Move On
The 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 September 15, 2024, 30 families have leased up through Move On.
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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) with an option to extend the time limit for up to an additional 24 months if they meet certain requirements 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 program 44 families were able to lease up, 14 additional families are in the process of leasing up a new unit, and 40 families are still searching for a rental as of September 2024.

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. As of September 15, 2024, all 494 have been utilized and are supporting families.

Shelter Plus Care (SPC)
The SPC program is distinct from the HCV program and houses 390 previously homeless, disabled households in Sacramento County. This is a grant funded, budget-based program so the number of participants changes and is expected to increase in 2024 and 2025. The Housing Authority partners with service providers in the community to provide case management services to the households. There are two SPC programs; the largest program, the tenant based SPC, allows households to find units in Sacramento County while the other program is located at Boulevard Court. As of September 15, 2024:
• 375 households received a subsidy from the SPC tenant-based program. • 15 households received assistance at Boulevard Court.

Tenant-Based Voucher Program
There are over 430 voucher households currently looking for housing.

This number is pretty consistent, generally hovering around 500. 106
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2025 GOALS AND OBJECTIVES
• Continue to achieve high performer status from HUD for Section Eight Management Assessment Plan (SEMAP).
• Maximize the utilization of voucher funding despite the tight Sacramento rental market and seek opportunities for families to move into low poverty areas.
• In 2022, 1,702 tenants completed their annual recertification in the resident portal. In 2023, there was a 19% increase in participation as 2020 tenants completed their recertification in the portal. In 2024, the projection is that more than 4,200 recertifications will be completed through the resident portal. The goal is to have at least 4,500 annual recertifications completed in the resident portal in 2025.
• Continued development of the Customer Communication Center with increased calls answered and improved tracking through the newly installed software.
• 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 contact information, reviewing past inspections and submissions of rent increases online. Now landlords can see why inspections failed and access the Subsidy Adjustment Notices (that document the tenant portion of rent).

Shortfall
In early 2024, the Housing Authority entered “shortfall”—which means that it is expected that the HCV program will not receive sufficient federal funds needed to keep all current program participants housed. HUD is committed to providing funds to maintain subsidies for all assisted households as long as the PHA:
• Stops issuing new vouchers;
• Stops issuing Request for Proposals to project base additional units; and • Stops absorbing vouchers from participants coming to Sacramento County from other jurisdictions.

The Housing Authority of the County of Sacramento has implemented these cost-saving measures, and others, in order to reduce the amount of subsidies disbursed.
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• Refine the landlord portal so that emails are sent to owners within 24 hours of a unit inspection notifying them if the unit passed or failed and listing all the failed items.
• Increase transparency in the lease up process by refining the eRFTA portal so that emails are sent out to prospective owners and tenants showing the progress of the Request for Tenancy Approval (RFTA) as it passes milestones during the approval process. NOTE: The RFTA is the document that shows a tenant is seeking approval to rent a specific unit from a prospective landlord.
• Prioritize the recognition of employees on a regular basis showing appreciation for their hard work, customer service and good performance. • Continue to convert public housing units to the Rental Assistance Demonstration (RAD) PBV platform.
• 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.
2024 ACCOMPLISHMENTS
• Achieved “high performer” status from HUD for Section Eight Management Assessment Plan (SEMAP).
• As of September 15, 2024 the Housing Authority has housed:
o 373 homeless households through the Pathways Program. o 259 households through the FSRP Program.
o 30 families housed through the Move On program.
o 44 homeless foster youth through the recent FYI voucher program. o 494 families through the Emergency Housing Voucher Program. • Almost 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 wait lists. • Upgraded the wait list portal to improve the user experience. • Launched a semi-annual Landlord Update webinar where more than 400 landlords attended in December and more than 200 in July. 108
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2024 ACCOMPLISHMENTS
• Expanded the use of electronic and virtual platforms developed during the pandemic to maintain high levels of efficiency. These included:
o Continuing Zoom communications for applicants, participants o and housing providers, thereby making staff communications o more accessible.
o Wait list portal now allows applicants to update their o information directly
o Resident portal provides increased access to forms and resources o and the ability to complete the annual recertification online. o Landlord portal is available for landlords to look up past and o current payments made on behalf of their tenants, update their o contact information, and change their banking information for o direct deposits.
o eRFTA portal access was expanded - continued improvements o allow for increased efficiency for the landlords and tenants o working with the HCV program
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housing authority - housing choice vouchers 7

KEY INDICATORS
FY 21
Actuals
FY 22
Actuals
FY 23
Actual
FY 24
Projected
FY 25
Projected
Score received for the Section
8 Management Assessment
Program (SEMAP) 93% 62% 93% 83% 93%
# of (Tenant Based) Housing
Choice Vouchers (HCV)
allocation (excl PBV)
10712 10833 10569 10744 10747
# of Project Based Vouchers
(PBV) 1359 2076 2340 2761 2795
# of (Tenant Based) Veterans
Affairs Supportive Housing
Vouchers (VASH) - homeless
565 740 820 874 874
# of (Project Based) Veterans
Affairs Supportive Housing
Vouchers (VASH) - homeless
99 124 124 130 138
RAD 118 232 289 244 348
MS5 216 216 216 216 216
% of families with elderly
family member in the
household
42% 43% 39% 41% 40%
% of disabled members in
household 74% 75% 64% 63% 62%
% of households with family
members who are employed 23% 24% 8% 9% 9%
% of families who were
initially homeless 16% 22% 24% 27% 27%
% of families with total
household income less than
$10,000, unadj inc
22% 20% 15% 15% 15%
% of families with income less
than 25% Area Median
Income, unadj inc
81% 80% 71% 70% 70%
Output
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KEY INDICATORS
FY 21
Actuals
FY 22
Actuals
FY 23
Actual
FY 24
Projected
FY 25
Projected
Received High Performer
designation from HUD for the
Section 8 Management
Assessment Program (SEMAP)
1 0 1 0 1
% of HCV tenant based
voucher utilization 89% 89% 91% 90% 95%
% of HCV project based
voucher utilization 98% 98% 98% 92% 98%
% of VASH (tenant and
project based) voucher
utilization – homeless
74% 71% 80% 80% 95%
% of RAD utilization 99% 99% 100% 100% 100%
% of Mainstream Voucher
(MS5) utilization 56% 81% 100% 98% 100%
% of landlords
electronically receiving
their payments through
direct deposit
98% 99% 99% 99% 99%
% of families utilizing the
resident portal (for any
purpose)
51% 44% 44% 48% 52%
% of applicants utilizing
the applicant portal
100% 100% 100.00% 100.00% 100.00%
Efficiency
Effectiveness
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HOUSING AUTHORITY

HOMELESS INNOVATIONS
7 DEPARTMENT SUMMARY
The Homeless Innovations staff oversees the management of three homeless shelters and administered the emergency rental assistance program for the City and County of Sacramento also known as the Sacramento Emergency Rental Assistance (SERA) Program in 2024. Phase 1 of SERA was completed in December 2020 and Phase 2 (SERA2) of the program disbursed $185 million to over 16,550 households needing assistance to pay rent and/or utilities owed in arrears. It is anticipated that all rental assistance funds will be disbursed by December 2024.

APPROPRIATIONS SUMMARY (HCV & HOMELESS INNOV.)
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 13,348,835$ 17,000,452.00$ 11,257,894 10,746,147 Services and Supplies 4,932,357 4,504,634.00$ 3,358,086 1,772,450 Debt Service - - - - Interdepartmental Charges 3,985,341 4,107,242.00$ 5,517,696 4,403,213 TToottaall 2222,,226666,,553333$$ 2255,,661122,,332288$$ 2200,,113333,,667766$$ 1166,,992211,,881100$$ *The Homeless Innovations Department was created in 2021 112
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ACTIVITIES DETAIL
In 2024, the HI department oversaw 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 September 5, 2024, EBH sheltered 554 unduplicated youth. 371 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 September 5,, 2024, MNC provided shelter to 943 unduplicated women. 340 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 September 5, 2024, XNC provided shelter to 994 unduplicated guests. 380 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/
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2025 GOALS AND OBJECTIVES
• 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. 2024 ACCOMPLISHMENTS
As of September 5, 2024, the Housing Authority has housed:
• 554 youth as shelter guests at Emergency Bridge Housing (EBH), and moved 371 guests into permanent housing
• 943 women as shelter guests at Meadowview Navigation Center (MNC) and moved 340 guests into permanent housing
• 994 adults as shelter guests at X Street Navigation Center (XNC) and moved 380 guests into permanent housing
• 494 families through the Emergency Housing Voucher Program • 16,550 households received rent and/or utility assistance totaling $184 million through the SERA program.

Sacramento Emergency Rental Assistance (SERA) Program
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 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. As of September 4, 2024, $185 million was disbursed to more than 16,550 households. All remaining SERA funds are anticipated to the disbursed by December 2024. Additional information about this program can be found at www.shra.org/sera.
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HOUSING AUTHORITY

PROPERTY MANAGEMENT/PUBLIC HOUSING
7 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 1,992 apartments, duplexes, and some single-family homes to qualified low-income families. There are 1,449 units in the City of Sacramento, and 543 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 603 Rental Assistance Demonstration (RAD) &/or project-based units.

APPROPRIATIONS SUMMARY
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 9,732,587 10,785,939 10,738,737 7,720,089 Services and Supplies 13,778,025 14,883,350 13,133,481 14,779,269 Interdepartmental Charges 12,988,906 9,577,943 12,410,051 12,317,577 TToottaall 3366,,449999,,551188$$ 3355,,224477,,223322$$ 3366,,228822,,226699$$ 3344,,881166,,993355$$ 116
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ACTIVITIES DETAIL
Property Management and Capital Planning
Public 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 96% • 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 and 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.
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7housing authority - property management/public housing Public Housing Agency (PHA) Plan
Annually 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 Urban Development (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 Improvements
General upkeep and maintenance of property is important for curb appeal and resident satisfaction. Regular National Standards for the Physical Inspection (NSPIRE) 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 (PNA) 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.

Audit
All 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. 118
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7 housing authority - property management/public housing Asset Repositioning
As 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. 2025 GOALS AND OBJECTIVES
Asset Repositioning
• Continue 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 Auburn Falls project is projected to be in construction within Quarter 1 2025. Currently in pre- development is the Greenback Grove project. Both projects are scattered site projects utilizing Public Housing properties from the Housing Authority of the County of Sacramento. In particular, units were selected from the Sun River AMP for these projects. 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).
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7housing authority - property management/public housing • Continue research on 1725 K Street as a possible project for future 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 Services
• Resident Services aims to address the areas of need at both the community and individual level by continuing to assist our participants with supportive services, resident empowerment activities, and assistance in becoming economically self-sufficient. Services and referrals may include:
• Health
• Education
• Employment
• Life and Soft Skills
• Digital Inclusion
• Financial Literacy/Business Acumen
• Set up workshops that are value added to our residents that are based on their collective need. These workshops could focus on future employment searches, how to stay ahead of the digital advances, financial literacy, soft skills in the workplace, goal setting, medical resources available in the community, further education through community college/university and much more.
• Work with the Workforce Development partners to create an employment pipeline for residents graduating from the training programs. 120
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7 housing authority - property management/public housing Housing Operations - Administrative
• Obtain “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:
• 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 - Maintenance
• Focus 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. • 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.
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7housing authority - property management/public housing • Ensure that maintenance personnel adhere to shop and vehicle organization plans to maximize workplace safety through periodic monitoring and evaluation of workspaces.
• 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. 2024 ACCOMPLISHMENTS
Asset Repositioning
In 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 38th 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.

The Housing Authority received notification that the Auburn Falls project is projected to receive 4% Low Income Housing Tax Credits in the preservation pool. This project will convert 104 units from the Sun River Asset Management project from Public Housing to the project-based Section 8 platform.

Leasing/Occupancy Accomplishments
• 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.
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7 housing authority - property management/public housing Housing Operations - Administrative
The Resident Services Team worked directly with the Housing Authority’s public housing residents helping them meet personal goals and/or overcome their individual 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.

Housing Operations - Administrative
• Partnered 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 fourth 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 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. 123
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7housing authority - property management/public housing 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, and transportation services.

In the last year, Resident Services provided or hosted the following resources and opportunities:
• Virtual workshops focused on financial literacy, homeownership, and information sessions
• Turkey and grocery giveaway
• Holiday meals and provided groceries, gift cards, and gift bags • Job and Resources Fair
• Christmas gift giveaway
• Free diaper distribution program; As of 5/31/2024, 584,375+ diapers distributed during the fiscal year.
• School supplies
• Broadband for All, Digital Equity, & BEAD Planning Workshop for the Greater Sacramento Region.
• Bicycle Safety Jamboree
• Youth Game Night
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8 DEVELOPMENT
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DEVELOPMENT

DEVELOPMENT
8 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).
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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
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 3,941,285$ 3,938,315$ 3,541,638 3,595,388 Services and Supplies 564,953 666,684 617,153 684,398 Interdepartmental Charges 2,095,030 2,621,600 1,797,800 1,589,800 TToottaall 66,,660011,,226688$$ 77,,222266,,559999$$ 55,,995566,,559911$$ 55,,886699,,558866$$ 129
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ACTIVITIES DETAIL
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.
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Federal Programs
The department implements a wide range of multifamily and home ownership programs throughout the City and unincorporated County of Sacramento.

Multifamily Affordable Housing Financing - Staff 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 Implementation - Staff 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. 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 Management - Compliance 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
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• 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.
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• 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
2025 GOALS AND OBJECTIVES
Federal Programs
• Implement the 2025-2029 Consolidated Plan for federal Community Planning and Development funding originating from the U.S. Department of Housing and Urban Development (HUD).
• Implement the 2025 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 subrecipients 133
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Development Finance
• Provide Mortgage Revenue Bond and gap financing needed to complete the significant rehabilitation and new construction of affordable multifamily rental properties within 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 and fund new affordable housing developments with loan proceeds.

Agency Asset Repositioning
• Complete construction and lease-up at Phase 4 of the Mirasol Village / Twin Rivers Transit Oriented Development (Choice Neighborhoods Initiative). • Convert construction loan to permanent financing at Phases 3 and 4 of the Mirasol Village project
• Collaborate with City to prepare an updated River District Specific Plan • Support Housing Authority to complete the RAD 4 (RVP Group) rehabilitation project and secure financing for the RAD (Auburn Falls) rehabilitation project.
• Update Asset Repositioning strategies and projects to reflect work completed, take advantage of new opportunities, and formalize policies and procedures for affiliate entities.
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2024 ACCOMPLISHMENTS
Federal Programs
• Continued the implementation of Bringing Families Home initiative in partnership with the County of Sacramento, Volunteers of America, 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.
• Completed development of the 2025-2029 Consolidated Plan • Updated the CDBG and ESG Desk Guides.
• Updated the subrecipient monitoring plan.
• Completed Walnut Grove ADA Restroom Project and the Northgate Blvd.

Signals Project
• Continued ongoing infrastructure and public facilities improvements:

In the County, continuing projects include:
o Empowerment Park ADA improvements
o Arden Way Complete Streets
o Watt Avenue Complete Street Improvement- Phase 1 o Rio Linda Area LED Street Lights
o Gibson Ranch Regional Park ADA Improvements
o Mather Community Campus Roof
o 44th st Bicycle, Pedestrian, and Lighting Improvements o Santa Anita Gazebo
o Rosemont Street Lights Phase 3
o South Sacramento Affordable Housing Pedestrian Improvements 135
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o South Oak Park/Fruitridge Pocket ADA Improvements o Isleton Street Light Project
o Galt C Street Enhancement
o Edwin A Smith Park Shade Structure
o Howe Park Volleyball Courts
o Elk Horn Boulevard Complete Streets
o Florin Road Bicycle Pedestrian Improvements
o North Watt Ave Pedestrian Improvements
o Fruitridge Sidewalk Improvements
o Wyda Way Sidewalk Improvement
o Olde Florintown Park Sewer Line
o Isleton City Park Restroom
In the City, continuing projects include:
o Thelma and Hawk Park Master Plan
o Broadway Complete Streets (Phase 1 and 2)
o Franklin Blvd Complete Street (Design and Engineering) o O’Neil Field ADA Restroom
o Mama Marks Park Splashpad Conversion
o Danny Nunn Park Playground
o Chorley Park Playground
o Camellia Park Irrigation Improvements
o Woodlake Park Walkway Design
o Tree Nursery Access Improvements
o Northwood School Access Improvements
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o Saint John’s Program Restroom Rehab (NOFA)
o Wood Park Community Garden
o Envision Broadway Oak Park Complete Streets
o Franklin Blvd Complete Streets
o Fruitridge Road Complete Streets
o Ninos Park Recreation Upgrades
o North Pointe Park Recreation Upgrades
Development Finance
Multifamily
• Committed approximately $31.5 million in Multifamily Loan assistance to 3 affordable housing developments (Terracina at Wildhawk, Auburn Falls, River City, and Central Sacrament Studios II. Additional funding provided to Capitol Park Hotel, Saybrook and Cornerstone,).
• Approved issuance of $114 million in Mortgage Revenue Bonds for rehabilitation and construction of 3 multifamily developments (Terracina at Wildhawk, Auburn Falls and River City)
• Completed construction and renovation of multifamily developments totaling 1050 units (Wong, Mirasol C, Heights on Stockton, Mutual on the Boulevard, Cornerstone, Saybrook, RVP , 39th and Broadway, and Northview)
• Awarded State of California Homekey funds 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. These projects will create 313 new units of permanent supportive housing.

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 options.
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• Accomplishments include:
• One density bonus agreement which when complete will
regulate 15 affordable units for 55 years.
• Worked with City staff to update the City Mixed Income Housing Ordinance
• Implemented the City of Sacramento Single Room Occupancy, Mixed Income and Housing Trust Fund ordinances.
• Implemented the County of Sacramento Housing Trust Fund and Affordable Housing Ordinances.
• Processed County Affordable Housing Fee Waivers Certificates Single Family
• Provided financing and land for the development of 18 Habitat for Humanity homes
• Provide down-payment assisted to five qualified home buyers using Permanent Local Housing Allocation funds
Portfolio Management
• Managed a $533 million portfolio of 845 loans, consisting of 24,485 affordable units.
• Audited over 2186 tenant files to ensure compliance with income eligibly and property management procedures.
• Monitored 65 resident services at multifamily properties • Completed annual audit confirmations for 105 multifamily developments. • Provided calculations and prepared invoices for the Supplemental Annual Administrative Fee for 34 multifamily bond developments. • Completed CDLAC Certification on 88 Mortgage Revenue Bond Projects. • Monitored compliance of over 953 single family home loans. 138
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Agency Asset Repositioning
• Began construction of the Mirasol Village Early Childhood Education Center to provide employment opportunities and high-quality early childhood education to residents of Mirasol Village and the surrounding community.
• Mirasol Village Block A - Achieved stabilized occupancy and converted from construction to permanent financing
• Central City I (RAD 2) – Achieved stabilized occupancy and converted from construction to permanent financing
Output - Community Development Division
FY 22
Actuals
FY 23
Actuals
FY 24
projections
FY 24
Actuals
FY 25
projections
Public Facilities/Infrastructure Contracts
Awarded 19 23 20 16 14
Households Rapidly Rehoused (Individuals) 200 273 100 88 100 Households Sheltered (ESG and CDBG)
(Individuals) 860 756 700 428 500
Households assisted (HOPWA) 440 320 300 340 350
Households Receiving Meals 4964 4176 4000 3800 3800
Effectiveness - Community Development Division
Public Facility/Infrastructure Requests (High
Priority) 19 18 14 12 10
Public Facilities/Infrastructure Requests Funded 19 16 14 16 14 Months of Service Enrolled in Rapid Rehousing 5 2 5 7 7 Housing Assisted/Number of Units (HOPWA) 400 320 300 480 400 Meals Served 386,279 419,800 400,000 500,000 500,000
Cost per meal $3.85 $3.85 $3.85 $8.00 $8.00
Affordable Units Preserved (HOPWA) 40 40 40 40 40
% of Funding Awarded Public
Facilities/Infrastructure 100% 100% 100% 100% 100%
Housed One-Year After Exit From Rapid Rehousing
90% 80% 100% 80% 80%
Cost Per Household Rapid Rehousing $10,674 $10,674.00 $10,674.00 $16,320.00 $16,320.00 Efficiency - Community Development

KEY INDICATORS
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FY 22
Actuals
FY 23
Actuals
FY 24
projections
FY 24
Actuals
FY 25
projections
$ of Loan Assistance provided $22M $96.2M $20M $31.5M $20 # of Developments Receiving Loan Assistance 5 10 4 7 4
# of units financed 300 1078 400 368 300
$ of Mortgage Revenue Bonds Issuance Approved $100M $150M $100M 114M $100M # of Developments Receiving Mortgage Revenue
Bonds 5 3 3 3 3
# of Developments Completed 5 5 6 9 5
# of Units Completed 200 562 700 1050 600
City and County: Mixed Income Housing
Ordinance/Affordable Housing Ordinance Annual
Reports
2 2 2 2 2
City and County: Mixed Income Housing
Ordinance/Affordable Housing Ordinance/Density
Bonus Regulatory Agreements Recorded and
Homebuyers Certified
0 0 1 1 6
City and County: Mixed Income Housing
Ordinance/Affordable Housing Ordinance/Density
Bonus Affordable Housing Strategies Approved
1 2 3 4 3
City and County: Housing Trust Fund Ordinance
Annual Reports 2 2 2 2 2
City: Single Room Occupancy (SRO) Ordinance
Annual Report 1 1 1 1 1
# of Loans Financed Under the Home Buyer Down
Payment Assistance Program 16 3 5 1 5
$ amount of Loans Financed under the Home
Buyer Down Payment Assistance Program $640K 150K 250K 35k 250k # of Certificates Issued under the MCC Programs 0 0 0 0 0 $ Amount of First Mortgage Loans Leverage with
the MCC Program 0 0 0 0 0
# of Parcels Sold & Income Certifications for
Owner Occupied Single Family Homes- NSP
Program
0 0 0 8 0
# of Welcome Home Program Homebuyers
Certified 5 5 0 0 0
# of Del Paso Nuevo Single Family Homes
Constructed 0 6 0 0 0
# of Del Paso Nuevo Homebuyers Certified 0 7 0 0 0
# of Habitat for Humanity Homebuyers Certfied 0 0 18 18 0 Output - Development Finance Division - Housing Policy Implementation Output - Development Finance Division - Single Family Affordable Financing & Home Ownership Output - Development Finance Division - Multifamily Affordable Housing 140
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FY 22
Actuals
FY 23
Actuals
FY 24
projections
FY 24
Actuals
FY 25
projections
# of Loans Managed in the Portfolio 940 851 800 845 800 $ Amount of Loans Managed $390M 400M 400M $533M 475M
# of physical inspection of multifamily
developments 184 11 50 179 160
# of Physical Inspections of Multifamily Units 2674 47 600 2186 1000 # of Multifamily Tenant files Audited 2600 1270 2000 2186 2000 # of Multifamily Resident Services Requirements
Monitored 102 76 100 65 75
# of Annual Audit Confirmations for Multifamily
Developments 95 94 100 105 100
# of Supplemental Annual Administrative Fees
(SAAF) Invoiced and Collected 48 52 50 34 50
# of CDLAC Certifications Completed 83 89 90 88 90
# of Subordination Loan Requests Processed for
Existing Multifamily Loans 5 5 10 0 5
# of Subordination Loan Requests Processed for
Existing Single Family Home Loans 20 10 10 0 5
# of Single Family Home Loans Monitored for
Compliance 570 987 1000 953 950
# of Children Provided After School Services due
to SAAF Funding 2000 3504 3000 50 50
% of Multifamily Units Constructed or Renovated
on scheduled 100% 95% 95% 85% 100%
% of City/County Annual Housing Ordinance
Reports Completed 100% 100% 100% 100% 100%
# of Del Paso Nuevo Homebuyers Certified 0 7 0 0 0
$’s Leveraged per Mortgage Credit Certificate 0 0 0 0 0 $’s spent per Down Payment Assistance $40,000 50000 $200K $250k $200k Projects Repositioned from Public Housing to
LIHTC Partnerships 3 3 3 3 5
Units Repositioned from Public Housing to LIHTC
Partnerships 324 183 0 0 104
Existing Projects Re-syndicated 0 2 0 0 0
Projects Rehabilitated 1 3 3 3 5
Units Rehabilitated 124 183 0 0 104
Existing Projects Refinanced 1 1 0 0 0
Leveraged Funds $192.9 million $50 million 0 0 $30 million Total Projects Managed through related non-
profits 15 17 19 19 24
Output - Asset Repositioning Division
Output - Development Finance Division - Portfolio Management Effectiveness - Development Finance Division - Portfolio Management Efficiency - Development Finance Division - Portfolio Management 1general oveview
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DEVELOPMENT

RENTAL ASSISTANCE DEMONSTRATION

PROGRAM (RAD)
8 DEPARTMENT SUMMARY
The Rental Assistance Demonstration (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
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits -$ -$ 776,437$ 619,685$ Services and Supplies - - 42,898 89,400 TToottaall --$$ --$$ 881199,,333355$$ 770099,,008855$$ 142
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ACTIVITIES DETAIL
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. 143
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2025 GOALS AND OBJECTIVES
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.
2024 ACCOMPLISHMENTS
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 Avenue
• 43rd Avenue
• Walegra
• Folsom Blvd
• El Paraiso
• Elk Grove
This project started in July 2020, with construction
being completed December 2021.
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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 Road
• Northcrest Circle
• Shupe Drive
• Sunset Avenue
• Tiara 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. 145
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KEY 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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9 REAL ESTATE AND

CONSTRUCTION

SERVICES
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REAL ESTATE AND

CONSTRUCTION SERVICES

REAL ESTATE AND

CONSTRUCTION SERVICES
9 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
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Salaries and Benefits 1,309,566$ 1,938,514$ 1,990,716 1,817,214 Services and Supplies 335,153 270,299 161,509 250,173 Interdepartmental Charges 528,845 426,688 - - TToottaall 22,,117733,,556644$$ 22,,663355,,550011$$ 22,,115522,,222255$$ 22,,006677,,338877$$ 150
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ACTIVITIES DETAIL
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 have been absorbed by the two departments that use them most: The Housing Authority and the Development Department. RECS has continued to be a resource for these departments, assisting as necessary, and maintains the archives of final real estate transactions.

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, modernization of the conventional Public housing stock, and design and the delivery of the Rental Assistance Demonstration (RAD) conversion rehabilitation projects. 2025 GOALS AND OBJECTIVES
• Complete the administration of the Agency’s implementation of HUD’s Lead Hazard Reduction Program
• Monitor the completion of the construction of the following project at the Mirasol Village neighborhood: Housing Blocks C and D & Mirasol Village Early Childhood Education Center (ECEC) • Manage the rehabilitation of Public Housing properties for the Housing Authority
• Assist Housing Maintenance with the turnover of vacant units in the Public Housing stock
• Manage the rehabilitation of the five properties in the RAD Phase 4 (Auburn Falls) project
• Continue implementing the Agency’s property Disposition Plan by selling Agency-owned vacant properties most eligible for sale
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9real estate and construction services - recs
• 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 to outside developers
• Strengthen employee engagement by creating more opportunities for staff learning and development within the department
• Continue to standardize SHARP contracts and construction 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
2024 ACCOMPLISHMENTS
• 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
• Cornerstone
• Mutual on the Boulevard
• Sutter House
• Vista Nueva (Staybridge)
• Coral Gables
• Villa Jardin
• Mirasol Village:
• Housing Block C
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• On-going construction of the following projects:
• Multi-family rehab projects
• On Broadway
• 39th and Broadway
• River City Trio
• 4995 Stockton Blvd.
• Wong Senior Centers
• Saybrook
• Northview Pointe
• Mutual on the Boulevard
• Homekey projects
• Madison Super 8
• Arden Star
• Rodeway Inn
• Mirasol Village
• Blocks C & D
• Mirasol Village Early Childhood Education
Center (ECEC)
• Managed the rehabilitation and modernization of various Public Housing projects
• Completed several Lead Based Paint remediation projects through the Lead Hazard Reduction Program
• Implemented and managed the Agency’s Home Repair Program (HRP) • Managed the maintenance of the Agency’s many vacant properties 153
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9real estate and construction services - recs
FY 21
Actuals
FY 22
Actuals
FY 23
Actuals
FY 24
Projections
FY 24
Actuals
FY 25
Projections
# of appraisals completed
(appraise all properties assigned) 12 12 5
10 assist as
needed
10 3
# of Agency owned Vacant
Properties Sold 6 3 1 1 1 8
# of Public Housing rehab projects
managed
15 20 15 15 18 projects
100+ units 100+ units
# of Multi-family lending projects
for which construction oversight
was provided
16 15 15 20 20 20
Effectiveness
% of appraisals completed within
estimated timeframe 90% 90% 90% 90% 100% 90%
# of construction projects with
change orders under 10% 85% 85% 85% 88% 86% 85%
Output

KEY INDICATORS
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10 COMMUNITY/

SOCIAL SERVICES
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COMMUNITY/SOCIAL

SERVICES

COMMUNITY/SOCIAL SERVICES
10 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
BBuuddggeett BBuuddggeett BBuuddggeett BBuuddggeett
TTyyppee ooff EExxppeennssee 22002222 22002233 22002244 22002255 Public Services 5,685,556$ 9,675,523$ 9,675,523$ 5,765,330$ TToottaall 55,,668855,,555566$$ 99,,667755,,552233$$ 99,,667755,,552233$$ 55,,776655,,333300$$ 158
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10 community/social services - community/social services

ACTIVITIES DETAIL
SHRA will coordinate with SSF and the County Department of Homeless Services and Housing to support the Continuum of Care (CoC) programs with various funding sources including Agency funds. Programs include: Rapid Rehousing, transitional housing, and permanent supportive housing programs.

SHRA has assumed administration of the Housing Opportunities for Persons with AIDS (HOPWA) and Emergency Shelter Grants (ESG) programs from DHA.

Other non-profits (Meals on Wheels by ACC) will administer Senior Nutrition programs.
2025 GOALS AND OBJECTIVES
Continue to implement the Coordinated Entry System in partnership with Sacramento Steps Forward, continue to fund rapid rehousing, transitional and permanent supportive housing programs, emergency shelters, senior nutrition, and programs for people with HIV and AIDS.
2024 ACCOMPLISHMENTS
• 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 of Sacramento’s Child Protective Services and the Sacramento Continuum of Care.
• Continued the senior nutrition program through Meals on Wheels • Provided funding to Mather Community Campus and Meadowview emergency shelters
• Worked with VOA to amend budget for Open Arms shelter to ensure continued services
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10community/social services - community/social services City County Total Source
Community Services
Natomas Youth Services 175,000 - 175,000 MFSAF - City Valley-Hi Boys and Girls Club 100,000 100,000 MFSAF - City Subtotal Community Services 275,000 - 275,000 Rental Assistance
HOPWA Tenant Based (TBRA) & Short Term (STRMU) 387,000 387,000 HOPWA-City Homeless Prevention & Rapid Re-Housing 148,000 148,000 ESG-City Homeless Prevention & Rapid Re-Housing 185,000 185,000 ESG- County Boulevard Court 238,000 238,000 Housing Successor-City Rental Assistance 43,616 43,616 Housing Successor-City Subtotal Rental Assistance 773,000 185,000 1,001,616 Senior Nutrition
Senior Nutrition Program 535,000 535,000 CDBG - City Senior Nutrition Program 429,511 429,511 CDBG - County Senior Nutrition Program 50,000 50,000 PILOT - County Senior Nutrition Program 87,000 87,000 MFSAF - City Subtotal Senior Nutrition 622,000 479,511 1,101,511 Homeless
Shelter / COC 65,000 65,000 CDBG - City Shelter / COC 363,489 363,489 CDBG - County Shelter / COC 581,510 581,510 MFSAF - County Shelter / COC 222,000 222,000 ESG-City Shelter / COC 277,500 277,500 ESG-County Shelter / COC 175,195 175,195 PILOT - City Shelter / COC 31,095 31,095 PILOT - County Shelter / COC 219,703 219,703 Emergency Bridge Housing at Grove (EBH) Shelter / COC 157,005 157,005 Meadowview Shelter Shelter / COC 115,561 115,561 X Street City funds Subtotal Homeless 954,464 1,253,594 2,208,058 Suppportive Services
HOPWA Supportive Services 1,179,145 - 1,179,145 HOPWA-City Subtotal Supportive Services 1,179,145 - 1,179,145 Totals 3,803,609$ 1,918,105$ 5,765,330$

PUBLIC SERVICES BY CATEGORY
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11 DEBT SERVICE
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DEBT SERVICE

DEBT SERVICE
11 Loan Repayments:

HUD 108 Globe Mills 484,474 (1)
Bank of America-Public Capital corp (801 12th St) 984,180 (2) HUD 108 CNI Twin Rivers 832,937 (3)
Total Debt Service $2,301,591
(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.
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11 debt service
(3) $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.
12 CAPITAL

PROJECTS
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CAPITAL PROJECTS
12 Fund Description Project Type Description Appropriation Administration Software Software/System Upgrade 500,000$ Subtotal 500,000$
Conventional Housing - Capital
Fund Program - City
Housing Authority Capital
Projects Moderization 3,426,983$
Subtotal 3,426,983$
Conventional Housing - Capital
Fund Program - County
Housing Authority Capital
Projects Moderization 2,211,127
Subtotal 2,211,127$
HSA-Project fund City Housing Development and
Preservation Project Delivery 2,685,404$
HSA-Project fund City Housing Development and
Preservation Property Holding Costs and Disposition Plan 2,685,404$ Subtotal 5,370,808$
HSA-Project fund County Housing Development and
Preservation Project Delivery 1,879,293$
HSA-Project fund County Housing Development and
Preservation Property Holding Costs and Disposition Plan 1,879,291 Subtotal 3,758,584$
Housing Trust Fund - City Housing Development and
Preservation Housing Development Assistance 6,348,242
Subtotal 6,348,242$
Housing Trust Fund - County Housing Development and
Preservation Housing Development Assistance 9,210,554
Subtotal 9,210,554$
City Inclusionary Housing Housing Development and
Preservation Housing Development Assistance 872,052
Subtotal 872,052$
Afordable Housing Program -
Affordability
Housing Development and
Preservation Housing Development Assistance 9,109,948
Subtotal 9,109,948$
City Low income Housing (MIHO) Housing Development and
Preservation Housing Development Assistance 3,293,660
Subtotal 3,293,660$
PLHA Housing Development and
Preservation Housing Development Assistance 3,199,381
Subtotal 3,199,381$

CAPITAL PROJECTS
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12 capital projects
Fund Description Project Type Description Appropriation Administration Software Software/System Upgrade 500,000$ Subtotal 500,000$
Conventional Housing - Capital
Fund Program - City
Housing Authority Capital
Projects Moderization 3,426,983$
Subtotal 3,426,983$
Conventional Housing - Capital
Fund Program - County
Housing Authority Capital
Projects Moderization 2,211,127
Subtotal 2,211,127$
HSA-Project fund City Housing Development and
Preservation Project Delivery 2,685,404$
HSA-Project fund City Housing Development and
Preservation Property Holding Costs and Disposition Plan 2,685,404$ Subtotal 5,370,808$
HSA-Project fund County Housing Development and
Preservation Project Delivery 1,879,293$
HSA-Project fund County Housing Development and
Preservation Property Holding Costs and Disposition Plan 1,879,291 Subtotal 3,758,584$
Housing Trust Fund - City Housing Development and
Preservation Housing Development Assistance 6,348,242
Subtotal 6,348,242$
Housing Trust Fund - County Housing Development and
Preservation Housing Development Assistance 9,210,554
Subtotal 9,210,554$
City Inclusionary Housing Housing Development and
Preservation Housing Development Assistance 872,052
Subtotal 872,052$
Afordable Housing Program -
Affordability
Housing Development and
Preservation Housing Development Assistance 9,109,948
Subtotal 9,109,948$
City Low income Housing (MIHO) Housing Development and
Preservation Housing Development Assistance 3,293,660
Subtotal 3,293,660$
PLHA Housing Development and
Preservation Housing Development Assistance 3,199,381
Subtotal 3,199,381$
City Inclusionary Housing Housing Development and
Preservation Housing Development Assistance 872,052
Subtotal 872,052$
Afordable Housing Program -
Affordability
Housing Development and
Preservation Housing Development Assistance 9,109,948
Subtotal 9,109,948$
City Low income Housing (MIHO) Housing Development and
Preservation Housing Development Assistance 3,293,660
Subtotal 3,293,660$
PLHA Housing Development and
Preservation Housing Development Assistance 3,199,381
Subtotal 3,199,381$
Community Development Block
Grant - City Capital Improvements Envision Broadway Oak Park 150,000 Community Development Block
Grant - City Capital Improvements Franklin Complete Streets 250,000 Community Development Block
Grant - City Capital Improvements Fruitridge Road Complete Streets 300,000 Community Development Block
Grant - City Capital Improvements Wood Park Community Garden 450,000 Community Development Block
Grant - City Capital Improvements CIP Environmental Scoping 50,000 Subtotal 1,200,000$
Community Development Block
Grant - City
Housing Development and
Preservation Minor Repair Program 55,000
Community Development Block
Grant - City
Housing Development and
Preservation Home Repair Program 250,000
Community Development Block
Grant - City
Housing Development and
Preservation Affordable Housing Rehabilitation Program 675,000 Community Development Block
Grant - City
Housing Development and
Preservation
Housing Programs Implementation and
Delivery 250,000
Subtotal 1,230,000$
Community Development Block
Grant - County Capital Improvements Elkhorn Boulevard Complete Streets 300,000 Community Development Block
Grant - County Capital Improvements Florin Road Bicycle Pedestrian Improvements 1,000,000 Community Development Block
Grant - County Capital Improvements North Watt Ave Area Pedestrian Improvements 250,000
Community Development Block
Grant - County Capital Improvements Watt Ave Complete Streets 200,000 Community Development Block
Grant - County Capital Improvements Rosemont Area Street Lights 250,000 Community Development Block
Grant - County Capital Improvements Fruidtride Sidewalk Improvement Phase 2 275,000 Community Development Block
Grant - County Capital Improvements CIP Scoping 25,000
Subtotal 2,300,000$
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Community Development Block
Grant - County Capital Improvements Elkhorn Boulevard Complete Streets 300,000 Community Development Block
Grant - County Capital Improvements Florin Road Bicycle Pedestrian Improvements 1,000,000 Community Development Block
Grant - County Capital Improvements North Watt Ave Area Pedestrian Improvements 250,000
Community Development Block
Grant - County Capital Improvements Watt Ave Complete Streets 200,000 Community Development Block
Grant - County Capital Improvements Rosemont Area Street Lights 250,000 Community Development Block
Grant - County Capital Improvements Fruidtride Sidewalk Improvement Phase 2 275,000 Community Development Block
Grant - County Capital Improvements CIP Scoping 25,000
Subtotal 2,300,000$
Community Development Block
Grant - County
Housing Development and
Preservation Minor Repair Program 55,000
Community Development Block
Grant - County
Housing Development and
Preservation Home Repair Program 200,000
Community Development Block
Grant - County
Housing Development and
Preservation Affordable Housing Rehabilitation Program 700 Community Development Block
Grant - County
Housing Development and
Preservation
Housing Programs Implementation and
Delivery 300,000
Subtotal 555,700$
HOME Investment Partnership -
Entitlement City
Housing Development and
Preservation
Multi-family Housing Acquisition and
Rehabilitation 1,292,404
HOME Investment Partnership -
Entitlement City
Housing Development and
Preservation Multi-family Housing New Construction 1,292,404 Subtotal 2,584,807$
HOME Revolving Loans - County Housing Development and
Preservation
Multi-family Housing Acquisition and
Rehabilitation 646,304$
HOME Revolving Loans - County Housing Development and
Preservation Multi-family Housing New Construction 646,304$ Subtotal 1,292,608$
HOME - County Housing Development and
Preservation
Multi-family Housing Acquisition and
Rehabilitation 1,220,885$
HOME - County Housing Development and
Preservation Multi-family Housing New Construction 1,220,884$ Subtotal 2,441,768$
Mortgage Revenue Bonds Homebuyer Education Program 100,000$ Subtotal 100,000$
HOME Revolving Loans City Housing Development and
Preservation
Multi-family Housing Acquisition and
Rehabilitation 1,083,876$
HOME Revolving Loans - City Housing Development and
Preservation Multi-family Housing New Construction 1,083,876$ Subtotal 2,167,751$
TOTAL 61,173,973$
Fund Description Project Type Description Appropriation Administration Software Software/System Upgrade 500,000$ Subtotal 500,000$
Conventional Housing - Capital
Fund Program - City
Housing Authority Capital
Projects Moderization 3,426,983$
Subtotal 3,426,983$
Conventional Housing - Capital
Fund Program - County
Housing Authority Capital
Projects Moderization 2,211,127
Subtotal 2,211,127$
HSA-Project fund City Housing Development and
Preservation Project Delivery 2,685,404$
HSA-Project fund City Housing Development and
Preservation Property Holding Costs and Disposition Plan 2,685,404$ Subtotal 5,370,808$
HSA-Project fund County Housing Development and
Preservation Project Delivery 1,879,293$
HSA-Project fund County Housing Development and
Preservation Property Holding Costs and Disposition Plan 1,879,291 Subtotal 3,758,584$
Housing Trust Fund - City Housing Development and
Preservation Housing Development Assistance 6,348,242
Subtotal 6,348,242$
Housing Trust Fund - County Housing Development and
Preservation Housing Development Assistance 9,210,554
Subtotal 9,210,554$
City Inclusionary Housing Housing Development and
Preservation Housing Development Assistance 872,052
Subtotal 872,052$
Afordable Housing Program -
Affordability
Housing Development and
Preservation Housing Development Assistance 9,109,948
Subtotal 9,109,948$
City Low income Housing (MIHO) Housing Development and
Preservation Housing Development Assistance 3,293,660
Subtotal 3,293,660$
PLHA Housing Development and
Preservation Housing Development Assistance 3,199,381
Subtotal 3,199,381$
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Mortgage Revenue Bonds Homebuyer Education Program 100,000$ Subtotal 100,000$
HOME Revolving Loans City Housing Development and
Preservation
Multi-family Housing Acquisition and
Rehabilitation 1,083,876$
HOME Revolving Loans - City Housing Development and
Preservation Multi-family Housing New Construction 1,083,876$ Subtotal 2,167,751$
TOTAL 61,173,973$
These actions do not make any commitments to , or give approvals for, specific projects. Environmental review under CEQA and /or NEPA will be required as these actions are further defined and specific projects are identified. All environmental review shall be completed prior to any choice limiting action(s) or discretionary actions being carried out for these specific projects. 13 GLOSSARY
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GLOSSARY
13 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.
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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. 175
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C
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.
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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. 177
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13glossary
F
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. 178
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13 glossary
H
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.
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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. 180
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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.
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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
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.