housing authority of the city of brownsvillehilda ledezma - supportive services director item no....

Housing Authority of the City of Brownsville

Board Packet for Regular Meeting July 24th, 2020

ITEM No. 5.A. - Minutes for May 28th, 2020.

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MINUTES OF THE REGULAR MEETING OF THE BROWNSVILLE HOUSING OPPORTUNITY CORPORATION

HELD ON THE 28TH DAY OF MAY 2020

The Members of the Board of Directors of the Brownsville Housing Opportunity Corporation (BHOC) convened for their Regular Meeting via Zoom Teleconference by logging on at https://zoom.us/j/6092859597 on Thursday, May 28th, 2020, at 10:00 a.m.

The meeting was called to order by President Patricio Sampayo at 10:02 A.M. President Patricio Sampayo called for Item no. 2 on the Agenda – Pledge of Allegiance. The

Pledge of Allegiance was recited. President Patricio Sampayo called for Item no. 3 on the Agenda – Roll Call. The following

Directors were present or absent: PRESENT: President Patricio Sampayo, Vice-President Luis Eduardo Garduño, Director

John F. Cowen, Jr., Employee Director Miguel Herrera and Employee Director Carla Mancha.

ABSENT: None.

Also present were: David Irwin, Legal Counsel; Mandy Hernandez, Executive Secretary;

Isabel Nunez, Housing Facilities Director; Leticia Gonzalez, Client Services Director; Robert Wilson, Human Resources Officer; and Hilda Ledezma, Community Services Director.

There being a quorum present, business was transacted as follows: President Patricio Sampayo called for Item no. 4 on the Agenda – Public Comments.

President Patricio Sampayo asked if there were any requests to speak during public comments. Executive Secretary Mandy Hernandez informed President Patricio Sampayo, that she did not receive any verbal requests from anyone on the teleconference before the Board Meeting was called to order, nor earlier in the day.

President Patricio Sampayo then requested to hear from anyone in the audience whom

wished to address the Board. At this time, there were no requests made to address the Board. President Patricio Sampayo called for Item no. 5 on the Agenda – Consent Agenda.

President Patricio Sampayo then called for Item 5.A. - Approval of the Minutes of the Regular Meeting held on February 27th, 2020.

https://zoom.us/j/6092859597

https://zoom.us/j/6092859597

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President Patricio Sampayo then stated, if there are no questions or comments, the Board

will entertain a motion to approve Action Item 5.A., as presented. Vice-President Luis Eduardo Garduño made a motion to approve Consent Agenda Items 5.A., as presented. Director John F. Cowen seconded the motion and, upon roll call, the following vote was recorded:

AYES: President Patricio Sampayo, Vice-President Luis Eduardo Garduño, Director


NAYS: None. President Patricio Sampayo declared the motion carried. President Patricio Sampayo called for Item no. 6 on the Agenda – Budget Workshop.

President Patricio Sampayo then called for Item 6.A. – Presentation of the Operating Budget for the Brownsville Housing Opportunity Corporation (BHOC) for Fiscal Year 2021. Employee Director Carla Mancha addressed the item and informed the Board, that Employee Director/ Chief Financial Officer Miguel Herrera will be presenting on the BHOC Budget for FY 2021. She then inquired within the Board, if they wished to receive a complete presentation on the BHOC Budget for FY 2021 or a consolidated summary? President Patricio Sampayo addressed the question; and stated, that a consolidated summary with highlights would be suffice. Any Board Member may request clarification or pose any questions at any given time. If the inquiry doesn’t warrant Board discussion, they may reach out to Employee Director Miguel Herrera to pose their question via email.

Employee Director Miguel Herrera addressed the item and referenced the BHOC Operating

Budgets (pages 1-3). Mr. Herrera stated, that overall the main variances were due to Poinsettia Gardens at Boca Chica and Trail Village. Mr. Herrera then offered to answer any questions for the Board at this time. President Patricio Sampayo then inquired, Were the NOI expenses covered by the replacement reserves previously budgeted for in the RAD Properties? Or, were they additional repairs and/or expenses not planned for when the replacement reserves were set-up? Employee Director Miguel Herrera addressed the question and confirmed, that all items covered by the replacement reserves were previously accounted and budgeted for. The Property Managers utilized the Property Condition Assessment Report, conducted during the RAD Conversion, as a guide to plan for their repairs and expenses.

Subsequently, Employee Director Carla Mancha addressed the Item and reiterated, that

the BHOC Budget is in the positive. Ms. Mancha advised the Board, that this report reflects Trail Village’s Developers Fee and expenses for the General Contractor. She reminded the Board, that the budget presented was a draft; and stated, that the formal budget will be presented and approved in the June meeting. Employee Director Carla Mancha then requested to answer any questions that the Board may have with regards to this report. There were no further questions

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posed at this time. Ms. Mancha briefly commented that the BHOC Budgets were very comprehensive and drives larger budget than HACB.

President Patricio Sampayo called for Item no. 7 on the Agenda - EXECUTIVE

SESSION: UNDER THE AUTHORITY OF CHAPTER 551, TITLE 5, OF THE TEXAS GOVERNMENT CODE, THE TEXAS OPEN MEETINGS ACT, THE BOARD, DURING THE COURSE OF THE MEETING COVERED BY THIS NOTICE, ENTERS INTO CLOSED OR EXECUTIVE SESSION FOR ANY OF THE FOLLOWING PURPOSE(S):

A) SECT §551.072 DELIBERATION OF PURCHASE, EXCHANGE, LEASE OR VLUE OF REAL

PROPERTY AND NEGOTIATED CONTRACTS.

1. Discussion of 2018 9% LIHTC Allocation for Poinsettia Gardens at Boca Chica.

2. Discussion of 2019 9% LIHTC Allocation for Trail Village.

3. Discussion of El Jardin Project.

4. Discussion of 2020 4% LIHTC Application for Paseo Plaza.

THE BOARD RECESSED TO MEET IN THE EXECUTIVE SESSION AT 10:14 A.M.

THE BOARD RECONVENED INTO THE REGULAR SESSION AT 10:38 A.M.

President Patricio Sampayo called for Item no. 8 – Action, if any, on Executive Session Items. President Patricio Sampayo then stated, that they will be acting on Executive Session Item 7.A.2 – regarding the 2019 9% LIHTC Allocation for Trail Village.

President Patricio Sampayo then stated, that the Board will entertain a motion to approve

the Construction Contract with Trail Village and BHOC, L.P.; the major subcontract with Origo Works; and, the execution of any other documents related to this transaction. Director John F. Cowen, Jr. made a motion to approve the Construction Contract with Trail Village and BHOC, L.P.; the major subcontract with Origo Works; and, the execution of any other documents related to this transaction, as presented. Vice-President Luis Eduardo Garduño seconded the motion and, upon roll call, the following vote was recorded:



NAYS: None.

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President Patricio Sampayo declared the motion carried. President Patricio Sampayo called for Item no. 9 on the Agenda – Discussion by Directors

and Requests for Future Agenda Items. Employee Director Carla Mancha addressed the item and informed the Board, that Administration will need to hold a BHOC Board Meeting prior to July 1st, 2020. She then stated that she will be in communication with President Patricio Sampayo and the Board of Directors via email to coordinate the next BHOC Board Meeting. The meeting will consist of the Audits, Budgets and updates of on pending projects.

Employee Director Carla Mancha then advised the Board that HACB Staff has initiated

virtual meetings with the Resident Families every Wednesday to discuss various topics via Facebook. She informed the Board that HACB Staff will be acknowledging and congratulating the Seniors on HACB’s Facebook page. President Patricio Sampayo questioned, Does anyone have an exact number of HACB resident seniors graduating this year? Supportive Services Director Hilda Ledezma addressed the question; and stated, that twenty-five students have registered to participate in the graduation celebration. However, the last time a survey was conducted there were approximately seventy-five seniors.

Subsequently, President Patricio Sampayo took the opportunity to send his regards to the

HACB Staff and Resident Families and wish them well during this pandemic. There being no further items, President Patricio Sampayo called for Item no. 10 on the

Agenda – Adjournment. Director John F. Cowen, Jr. made a motion to Adjourn. Employee Director Carla Mancha seconded the motion and, upon roll call, the following vote was recorded:



NAYS: None. President Patricio Sampayo declared the motion carried. President Patricio Sampayo declared the meeting adjourned at 10:44 A.M.

ATTESTED: Carla Y. Mancha, BHOC Secretary Patricio Sampayo, BHOC President Date Approved:

CARLA MANCHA -Chief Executive Officer HILDA LEDEZMA - Supportive Services Director

ITEM No. 5.B. - Approval of an MOU between BHOC and the Resident Association which represents Citrus Gardens Annex, Linda Vista, Sunset Terrance, Las Brisas, Rose Gardens and Scatter Sites.

ADMINISTRATIVE RECOMMENDATION FOR BOARD TO APPROVE MEMORANDUM OF UNDERSTANDING BETWEEN THE BROWNSVILLE

HOUSING OPPORTUNITY CORPORATION, AND THE RESIDENT COUNCILS OF CITRUS GARDENS ANNEX, AND LINDA VISTA, SUNSET

TERRACE, LAS BRISAS, ROSE GARDENS AND SCATTERED SITES

Background Information: The Housing Authority of the City of Brownsville’s Strategic Plan Goal III focuses on the importance of creating resilient communities through collaborative initiatives and leveraging resources which maximize HACB’s partnership and leadership opportunities.

Objective A of Goal III is to leverage HACB resources with external stakeholders to maximize quantity of services to the community. Renewing the Memorandum of Understanding between the Resident Councils of Citrus Gardens Annex and AMP 5’s Linda Vista, Sunset Terrace, Las Brisas, Rose Gardens, and Scattered Sites and the Brownsville Housing Opportunity Corporation in which the partnership and services are defined is in the best interest of all parties and will benefit our families tremendously. This agreement becomes effective on June 29, 2020 and will continue in effect until June 29, 2021. Budget Impact: The cost related to this MOU is covered through the Tenant Participation Funding as per the 24 CRF 964.150. Please see attached Tenant Participation Funding Schedule 2020--2021. Recommendation: It is the recommendation of Administration for the Board of Commissioners to approve and authorize the CEO to execute the Memorandum of Understanding with the Resident Councils of Citrus Annex, Linda Vista, Sunset Terrance, Las Brisas, Rose Gardens and Scattered Sites and the Brownsville Housing Opportunity Corporation with the effective date of June 29, 2020. July 22, 2020 Hilda Ledezma, Supportive Services Director Date July 22, 2020 Carla Y. Mancha, Chief Executive Officer Date

Memorandum of Understanding Between the

Brownsville Housing Opportunity Corporation and the Resident Councils Citrus Gardens Annex, and Linda Vista, Sunset Terrace, Las Brisas, Rose Gardens, and

Scattered Sites

WHEREAS, the Board of Commissioners of the Brownsville Housing Opportunity Corporation, wish to enter into a Memorandum of Understanding with the Resident Councils of AMP 3 Citrus Gardens Annex and AMP 5 Linda Vista, Sunset Terrace, Las Brisas, Rose Gardens and Scattered Sites for the purpose of providing the necessary support, communication, and coordination of assistance and space to the various resident organizations, including stipends to all eligible officers of each respective council/association. The amount of stipend to be paid to each duly elected resident council officer shall be decided locally by the resident councils and the Brownsville Housing Opportunity Corporation. At the present time, each member receives a $50 monthly stipend (Tenant Participation Funding schedule is attached). The stipends will be administered on a monthly basis through the RAB, as per the “Stipend Certification Procedures” for resident council officials. The RAB will request stipends from BHOC on a monthly basis, and shall provide, at minimum, the following information: 1) a memorandum from the BHOC Community Services Director, or his designee, documenting the number of officers receiving payment and the total amount of stipend payment required, 2) a requisition for payment that delineates the individual councils’/association’s requests for payments, and 3) copies of all approved council/association officers’ “Requests for Stipend Payment” forms for the respective payment period. The amount of Resident Participation Funding provided to each respective resident council shall be determined locally by the resident councils and the Authority (attachment, Tenant Participation Funding Schedule) and each resident council shall receive such funding on a quarterly, prorated basis. Resident councils shall receive the twenty-five percent (25%) of their eligible funding at the beginning of the first quarter of each fiscal year. Thereafter, resident councils will be eligible for their entire amount of prorated funding, but will only receive an amount equal to the total amount of the eligible receipts submitted to the Authority, either on a quarterly basis or on an “as-needed” basis. An “as-needed” basis includes anticipated eligible expenditures of an amount not to exceed the annual allocation of funding for each respective council. At no time shall resident councils request more funding than that amount to which they are eligible This Memorandum of Understanding will facilitate the establishment of lines of communication between the resident councils, and the Brownsville Housing Opportunity Corporation (BHOC) including frequency of regular and informal meetings of all parties, the identification of the type of support BHOC will provide, including consultation and coordination of training, the development of strategies to resolve disputes between the resident councils, and BHOC, and the development of strategies and timetables for any and all functions that may be undertaken by the resident councils. The resident councils agree to develop close lines of communication with BHOC, and to conduct monthly residents’ meetings, as follows: Citrus Gardens Annex at 6:00p.m. every 2nd Tuesday of the month and Linda Vista, Sunset Terrance, Las Brisas, Rose Gardens and Scatter Sites at 5:30 p.m. every 3rd Monday of the month. The meetings will be held at each development’s respective community center.

BHOC representatives shall be present to provide any assistance required. The resident councils agree to conduct all meetings in an orderly manner, as prescribed by their respective by-laws, and will not use the meetings for political purposes, avoiding any individual complaints with neighbors and/or individual management problems. The resident councils further agree that while residents in attendance shall be permitted to speak, with proper recognition from the council officers, the resident council meetings are not to be construed as “public meetings”, but rather shall be “meetings held in public,” and the purpose of such meetings is to conduct the business of the respective resident councils.

Lastly, the resident councils agree that they will account to Brownsville Housing Opportunity Corporation (BHOC) for the use of any and all Resident Participation funds given to them, and shall permit BHOC to inspect and audit their financial records. Failure to comply with this requirement or failure to adequately report will not be eligible for future Resident Participation funding. NOW, THEREFORE, BE IT RESOLVED by the Commissioners of the Brownsville Housing Opportunity Corporation approves the Memorandum of Understanding between the Resident Councils of AMP 3 Citrus Gardens Annex, and AMP 5 Linda Vista, Sunset Terrance, Las Brisas, Rose Gardens and Scatter Sites to be effective June 29, 2020 and expires on June 29, 2021. _____________________________ ________ ________________________ __________ Maria Irene Cabrera Date Carmen Rivera Date Citrus Garden Annex Resident Council Linda Vista, Las Brisas, Rose Garden, Sunset Terrance and Scatter Sites Resident Council BROWNSVILLE HOSUING OPPORTUNITY CORPORATION BY: ________________________________ _______________________________________ Carla Mancha, Chief Executive Officer Patricio Sampayo, President

TENANT PARTICIPATION FUNDING SCHEDULE FY 2020-2021

Brownsville Housing Opportunity Corporation

BHOC RAD PROJECT

(RESIDENT COUNCIL)

FY 2019-2020 TOTAL #

OF OCCUPIED

UNITS ( FY2019-20)

TOTAL AMOUNT

OF FUNDS ALLOCATED

(# OCCUPIED UNITS x $25 PER UNIT)

LESS STIPENDS $50 PER MONTH (5 members)

per Association (FY 2019-20)

RESIDENT ADVISORY

BOARD STIPEND $50 PER MONTH

(5 members)

DIFFERENCE

$750 DIVIDED BY 234

Occupied Units ($3.20 per unit participation

money)

Total amount of Funds Eligible to receive per

year

# OF

UNITS

# OF

OCCUPIED UNITS

BHOC Citrus Gardens Annex

36

36

36

$900.00

$1,500.00

$0.00

-$600.00

36 units x

$3.20

$115.20

BHOC Linda Vista 198 198 198 $4,950.00 $3,000.00 $600.00 $1,350.00 198 units x

$3.20 $633.60

TOTALS

234 234 234 $5,850.00 $4,500.00 $600.00 $750.00

$748.80

(BASED ON $25 PER OCCUPIED UNIT-ANNUALLY)


Brownsville Housing Opportunity Corporation

BHOC/ RAD RESIDENT

ASSOCIATION

FY 2020-2021 TOTAL #

OF OCCUPIED

UNITS (FY2020-21)

TOTAL AMOUNT

OF FUNDS ALLOCATED (# OCCUPIED

UNITS x $25 PER UNIT)

LESS STIPENDS $50 PER MONTH

(FY 2020-21) (1 member CA; 5 members LV)

RESIDENT ADVISORY


(2 members)

$1,050 DIVIDED BY 234


money)

Total amount of Funds Eligible to receive per year

# OF

UNITS

# OF

OCCUPIED UNITS

BHOC Citrus

Gardens Annex

36

36

36

$900.00

$600.00

$600.00

36 units x

$4.48

$161.28

BHOC

Linda Vista

198 198 198 $4,950.00 $3,000.00 $600.00 198 units x $4.48 $887.04

TOTALS 234 234 234 $5,850.00 $3,600.00 $1,200.00 234 units x $4.48

= $1,048.32 $1,048.32



ITEM No. 5.C. - Approval of an MOU between BHOC and the Citrus Gardens Resident Association.

ADMINISTRATIVE RECOMMENDATION TO APPROVE MEMORANDUM OF UNDERSTANDING BETWEEN

THE BROWNSVILLE HOUSING OPPORTUNITY CORPORATION AND THE CITRUS GARDENS RESIDENT ASSOCIATION.

Background Information: The Housing Authority of the City of Brownsville’s Strategic Plan Goal III focuses on the importance of creating resilient communities through collaborative initiatives and leveraging of resources which maximize HACB’s partnership and leadership opportunities.

Establishing a Memorandum of Understanding with the Brownsville Housing Opportunity Corporation and the Citrus Gardens Resident Association in which the partnership and services are defined is to the best interest of both parties and will benefit our families tremendously. This agreement becomes effective on June 29th, 2020 and will continue in effect until June 29th, 2021. Budget Impact: Total budget impact for the investment towards the Resident Association Advisory Board is $3,000 a year. Recommendation: It is the recommendation of Administration for the Board of Directors to approve and authorize the CEO to execute the Memorandum of Understanding with Citrus Gardens Resident Association with an effective date of June 29th, 2020. July 22, 2020 Hilda Ledezma, Supportive Services Director Date July 22, 2020 Carla Y. Mancha, Chief Executive Officer Date

Memorandum of Understanding Between

The Brownsville Housing Opportunity Corporation and the Citrus Gardens Resident Association

WHEREAS, The Board of Commissioners of The Brownsville Housing Opportunity Corporation, wish to enter into a Memorandum of Understanding with the Resident Council of Citrus Gardens for the purpose of providing the necessary support, communication, and coordination of assistance and space to the various resident organizations; and WHEREAS, This Memorandum of Understanding will facilitate the establishment of lines of communication between the resident association, and The Brownsville Housing Opportunity Corporation including frequency of regular and informal meetings of all parties, the identification of the type of support BHOC will provide, including consultation and coordination of training, the development of strategies to resolve disputes between the resident association, and BHOC, and the development of strategies and timetables for any and all functions that may be undertaken by the resident association; and WHEREAS, the resident association agree to develop close lines of communication with BHOC, and to conduct a monthly residents’ meeting at 5p.m. every 2nd Tuesday of the month. The meetings will be held at a designated area at the Citrus Gardens Development. BHOC representatives shall be present to provide any assistance required. The resident council agrees to conduct all meetings in an orderly manner, as prescribed by their respective by-laws, and will not use the meetings for political purposes, avoiding any individual complaints with neighbors and/or individual management problems. The resident association further agrees that while residents in attendance shall be permitted to speak, with proper recognition from the association officers, the resident council meetings are not to be construed as “public meetings”, but rather shall be “meetings held in public,” and the purpose of such meetings is to conduct the business of the respective resident councils; and WHEREAS association official members receive a $50 monthly stipend. The stipends will be administered on a monthly basis for the resident association officials. The Resident Association Board will request stipends from the Authority on a monthly basis, and shall provide, at minimum, the following information: 1) a memorandum from the Authority’s designee documenting the number of the officers receiving payment and the total amount of stipend payment required, 2) a requisition for payment that delineates the individual association’s requests for payments, and 3) copies of all approved association officers’ “Requests for Stipend Payment” forms for the respective payment period. WHEREAS, the resident association agrees that they will account to The Brownsville Housing Opportunity Corporation for the use of any and all funds, donated or fundraised, and shall

permit BHOC to inspect and audit their financial records. Failure to comply with this requirement or failure to adequately report will not be eligible for future potential resident participation funding. NOW, THEREFORE, BE IT RESOLVED by the Commissioners of The Brownsville Housing Opportunity Corporation approves the Memorandum of Understanding between the Resident Council of Citrus Gardens to be effective June 29, 2020 and expires on June 29, 2021. __________________________________________ Pricilla Flores, President Date Citrus Gardens Resident Council BROWNSVILLE HOSUING OPPORTUNITY CORPORATION BY: ________________________________ _______________________________________ Patricio Sampayo, President Date Carla Mancha, CEO Date

TAX CREDIT FUNDING SCHEDULE FY 2020-2021

BROWNSVILLE HOUSING OPPORTUNITY CORPORATION

BHOC/ TAX CREDIT

RESIDENT ASSOCIATION

FY 2020-2021 TOTAL NUMBER OF OCCUPIED UNITS

(FY2020-21)

STIPENDS $50 PER MONTH

(FY 2020-21)

5 MEMBERS

TOTAL AMOUNT OF FUNDS ELIGIBLE TO RECEIVE PER YEAR

NUMBER OF UNITS

NUMBER OF OCCUPIED

UNITS

BHOC

CITRUS GARDENS APARTMENTS

148 148 148

$3000.00

$3000.00

TOTAL 148 148 148 $3,000.00 $3,000.00


ITEM No. 5.D. - Approval of an MOU between BHOC, HACB, and the Resident Advisory Board.

ADMINISTRATIVE RECOMMENDATION TO APPROVE THE MEMORANDUM OF UNDERSTANDING BETWEEN

THE BROWNSVILLE HOUSING OPPORTUNITY CORPORATION, HOUSING AUTHORITTY OF THE CITY OF BROWNSVILLE,

AND THE RESIDENT ADVISORY BOARD.

Background Information: The Housing Authority of the City of Brownsville’s Strategic Plan Goal III focuses on the importance of creating resilient communities through collaborative initiatives and leveraging of resources which maximize HACB’s partnership and leadership opportunities.

Establishing a Memorandum of Understanding with the Brownsville Housing Opportunity Corporation, the Housing Authority of the City of Brownsville, and the Resident Advisory Board, in which the partnership and services are defined to benefit BHOC, HACB, and RAB is to the best interest of all parties and will benefit our families tremendously. This agreement becomes effective on June 29th, 2020 and will continue in effect until June 29th, 2021. Budget Impact: The cost related to this MOU is covered through the Tenant Participation Funding as per the 24 CRF 964.150. Please see attached Tenant Participation Funding Schedule 2020-2021. Total budget impact for the investment towards the Resident Advisory Board is $3,000 and will be paid from the respective budgets identified in said attachment. Recommendation: It is the recommendation of Administration for the Board of Commissioners to approve the Memorandum of Understanding with the Resident Advisory Board, Housing Authority City of Brownsville, and Brownsville Housing Opportunity Corporation with an effective date of June 29th, 2020. July 22, 2020 Hilda Ledezma, Supportive Services Director Date July 22, 2020 Carla Y. Mancha, Chief Executive Officer Date

MEMORANDUM OF UNDERSTANDING BETWEEN

THE BROWNSVILLE HOUSING OPPORTUNITY CORPORATION, THE HOUSING AUTHORITY OF THE CITY OF BROWNSVILLE, AND THE RESIDENT ADVISORY BOARD

WHEREAS, the Board of Commissioners of the Housing Authority of the City of Brownsville, Texas (herein after referred to as the “Authority”), wish that this Authority enter into a Memorandum of Understanding with the Resident Councils of the various housing developments operated by the Authority and the Resident Advisory Board (herein after referred to as RAB) for the purpose of providing the necessary support, communication and coordination of assistance and space to the various resident organizations, including stipends to all eligible officers of each respective council/association. The amount of stipend to be paid to each duly elected resident council/association officer shall be decided locally by the resident councils and the Authority. At the present time, each member receives a $50 monthly stipend (Tenant Participation Funding schedule is attached). The stipends will be administered on a monthly basis through the RAB, as per the “Stipend Certification Procedures” for resident council/resident association officials. The Resident Association Board will request stipends from the Authority on a monthly basis, and shall provide, at minimum, the following information: 1) a memorandum from the Authority’s Tenant Services Director, or the designee, documenting the number of the officers receiving payment and the total amount of stipend payment required, 2) a requisition for payment that delineates the individual councils’/association’s requests for payments, and 3) copies of all approved council/association officers’ “Requests for Stipend Payment” forms for the respective payment period. This Memorandum of Understanding will facilitate the establishment of lines of communication between the Resident Advisory Board, and the Authority, including frequency of regular and informal meetings of all parties, the identification of the type of support the Authority will provide, including consultation and coordination of training, the development of strategies to resolve disputes between the resident councils and the Authority, and the development of strategies and timetables for any and all functions that may be undertaken by the resident councils. The Resident Advisory Board agrees to develop close lines of communication with the Authority, and to conduct monthly residents’ meetings every 1st Thursday of the month at the Buena Vida Community Center. Authority representatives shall be present to provide any assistance required. The Resident Advisory Board agrees to conduct all meetings in an orderly manner, as prescribed by their respective by-laws, and will not use the meetings for political purposes, avoiding any individual complaints with neighbors and/or individual management problems. The Resident Advisory Board further agrees that while residents in attendance shall be permitted to speak, with proper recognition from the board’s officers, The Resident Advisory Board meetings are not to be construed as “public meetings”, but rather shall be “meetings held in public,” and the purpose of such meetings is to conduct the business of the respective advisory board.

Lastly, the Resident Advisory Board agrees that they will account to the Authority for the use of any and all Resident Participation funds given to them, and shall permit the Authority to inspect and audit their financial records. Failure to comply with this requirement or failure to adequately report will not be eligible for future Resident Participation funding. NOW, THEREFORE, BE IT RESOLVED that this Memorandum of Understanding was approved by he Board of Commissioners of the Housing Authority of the City of Brownsville and the Board of Directors of the Brownsville Housing Opportunity Corporation to support the Resident Advisory

Board as outlines. This MOU will have an effective date of June 29th, 2020 and an expiration date of June 29th 2021. ____________________________________ _________ LAURA VILLARREAL, PRESIDENT Date RESIDENT ADVISORY BOARD HOUSING AUTHORITY OF THE CITY OF BROWNSVILLE, TEXAS BY: ____________________ __________ ___________________ _______________

PATRICIO SAMPAYO DATE CARLA MANCHA DATE CHAIRPERSON CHIEF EXECUTIVE OFFICER

BROWNSVILLE HOUSING OPPORTUNITY CORPORATION BY: ____________________ __________ ___________________ _______________

PATRICIO SAMPAYO DATE CARLA MANCHA DATE PRESIDENT CHIEF EXECUTIVE OFFICER


HOUSING AUTHORITY OF THE CITY OF BROWNSVILLE

BHOC/ RAD RESIDENT

ASSOCIATION

FY 2020-2021 TOTAL #

OF OCCUPIED

UNITS (FY2020-21)

TOTAL AMOUNT

OF FUNDS ALLOCATED (# OCCUPIED

UNITS x $25 PER UNIT)


(FY 2020-21) (1 member CA; 5 members LV)

RESIDENT ADVISORY


(2 members)

$1,050 DIVIDED BY 234


money)

Total amount of Funds Eligible to receive per year

# OF

UNITS

# OF

OCCUPIED UNITS

BHOC Citrus

Gardens Annex

36

36

36

$900.00

$600.00

$600.00

36 units x

$4.48

$161.28

BHOC

Linda Vista

198 198 198 $4,950.00 $3,000.00 $600.00 198 units x $4.48 $887.04

TOTALS 234 234 234 $5,850.00 $3,600.00 $1,200.00 234 units x $4.48

= $1,048.32 $1,048.32



HOUSING AUTHORITY OF THE CITY OF BROWNSVILLE

PUBLIC HOUSING RESIDENT

ASSOCIATION

FY 2020-2021 TOTAL #

OF OCCUPIED

UNITS (FY 2020-21)

TOTAL AMOUNT

OF FUNDS ALLOCATED

(# OCCUPIED UNITS x $25 PER UNIT)


(5 members) (FY 2020-21)

LESS RESIDENT ADVISORY


(3 members)

$2,550 DIVIDED BY

294 Occupied Units ($8.67 per unit participation

money)

Total amount of Funds Eligible to receive per

year

# OF UNITS

# OF

OCCUPIED UNITS

AMP 1 Buena Vida

July to Dec. 2020

150

150

150

$3,750.00

$900.00

$300.00 150 units x

$8.67

$1,300.50

July 2020 to

June 2021

96

96

96

$2,400.00

$900.00

$300.00

96 units x $8.67

$832.32

AMP IX Sanchez Vela

30

30

30

$750.00

$600.00

$600.00 30 units x

$8.67

$260.10

AMP X Tangelo Qtrs.

18

18

18

$450.00

$600.00

$600.00 18 units x

$8.67

$156.06

TOTALS

July

to Dec. 2020

294 294 294

$7,350.00

$3,000.00

$1,800.00

294 units x $8.67 =

$2,548.98

$2,548.98

Jan. to June 2021

144 144 144


BENJAMIN PENA - Burton, McCumber & Longoria

ITEM No. 6.A. - Acceptance of the BHOC Fiscal Year End 2019 Annual Audit.

Please see attached.

CARLA MANCHA - Chief Executive Officer MIGUEL HERRERA - Chief Financial Officer

ITEM No. 6.B. - Ratification of the Operating Budget for the BHOC for Fiscal Year 2021.

BROWNSVILLE HOUSING

OPPORTUNITY CORPORATION

FISCAL YEAR 2021

OPERATING BUDGETS

HACB OPERATING BUDGETS FY-2021 12

BHOC78%

RAD 12%

RAD 22%

RAD 32%

RAD 44%

RDC12%

BHOC Revenue Sources

BHOC

BHOC’s FY 2021 Consolidated Budget reflects a total revenue of $16,312,894. This is an increase of $12,297,632 (or 406%) compared to FY 2020.

Total budgeted expenses are $15,839,505 an increase of $12,498,894 (474%). BHOC compensation increased by $41,496 or 4.86%. This is due to the transfer of one Public Housing Maintenance Mechanic to the RAD properties.

Net Operating Income is budgeted at $2,023,916, an increase of $711,648 (154%) from last year. Mostly driven by BHOC’s developer fee income, incentive management fee income and partnership cash distribution. Net profit decreased from $674,651 to $473,389 (or 30%).

Overall, there will be a Net Income of $473,389, a decrease of $201,262 (30%) from Fiscal Year 2020 mainly due to work items to be paid with Replacement Reserves.

BHOC (by itself). Total budgeted revenue for Fiscal Year 2021 is $12,648,892 an increase of $12,350,240 (4,235%) compared to Fiscal year’s 2020 revenue of $298,652. This is mainly due to the inclusion of General Contractor Income for Poinsettia Gardens at Boca Chica (PGBC) ($6,386,210) and Trail Village ($5,193,248).


We are also adding Developer Fee Income in the amount of $690,673. This is for PGBC ($460,995) & Trail Village ($229,678). Citrus Gardens will receive $99,590 in Incentive Management Fee & $55,319 in Partnership Cash Distribution.

Total Operating Expenses are budgeted at $12,097,667, an increase of $11,762,802 or 3,613%. This is mainly due to General Contractor Expense for the corresponding General Contractor revenue amount. Administrative Expenses are increasing by $190,561 (or 228%) mainly due to the addition of $139,419 Management Fee for Citrus Gardens. The transfer to the Central Office Cost Center will remain the same at $60,000.

Net Income went from a $96,213 loss to $491,225 income.

RAD PROPERTIES. There are four Rental Assistance Demonstration (RAD) properties with 234 units:

RAD 1: Citrus Gardens (36 units).

RAD 2: Las Brisas (54 units).

RAD 3: Linda Vista (54 units).

RAD 4: Rose Gardens (45 units), Sunset Terrace (40 units) & Scattered Sites (5 units) for a total of 90 units.

Revenue. Fiscal Year 2021 total budgeted revenue for the RAD properties is $ 1,670,931 a decrease of $12,429 (0.7%) compared to Fiscal Year 2020. This is due to a decrease in expected investment interest revenue and a minimal adjustment to expected rental unit leasing.

Operating Expense. Fiscal Year 2021 total budgeted operating expense for the RAD properties is $1,278,000, an increase of $25,167 (2%) compared to Fiscal Year 2020. This is mainly due to the transfer of the Maintenance Mechanic to RAD from Public Housing. All other main operating expense line items decreased.

Net Operating Income. Fiscal Year 2021 operating income is budgeted at $392,811 a decrease of $37,596 (8.7%) compared to Fiscal year 2020.

Non-Operating Expenses. We have improved the presentation format of the budgets to reflect the non-operating activity after the net operating income line


item. This includes the proposed work items to be paid with the replacement reserve fund.

Main replacement reserve work projects include:

Roof replacement at Citrus Gardens (all 36 units) and five units at RoseGardens for $269,897.

Bathroom vanity set replacement at Sunset Terrace (all 40 units) for $131,700. Water heaters at Citrus Gardens Annex (16 units), Las Brisas (19 units) & Linda

Vista (31 units) for a total of $85,800.

Total Expenses. This totals $2,067,111, an increase of $691,233 (50%) compared to Fiscal Year 2020. This is due to the $663,762 in proposed replacement reserve investments.

Net Income/Loss. There is a budgeted net loss of $396,180 for Fiscal Year 2021 due to the replacement reserve work items.

RANCHO DEL CIELO 1 & 2

Revenue. Total revenue for both phases is budgeted at $1,993,071, a decrease of $40,179 (2%) from Fiscal Year 2020. Capstone is reducing expected rental income by $26,725 (1.34%) reflecting a reduced occupancy target. Also, late charges income is being reduced by $13,740 due to COVID.

Operating Expenses. Total operating expenses for Fiscal Year 2021 are budgeted at $929,191, an increase of $16,335 (1.79%). The main variance from Fiscal Year 2020 is a higher expense allowance for trash (an increase of $12,120 or 26%). Salaries for the properties went down $11,690 (2%).

Net Operating Income. Fiscal Year 2021 NOI is budgeted at $1,063,880 a decrease of $56,514 or 5% from Fiscal Year 2020.

Non-Operating Expenses. Capstone Management is recommending $231,640 worth of repairs to be paid from the replacement reserves, an increase of $38,500 (20%) from last year. Main items include:

Exterior carpentry $30,788 Exterior painting $36,836 Electrical work $23,800


HVAC $22,000 Driveways/parking lots $15,000

Total Expenses. This BLI totals $1,639,727 an increase of $69,859 (4.5%) compared to Fiscal Year 2020.

Net Income/Loss. There is a budgeted net income of $353,344 for Fiscal Year 2021, a decrease of $110,038 (24%) mainly driven by the increase in replacement reserve work items.

FY 2020 Proposed Variance

3100-00-000 TENANT INCOME3101-00-000 Rental Income3111-00-000 Tenant Rent 1,677,442 1,718,319 40,877 3111-05-000 Rental Income-HAP 1,977,592 1,903,141 (74,451) 3119-00-000 Total Rental Income 3,655,034 3,621,460 (33,574)

3120-00-000 Other Tenant income3120-03-000 Damages 5,256 5,748 492 3120-04-000 Late Charges 25,440 12,120 (13,320) 3120-09-000 Misc. Tenant Income 13,720 8,016 (5,704) 3129-00-000 Total Other Tenant Income 44,416 25,884 (18,532) 3199-00-000 NET TENANT INCOME 3,699,450 3,647,344 (52,106)

3600-00-000 OTHER INCOME3610-00-000 Investment Income - Unrestricted 230,852 224,852 (6,000) 3611-00-000 Investment Income - Restricted - - - 3620-00-000 Management Fee 72,000 - (72,000) 3620-29-000 Housing Couseling Center 12,000 8,000 (4,000) 3620-50-000 Developer Fee Income - 690,673 690,673 3620-71-000 General Contractor - PGBC - 6,386,210 6,386,210 3620-72-000 General Contractor - Trail Village - 5,193,248 5,193,248 3620-80-000 Incentive Management Fee - 99,590 99,590 3620-81-000 Partnership Cash Distribution - 55,319 55,319 3640-00-000 Fraud Recovery - - - 3650-00-000 Miscellaneous Other Income 960 7,658 6,698 3660-00-000 Operating Transfer In - 3699-00-000 TOTAL OTHER INCOME 315,812 12,665,550 12,349,738 3999-00-000 TOTAL INCOME 4,015,262 16,312,894 12,297,632

4100-00-000 ADMINISTRATIVE 4110-00-000 Administrative Salaries 424,029 413,541 (10,488) 4110-04-000 Empl. Ben. Contribution-Administrative 66,681 67,928 1,247 4110-10-000 Merit Pay 5,070 5,070 - 4110-99-000 Total Administrative Salaries 495,780 486,539 (9,241)

4130-00-000 Legal Expense4130-02-000 Criminal Background Checks - - - 4130-04-000 General Legal Expense 27,800 27,800 - 4131-00-000 Total Legal Expense 27,800 27,800 -

4139-00-000 Other Admin Expenses4140-00-000 Training 6,200 8,200 2,000 4140-10-000 Training - Board Members - 5,000 5,000 4150-00-000 Travel 5,750 11,150 5,400 4150-00-000 Travel - Board Members - 8,000 8,000 4170-00-000 Accountant & ADP Fees 8,342 - (8,342) 4171-00-000 Auditing Fees 7,780 16,500 8,720 4173-00-000 Management Fee 234,149 367,838 133,689 4173-10-000 Bookkeeping Fee 20,849 20,186 (663) 4173-20-000 Asset Management Fee 28,080 28,080 -

BROWNSVILLE HOUSING OPPORTUNITY CORPORATION (BHOC)

Fiscal Year 2021Consolidated Proposed Budget



4182-00-000 Consultants 15,300 17,619 2,319 4189-00-000 Total Other Admin Expenses 326,450 482,573 156,123

4190-00-000 Miscellaneous Admin Expenses4190-01-000 Membership and Fees 49,048 52,948 3,900 4190-04-000 Office Supplies 12,524 11,700 (824) 4190-06-000 Computer Equipment 4,100 5,200 1,100 4190-09-000 Software Licenses fees/maintenance 10,750 12,000 1,250 4190-10-000 Copiers, Postage, Telephone & Interne 36,968 43,784 6,816 4190-22-000 Other Misc Admin Expenses 23,755 31,630 7,875 4190-30-000 Home Expo 12,000 8,000 (4,000) 4190-32-000 CARES Act - Prepare - 8,400 8,400 4190-33-000 CARES Act - Prevent - 8,400 8,400 4190-34-000 CARES Act - Respond - 8,200 8,200 4191-00-000 Total Miscellaneous Admin Expenses 149,145 190,262 41,117 4199-00-000 TOTAL ADMINISTRATIVE EXPENSES 999,175 1,187,174 187,999

4200-00-000 TENANT SERVICES4210-00-000 Tenant Services Salaries 97,687 98,064 377 4210-01-000 Empl. Ben. Contribution-Tenant Service 31,669 31,953 284 4210-03-000 Merit Pay 1,928 1,928 - 4220-00-000 Resident Council 5,550 3,900 (1,650) 4220-01-000 Other Tenant Services 51,456 47,756 (3,700) 4299-00-000 TOTAL TENANT SERVICES EXPENSES 188,290 183,601 (4,689)

4300-00-000 UTILITIES4310-00-000 Water 88,058 93,890 5,832 4320-00-000 Electricity 62,420 62,600 180 4390-00-000 Sewer 90,012 88,320 (1,692) 4399-00-000 TOTAL UTILITY EXPENSES 240,490 244,810 4,320

4400-00-000 MAINTENANCE AND OPERATION4400-99-000 General Maint Expense4410-00-000 Maintenance Salaries 157,607 188,972 31,365 4410-02-000 Maint-On Call Service 3,780 3,780 - 4410-03-000 Maint-Temporary Labor 5,600 5,600 - 4410-05-000 Empl. Ben. Contribution-Maintenance 86,157 105,318 19,161 4410-07-000 Merit Pay 4,991 5,491 500 4411-00-000 Maintenance Uniforms 2,532 5,592 3,060 4412-00-000 Maintenance Travel/Training 1,800 2,300 500 4413-00-000 Vehicle Gas, Oil, Grease 8,400 8,400 - 4419-00-000 Total General Maint Expense 270,867 325,453 54,586

4420-00-000 Materials4420-02-000 Appliances 47,600 - (47,600) 4420-07-000 Supplies-Maintenance Repairs 127,610 116,070 (11,540) 4420-13-000 Supplies-Unit Make Ready 19,200 43,000 23,800 4429-00-000 Total Materials 194,410 159,070 (35,340)

4430-00-000 Contract Costs4430-09-000 Contract-Grounds 168,000 132,000 (36,000) 4430-14-000 Contract-Vehicle Maintenance 6,500 5,500 (1,000) 4430-22-000 Contract-IT Contracts 4,860 4,860 - 4430-23-000 Contract-Consultants 36,000 24,000 (12,000) 4430-26-000 Contract-Third Party Inspections 9,250 12,760 3,510 4430-39-000 Contract-Trash 86,104 101,644 15,540 4430-50-000 General Contractor - PGBC - 6,386,210 6,386,210



4430-51-000 General Contractor - Trail Village 5,193,248 5,193,248 4430-76-000 Contract-Office/Building Lease 14,372 14,372 - 4430-77-000 Contract-Maintenance 39,000 63,000 24,000 4430-99-000 Contract Costs-Other 2,400 2,400 - 4439-00-000 Total Contract Costs 366,486 11,939,994 11,573,508 4499-00-000 TOTAL MAINTENANCE EXPENSES 831,763 12,424,517 11,592,754

4500-00-000 GENERAL EXPENSES4510-00-000 Insurance 223,476 244,360 20,884 4510-10-000 General Liability Insurance 5,040 5,316 276 4510-20-000 Workers' Compensation Insurance 8,000 7,800 (200) 4510-30-000 Other Insurance Expense 4,440 7,400 2,960 4590-00-000 Other General Expense - - - 4599-00-000 TOTAL GENERAL EXPENSES 240,956 264,876 23,920

4800-00-000 TOTAL OPERATING EXPENSES 2,500,674 14,304,978 11,804,304 4900-00-000 NET OPERATING INCOME (LOSS) 1,514,588 2,007,916 493,328

5200-00-000 NON-OPERATING EXPENSES5050-00-000 Interest Expense (Loan) 338,868 353,892 15,024 5210-00-000 Operating Transfer Out 60,000 60,000 - 5211-00-000 Replacement Reserves 247,929 250,233 2,304 5999-00-000 TOTAL NON-OPERATING EXPENSES 646,797 664,125 17,328

7900-00-000 REPLACEMENT RESERVE EXPENSES7910-05-000 Roof Replacement - 269,897 269,897 7910-10-000 Bathroom Vanity Set Replacement - 131,700 131,700 7910-15-000 HVAC 22,400 52,800 30,400 7910-20-000 Appliances 20,580 66,645 46,065 7910-25-000 Water Heaters - 85,800 85,800 7910-30-000 Exterior Doors/Locks - 43,200 43,200 7910-35-000 Exterior Carpentry 27,000 30,788 3,788 7910-40-000 Exterior Painting 28,800 36,836 8,036 7910-45-000 Interior Painting - 41,000 41,000 7910-50-000 Interior Carpentry 10,200 8,628 (1,572) 7910-54-000 Blinds 3,600 3,900 300 7910-55-000 Tile/Carpet Replacement 24,400 16,596 (7,804) 7910-60-000 Electrical 9,600 23,800 14,200 7910-65-000 Plumbing 19,260 14,280 (4,980) 7910-70-000 Window Replacement - 5,000 5,000 7920-10-000 Driveways/Parking Lots - 35,540 35,540 7920-20-000 Playground - 6,500 6,500 7920-30-000 Landscape Additions 10,000 12,992 2,992 7930-05-000 Rehab Costs 14,000 6,500 (7,500) 7930-10-000 Office Equipment 3,300 3,000 (300) 7999-00-000 TOTAL REPLACEMENT RESERVE EXPENSE 193,140 895,402 702,262

8000-00-000 TOTAL EXPENSES 3,340,611 15,864,505 12,523,894 9000-00-000 NET INCOME (LOSS) 674,651 448,389 (226,262)


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FY 2021 LIHTC

Item

Citrus Gardens Annex Las Brisas Linda Vista

Rose Gardens, Sunset Terrace & Scattered

Sites Citrus GardensUnits 36 54 54 90 234

Management Fee 65.25$ 65.25$ 65.25$ 65.25$ Bookkeeping Fee 7.50$ 7.50$ 7.50$ 7.50$ Asset Management Fee -$ -$ -$ -$

Units Available (ACC) 432 648 648 1,080

Projected Occupancy Rate 96.0% 96.0% 96.0% 99.0%

Projected Units Leased 415 622 622 1,069

Management Fees 27,060$ 40,591$ 40,591$ 69,765$ 139,419.00$ 317,426.22$ Bookkeeping Fees 3,110$ 4,666$ 4,666$ 8,019$ -$ 20,460.60$ Asset Management Fees ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total 30,171$ 45,256$ 45,256$ 77,784$ 139,419$ 337,887$

RENTAL ASSISTANCE DEMONSTRATION PROGRAM

FEES TO COCC

Total


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FY 2020 PROPOSED VARIANCE

3600-00-000 OTHER INCOME3610-00-000 Investment Income - Unrestricted 214,652 214,652 - 3611-00-000 Investment Income - Restricted - 3620-00-000 Management Fee 72,000 (72,000) 3620-29-000 Housing Counseling Center 12,000 8,000 (4,000) 3620-50-000 Developer Fee Income 690,673 690,673 3620-71-000 General Contractor - PGBC 6,386,210 6,386,210 3620-72-000 General Contractor - Trail Village 5,193,248 5,193,248 3620-80-000 Incentive Management Fee 99,590 99,590 3620-81-000 Partnership Cash Distribution 55,319 55,319 3650-00-000 Miscellaneous Other Income 1,200 1,200 3699-00-000 TOTAL OTHER INCOME 298,652 12,648,892 12,350,240

3999-00-000 TOTAL INCOME 298,652 12,648,892 12,350,240

4100-00-000 ADMINISTRATIVE 4110-00-000 Administrative Salaries 46,889 47,639 750 4110-04-000 Empl. Ben. Contribution-Admininstrative 21,758 22,290 532 4110-10-000 Performance Merit Pay 1,716 1,716 - 4110-99-000 Total Administrative Salaries 70,363 71,645 1,282

4130-00-000 Legal Expense4130-04-000 General Legal Expense 24,000 24,000 - 4131-00-000 Total Legal Expense 24,000 24,000 -

4139-00-000 Other Admin Expenses4140-00-000 Training 3,000 5,000 2,000 4140-10-000 Training - Board Members 3,000 5,000 2,000 4150-00-000 Travel 8,000 8,000 4150-10-000 Travel - Board Members 8,000 8,000 4171-00-000 Auditing Fees 5,000 5,500 500 4173-00-000 Management Fee 139,419 139,419 4182-00-000 Consultants 12,000 12,000 - 4189-00-000 Total Other Admin Expenses 23,000 182,919 159,919

4190-00-000 Miscellaneous Admin Expenses4190-01-000 Membership, Fees and Publications 8,000 6,000 (2,000) 4190-04-000 Office Supplies 1,600 960 (640) 4190-06-000 Computer Equipment 1,500 1,500 - 4190-09-000 Software Licenses fees/maintenance 500 600 100 4190-10-000 Copiers, Postage, Telephone & Internet 500 3,600 3,100 4190-22-000 Other Misc Admin Expenses 7,200 15,000 7,800 4190-30-000 Home Expo 12,000 8,000 (4,000)

4190-32-000 CARES Act - Prepare - 8,400 8,400 4190-33-000 CARES Act - Prevent - 8,400 8,400

BROWNSVILLE HOUSING OPPORTUNITY CORPORATION (BHOC)Proposed Budget Breakdown



4190-34-000 CARES Act - Respond - 8,200 8,200 4191-00-000 Total Miscellaneous Admin Expenses 31,300 60,660 29,360 4199-00-000 TOTAL ADMINISTRATIVE EXPENSES 148,663 339,224 190,561

4200-00-000 TENANT SERVICES4210-00-000 Tenant Services Salaries 34,362 34,912 550 4210-01-000 Empl. Ben. Contribution-Tenant Services 17,883 18,337 454 4210-03-000 Performance Merit Pay - 4220-01-000 Other Tenant Services 20,000 20,000 - 4299-00-000 TOTAL TENANT SERVICES EXPENSES 72,245 73,249 1,004

4300-00-000 UTILITIES4310-00-000 Water 250 250 - 4320-00-000 Electricity 800 800 - 4390-00-000 Sewer 120 120 - 4399-00-000 TOTAL UTILITY EXPENSES 1,170 1,170 -

4400-00-000 MAINTENANCE AND OPERATION4400-99-000 General Maint Expense4410-00-000 Maintenance Salaries 28,247 28,699 452 4410-05-000 Empl. Ben. Contribution-Maintenance 16,480 16,911 431 4410-07-000 Performance Merit Pay 500 500 4411-00-000 Maintenance Uniforms 2,000 2,000 4412-00-000 Maintenance Travel/Training 500 500 4413-00-000 Vehicle Gas, Oil, Grease 1,200 1,200 4419-00-000 Total General Maint Expense 44,727 49,810 5,083

4420-00-000 Materials4420-07-000 Supplies-Maintenance Repairs 1,800 4,200 2,400 4429-00-000 Total Materials 1,800 4,200 2,400

4430-00-000 Contract Costs4430-09-000 Contract-Grounds 20,000 12,000 (8,000) 4430-14-000 Contract-Vehicle Maintenance 600 600 4430-23-000 Contract-Consultants 36,000 24,000 (12,000) 4430-39-000 Contract-Trash 240 360 120 4430-50-000 General Contractor - PGBC 6,386,210 6,386,210 4430-51-000 General Contractor - Trail Village 5,193,248 5,193,248 4430-99-000 Contract Costs-Other 2,400 2,400 - 4439-00-000 Total Contract Costs 58,640 11,618,818 11,560,178 4499-00-000 TOTAL MAINTENANCE EXPENSES 105,167 11,672,828 11,567,661

4500-00-000 GENERAL EXPENSES4510-00-000 Insurance 4,500 4,800 300 4510-10-000 General Liability Insurance 1,320 1,596 276 4510-20-000 Workers' Compensation Insurance 1,800 2,400 600 4510-30-000 Other Insurance Expense 2,400 2,400 4599-00-000 TOTAL GENERAL EXPENSES 7,620 11,196 3,576

4800-00-000 TOTAL OPERATING EXPENSES 334,865 12,097,667 11,762,802 4900-00-000 NET OPERATING INCOME (LOSS) (36,213) 551,225 587,438



5000-00-000 NON-OPERATING EXPENSES5210-00-000 Transfers (In/Out) 60,000 60,000 - 5999-00-000 TOTAL NON-OPERATING EXPENSES 60,000 60,000 -

8000-00-000 TOTAL EXPENSES 394,865 12,157,667 11,762,802 9000-00-000 NET INCOME (LOSS) (96,213) 491,225 587,438


RAD 1 RAD 2 RAD 3 RAD 4 TOTAL

3100-00-000 TENANT INCOME3101-00-000 Rental Income3111-00-000 Tenant Rent 103,079 130,374 97,122 244,419 574,994 3111-05-000 Rental Income - HAP 236,699 193,601 218,595 433,062 1,081,957 3115-00-000 Less: Prepaid Rents - - - - - 3119-00-000 Total Rental Income 339,778 323,975 315,717 677,481 1,656,951

- 3120-00-000 Other Tenant income - 3120-02-000 Cleaning Fee - 3120-03-000 Damages 240 240 240 240 960 3120-04-000 Late Charges 600 480 180 600 1,860 3120-05-000 Legal Fees - Tenant - 3120-06-000 NSF Charges - 3120-07-000 Tenant Owed Utilities - 3120-09-000 Misc.Tenant Income - 3129-00-000 Total Other Tenant Income 840 720 420 840 2,820 3199-00-000 NET TENANT INCOME 340,618 324,695 316,137 678,321 1,659,771

3600-00-000 OTHER INCOME3610-00-000 Investment Income - Unrestricted 3,600 1,800 1,800 3,000 10,200 3650-00-000 Miscellaneous Other Income 240 240 240 240 960 3699-00-000 TOTAL OTHER INCOME 3,840 2,040 2,040 3,240 11,160

3999-00-000 TOTAL INCOME 344,458 326,735 318,177 681,561 1,670,931

4100-00-000 ADMINISTRATIVE 4110-00-000 Administrative Salaries 13,705 20,558 20,558 34,262 89,083 4110-04-000 Empl. Ben. Contribution-Admininstrative 7,021 10,532 10,532 17,553 45,638 4110-10-000 Performance Merit Pay 528 771 771 1,284 3,354 4110-99-000 Total Administrative Salaries 21,254 31,861 31,861 53,099 138,075

4130-00-000 Legal Expense4130-02-000 Criminal Background Checks - - - - - 4130-04-000 General Legal Expense 1,200 800 800 1,000 3,800 4131-00-000 Total Legal Expense 1,200 800 800 1,000 3,800

4139-00-000 Other Admin Expenses4140-00-000 Staff Training 600 800 800 1,000 3,200 4150-00-000 Travel 600 1,000 700 850 3,150 4171-00-000 Auditing Fees 600 600 600 1,200 3,000 4173-00-000 Management Fee 21,959 33,296 34,370 59,073 148,698 4173-10-000 Bookkeeping Fee 2,981 4,520 4,666 8,019 20,186 4173-20-000 Asset Management Fee 4,320 6,480 6,480 10,800 28,080 4182-00-000 Consultants 500 800 800 1,200 3,300 4189-00-000 Total Other Admin Expenses 31,560 47,496 48,416 82,142 209,614

4190-00-000 Miscellaneous Admin Expenses4190-01-000 Membership and Fees 1,200 1,200 1,200 1,400 5,000 4190-04-000 Office Supplies 800 750 750 1,000 3,300 4190-06-000 Computer Equipment 1,500 600 600 1,000 3,700 4190-09-000 Software Licenses fees/maintenance 1,800 2,700 2,700 4,200 11,400 4190-10-000 Copiers, Postage, Telephone & Internet 4,800 5,000 3,300 5,400 18,500 4190-22-000 Other Misc Admin Expenses 1,400 1,200 1,200 1,400 5,200 4191-00-000 Total Miscellaneous Admin Expenses 11,500 11,450 9,750 14,400 47,100 4199-00-000 TOTAL ADMINISTRATIVE EXPENSES 65,514 91,607 90,827 150,641 398,589

RENTAL ASSISTANCE DEMONSTRATION (RAD) Proposed Budgets

Fiscal Year 2021

PROPOSED



PROPOSED

4200-00-000 TENANT SERVICES4210-00-000 Tenant Services Salaries 15,888 18,584 10,755 17,925 63,152 4210-01-000 Empl. Ben. Contribution-Tenant Services 2,567 3,449 2,850 4,750 13,616 4210-02-000 Performance Merit Pay 460 551 344 573 1,928 4220-00-000 Resident Council 1,200 2,700 3,900 4220-01-000 Other Tenant Services 3,000 2,500 2,500 4,000 12,000 4299-00-000 TOTAL TENANT SERVICES EXPENSES 23,115 25,084 19,149 27,248 94,596

4300-00-000 UTILITIES4310-00-000 Water 1,200 11,500 960 720 14,380 4320-00-000 Electricity 12,000 9,000 10,200 6,000 37,200 4390-00-000 Sewer 600 12,000 600 600 13,800 4399-00-000 TOTAL UTILITY EXPENSES 13,800 32,500 11,760 7,320 65,380

4400-00-000 MAINTENANCE AND OPERATION4400-99-000 General Maint Expense4410-00-000 Maintenance Salaries 24,658 36,986 36,986 61,643 160,273 4410-02-000 Maint-On Call Service 500 800 800 1,680 3,780 4410-03-000 Maint-Temporary Labor 1,200 1,400 1,400 1,600 5,600 4410-05-000 Empl. Ben. Contribution-Maintenance 13,601 20,402 20,402 34,002 88,407 4410-07-000 Performance Merit Pay 415 1,224 1,224 2,128 4,991 4411-00-000 Maintenance Uniforms 264 264 264 600 1,392 4412-00-000 Maintenance Travel/Training 600 300 300 600 1,800 4413-00-000 Vehicle Gas, Oil, Grease 1,200 1,200 1,800 3,000 7,200 4419-00-000 Total General Maint Expense 42,438 62,576 63,176 105,253 273,443

4420-00-000 Materials4420-07-000 Supplies-Maintenance Repairs 8,000 10,200 14,400 20,000 52,600 4420-13-000 Supplies-Unit Make Ready 13,000 9,000 9,000 12,000 43,000 4429-00-000 Total Materials 21,000 19,200 23,400 32,000 95,600

4430-00-000 Contract Costs4430-09-000 Contract-Grounds 14,000 10,000 14,000 28,000 66,000 4430-14-000 Contract-Vehicle Maintenance 1,200 600 600 2,500 4,900 4430-22-000 Contract-IT Contracts 660 1,200 1,200 1,800 4,860 4430-26-000 Contract-Third Party Inspections 600 900 900 2,400 4430-39-000 Contract-Trash 7,500 16,000 18,000 360 41,860 4430-76-000 Contract-Office/Building Lease 2,100 3,336 3,336 5,600 14,372 4430-77-000 Contract-Maintenance 17,000 13,000 13,000 20,000 63,000 4439-00-000 Total Contract Costs 43,060 45,036 51,036 58,260 197,392 4499-00-000 TOTAL MAINTENANCE EXPENSES 106,498 126,812 137,612 195,513 566,435

4500-00-000 GENERAL EXPENSES4510-00-000 Insurance 20,000 27,000 30,000 62,000 139,000 4510-10-000 General Liability Insurance 600 960 960 1,200 3,720 4510-20-000 Workers' Compensation Insurance 1,200 1,200 1,200 1,800 5,400 4510-30-000 Other Insurance Expense 800 1,400 1,400 1,400 5,000 4599-00-000 TOTAL GENERAL EXPENSES 22,600 30,560 33,560 66,400 153,120

8000-00-000 TOTAL OPERATING EXPENSES 231,527 306,563 292,908 447,122 1,278,120 9000-00-000 NET OPERATING INCOME (LOSS) 112,931 20,172 25,269 234,439 392,811

5200-00-000 NON-OPERATING EXPENSES5210-00-000 Operating Transfers Out - 5211-00-000 Replacement Reserves 19,266 28,899 28,899 48,165 125,229 5999-00-000 TOTAL NON-OPERATING EXPENSES 19,266 28,899 28,899 48,165 125,229

7900-00-000 REPLACEMENT RESERVE EXPENSES7910-05-000 Roof Replacement 219,741 50,156 269,897



PROPOSED

7910-10-000 Bathroom Vanity Set Replacement 131,700 131,700 7910-15-000 HVAC 3,500 8,000 15,500 27,000 7910-20-000 Appliances 17,850 14,025 12,750 44,625 7910-25-000 Water Heaters 20,800 24,700 40,300 85,800 7910-30-000 Exterior Doors/Locks 43,200 43,200 7910-45-000 Interior Painting 9,000 8,000 8,000 16,000 41,000 7920-10-000 Driveways/Parking Lots 10,270 10,270 20,540 7999-00-000 TOTAL REPLACEMENT RESERVE EXPENSES 253,041 101,750 72,595 236,376 663,762

8000-00-000 TOTAL EXPENSES 503,834 437,212 394,402 731,663 2,067,111 9000-00-000 NET INCOME (LOSS) (159,376) (110,477) (76,225) (50,102) (396,180)


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3100-00-000 TENANT INCOME3101-00-000 Rental Income3111-00-000 Tenant Rent 1,135,442 1,143,325 7,883 3111-05-000 Rental Income - HAP 855,792 821,184 (34,608) 3115-00-000 Less: Prepaid Rents - - - 3119-00-000 Total Rental Income 1,991,234 1,964,509 (26,725)

3120-00-000 Other Tenant income3120-02-000 Cleaning Fee - 3120-03-000 Damages 4,296 4,788 492 3120-04-000 Late Charges 24,000 10,260 (13,740) 3120-05-000 Legal Fees - Tenant - 3120-06-000 NSF Charges - 3120-07-000 Tenant Owed Utilities - 3120-09-000 Misc.Tenant Income 13,720 8,016 (5,704) 3129-00-000 Total Other Tenant Income 42,016 23,064 (18,952) 3199-00-000 NET TENANT INCOME 2,033,250 1,987,573 (45,677)

3600-00-000 OTHER INCOME3610-00-000 Investment Income - Unrestricted - - 3611-00-000 Investment Income - Restricted - 3620-00-000 Management Fee - 3620-29-000 Housing Counseling Center - 3620-50-000 Developer Fee Income - 3620-71-000 General Contractor - PGBC - - 3620-72-000 General Contractor - Trail Village - 3620-80-000 Incentive Management Fee - 3620-81-000 Partnership Cash Distribution - 3650-00-000 Miscellaneous Other Income - 5,498 5,498 3699-00-000 TOTAL OTHER INCOME - 5,498 5,498

- 3999-00-000 TOTAL INCOME 2,033,250 1,993,071 (40,179)

4100-00-000 ADMINISTRATIVE 4110-00-000 Administrative Salaries 288,509 276,819 (11,690) 4110-04-000 Empl. Ben. Contribution-Admininstrative - 4110-10-000 Performance Merit Pay - 4110-99-000 Total Administrative Salaries 288,509 276,819 (11,690)

4130-00-000 Legal Expense4130-02-000 Criminal Background Checks - - - 4130-04-000 General Legal Expense - 4131-00-000 Total Legal Expense - - -

4139-00-000 Other Admin Expenses4140-00-000 Training - 4140-10-000 Training - Board Members -

RANCHO DEL CIELO (PHASE 1 & 2)Proposed Budget Breakdown


4150-00-000 Travel - - 4150-10-000 Travel - Board Members - 4170-00-000 Accountant & ADP Fees 8,342 - (8,342) 4171-00-000 Auditing Fees 8,000 8,000 4173-00-000 Management Fee 80,754 79,721 (1,033) 4173-10-000 Bookkeeping Fee - 4173-20-000 Asset Management Fee - 4182-00-000 Consultants 2,319 2,319 4189-00-000 Total Other Admin Expenses 89,096 90,040 944

4190-00-000 Miscellaneous Admin Expenses4190-01-000 Membership, Fees and Publications 36,248 41,948 5,700 4190-04-000 Office Supplies 7,824 7,440 (384) 4190-06-000 Computer Equipment - 4190-09-000 Software Licenses fees/maintenance - 4190-10-000 Copiers, Postage, Telephone & Internet 17,928 21,684 3,756 4190-22-000 Other Misc Admin Expenses 11,755 11,430 (325) 4190-30-000 Home Expo - 4191-00-000 Total Miscellaneous Admin Expenses 73,755 82,502 8,747 4199-00-000 TOTAL ADMINISTRATIVE EXPENSES 451,360 449,361 (1,999)

4200-00-000 TENANT SERVICES4210-00-000 Tenant Services Salaries - 4210-01-000 Empl. Ben. Contribution-Tenant Services - 4210-02-000 Performance Merit Pay - 4220-00-000 Resident Council - 4220-01-000 Other Tenant Services 15,756 15,756 - 4299-00-000 TOTAL TENANT SERVICES EXPENSES 15,756 15,756 -

4300-00-000 UTILITIES4310-00-000 Water 71,988 79,260 7,272 4320-00-000 Electricity 24,420 24,600 180 4390-00-000 Sewer 76,092 74,400 (1,692) 4399-00-000 TOTAL UTILITY EXPENSES 172,500 178,260 5,760

4400-00-000 MAINTENANCE AND OPERATION4400-99-000 General Maint Expense4410-00-000 Maintenance Salaries - 4410-02-000 Maint-On Call Service - 4410-03-000 Maint-Temporary Labor - 4410-05-000 Empl. Ben. Contribution-Maintenance - 4410-07-000 Performance Merit Pay - 4411-00-000 Maintenance Uniforms 1,140 2,200 1,060 4412-00-000 Maintenance Travel/Training - 4413-00-000 Vehicle Gas, Oil, Grease - 4419-00-000 Total General Maint Expense 1,140 2,200 1,060

4420-00-000 Materials4420-02-000 Supplies-Appliances - 4420-07-000 Supplies-Maintenance Repairs 65,210 59,270 (5,940) 4420-13-000 Supplies-Unit Make Ready - 4429-00-000 Total Materials 65,210 59,270 (5,940)


4430-00-000 Contract Costs4430-09-000 Contract-Grounds 54,000 54,000 - 4430-14-000 Contract-Vehicle Maintenance - 4430-22-000 Contract-IT Contracts - 4430-23-000 Contract-Consultants - 4430-26-000 Contract-Third Party Inspections 6,850 10,360 3,510 4430-39-000 Contract-Trash 47,304 59,424 12,120 4430-50-000 General Contractor - PGBC - 4430-51-000 General Contractor - Trail Village - 4430-76-000 Contract-Office/Building Lease - 4430-77-000 Contract-Maintenance - 4430-99-000 Contract Costs-Other - 4439-00-000 Total Contract Costs 108,154 123,784 15,630 4499-00-000 TOTAL MAINTENANCE EXPENSES 174,504 185,254 10,750

4500-00-000 GENERAL EXPENSES4510-00-000 Insurance 98,736 100,560 1,824 4510-10-000 General Liability Insurance - 4510-20-000 Workers' Compensation Insurance - 4510-30-000 Other Insurance Expense - 4520-00-000 Payments in Lieu of Taxes - 4590-00-000 Other General Expense - 4599-00-000 TOTAL GENERAL EXPENSES 98,736 100,560 1,824

4800-00-000 TOTAL OPERATING EXPENSES 912,856 929,191 16,335 4900-00-000 NET OPERATING INCOME (LOSS) 1,120,394 1,063,880 (56,514)

5000-00-000 NON-OPERATING EXPENSES5050-00-000 Interest Expense-Mortgage Payable 338,868 353,892 15,024 5210-00-000 Transfers (In/Out) - 5211-00-000 Replacement Reserves 125,004 125,004 - 5999-00-000 TOTAL NON-OPERATING EXPENSES 463,872 478,896 15,024

7900-00-000 REPLACEMENT RESERVE EXPENSES7910-05-000 Roof Replacement - 7910-10-000 Bathroom Vanity Set Replacement - 7910-15-000 HVAC 22,400 25,800 3,400 7910-20-000 Appliances 20,580 22,020 1,440 7910-25-000 Water Heaters - - 7910-30-000 Exterior Doors/Locks - - 7910-35-000 Exterior Carpentry 27,000 30,788 3,788 7910-40-000 Exterior Painting 28,800 36,836 8,036 7910-45-000 Interior Painting - - 7910-50-000 Interior Carpentry 10,200 8,628 (1,572) 7910-54-000 Blinds 3,600 3,900 300 7910-55-000 Tile/Carpet Replacement 24,400 16,596 (7,804) 7910-60-000 Electrical 9,600 23,800 14,200 7910-65-000 Plumbing 19,260 14,280 (4,980) 7910-70-000 Window Replacement - 5,000 5,000 7920-10-000 Driveways/Parking Lots - 15,000 15,000 7920-20-000 Playground - 6,500 6,500


7920-30-000 Landscape Additions 10,000 12,992 2,992 7930-05-000 Rehab Costs 14,000 6,500 (7,500) 7930-10-000 Office Equipment 3,300 3,000 (300) 7999-00-000 TOTAL REPLACEMENT RESERVE EXPENSES 193,140 231,640 38,500

8000-00-000 TOTAL EXPENSES 1,569,868 1,639,727 69,859 9000-00-000 NET INCOME (LOSS) 463,382 353,344 (110,038)


CARLA MANCHA - Chief Executive Officer ROBERT WILSON - Human Resources Officer

ITEM No. 6.C. - Acceptance of the HACB Contagious and Infectious Disease Preparedness & Recovery Plan for BHOC Operations, contingent HACB Board adoption.

ADMINISTRATIVE RECOMMENDATION TO APPROVE THE CONTAGIOUS AND INFECTIONS DISEASE PREPAREDNESS AND

RECOVERY PLAN

Background Information With the coming of the COVID-19 pandemic, administration found that an additional plan was needed to help prepare for and recover from infectious disease outbreaks now and in the future. We contracted with the Nelrod organization to assist in the development of the proposed plan. Actions HACB has taken so far to deal with the pandemic, keep staff and residents safe from exposure, and implement measures designed to reduce risk of exposure to infected individuals are consistent with the plan. Additionally, the “HACB Health & Safety Guidelines for Infectious Diseases” that was developed by Administration and delivered to HACB employees forms part of the overall plan. Since the COVID-19 situation is changing and ongoing, modifications to the plan and the guidelines are likely to be needed as the situation develops. Strategic Plan Alignment Implementing preparedness and recovery plans is in line with Goal IV, Objective C of the Strategic Plan: Create a Crisis Management Team to develop organizational resiliency with an emphasis on both responsiveness and recovery. Budget Impact The total budget impact of the recommended plan is zero. The fee of $499.00 as per NelRod’s Technical Assistance agreement was paid by HACB. Administrative Recommendation It is the recommendation of Administration for the Board of Directors of the Brownville Housing Opportunity Corporation to approve the Contagious and Infectious Disease Preparedness and Recovery plan and the HACB Health and Safety Guidelines for Infectious Diseases and authorize the CEO to approve minor modifications to the Plan and Guidelines as needed, contingent on approval by the HACB Board of Commissioners. July 22, 2020 Robert Wilson, Human Resources Officer Date June 22, 2020 Carla Mancha, Chief Executive Officer Date

HACB Health & Safety Guidelines for Infectious Diseases

1

I. PURPOSE The purpose of this document is to give guidance to employees faced with unusual circumstances in the performance of their duties in situations involving the novel coronavirus (COVID-19) and other possible infectious diseases of a serious nature. The measures outlined in this document may be implemented for a limited duration according to public policy decisions, executive orders or instructions from community health professionals and elected officials. It is not meant to give detailed instructions for every possible scenario, but general guidelines that can be applied to most situations. In addition, this document supplements HACB’s existing policies and does not necessarily replace or otherwise supersede such existing policies. II. GENERAL PROCEDURES In any emergency or unusual situation, the primary concern of the housing authority is to protect the lives and well-being of employees and clients. Protecting the assets of the agency is also important, once the people are safe. In situations where there is danger of harm to employees or clients, employees should take the following action: What to do:

A. Separate yourself and clients from the hazardous condition; B. Report the hazard immediately to the direct supervisor and/or HACB management.

III. INFECTIOUS DISEASES Infectious diseases, including COVID-19 and other diseases such as seasonal flu viruses, are possible threats to the safety of employees, clients and assets of the Housing Authority of the City of Brownsville (HACB). As with other emergency situations, hazardous conditions should be reported immediately to the direct supervisor and/or the senior Team Leader at the location. The Team Leader should immediately contact the CEO and local authorities to initiate any further emergency procedures warranted. IV. MITIGATION STRATEGIES TO DETECT AND PREVENT THE SPREAD OF INFECTIOUS DISEASE The following measures will be in force during any declared emergency situation and remain in effect until the CEO gives notice that the emergency has passed.

A. Employee Entrance to HACB Facilities: 1. Face Coverings, covering mouth and nose: Employees are required to wear a face

covering to enter HACB buildings, and must wear the face covering where they are likely to come in contact with other persons, such as when they move about the building or go to common areas, lobbies, foyers, breakrooms or kitchen areas. The face covering may be removed when alone in a private office.

2. Hand Sanitizing: Employees will sanitize hands using provided sanitizer upon entry to any HACB facility.

3. Daily Screening: Employees will submit to a daily screening to verify they are not symptomatic for diseases currently being monitored and are reporting risk factors. (See attached Daily Screening Log.) This includes a temperature check.

B. Visitor Entrance to HACB Facilities: 1. Visitors are encouraged to do their business through email, telephone, fax and US mail

correspondence to minimize contact with HACB employees. 2. In-person visits will be by appointment only. Only the person or persons necessary to

conduct the required transactions will be admitted inside.


2

3. When a face-to-face visit is necessary, visitors will observe the following: a. Face Coverings: All visitors will have a face covering in place upon entry and keep

such covering in place throughout the visit. b. Hand Sanitizing: visitors will sanitize their hands upon entry to HACB facilities

using provided sanitizing solutions c. Temperature Scan: Any visitor going farther than the lobby will need to have their

temperature taken to verify they do not have a fever. d. Cough or other symptoms: Any visitor with a cough or other obvious symptoms will

not be admitted to the building. 4. Social Distancing: Social Distancing will be required in the lobby for all visitors. The

number of chairs available will be limited, and visitors will remain at least 6 feet from other visitors (unless part of the same family group). Lobby areas will be marked for visitors waiting in lines to help maintain the distancing.

C. Social Distancing: 1. Employees and visitors will stay at least 6 feet from other persons at all times. When

maintaining distance is not possible (passing in the hallway or other similar situations) all will do their best to maintain their distance. Employees will avoid unnecessary visits to the offices or workspaces of other employees.

2. Employees will use remote communication methods to communicate with other employees or outside clients or third parties. Examples: telephone, fax, email, text messages, Zoom or GoToMeeting, US Postal Service, use of drop-box for documents, electronic payments, etc.

3. Employee Break areas are not in service during this time. Limited use of refrigerators, microwave ovens, coffee machines, toasters and other similar devices are still available. Employees are reminded to wash hands before and after touching handles on these devices. Lunches will be eaten in the employee office rather than the breakroom. (Leftover food items are to be disposed of daily in trash receptacles outside of the employee offices to avoid attracting vermin into offices.)

4. Lobby areas will have limited seating capacity to enforce the distancing requirement for visitors. Decals or other marking will be used in front of the service window to help visitors maintain the six feet separation.

D. Personal Hygiene: 1. Employees will sanitize hands upon entering the HACB building and will practice frequent

washing of hands and/or using hand sanitizer during the workday. 2. Personal contact such as handshakes or similar routine greetings will be avoided. 3. Face coverings will be used to enter the building and at any time in the building the

employee is outside of their own personal workspace. 4. Cough/sneeze into a tissue and dispose of tissue, or cough into elbow and disinfect elbow

promptly. 5. Employees will sanitize common areas after they use the area, including copiers, faxes

and postage machine, breakroom kitchen equipment & phone or computer equipment. Wipe down the keys and surfaces touched after each use with sanitizing spray and paper towel or sanitizing wipes.

V. Action Guidelines for Related Situations


3

A. Employee reports they feel ill: When an employee reports they feel ill or are displaying symptoms consistent with the disease being monitored, Supervisors need to take action immediately to assist in the containment of the disease.

1. What to do: a. Report the symptoms to the Department Team Leader and Human Resources. b. Send the employee home. c. HR will contact the employee to obtain details of their condition and give

instructions for testing and return to work timeline. d. Employees displaying symptoms of the disease being monitored will need to be

tested and/or follow guidelines for returning to work (Section V-B-2 ++).

B. Employee Tests positive for disease: If an employee is confirmed positive for the disease being monitored, extra cleaning steps need to be taken to sanitize the workstation of the affected employee.

1. What to do: a. Report positive result to Supervisor, Team Leader, HR and CEO. b. HR & CEO will inform HACB Staff members of positive result, maintaining the

privacy of the employee as far as possible. c. HACB staff members that have been in direct contact with infected employee will

be sent for testing and asked to self-isolate until they obtain a negative test result for themselves or self-isolate for 14 days* and remain asymptomatic, whichever is quicker.

d. HACB staff members from the same team who have maintained proper distance and hygiene protocols, have not been in direct contact with the infected employee and remain asymptomatic may continue reporting to work.

e. The workspace of the infected employee will be deep cleaned and disinfected. 2. Returning to work after a positive test++:

a. An employee who tested positive (or shown symptoms) may return to work after completing the criteria established by the CDC guidelines for the disease being monitored.

b. For COVID-19, CDC guidelines say employee may return to work if: 1. Three (3) days have passed with no fever, and 2. Respiratory symptoms have improved (cough, shortness of breath, etc.), and 3. 10 days have passed since symptoms first appeared or since positive test

result, and 4. Employee has obtained a return to work clearance from a medical

professional, 5. OR: Employee has tested negative in a subsequent test and is now

asymptomatic.

C. Employee reports they have had contact with an infected individual: When an employee reports that they have had recent* contact with a person that has been confirmed as infected with a disease currently being monitored, but are not showing any symptoms themselves, the employee will need to be isolated to be sure they are not bringing the infection to the workplace.

1. What to do: a. Report the information to the Department Team Leader and Human Resources. b. Send the employee home. c. HR will contact the employee to obtain details of their condition and give

instructions for testing and return to work timeline.


4

d. If contact was recent, employee should be tested and obtain negative result, or self-isolate for 14 days* and remain asymptomatic, whichever is quicker.

e. Disinfect workstation of affected individual.

D. Employee Travel: Employees have a right to travel on their own time. Employees with vacation plans are encouraged to consider the risks inherent in out-of-town travel and review their destinations for CDC or Health Department alerts before departing.

1. What to do: a. Employees are expected to be prudent when traveling and continue to take

preventative measures and personal safety measures while traveling (Avoiding large gatherings, social distancing, using face coverings and washing/sanitizing hands, etc.).

b. HACB will ask employees to report their destinations if traveling out of Cameron County, including into Mexico, so that we can assess any risk to the workplace.

E. Household member of employee is sick but hasn’t been confirmed as infected with disease being

monitored. Employees should report if they have a household member that is showing symptoms of the disease being monitored.

1. What to do: a. Employee should encourage that family member to be tested for the disease to

be sure. b. Employee should remain at home until the results of such test confirm a negative

result. Once the negative result is obtained, employee may return to work. c. If household member test result is positive employee will self-isolate until they

and their household member test negative or meet the return to work criteria (See Section V-B-2++)

F. Co-workers of household member test positive: There will be cases when a spouse or other

household member has co-workers that test positive for the disease being monitored. The household member may or may not have had contact with the person that later tested positive. The response will depend on the degree of risk to the household member and therefore to the employee.

1. What to do: a. If co-workers of other household members test positive for the disease being

monitored, but the household member has not been sent home or required to be tested, and is not symptomatic, employee may request a test on their own as a precaution, but it is not required.

b. If the household member has been sent home, or has been required to get the test, the employee should remain at home and request the test, or self-isolate for 14 days* and remain asymptomatic, whichever is quicker.

c. If the household member test result is negative, the employee may return to work. d. If household member test result is positive employee will self-isolate until they

and their household member test negative or meet the return to work criteria (See Section V-B-2++).

VI. Tracking of Positive Test Results: A. Tracking Employees who are testing positive:


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1. Human Resources will track the employees who are being tested due to symptoms or contact with high-risk persons. These are reported to the CEO regularly, with any new cases reported immediately.

2. Positive results are reported to all Team Leaders to protect the health of employees and prevent the spread. HACB staff are also informed while maintaining privacy of the individual as much as possible.

B. Tracking of HACB clients and residents who have tested positive: 1. Reports of positive tests among HACB property residents are reported to the respective

Property Manager and then to Director of Housing Facilities. 2. Director of Housing Facilities reports positives to CEO and sends status reports to

Executive Secretary. 3. Executive Secretary will send status reports to Executive Team Members and HR Officer.

C. Tracking of Tax Credit residents who have tested positive: 1. Development Managers will report positive cases to CEO and to Director of Housing

Facilities. 2. Development Managers will update the tracking report and submit to the CEO, the Director

of Housing Facilities and Executive Secretary. 3. Executive Secretary will send the status reports to Executive Team and HR Officer.

VII. Disclosure and Use of Protected Health Information:

A. HACB may request an employee’s protected health information from that employee’s health care provider if HACB needs such findings in order to comply with its obligations, under 29 C.F.R. Parts 1904 through 1928, 30 C.F.R. Parts 50 through 90, or under Texas law having a similar purpose, to record such illness or injury, or to carry out responsibilities for workplace surveillance or concerning a work-related illness or injury.

B. In order for HACB to provide a safe workplace for its employees, each employee is required to execute the Authorization to Disclose Protected Health Information as may be amended by the Texas Attorney General from time to time. This Authorization is attached hereto and incorporated by reference. Employees may also be required to execute any other authorization or consent forms required by an employee’s health care provider for purposes of providing protected health information to HACB if such information is needed by HACB as determined by HACB in its sole and absolute discretion.

C. “Protected health information” means individually identifiable health information that is transmitted by electronic media, maintained in electronic media, or transmitted or maintained in any other form or medium.

1. “Individually identifiable health information” means information that is a subset of health information, including demographic information collected from an individual, and is either created or received by a health care provider, health plan, HACB, or health care clearinghouse; or, relates to the past, present, or future physical or mental health or condition of an individual; the provision of health care to an individual; or, the past, present, or future payment for the provision of health care to an individual that either identifies the individual or provides a reasonable basis to believe the information can be used to identify the individual.

D. HACB will maintain any protected health information concerning employees in separate, confidential files. HACB strives to protect the privacy of its employees’ protected health information to the greatest possible extent. Only authorized employees may ever have access to such files.

E. Employees are hereby notified that protected health information concerning employees is confidential under Texas and Federal laws and may not be discussed at any time with any person


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under any circumstances, unless an employee needs to do so in order to carry out his or her job duties, or unless the person discussing the information is talking or otherwise communicating with the subject of the information at that person's invitation.

F. A violation of the foregoing provisions concerning an employee’s protected health information shall be subject to severe disciplinary action, up to and possibly including immediate termination from employment. In addition, Texas and Federal laws may subject such an employee to both civil and criminal action in a court of law.

*14-day quarantine period or other period as needed according to the type of disease. ++See section V-B-2 for return to work criteria.

CARLA MANCHA - Chief Executive OfficerROBERT WILSON - Human Resources Officer

ITEM No. 6.D. - Acceptance of the HACB Telecommuting Plan & Agreements for BHOC Operations, contingent HACB Board adoption.

ADMINISTRATIVE RECOMMENDATION TO ACCEPT THE HACB TELECOMMUTING PLAN AND AGREEMENTS

Background Information As part of the overall plan to be prepared during times of pandemic and to also help implement social distancing requirements during the current COVID-19 crisis, it is necessary to implement a plan and agreements to allow HACB staff to work from home or other approved alternate location. The plan being presented is modeled after the agreements already in use by the City of Brownsville for their employees but tailored to our specific needs. Strategic Plan Alignment Implementing preparedness and recovery plans is in line with Goal IV, Objective C of the Strategic Plan: Create a Crisis Management Team to develop organizational resiliency with an emphasis on both responsiveness and recovery. Budget Impact The total budget impact of the recommended plan includes the cost of the purchasing laptop computers and cellular phone devices for use by employees who will be participating in the telecommuting arrangement. CARES money will cover the expenditures for some of the purchases. Expenses to BHOC will amount to approximately $6,125.00 for the four laptops and three cell phones being purchased for RAD property staff and employees paid from BHOC budgets. Administrative Recommendation It is the recommendation of Administration for the Board of Directors of the Brownsville Housing Opportunity Corporation to approve the HACB Telecommuting Plan and Agreements and authorize the CEO to approve minor modifications to the Plan and Agreements as needed, contingent on approval by the HACB Board of Commissioners. July 22, 2020 Robert Wilson, Human Resources Officer Date June 22, 2020 Carla Mancha, Chief Executive Officer Date

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Housing Authority of the City of Brownsville

Emergency Telecommuting Agreement PURPOSE Given the COVID-19 pandemic and current orders and emergency declarations by governmental officials, the Housing Authority of the City of Brownsville (“HACB”) realizes a need to develop a formal agreement to implement telecommuting to preserve the environment and for the safety and well-being of our employees and citizens of the community. This Agreement may be modified by the Chief Executive Officer or an authorized designee subject to approval or ratification by the Board of Commissioners.

This emergency agreement outlines expectations and rules for employees who need to work from a location other than an HACB office during a large-scale emergency.

Telecommuting is intended to create flexible and safe conditions that will help employees accomplish their work effectively without disruption to HACB services during the period leading up to, throughout, and/or immediately after emergency events. Telecommuting may be appropriate for some employees and jobs but not for others.

The HACB Personnel Policy Manual is hereby incorporated by reference as if fully set forth herein for all purposes.

DEFINITIONS

• Telecommuting – an arrangement in which an employee regularly performs work at an alternative work site for a specified period. Occasional work off-site, including work while traveling on Housing Authority business, does not constitute telecommuting.

• Telecommuter - an employee who has an approved telecommuting work arrangement on file and is working from an approved alternate work site.

• Alternate Work Site - an employee will establish an appropriate work site within their home for work purposes. HACB will not be responsible for any costs associated with the employee’s home office such as remodeling, internet access/Wi-Fi, furniture, etc.

SCOPE

Certain requirements for all telecommuting arrangements are set forth in this agreement and are intended to ensure that such arrangements comply with all applicable laws, as well as to prevent losses and claims. Aside from these requirements, and with the caveat that careful

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consideration must be given to the issues presented in this agreement, the intent is to allow telecommuting arrangements as an alternative to working at the employee’s normal worksite in order to maintain HACB’s essential services.

A telecommuting arrangement is not an entitlement and in no way changes the terms and conditions of employment with the Housing Authority of the City of Brownsville. Telecommuting is not a formal, universal employee benefit or a condition of employment, but rather an alternate method of meeting the needs of both HACB and the employee. Telecommuting is intended only for emergency situations. HACB considers telecommuting to be a viable work arrangement in certain cases where job functions are best suited to such an arrangement.

The duties, responsibilities, and conditions of employment remain the same as if the employee were working at the normal work site. The employee will continue to comply with HACB policies and procedures while working at the alternate work site. The Employee understands that telecommuting is a mutually agreed upon work alternative between HACB and the Employee. HACB, with or without cause, can revoke or modify the Employee’s participation as a telecommuter at any time. Telecommuting by one employee should not negatively affect the workload or productivity of others either by shifting burdens or creating delays and additional steps in the work flow. Telecommuting will not affect an employee’s compensation, benefits, work status or work responsibilities. A telecommuting arrangement shall not result in any additional cost to HACB.

ELIGIBILITY

Before entering into any telecommuting arrangement, the employee and their supervisor, with the assistance of the Human Resources department, and with the approval of the Chief Executive Officer, will evaluate the suitability of such an arrangement, reviewing the following areas:

• Employee suitability - assess the needs and work habits of the employee, equipment needs, workspace considerations and scheduling issues.

• Job responsibilities - discuss the job responsibilities and determine if the job is appropriate for a telecommuting arrangement.

• Tax and other legal implications - the employee must determine any tax or legal implications under IRS, state and local government laws, and/or restrictions of working out of a home-based office. Responsibility for fulfilling all obligations in this area rests solely with the employee.

TELECOMMUTING ARRANGEMENT

Office-based employees may be assigned to temporarily telecommute with the Chief Executive Officer’s approval. The remote worker must maintain an agreed-upon level of performance.

The following elements must be considered before asking/approving work from home:

• Is the employee eligible by nature of their job/responsibility?

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• Are there any cybersecurity and data privacy concerns? • Will collaboration with the employee’s team become difficult? • Do employees have the necessary equipment or software installed at home? • Does the employee’s job necessarily include reviewing client files that are solely kept at

the HACB Main Office? o If so, are there any accommodations that can be made to allow a telecommuting

work arrangement for that employee while also ensuring that the employee is in a position to perform their day-to-day duties?

• What are the conditions of employees’ home or alternative place of work (noise, internet connection, etc.)?

• Supervisors should work with the employee to complete the Telecommuting Agreement (see Exhibit A).

To ensure that employee performance will not suffer in telecommuting work arrangements, employees will adhere to:

• Choosing a quiet and distraction-free working space. • Having an internet connection that’s adequate for their job. • Dedicating their full attention to their job duties during working hours. • Supervisors should also review the Weekly Work Assignments form with the employee

and determine which day/time it will be submitted. • Completed Telecommuting Agreement shall be approved by the Chief Executive Officer. • Original Telecommuting Agreement shall be kept on file by the Human Resources

Department.

AVAILABILITY AND COMMUNICATIONS REQUIREMENTS

The employee telecommuting must:

• Conduct themselves with a level of professionalism commensurate with the work they are performing.

• Provide status updates in the format and at the level of frequency agreed with HACB. • Respond to phone, voicemail and text messages within the time window agreed with

HACB. • Attend all scheduled meetings by phone, video conference or in person, as required. For

virtual meeting services with video capability, the use of webcams is preferred when possible.

TERMS OF TELECOMMUTING WORK PARTICIPATION

• Telecommuting will not change salary, benefits, compensation, vacation or other benefits.

• Telecommuters will still start and end the day at the same time as if coming into the office.

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• On-call responsibilities will not change. • Telecommuting will not alter requirements to comply with employee duties and

responsibilities or comply with HACB’s policy. • Workers — both hourly and exempt — must track their remote work time in the same

way as they do office time. For example, if you are sick or taking care of a sick family member, time should be used as sick time.

o Failure to comply with this requirement may result in the immediate

termination of the Housing Authority of the City of Brownsville Telecommuting Emergency Arrangement for the employee.

• Non-exempt employees must access the ADP Time-Clock website or App in order to track

their time worked.

• Telecommuting creates no additional overtime requirements, and unauthorized remote overtime will not be permitted unless expressly authorized by the employee’s Director.

EQUIPMENT The Housing Authority of the City of Brownsville may provide equipment that is essential to an employee’s job duties, such as laptops, and cell phones (when available and applicable.) HACB will install (or provide instructions to install) VPN and organization-required software when employees receive their equipment. HACB will not provide secondary equipment (e.g. printers and screens.)

When “home or personal” equipment is used, it is the responsibility of the employee to provide and install security updates and antivirus to protect the connection and HACB data.

Any equipment provided by HACB is HACB’s property and subject to inspection and control by HACB. Employees therefore have no reasonable expectation of privacy in such property. Employees must keep it safe and avoid any misuse. Specifically, employees must:

• Keep their equipment password protected. • Store equipment in a safe and clean space when not in use. • Follow all data encryption, protection standards and settings. • Refrain from downloading suspicious, unauthorized or illegal software.

SECURITY Consistent with the organization’s expectations of information security for employees working at the office, telecommuting employees will be expected to ensure the protection of proprietary HACB information accessible from their home office. Steps may include the use of locked file cabinets and desks, regular password maintenance, and any other measures appropriate for the job and the environment.

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SAFETY Employees are expected to maintain their home workspace in a safe manner, free from safety hazards. Injuries sustained by the employee in a home office location and in conjunction with his or her regular work duties are normally covered by the organization’s workers’ compensation policy. Telecommuting employees are responsible for notifying the employer of such injuries as soon as practicable. The employee is liable for any injuries sustained by visitors to his or her home worksite. ENFORCEMENT This Agreement will be enforced consistent with the terms and provisions of the HACB Personnel Policy Manual.

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Exhibit – A

Telecommuting Agreement

I, _____________________________________ (employee name and number), understand and agree to the following:

A. This agreement in no way alters my employment relationship with the Housing Authority of the City of Brownsville (“HACB”) or my obligation to observe all applicable HACB policies, procedures, rules, and regulations. All existing terms and conditions of employment, including but not limited to my position description, salary, benefits, vacations, annual leave and over time remain the same as if I only worked at my regularly assigned place of employment.

B. I agree to notify my supervisor promptly when I am unable to perform work assignments, task,

and/or duties, due to equipment failure, illness, or other circumstances.

C. I shall provide and maintain a healthy and safe environment at the designated remote worksite.

D. I shall not let non work-related events and activities disrupt or interfere with work at the remote worksite. I will be available to respond to inquiries and/or call back within 30 minutes.

E. I will report to my designated remote work area during my telecommuting work schedule as

indicated in this agreement. Furthermore, I agree to obtain my supervisor’s approval in advance of changing my work area, days, or times.

F. The operational needs of the Housing Authority of the City of Brownsville take precedence over

this telecommuting agreement. After being provided reasonable notice in writing, I must report to my regularly assigned work location.

G. I am responsible for any equipment and software that is used at the remote worksite and accept

financial responsibility for any equipment that is lost, stolen or damaged because of my negligence, misuse, or abuse. No unauthorized software or applications will be downloaded or installed on HACB equipment.

H. I will maintain accurate time accounting documentation to support and substantiate my work

hours. Furthermore, I agree to accurately complete my timesheet and provide it to my supervisor or designee, per established department deadlines. Any anomalies will be reported promptly via email to my supervisor to make corrections.

I. I will submit routine reports detailing hours worked and the status of tasks performed and/or

completed following a set schedule as mutually agreed upon with my supervisor.

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J. If my position is subject to overtime, per FLSA overtime regulations and/or MOU agreements, I will obtain advance written approval from my supervisor before working overtime hours.

K. At the direction of my direct supervisor or HACB management, I will report to the main office or

other designated work site to perform duties as assigned.

L. I understand that all terms and conditions of employment with HACB remain unchanged, except

those specifically addressed in this agreement.

M. I understand that HACB management retains the right to modify or otherwise terminate this

agreement on a temporary or permanent basis for any reason at any time.

N. I agree to return HACB equipment and documents at the direction of HACB, and understand that

such property and such documents are publicly-owned property and documents and that I therefore have no reasonable expectation of privacy in such property or documents.

O. I agree to comply with all terms and conditions of the document entitled “Emergency

Telecommuting Agreement” as well as any other terms and conditions provided by HACB.

Employee signature: ______________________________ Date: ____________________

CEO signature: _______________________________ Date:______________________

Human Resources signature: ________________________ Date: ______________________


ITEM No. 6.E. - Approval of a One Time Sell Back of Accrued Annual Leave by Eligible Employees, contingent HACB Board action.

ADMINISTRATIVE RECOMMENDATION TO APPROVE THE ONE-TIME SELL BACK OF ACCRUED ANNUAL LEAVE BY ELIGIBLE EMPLOYEES

Background Information As part of the on-going efforts to help employees affected by the COVID-19 pandemic, Administration is recommending several actions to assist employees who are experiencing challenges in their lives and in the workplace. One of these actions is the option for employees to sell back some of their accrued vacation or annual leave time to the agency. Currently, vacation time is awarded every 14th and 28th of each month to eligible employees; four (4) hours to employees with less than three years of service, or five (5) hours for those with more than three years. The maximum accrual limit for vacation time is 160 hours. There are several employees that repeatedly have vacation balances more than 140 hours. During the COVID outbreak, many staff members have been absent because they are either sick themselves or self-isolating because of exposure to the COVID-19 virus. The employees who have continued working have had to do much of the work or those absent employees, and therefore have not been able to take their leave as desired. Consequently, these employees find it difficult to use the vacation time before they arrive at the maximum accrual limit of 160 hours and are forced to forfeit vacation time when it is awarded. Allowing for a one-time sell-back of accrued vacation time will allow those employees with high balances, along with any others who wish to sell back some or all of their accrued vacation time, to reduce those excess hours and eliminate the need to forfeit their accrued time. It can also help employees who may be needing extra funds at this time due to financial strains caused by the pandemic. Eligible employees will be informed of the vacation sell-back opportunity during team Zoom meetings July 28th. Each employee will be given a vacation sell-back request form by July 31st and will be required to deliver the completed form to Human Resources by August 7th. The vacation hours requested will be paid through payroll on August 14th. Strategic Plan Alignment Providing competitive health care plans and benefits is aligned with Strategic Goal IV, objective F: Attract and retain qualified and competent employees through competitive compensation. Budget Impact The total budget impact of the recommended plan is variable as it depends on the number of people that decide to participate. However, the net amount

should be zero as the vacation leave balances are required to be carried on the books as a liability, and this sell-back will allow for a reduction in the balance being carried in the same amount as the amount being paid out to the employees. Current value of vacation time of employees paid from the BHOC budget is $14,523.46. Administrative Recommendation It is the recommendation of Administration for the Board of Directors of the Brownsville Housing Opportunities Corporation to approve the one-time sell back of accrued vacation hours for eligible employees, effective for the payroll of August 14, 2020, contingent on approval by the HACB Board of Commissioners. July 22, 2020 Robert Wilson, Human Resources Officer Date June 22, 2020 Carla Mancha, Chief Executive Officer Date


ITEM No. 6.F. - Authorization of Flexibility to Utilize Accrued Sick Leave through August 31st, 2020 with the option to extend monthly, contingent HACB Board approval.

ADMINISTRATIVE RECOMMENDATION TO AUTHORIZE THE FLEXIBLE USE OF SICK LEAVE HOURS BY ELIGIBLE EMPLOYEES

Background Information As part of the on-going efforts to help employees affected by the COVID-19 pandemic, Administration is recommending several actions to assist employees who are experiencing challenges in their lives and in the workplace. One of these actions is to temporarily allow more flexibility in the use of accrued sick hours. Currently the policy states (Section 6-F-2):

Accumulated sick leave may be used for the following purposes: • Illness or injury of the employee including, but not limited to, surgery, hospitalization, treatment of alcoholism, pregnancy, and other related conditions rendering the employee unable to work. • Illness or injury of an employee’s spouse, child, or parent when the employee’s presence is considered necessary. • Medical and dental appointments of the employee or employee’s spouse, child, or parent where the employee’s presence is considered necessary.

Administration is recommending that we also allow employees to use their accrued sick time for COVID-19 related activities such as:

• To obtain needed supplies for themselves or family members who cannot go out during the pandemic.

• To care for themselves or family members due to anxiety caused by the pandemic.

• To seek counseling, therapy or similar assistance. • Other physical or mental health related needs.

Time off under this increased flexibility would still be limited to three days, the same limit as under the current policy. Anything over three days will still require certification by a healthcare provider. The increased flexibility would go into effect from July 28 to August 28, 2020, with the option to extend each month upon recommendation from the CEO and approval by the Board. Strategic Plan Alignment Providing competitive health care plans and benefits is aligned with Strategic Goal IV, objective F: Attract and retain qualified and competent employees through competitive compensation. Budget Impact The total budget impact should be zero as the employee salaries are already budgeted and the sick leave taken using the increased flexibility can only be taken in lieu of hours otherwise scheduled for work.

Administrative Recommendation It is the recommendation of Administration for the Board of Directors of the Brownsville Housing Opportunities Corporation to approve the temporary increased flexibility of use of accrued sick leave hours for eligible employees, effective for the payroll of July 28, 2020 and continuing through August 28, 2020 with the option to extend monthly contingent on approval by the HACB Board of Commissioners. July 22, 2020 Robert Wilson, Human Resources Officer Date June 22, 2020 Carla Mancha, Chief Executive Officer Date


ITEM No. 6.G. - Authorize Hazard Pay for Identified Positions effective payroll period June 29th, 2020 to payroll period September 6th, 2020, with an option to extend monthly, contingent HACB Board approval.

ADMINISTRATIVE RECOMMENDATION TO AUTHORIZE HAZARD PAY FOR IDENTIFIED POSITIONS, EFFECTIVE JUNE 29, 2020 TO SEPTEMBER

6, 2020 WITH OPTION TO RENEW MONTHLY

Background Information As part of the on-going efforts to help employees affected by the COVID-19 pandemic, Administration is recommending several actions to assist employees who are experiencing challenges in their lives and in the workplace. One of these actions is to implement a hazard pay differential for those employees who must interact with the public as part of their normal job. Maintenance personnel are taking precautions and using personal protective equipment when performing their duties. Nevertheless, they are potentially exposed when they must enter occupied residential units to make needed repairs and maintenance. While non-emergency maintenance is being kept to a minimum, there is still an increased risk for these individuals. The Construction Superintendent must conduct inspections at the construction sites and interact with on-site personnel to observe progress and to assess compliance with required payroll regulations. He also interacts with service providers working on projects at the main office. PPE is used, but there is an increased risk due to frequent interactions with non-HACB personnel. The positions identified as being at risk are:

• Maintenance Mechanic (8) o Risk: working in the developments in occupied units

• Construction Superintendent (1) o Risk: Must interact with construction personnel and service providers.

The hazard pay differential will only be paid on working hours, not on paid time off hours. The rate for hourly employees would be $2.50 per hour, $3.75 per hour for overtime hours. For the Construction Superintendent, there would be a flat amount of $200.00 per pay period. Strategic Plan Alignment Providing competitive health care plans and benefits is aligned with Strategic Goal IV, objective F: Attract and retain qualified and competent employees through competitive compensation. Budget Impact The budget impact for this 10-week period from June 29 to September 6, 2020, would be approximately $9,212.00 for the entire agency, of which $2,896.00 is the budget impact for BHOC. This amount will be reduced if staff takes paid time off.

Administrative Recommendation It is the recommendation of Administration for the Board of Directors of the Brownsville Housing Opportunities Corporation to approve the Hazard Pay for Identified Positions for the period of June 29 to September 6, 2020, contingent on approval by the HACB Board of Commissioners, and with the option to extend monthly upon recommendation by the CEO and approval of the Board. July 22, 2020 Robert Wilson, Human Resources Officer Date June 22, 2020 Carla Mancha, Chief Executive Officer Date


ITEM No. 6.H. - Approval of a Negative Sick Leave Policy, effective July 28th, 2020, contingent HACB Board action.

ADMINISTRATIVE RECOMMENDATION TO APPROVE A NEGATIVE SICK LEAVE POLICY, EFFECTIVE JULY 28, 2020

Background Information As part of the on-going efforts to help employees affected by the COVID-19 pandemic, Administration is recommending several actions to assist employees who are experiencing challenges in their lives and in the workplace. One of these actions is to implement a Negative Sick Leave Policy to allow eligible employee to request an advance against their sick leave hours. Many employees have been faced with absences much longer than usual due to personal illness or the illness of family members, to self-isolation requirements and testing delays, and even to multiple occurrences of exposure to the COVID-19 virus or infected individuals. Employees have also been required to use accrued leave time to care for children who are out of school due to closures or because childcare providers are not available. This increased demand for leave time has caused some employees to exhaust all available leave, including their sick leave. The Negative Sick Leave would be used to assist HACB employees who do not have sufficient leave balances, including newer employees who have not had the opportunity to accrue significant amounts of leave, and who would otherwise be required to take leave without pay. Eligible employees will be able to request sick leave in advance of accrual up to a maximum of 40 hours. Requests need to be submitted by January 31, 2021 and all hours should be repaid by the end of June 2021. Strategic Plan Alignment Providing competitive health care plans and benefits is aligned with Strategic Goal IV, objective F: Attract and retain qualified and competent employees through competitive compensation. Budget Impact The total budget impact should be zero as the employee scheduled hours are already budgeted and the sick leave advanced would come out of future allotments of sick leave hours to repay the hours advanced. Administrative Recommendation It is the recommendation of Administration for the Board of Directors of the Brownsville Housing Opportunities Corporation to approve the Negative Sick Leave Policy for eligible employees, effective July 28, 2020 contingent on approval by the HACB Board of Commissioners.

July 22, 2020 Robert Wilson, Human Resources Officer Date June 22, 2020 Carla Mancha, Chief Executive Officer Date

HACB Negative Sick Leave Policy

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INTRODUCTION

The Housing Authority of the City of Brownsville (“HACB”) is aware of the disruption to the normal working schedule and the increased use of leave hours by HACB employees due to the COVID-19 pandemic. Many employees have been faced with absences much longer than usual due to personal illness or the illness of family members, to self-isolation requirements and testing delays, and even to multiple occurrences of exposure to the COVID-19 virus or infected individuals. Employees have also been required to use accrued leave time to care for children who are out of school due to closures or because childcare providers are not available.

This increased demand for leave time has caused some employees to exhaust all available leave, including their sick leave.

The current sick leave policy does not allow for employees to use time off before it is accrued. Rather, the policy states that the accrual rate is 10 hours of sick leave per month with a maximum accrual amount of 720 hours. The policy (Section 6-F-2) states that Accumulated sick leave may be used for the following purposes:

• Illness or injury of the employee including, but not limited to, surgery,

hospitalization, treatment of alcoholism, pregnancy, and other related conditions rendering the employee unable to work.

• Illness or injury of an employee’s spouse, child, or parent when the employee’s presence is considered necessary.

• Medical and dental appointments of the employee or employee’s spouse, child, or parent where the employee’s presence is considered necessary.

Therefore, in order to assist HACB employees who do not have sufficient leave balances, especially new employees who have not had the opportunity to accrue significant amounts of leave, and who would otherwise be required to take leave without pay, HACB has instituted this Negative Sick Leave Policy. Eligible employees will be able to request sick leave in advance of accrual up to a maximum of 40 hours.

ELIGIBILITY

To be eligible to request advanced sick leave under this policy, HACB employees must meet the following criteria:

• Must be full-time employee of HACB or affiliated non-profit, and • Must have exhausted all other leave options including vacation time, regular sick

leave time and Families First Coronavirus Recovery Act Emergency Sick Leave (FFCRA Sick Leave) time, and

• Are not able to work from home, and • Are required to self-isolate due to local stay-at-home order, personal illness,

waiting for COVID-19 testing or test results, or are caring for other family members who are ill with the COVID-19.


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PROCEDURE

Eligible employees may request the advance of sick leave by completing the “Request for Use of Negative Sick Leave Policy Hours and Acknowledgement Form” that forms part of this policy. The employee agrees to repay the sick leave hours advanced through future accruals of sick leave time (given every 14th and 28th of each month) or through payroll deduction if necessary. If the employee terminates employment with HACB for any reason, any remaining balance will be deducted from the final paycheck. The employee will not be eligible to use any additional sick leave time until the negative balance has been recovered in full.

REQUEST AND REPAYMENT PERIODS

All requests for advances under this policy must be received by January 31, 2021, and repayment of hours must be completed by June 30, 2021, unless the policy is subsequently extended by the Chief Executive Officer of HACB.


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Request for Use of Negative Sick Leave Policy Hours and Acknowledgement Form

NEGATIVE SICK LEAVE ACCRUAL BANK

In the event of a pandemic or similar emergency, HACB reserves the right to allow eligible employees to incur a negative sick leave balance up to a total of forty (40) hours. The following are requirements for eligible employees:

• Must be a full-time employee either exempt or non-exempt

• Works a minimum of forty (40) hours per week full-time on a regular basis

• Has exhausted all other accrued leave balances

• Temporary employees do not qualify for paid leave

Eligible employees will be permitted to incur hours of negative sick leave. For any employee provided a negative sick leave balance, the hours of sick leave will be considered a temporary prepayment of all accruals and require the employee to reimburse HACB either through future accruals or cash payment.

As a full-time employee working a minimum of forty (40) hours per week for the Housing Authority of the City of Brownsville, I hereby attest and affirm the following (initial where applicable):

______I am requesting ______ hours of ___Advance Sick Leave for the pay period ending _________.

______ I certify that as of today, I have the following hours accrued with HACB:

Type Accrued Amount

Sick

Vacation

Other: Please Specify __________

______ I understand that in the event all accrued time for sick is exhausted, I will continue to use sick time, resulting in a negative accrual balance and that any negative sick accrual time must be repaid to HACB.

______ I affirm that the aforementioned information is accurate and true to the best of my ability. I acknowledge that any dishonest and/or untruthful statements can result in penalty disciplinary action, including but not limited to warning and/or termination. ______ I will reimburse HACB for any negative accrued sick time through future accruals, payroll deduction or direct payment to HACB. I also understand that upon separation from employment with HACB, any negative sick accrual balance resulting from this agreement will be paid back to HACB


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through my final paycheck and, if necessary, separate payment. ______ I understand that all hours under this policy must be requested by _____________________, and the hours advanced must be replaced and my balance brought current through future accruals or by payroll deduction of amounts owed by the payroll period ending ______________. Employee Printed Name: Position/Dept.: / Signed by on this day of , 2020

Director Printed Name: Position/Dept.: / Signed by on this day of , 2020


ITEM No. 6.I. - Approval of Enrollment of BHOC Employees in the Employee Assistance Program from Dear Oaks effective August 1st, 2020, contingent HACB Board action.

ADMINISTRATIVE RECOMMENDATION TO APPROVE THE ENROLLMENT OF ALL BHOC EMPLOYEES IN THE EMPLOYEE ASSISTANCE PROGRAM

FROM DEAR OAKS EFFECTIVE AUGUST 1, 2020

Background Information As part of the on-going efforts to help employees affected by the COVID-19 pandemic, Administration is recommending several actions to assist employees who are experiencing challenges in their lives and in the workplace. One of these actions is to enroll HACB employees in an Employee Assistance Program (EAP) that will provide multiple services to employees and their families to help them through these difficult times. The Employee Assistance Programs provides many services including the following:

• 24/7 access to professional counselors for all employees, dependents, and household members (even guests!)

• Professional counselors via face to face sessions or video chats (up to 6 sessions per issue per year: each separate issue is separate count)

• Stress-reduction program sessions (up to 6 sessions) • Life coaching sessions (up to 6 sessions) • Local counselors available to come to the workplace in case of traumatic

event at the workplace or in the community • Free legal consultations (30 minutes per legal issue per year-then discount

with local attorney if further assistance is needed) • Free will preparation services • Free financial counseling (unlimited sessions) • Free identity theft recovery and advice sessions (unlimited) • Daily Living/Convenience Services-unlimited (home repairs services, travel

packages, apartment locator, pet training, event planning, etc.) • Help finding childcare and elderly care services-unlimited • Once-a-year emergency transportation reimbursement ($45 cab or uber

ride) • Onsite training and webinar services-live facilitation of training and

recorded sessions also. During this time when all employees and their families are affected by the fear and uncertainty of the pandemic, having an additional resource to turn to for support is much needed. This benefit can be extended to all employees, including part-time staff. Once enrolled, the services are available for the employee and anyone in their household including spouse & children, and even live-in relatives or extended-stay guests.

The cost of the program is $1.37 per employee per month, or a total of $871.00 per year for 53 employees; of which 12 are employees paid by BHOC. Strategic Plan Alignment Providing competitive health care plans and benefits is aligned with Strategic Goal IV, objective F: Attract and retain qualified and competent employees through competitive compensation. Budget Impact The budget impact for this program for 11 months would be a total of $798.71 for FY 2020, with $180.84 impacting the FY 2020 BHOC Budget. This is including the part-time staff. Administrative Recommendation It is the recommendation of Administration for the Board of Directors to approve the enrollment of BHOC employees in the Employee Assistance Program from Dear Oaks, effective August 1, 2020, contingent on approval by the HACB Board of Commissioners. July 22, 2020 Robert Wilson, Human Resources Officer Date June 22, 2020 Carla Mancha, Chief Executive Officer Date

PEBAEAP Program

About Deer Oaks

• San Antonio-based EAP with local and national reach

• 27+ years of experience

• Serve 1 million members through our programs

• Public sector experts

• PEBA EAP provider since 2007

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Employee Assistance Program.

24-Hour Program Access

• Helpline: (888) 993-7650

• iConnectYou App (call, instant message, video, SMS text with a counselor)

• LiveCONNECT Instant Messaging

Eligibility

• Employees

• Dependents

• Household members

• Coverage extends for 6 months post-employment

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Enhanced Clinical Services

Clinical approach that provides the best outcomes

Toll-free access to the call center and immediate counseling services 24/7/365 (live clinical answer)

Contact counselors on behalf of the client to confirm availability

3 or 6 face-to-face counseling sessions

High case resolution rate – 95% within EAP sessions

Extensive local provider network with the highest industryqualifications

5,200+ across Texas

58,000+ across the U.S.

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iConnectYou Smartphone App

• Users are able to engage with a counselor via phone, video, instant messaging, or SMS text, serving as both an access and delivery tool.

• Additional features include interactive self-assessments and informational resources.

• The app is available for free in iTunes and Google Play stores.

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Alternate Modes of Support

AWARE Mindfulness-Based Stress Reduction Program (6 sessions)

Support for participants experiencing life stress, pain, and challenges with focus and concentration and who want to increase their awareness of and commitment to intentional living

Through six (6) weekly sessions, MBSR-trained health and wellness professionals provide one-on-one support and supply electronic resources for self-guided individual practice.

Telephonic Life Coaching (6 sessions)

6 telephonic sessions Coaching usually lasts 3-4 months Initial 45 minute session: the participant works with the

coach to establish a vision, determine goals, and create an action plan.

Subsequent 20-minute follow-up coaching sessions ensure the participant is on track to achieve the desired goals.

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Unlimited Critical Incident Response

• Any traumatic event that occurs in the workplace, community, or globally that affects employees

• Examples: employee death or injury, reduction in force, accidents, environmental disasters

• EAP offers various responses i.e. information, practical support, telephonic crisis support, management consultation, clinically-led on-site group meetings

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• 30-min. telephonic or in-person consultation with an attorney

• In-person meetings are scheduled; telephonic consultation is often immediately available

• Consultation consists of an analysis of the situation and advice on how to proceed

• 25% discount off the attorney’s hourly fee

• Access to over 100 legal forms online at www.deeroakseap.com

• Excluded Issues: Employment as it relates to employees and family members, one’s own business, class action lawsuits, taxes

Legal Services

http://www.deeroakseap.com/

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NOLO Interactive OnlineWill Preparation

• Free legally binding state-specific simple will and living trust software

• Step-by-step process composed online under the Legal/Financial portion of our website at www.deeroakseap.com

• Is designed for typical assets such as a house, car, savings and investments

• Some situations may require more than a simple will. You should get expert advice, or at the least, investigate your options

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Identity Theft & Recovery • Accredited Financial Counselor provides telephonic consultation and information on steps

that should be taken upon discovery of identity theft

• Consultation may include: how identities can be stolen and common warning signs; how to obtain one's credit report(s) to look for indications of identity theft; how to read and understand one's credit report; and steps to take if identity theft is indicated

• Free credit monitoring service available through Credit Karma via the website

• Resource links, tip sheets, and brochures on avoiding and identifying identity theft are available along with referrals to full-service credit recovery agencies

Financial Services• Free telephonic financial counseling and education with an Accredited Financial Counselor

on issues related to consumer debt and budgeting

• Counselors address issues via the help line, and follow up by emailing supporting educational materials

• Counselors are available without an appointment Monday through Friday, or through pre-scheduled Saturday sessions

• All counselors are knowledgeable in a wide range of financial topics

• Examples: budget preparation, debt consolidation, college planning, retirement

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Daily Living/Convenience Services

• Apartment locators • Chore services/house cleaners • Home repair (handymen, plumbers, electricians,

contractors, etc.)• Entertainment services• Pet obedience training • Transportation & travel services

• Volunteer opportunities• Tutors• Fitness and wellness centers/programs• Moving/relocation services• Pet sitters/kennels• Event planning• Veterinarians

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Child/Elder Care

• Daycare • Preschool & nursery schools• Before and after school care• Parenting skills & classes• In-home care • Adoption• Sick child care• Summer programs• Sports camps• Special needs camps• Play groups

• Assisted living facilities• Nursing homes • Cancer care centers• Alzheimer’s support• Retirement communities• Elder substance abuse programs• Adaptive transportation services• Medicare & Medicaid questions

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Work-life ServicesConsultation & Qualified Referral Packets

All provided referrals are qualified and matched to the specific needs

and requirements of the user—100% of the time.

Each agency is contacted to ensure availability

and to determine if it is an appropriate match for

your needs.

Referral packets are provided within

3 business days for standard cases and

within 6 business hours for urgent cases.

Take the High Road Ride Reimbursement Program

• Call a cab, Uber, Lyft, Fasten, or other ride-sharing program• Keep your receipt• Call the helpline for instructions on receiving reimbursement for your ride• Reimbursement up to $45.00- excludes tip• Available once per calendar year per person

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Additional Core Services

Bank of onsite training seminar hours

Extensive catalog of 100+ educational & skill development seminars for employees and supervisors

Unlimited customizable webinars from our webinar catalog (over 75 topics to choose from)

Access to Deer Oaks’ Supervisor Excellence Webinar Series

Organizational support services

Unlimited telephonic management consultations

Mandatory referral coordination and follow-up

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Engagement Engine Work-Life Website

Login: Check with HRPassword: Check with HR

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Interactive Online Will Preparation

Program Promotion

• Topical flyers• Monthly employee e-newsletter• Monthly supervisor e-newsletter

Outcomes Measurement

Quarterly and annual utilization reports

Results can be broken out by department/location, etc. Monthly, ad hoc & customized reports available at no additional charge

Pricing Options:

3-Visit Model EAP Program - $1.02 PEPM6-Visit Model EAP Program - $1.37 PEPM

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