housing authority of the of buenaventura 2016 final adopted annual... · the housing authority of...

HousingAuthorityoftheCityofSanBuenaventura

2016AdoptedAnnualOperatingBudget

995RiversideStreetVentura,California

Table of Contents Description Page No.

Introduction ................................................................................................................................3

Who is the HACSB ....................................................................................................................3

HACSB Board & Executive Staff..............................................................................................4

Board Resolution NO. 15-08 .....................................................................................................5

HUD PHA Board Resolution. ....................................................................................................6

Component Units .......................................................................................................................7

Agency Plan ...............................................................................................................................7

PHAS Score ...............................................................................................................................7

SEMAP Score ............................................................................................................................7

Budget Narrative……………………………………………………………………………… 8

Budget Development…………………………………………………………………………..8

Budget Changes .........................................................................................................................8

Budget Recommendations Background .....................................................................................9

Budget Recommendations .......................................................................................................10

Budget Challenges ...................................................................................................................13

2016 Budget Assumptions .......................................................................................................13

Budget Process Timelines ........................................................................................................14

Budget Objectives ....................................................................................................................14

Mandates and Service Levels ...................................................................................................14

2015 Fiscal Year Projected Financial Results Table ...............................................................15

2016 Budget Proposal Summary .............................................................................................15

Budget Highlights ....................................................................................................................16

Encouragements .......................................................................................................................17

Conclusion and Acknowledgements ........................................................................................17

Consolidated Agency-Wide Proposed Budget .........................................................................18

AMPs Proposed Budgets .........................................................................................................20

HCV Proposed Budget .............................................................................................................26

Housing Assistance Payments .................................................................................................28

COCC Proposed Budget ..........................................................................................................29

Development Activity Proposed Budget .................................................................................31

Community Services Proposed Budget ..................................................................................33

City Program Proposed Budget ...............................................................................................35

Capital Funds Administration ..................................................................................................36

Citywide Resident Advisory Board Approval Letter ...............................................................37

Deputy Director-Real Estate Development Job Description ...................................................38

Leasing Assistant Job Description ...........................................................................................42

INTRODUCTION

I am pleased to present to you the Housing Authority of the City of San Buenaventura’s Fiscal Year (FY) 2016 Adopted Annual Operating Budget. The total income budget adopted for 2016 equals $24,752,548, with the expenses budget at $23,118,635, the Housing Assistance Payments at $14,500,000, and the Capital budget at $767,445. The total income adopted budget increases 3.2 percent over 2015.

HACSB’s FY 2016 budget was prepared fully compliant with HUD’s Asset Management Principles. HUD’s Assets Management rules require that each housing authority develop and maintain a system of budgeting and accounting for each project in a manner that allows for the analysis of actual revenues and expenses associated with each Asset Management Project (AMP) grouping. There is a section in this budget document with project based budgets for each AMP that HACSB manages.

HACSB's accounting system maintains records that conform to Generally Accepted Accounting Principles (GAAP).

HACSB’s highest priority remains to serve more people in need of low income housing.

In FY 2016, we expect to advance this priority and will accomplish this by: Completing construction and lease-up of 39 units at the Castillo del Sol project in early

2016. Assembling the financing for 24 units of farmworker housing at the site formerly known

as Hansen Trust. This housing will be available for occupancy in Fiscal Year 2017. Starting the first phase of the Westview RAD Redevelopment project demolishing 72

units and replacing with 130 units, thereby adding 58 new units. This will be available early 2017.

We will complete leasing of the 25 Veterans Affairs Supportive Housing (VASH)vouchers received in the first half of 2015.

In all, we project new capacity to serve approximately 2,163 households in 2016.

WHO IS THE HACSB? Background:

The 1937 National Housing Act created housing authorities to clear slums and blight, to provide safe and sanitary housing for persons of low income and to stimulate business activity. Established in 1949, the Housing Authority of the City of San Buenaventura has served the City of Ventura. Today, HACSB continues to strive to meet the growing needs of the community we serve by providing quality, low-cost housing and related services, and with the goal of helping resident gain self-sufficiency and improve their quality of life – for themselves, for their families, for generations to come.

HACSB maintains close ties with the City of Ventura, although it is not a component unit of the City as defined by the pronouncements of the Government Accounting Standards Board. The City is not financially accountable for the operations of HACSB, has no responsibility to fund deficits or receive surpluses, and does not guarantee HACSB’s debt. The City provides HACSB with grants from the City’s HOME and CDBG allocations for HACSB’s project specific development efforts. HACSB’s goals are accomplished through a variety of housing programs and activities. These activities include two major programs developed by HUD, the Public Housing Program and the Section 8 tenant based/project based Housing Programs. The Board is the policy-making body of HACSB. The primary source of funding for HACSB is the U.S. Department of Housing and Urban Development (“HUD”).

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In addition to federal programs, HACSB has created various component units to explore and develop innovative techniques for providing alternative housing possibilities for the low to moderate-income residents of Ventura. These programs have allowed HACSB the flexibility to develop several private/public partnerships providing a variety of housing opportunities for Ventura residents.

Governance:

The Housing Authority of the City of San Buenaventura (HACSB) Board of Commissioners consists of seven members appointed by City Council of the City of Ventura. Five members of the Board serve four-year terms and the two Resident Commissioners serve two-year terms. The Board is responsible for establishing HACSB policy, long-term goals, objectives and direction. The Board of Commissioners is also responsible for hiring the Chief Executive Officer.

Board Members hold seats on one of three standing committees. Matters requiring Board approval may first be referred to the appropriate committee for review prior to going to the full Board for final approval.

Board meetings are held the fourth Wednesday of each month at 4:00 p.m. Agendas are posted at all the AMPs, City Hall and at the front entrance of the HACSB main administrative offices located at 995 Riverside Street and 11122 Snapdragon; or they can be obtained by calling the HACSB Executive Offices at (805) 648-5008 x2230; or by visiting our Web site at www.hacityventura.org

Mr. John Polanskey, Chairperson of the Board of Commissioners

Mr. James White, Vice Chair of the Board of Commissioners

Mr. William Cornell, Board Commissioner

Ms. Barbara Keller, Resident Board Commissioner

Mr. Andy Pattison, Board Commissioner

Ms. Selfa Saucedo, Board Commissioner

Ms. Wanda Sumner, Resident Board Commissioner

Executive Staff:

Denise M. Wise Lisa Snider Chief Executive Officer Assistant to the CEO

Loretta McCarty Nick Birck Chief Operations Officer, Affordable Housing Policy & Community Affairs Manager

Rhen C. Bass Cheryl Tabbi Chief Financial Officer Human Resource Coordinator

Christopher Beck Francisco Camarena General Counsel IT Coordinator

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RESOLUTION NO. 15-08

A RESOLUTION APPROVING THE FISCAL YEAR 2015 - 2016 OPERATING BUDGET FOR ALL OF

THE HOUSING AUTHORITY OF THE CITY OF SAN BUENA VENTURA'S PROJECTS AND PROGRAMS

WHEREAS, the Housing Authority of the City of San Buenaventura (HACSB) Fiscal Year 2015-2016 begins on October 1, 2015 and ends on September 30, 2016, and;

WHEREAS, Housing Authorities are required to prepare and have their Boards approve, Project Based Budgets for each Asset Management Project (AMP) and the Housing Choice Voucher Program prior to start of each fiscal year, and;

WHEREAS, the Board of Commissioners reviewed and approved the Proposed Fiscal Year 2015-16 Annual Operating Budget for all the HUD programs on September 23, 2015, and it reflected a source of funds adequate to cover all proposed expenditures, and;

WHEREAS, the proposed budget expenditures are necessary in the efficient and economical operation of housing for the purpose of serving low-income residents, and;

WHEREAS, under HUD guidelines, the Board Chairperson is required to sign form HUD-52574 certifying that all the information stated within, as well as any information provided in the accompaniment herewith, if applicable, is true and accurate, and;

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF COMMISSIONERS OF THE HOUSING AUTHORITY OF THE CITY OF SAN BUENAVENTURA approved the Fiscal Year 2015-2016 Annual Operating Budget for the Housing Authority.

MOVE: SECOND:

Commissioner Saucedo Commissioner Pattison

Chair Polanskey AYE Vice Chair White AYE Commissioner Cornell AYE Commissioner Keller AYE Commissioner Pattison AYE Commissioner Saucedo AYE Commissioner Sumner AYE

Resolution is adopted

CERTIFICATE OF THE SECRETARY

The undersigned, Secretary of the Corporation, does hereby attest and certify that the [foregoing I attached] Resolution is a true, full and correct copy of a resolution duly adopted at a meeting of said Corporation which was duly convened and held on the date stated thereon, and that said document has not been amended, modified, repealed or rescinded since its date of adoption and is in full force and effect as of the date hereof.

--;t>.~ Secretary's Signature

Denise M. Wise Type or Print Secretary's Name

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PHA Board Resolution Approving Operating Budget

U.S. Department of Housing

and Urban Development Office of Public and Indian Housing -

Real Estate Assessment Center (PIH-REAC)

OMB No. 2577-0026

( exp. 04/30/20 16)

Public reporting burden for this collection of information is estimated to average 10 minutes per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. This agency may not collect this information, and you are not required to complete this form, unless it displays a currently valid OMB control number.

This information is required by Section 6(c)(4) of the U.S. Housing Act of 1937. The information is the operating budget for the low-income public housing program and provides a summary of the proposed/budgeted receipts and expenditures, approval of budgeted receipts and expenditures, and justification of certain specified amounts. HUD reviews the information to determine if the operating plan adopted by the public housing agency (PHA) and the amounts are reasonable, and that the PHA is in compliance with procedures prescribed by HUD. Responses are required to obtain benefits. This information does not lend itself to confidentiality.

PHA Name: Housing Authority of the City of San Buenaventura PHA Code: CA035

PHA Fiscal Year Beginning: October 1, 2015 Board Resolution Number: 15-08

Acting on behalf of the Board of Commissioners of the above-named PHA as its Chairperson, I make the following certifications and agreement to the Depattment of Housing and Urban Development (HUD) regarding the Board's approval of(check one or more as applicable):

[ZJ

D D D

Operating Budget approved by Board resolution on:

Operating Budget submitted to HUD, if applicable, on:

Operating Budget revision approved by Board resolution on:

Operating Budget revision submitted to HUD, if applicable, on:

I certifY on behalf of the above-named PHA that:

1. All statutory and regulatory requirements have been met;

09/23/2015

2. The PHA has sufficient operating reserves to meet the working capital needs of its developments;

3. Proposed budget expenditure are necessary in the efficient and economical operation of the housing for the purpose of serving low-income residents;

4. The budget indicates a source of funds adequate to cover all proposed expenditures;

5. The PHA will comply with the wage rate requirement under 24 CFR 968.110(c) and (f); and

6. The PHA will comply with the requirements for access to records and audits under 24 CFR 968.11 O(i).

I hereby certifY that all the information stated within, as well as any information provided in the accompaniment herewith, if applicable, is true and accurate.

Warning: HUD will prosecute false claims and statements. Conviction may result in criminal and/or civil penalties. (18 U.S.C. 1001, 1010, 1012.31 , U.S .C. 3729 and 3802)

Print Board Chairperson's Name: Date:

John Polanskey 09/23/2015

Previous editions are obsolete form HUD-52574 (04/2013)

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Component Units:

The HACSB has created an instrumentality, which serves in several different legal capacities depending on the housing program, and the budget reflects this complexity. The instrumentality of the HACSB is Homecomings and serves as General Partner in the partnerships, which have received Low Income Housing Tax Credits (LIHTC). The limited partnerships are formed to take advantage of federal law and IRS regulations allowing private parties to invest in affordable housing through the purchase of low-income housing in exchange for tax benefits. For HACSB and other non-profit housing developers, the sale of federal low-income housing tax credits has become a principal source of funds for redevelopment of low-income housing communities and rehabilitation of existing low-income buildings.

These limited partnership entities are treated as a component unit for budgeting as well as financial statement presentation in the HACSB audit. These entities and partnerships that reside within the instrumentality have separate budgets that are approved by The Homecoming’s Board of Directors. The LIHTC Partnership budgets are also approved by their respective limited partners. The HACSB negotiates management fees and other associated fees from each partnership for providing services.

In total, the 2016 Budget for the limited partnerships is revenues of $2,699,229 with net income of $407,448. The five limited partnerships are:

Chapel Lane

SOHO

Encanto del Mar

Vista del Mar Commons

Castillo del Sol

Agency Plan: The Quality Housing and Work Responsibility Act of 1998 (QHWRA) created the requirement of the submission to HUD of an Agency Plan by all public housing authorities. The Agency Plan is a comprehensive guide to PHA policies, programs, operations and strategies for meeting local housing needs. Agency Plan includes a 5‐year plan submitted every five years and an annual plan, which the PHA submits every year.

The Agency Plan is required to be submitted 75 days prior to the beginning of the fiscal year. HACSB submitted the Board approved Agency Plan for 2016 to HUD within the required timeframe and is expected to be approved by HUD in September 2015.

PHAS Score: HUD’s Public Housing Assessment System (PHAS), provides a comprehensive and strategic measurement of a PHA’s essential operations. For the fiscal year ended September 30, 2015, HACSB submitted all required reporting to HUD and received a final score of 92% out of a possible 100 points and the HACSB is a High Performer. PHAS assesses the physical condition of the housing authority’s public housing units, management operations of public housing, the financial performance of the Housing Authority’s asset management portfolio and the timely obligation and expenditure of the Capital Funds awarded to a PHA.

SEMAP Score: HUD’s Section 8 Management Assessment Program (SEMAP) grades an agency’s management capabilities under the Section 8 Program. For the fiscal year ended September 30, 2014, HACSB scored a 100 out of a 100, which continues to place HACSB as a High Performer in the Section 8 program. SEMAP has 14 key indicators, which are designed to improve HUD’s oversight of the Section 8 tenant based rental assistance programs.

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BUDGET NARRATIVE In contrast to last year’s budget, the FY 2016 presents new: budget development, changes, recommendations, challenges, 2016 assumptions, process timelines, objectives, mandates and service levels, 2015 FY projected results, 2016 proposal summary, highlights, and encouragement.

This adopted budget document sets forth the operating budget for HACSB by major program, department and by development. The budget encompasses all HACSB programs and funds. This budget is intended to ensure that HACSB remains financially sound while delivering services according to its mission statement. The Agency’s FY 2016 budget presents the challenge of reduced federal funding for key aspects of our traditional programs. Public Housing subsidies for the coming fiscal year for operating will be substantially below prior year amounts.

Budget Development Executive Staff launched the development of the Agency’s Fiscal Year 2016 Annual Operating Budget in late July 2015 through budget planning sessions. Thereafter, staff was provided with comprehensive budget instructions and guidelines to develop a preliminary budget forecast for their respective program, project, or activity. The agency’s primary goal is to structure and develop a Fiscal Year 2016 Annual Operating Budget that is consistent with the following:

Agency’s strategic goals

HUD’s decreasing funding levels

Continued conversion of Public Housing Units to Rental Assistance Demonstration (RAD)

Project Based Voucher Program

Structure the agency for the changing face of public Housing (RAD conversions and new

partnerships)

Refinement of the Fee-For-Service funding model (maintenance and specialized back office

services) for the Central Office Cost Center (COCC)

Formation of the new Community Service Department (Combination of Resident

Opportunities and Self Sufficiency Grant and PHA/HCV Family Self Sufficiency Grant)

Sale of Certain Scattered Properties

Further investing funds into the agency’s Scholar Program for Tenants

HUD’s regulatory mandates and compliance

Budget Changes: What are the major differences between this year’s budget and last year’s?

The 2016 budget is now reflecting the impact of the RAD conversions on publichousing. The public housing portfolio will be reduced by 336 units by fiscal yearend. That is significant on a number of levels, not the least of which is the$83,000,000 of new investment and capital improvements to our housing stock,and the promise that this housing stays affordable for at least an additional 40years.

The RAD conversions are requiring us to rethink our business model and how wedeliver our services, and during these conversions, resident involvement is at anall-time high.

Castillo del Sol is a unique new construction multi-family development,consisting of 39 studio apartments and one apartment for a resident manager. Thisrepresents an additional investment of $11,000,000. The major innovation of thisproject is that we are working with special needs populations, and to ensuresuccess we are executing memorandums of understanding (MOUs) with three keyservice providers. They are: Human Services of the County of Ventura,

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Behavioral Health and Tri-Counties Regional Center. In the design of this project, it was critical to provide a service-enriched environment that would allow for the success of our residents.

HACSB will have brought to the City of Ventura approximately $94,000,000 innew investment, which not only preserved but also added new affordable housing units for FY 2016.

The Hansen Trust project is finally underway. It took approximately 6 years tofind a purchaser of the property. The HACSB will be developing and building 24 units of farmworker housing on the site. This came about in a bequest from Hansen Trust that there would be 24 units of farmworker housing. This represents an additional $11,000,000 of investment.

Budget Recommendations Background: The first four recommendations are related to personnel. These recommendations were presented to the Ad Hoc Personnel committee that met on September 8, 2015 and recommended to the Board of Commissioners adoption.

As a result of several changes in the current funding environment that impact the agency, the agency has to rethink its business strategy otherwise it will no longer maintain relevance to the stakeholders it serves. The changes are spurred by a continuing decline in the HUD funding formulas and decreased funding of the public housing program. The public housing program has experienced at minimum, a 20% decrease in funding within the last 5 years. Key to public housing funding is not only the Operations subsidy, but also the Capital Grant funds. The Capital Grant funds provide the agency with dollars that are directed to capital improvements, e.g., roofs, HVAC systems, elevators, etc…

The continued funding reductions in both Operations Subsidy and Capital Funds will make it difficult for the agency to maintain the units in solid working condition and could lead to deferred maintenance issues in short order.

Real Estate development activities have taken on a greater role in the health and viability of the agency over the past four years. The new Rental Assistance Demonstration (RAD) program, allows public housing units to be converted to project base vouchers. This conversion allows significant capital repairs to be performed that will ensure the life of the buildings, that the property will remain in the affordable housing stock of the City and the ability to continue to serve the City’s extremely and very low income population.

Each conversion requires the establishment of a single asset partnership and the attraction of additional equity to be able to perform the list of needed capital improvements. This is done through the establishment of a partnership entity, the application for low income housing tax credits (LIHTC) and finding a lender that will either make the construction loan and permanent financing as needed. In order for this to occur, the development section, must first project construction costs, see if we can apply for LIHTCs and if so, find an investor. Prior to this and in conjunction with the projection of the construction costs, they must also project the operating proforma. This level of development activity must be done for each RAD project and for each new construction project that is developed. Within this high level overview, there are also bids from contractors that must be issued, coordinated and monitored. There are at least five projects in our pipeline that require this level of effort.

The Development Department has experienced exponential growth over the past four years, with several new projects: Soho, Encanto Del Mar, Castillo Del Sol, Rancho Verde and Westside Renaissance project. They are also playing the primary role in the development and funding of our RAD projects: Vista Del Mar, near completion; currently Johnson Gardens; and there several other RAD conversions in the pipeline. The development section is also assuming a new function of selling properties and assessing the repositioning of the agency’s housing portfolio. To ensure that the affordable housing stock continues to grow and maximizes all resources to that end.

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Budget Recommendations: 1. The agency currently pays a $615 monthly medical stipend for active employees. This

stipend is provided to employees and it’s their choice to select providers that will meet theirspecific needs, e.g., medical, dental, and vision.

Budget Recommendation: Increase medical stipend for active employees to $700.00. This represents an $85 dollar increase from the current $615.00 or approximately a 14% increase. The stipend was increased in fiscal year 2013 from $550 to $615 or approximately a 12%. Prior to that, the $550 stipend had been in place for over 8 years. At minimum, for 2015, there will be at least an 11% increase with Kaiser and Anthem. The rates are not out for 2016, still negotiating, but it’s anticipated to be approximately 13%.

Historical Insurance Premium Increases:

2013 Kaiser HMO – 9% Kaiser High Deductible – 7% Anthem – 14%

2014 Kaiser HMO & High Deductible – 13.9% Anthem HMO & PPO – 9.5% Anthem High Deductible - 10.2%

2015 Kaiser HMO – (-2.75%) Kaiser High Deductible - (-1.35%) Anthem HMO – 4.5% Anthem High Deductible & PPO - 8.2%

Projected Impact: Increase of $42,840. Effective January 1, 2016. This is when new healthcare elections are effective.

2. The agency had a practice that allowed employees to “cash out” 80 hours of vacation time;however they must have a balance left of 80 hours in their bank. This practice was suspendedapproximately 4 years ago.

Budget Recommendation: Provide opportunity for employees to “cash out” up to 40 hours of vacation time for fiscal year 2016 only. This does not include float days. An employee may have a one-time cash out of up to 40 hours of vacation beginning October 1, 2015 through September 22, 2016. Employees must have a minimum of 80 hours left in their vacation bank after the cash out. There will be no advances. Employees with under 5 years of service accrue two weeks; employees with 5-10 years of service accrue 3 weeks and employees with 10+ accrue 4 weeks of service.

Projected Impact: Approximately $38,000. Not all employees may be eligible. There is a benefit to the agency in offering this opportunity, as it will reduce the agency’s accrued compensation liability.

3. For the last three years the salary bands and longevity increases have been frozen. Yet, theagency provided all employees with a 1.5% increase during the period of the freeze. In theyears previous, step increases, if eligible, were 5%. The agency also had a practice at thebeginning of the fiscal year to also give a 3-5% COLA increase to all employees. Therefore,those employees who were eligible for a step increase could receive a total of 8-10% increase

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for the year in years that COLAs were also given. Longevity increases of 5% were given when employees completed 10 and 15 years of service.

Budget Recommendation: For fiscal year 2016 unfreeze the salary bands and provide those employees who are eligible with a 3% step increase. Also, during the three year salary freeze there were no longevity increases. Therefore, for those that are eligible to receive a longevity increase at any time during fiscal year 2016, they would receive them. However, should they also be eligible for a 3% step increase, they will receive only the higher of the two increases, but not both. There will be no COLA.

Projected Impact: Total cost would be approximately $91,000. This includes the employer portion of the pension contribution.

Personnel Initiatives: Medical Stipend increase: $42,840 Vacation Cash Out: $38,000 Salary + longevity: $91,000

$171,840

Each department will fund their portion of the above of recommended budget increases

4. The new projects have caused the current position of Chief Operations Officer – AffordableHousing to shift into a different role. The development section activities are focused onbuilding stronger and more resilient communities through an ongoing process of identifyingand addressing needs, assets, and priority investments. Development activities supportinfrastructure, economic development projects, housing rehabilitation, community centers,and public services. This position has a keen understanding of the growth and goals of theagency and should be compensated in line with other agencies with similar positions.

Budget Recommendation: Upgrade the position of C.O.O of Affordable Housing and

Development to Deputy Director of Real Estate Development.

Projected Impact: In reviewing salaries of similar positions the agency has pegged

the starting salary at $123,246. Add another 35% for retirement

and other benefits and the total compensation is $160,513. This is

approximately $11,512 more than the current salary. The source

of funding is from the development budget. This would be

effective October 3, 2015.

Agency Impact: The Development Department has provided the agency with more

cash flow opportunities with the influx of developer fees and by

designating this position as the deputy director, this also ensures

that there is consistency in leadership and direction in the

absence of the CEO. Currently, as defined, in the event of the

CEO’s absence, duties are spread equally across two other

positions, one of which no longer exists.

5. The contract for a vendor to provide mental health services to residents is successful and hasresulted in successful partnerships with other service provider agencies. The contract iscurrently with VCAAA (Ventura County Area Agency on Aging). This is the first year for thecontract and the source to pay this new contract was developer fees. The contract is for$70,000. VCAAA assigned one of their case specialist to the HACSB.

Budget Recommendation: Renew contract -- $35,000 to be paid by AMPs and $35,000 to be paid by developer fees. This represents a split in costs.

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Projected Impact: Increase in budget expense to AMPS of $35,000 and decrease to developer fees by $35,000. The respective units have the capacity to absorb their portions.

6. In the past the agency has not detailed out a Board of Commissioners budget. This year, thefollowing is being recommended for Board travel.

Board Travel:

2015 Fiscal Year (FY)

Budget

2015 Year-Date FY

Expended Recommended for FY 2016 2016 Percent

Increase over 2015

$10,000 $17,639 $17,500($2,500 per commissioner)

75%

Should the Board move forward and increase the travel budget to the amount that is either committed or interest expressed by Commissioners for FY 2016, that would represent over a 150% increase to the Commissioners travel budget. Given the importance of Board education and networking, the FY 2016 Commissioner travel budget was developed to provide each Commissioner with the opportunity to attend one industry conferences offered in FY 2016. When commissioners return from a conference, they are obligated to share not what they learned, also provide the Board with salient points that may affect the policy making decisions of the agency. Attached for your reference are recent articles regarding travel for agencies smaller than the HACSB.

7. A primary issue in administering the HACSB Housing Choice Voucher (HCV) program,especially the HUD-Veterans Affairs Supportive Housing (VASH) program, is the ability ofvoucher holders to successfully lease up in the rental market. Ventura is no exception, andthere is a very real shortage of decent, affordable apartments with amenable landlords in ourrental market. Compounding this problem is the fact that Ventura’s rental market isextremely constrained, with a less than 2% vacancy rate and with market rents far aboveHUD approved FMRs. A prolonged housing search costs the agency because the EligibilityDepartment has to keep family rent and income calculations, complete with verifications, upto date until lease up. However, the HCV program is not funded for this work until thefamily uses the voucher to execute a lease. Number of vouchers under lease is the primarydeterminant of HCV program income because of administrative fees, so having a highvoucher issued but not leased count is a loss of revenue to the program.

Program Vouchers Issued Monthly Admin. Fee Eligibility Annual Increase

HCV 60 $4,740 $56,880

VASH 25 $1,975 $23,700

Total 85 $6,715 $80,580

An increase in 85 vouchers leased would increase the annual income to the HCV program approximately $80,000, which would more than pay for a position to assist in the leasing effort. This would assist the agency in maintaining SEMAP high performer status, which is also scored with leasing rates and HAP utilization (which is driven by leasing) factors.

Budget Recommendations: Create a new 1.0 Full Time Equivalent (FTE) Leasing Assistant staff position to assist the Eligibility Department in increasing Housing Choice Voucher leasing rates

Projected Impact: Initial funding for this position will come from Housing Choice Voucher Administrative Fee Reserves (balance currently over $150,000), which are adequate to cover all associated costs related to the engagement and training of a

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new Leasing Assistant position, which would be classified within the Administrative Assistant job classification and pay band. While we anticipate an increase in revenue totaling $80,580, we are projecting a maximum salary & benefit cost of less than $59,000, resulting in a revenue surplus of approximately $20,000 per year. We also anticipate seeking Extraordinary Administrative Fee (EAF) funding from HUD to cover the position with its focus on assisting in VASH leasing. The increase in vouchers leased up will increase administrative fee revenue, covering ongoing costs as well.

Budget Challenges: What are the greatest challenges we face in piecing together this year’s budget?

Without question the first challenge is always the funding. In order to add andpreserve affordable housing for the City of Ventura, we must find new sources offunding to continue preserving and building new affordable housing.

Staffing is a delicate balance between growth and fiscal prudence. The agencydoesn’t want to staff up and then in three years find itself in a positon where itneeds to reduce staff. This balance is evaluated yearly as we reposition ourproperty portfolio. Given all the mechanical upgrades and replacements, what isthe optimal number of maintenance staff? Given the RAD conversions, and thefact that the properties are in smaller limited partnerships, what is the optimal sizefor property management? All these questions require a keen look into the futurefor planning purposes.

We have also tried to be both conservative and realistic in our estimates ofavailable federal funding this year, however, federal funding can and will bevolatile in the future. We will continue our mission, to assure that the people ofthis community are sheltered, with the same passion and dedication as ever, whilewe maintain a dual focus on the present and the future.

2016 Budget Assumptions:

1. HACSB will administer 1,622 Section 8 vouchers, VASH vouchers and Shelter +Carevouchers in FY 2016. This is an increase of 111 vouchers from FY 2015. The agency wasinvited to apply for additional VASH vouchers and received 10 additional VASHVouchers.

1. HACSB is budgeted to manage 827 rental units in 2016 between the public housing (468 units)and other HACSB partnership rental developments (359 units). This is a decrease of 101 unitsprimarily due to RAD conversion.

2. Operating subsidy for the public housing program is budgeted at 89% funding in 2016. Thisis consistent with 2015 budget year. HUD is currently using an interim 2015 Calendar Yearproration of 89% considering the Appropriation, adjustments, and preliminary eligibilitydeterminations. The final proration will adjust this interim proration level either up or downafter the revision period when the Operating Fund Program final eligibility is known in late2015.

3. Section 8 Administrative Fees are budgeted at 79% of funding in 1st Quarter of 2016, 81%for the remaining three quarters of 2016.

4. Maintain cost reasonableness (Safe Harbor) within the COCC.

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5. The 2016 budget projects 56 regular full‐time employees by the end of fiscal year 2016.

6. 98.8% occupancy is projected for HACSB’s public housing rental developments.

7. Salaries may increase should recommended salary step increases be approved.

8. City Programs funding is projected to remain level as 2015.

9. The 2016 Capital Fund Grant will decrease due to fewer public housing units as a result ofRAD conversions.

10. Net sales proceeds of sold properties will be reinvested in development projects, with 3% ofnet sales proceeds funding the COCC.

11. The newly formed Community Services Department is comprised of four positions. Theyare: Manager, Resident Services Coordinator, ROSS Coordinator and ROSS PHA/HCVCoordinator. The ROSS Coordinator’s grant covers salary, benefits and expenses; the ROSSPHA/HCV Coordinator grant covers salary and benefits only. The balance of the salaries andbenefits for two positions, Manager and Resident Service Coordinator will be charges to theAMPs and partnerships; and the expenses for the two positions plus the ROSS PHA.HCVCoordinator will be charged to the AMPs and HCV accordingly.

Budget Process Timelines: The budget timelines, related activities and dates involving the Finance and Operations Committee, Board of Commissioners and City-Wide Resident Advisory Board (CWRAB are as follows:

Executive staff and the finance department kicked off the 2015 annual operating budgetdevelopment process in late July 2015.

Finance and Operations Committee meeting – Presented and discussed the annual budgetdevelopment process, and discussed the preliminary annual budget and reviewed agency’sfinancial reports – August 27, 2015

Finance and Operations Committee meetings – Present final adopted 2016 annual operatingbudget (September 8, 2015)

CWRAD meeting – Presented and discussed the adopted 2016 annual operation budget.Addressed residents’ comments, questions, and concerns - September 10, 2015

Board of Commissioners meeting – Present final adopted 2015 annual operating budget foradoption (September 23, 2015)

Budget Objectives: Comply with statutory requirements as outlined by multi-agency guidelines and provisions.

Provide a clear picture which explains planned uses of public funds.

Build a budget as a financial operating plan that aligns with organizational activities anddesired financial outcomes. The budget creates a rational, equitable foundation for allocatingpublic resources for mandated and desired services.

Establish management accountabilities to manage and control costs and operational expenses.The budget serves as a standard for effectively monitoring progress towards desired goals.

Mandates and Service Levels: HUD mandates that the Housing Authority of the City of San Buenaventura prepare an annual operating budget and obtain approval by its Board of Commissioners prior to the beginning of the next fiscal year.

14

2015 Fiscal Year Projected Financial Results-Table:

The Housing Authority is projected to end Fiscal Year 2015 with a net income of $908,581 on an agency consolidated financial basis. At this point, it represents a 44% less than the budgeted net income of $1,619,908. The primary drivers for the revenue shortfall were budgeted developer fees have not paid in as projected and increased administrative and operational expenses.

Even though the overall agency will end the fiscal year with a surplus, the COCC will complete its second year as a Fee-For-Service funding entity with a narrow projected surplus. This is a changeable projection, meaning, plus or minus, as it is partly reliant on the developer fee pay in. It must be noted that developer fees although projected to be paid at certain points in projects, are subject to timing issues

In addition, HCV Administration year-end loss is expected to be less than budgeted. HCV administrative fee income was significantly lower after the beginning of the 2015 fiscal year due to a lower proration percentage enacted by HUD.

The table below highlights the Year-To-Date annualized financial results as of August 31, 2015 by major program, activity or entity.

The financial results above and other analytical data provided a foundation in the development of the Fiscal Year 2016 Annual Operating Budget by Executive Staff with consultation from the Board of Commissioner members of the Finance and Operations Committee.

2016 Budget Proposal Summary: The adopted 2016 annual operating budget is balanced with current revenues and limited reserves sufficient to support current expenditures. Outlined below is the Summary of the Adopted Fiscal Year 2016 Annual Operating Budgets.

Program, Activity or Entity Revenues Expenses Net Surplus

/ Deficit Agency Consolidated $24,752,548 $23,118,635 $1,633,912Asset Management Projects (AMPs) Consolidated $3,481,111 $3,316,577 $164,533Housing Choice Voucher (Admin) $2,126,557 $2,126,557 $0Housing Choice Voucher (HAP) $14,500,000 $14,500,000 $0Central Office Cost Center $1,591,419 $1,525,152 $65,794Development Activities $2,494,331 $863,973 $1,630,358City Programs $165,000 $164,741 $259Community Services $537,127 $537,117 $0Capital Fund Administration $76,745 $75,716 $1,029

The adopted budget for 2016 is $24,752,548 in revenues and $23,118,635 in expenditures. As in prior years, a majority of HACSB’s operating revenues is coming from federal financial assistance for the provision of low‐income housing. $3,457,764 of the total 2016 budget is funded by the federal government. $2,301,067 is expected to be collected in rental income. Other revenues of $ 68,797 constitute the remainder of the 2016 revenues. The Capital Fund Grant for Calendar Year 2015 is $767,445.

Program, Activity or Entity Revenues Expenses Net Income

(Loss) Agency Consolidated $21,758,013 $20,767,269 $990,744All AMPs Consolidated $3,939,777 $3,469,081 $ 470,696Housing Choice Voucher(Admin) $1,453,407 $1,464,785 $(11,378) Housing Choice Voucher (HAP) $13,285,352 $13,044,231 $241,121Central Office Cost Center $1,827,381 $1,975,677 $(148,295)Development Activities $1,603,116 $541,853 $1,061,262

15

The adopted 2016 budgeted expenditures include $ 14,500,000 in Housing Assistance Payments (HAP) to Section 8 landlords. Utility expenses are budgeted at $464,751. Administration expense of $5,559,742 and general expense of $541,162 are comprised mainly of salary, benefits and general costs. Maintenance expense of $1,019,786 includes salaries of the maintenance staff and the costs of materials.

All administrative expenses including property management salaries are budgeted in the administration line item. General expense category is mostly HACSB’s insurance premium costs.

Budget Highlights: 2. HACSB will administer 1,622 Section 8 vouchers, VASH vouchers and Shelter +Care

vouchers in FY 2016. This is an increase of 111 vouchers from FY 2015. The agency wasinvited to apply for additional VASH vouchers and received 10 additional VASHVouchers.

3. AMP 3, AMP 4, and HCV Administration project/program reserves (prior year’ssurpluses) were used to supplement operating revenues to balance their budgets.

4. HACSB is budgeted to manage a total of 827 rental units in 2015 between public housingand other HACSB partnership rental developments.

5. Operating subsidy for the public housing program is budgeted at 91% proration in FY2016.

6. 98.8% occupancy is projected for HACSB’s public housing rental developments.

7. Section 8 Housing Assistance Payments (HAP) to landlords will not be prorated.

8. Section 8 Administrative Fees are budgeted at 70 % of funding in FY 2016. The newest101 RAD vouchers will bring additional Administrative Fees starting in calendar year2016.

9. Capital Fund Grant decreased by 21% because of the reduction in the public housinginventory as a result of RAD conversions. The 2015 funding is $767,445.

10. City Programs contract increased to $165,000.

11. The agency will contribute 3% of the development fees received towards the residentscholarship fund.

12. 10% of projected developer fees will go into the COCC for overhead upon receipt of eachdeveloper fee pay-in.

13. In keeping with the last three (3) years, the Agency will no longer provide a paid day duringthe agency closure for the December holiday week. Therefore, employees will need to useone day from their vacation/float bank for the agency closure the week of December 28th.

14. Following the holiday week, the Agency will re-open on Monday, January 4.

15. The overhead for the Information Technology department is being distributed evenlyacross all departments. The formula is cost/56 (# of employees).

16

Encouragement: What are the most encouraging aspects of this year’s budget?

We are pleased to project that we are able to “unfreeze” the salary bands this year.The scheduled increases will be incremental, not the full 5%, however, we areable to do this when other PHAs cannot.

The RAD conversions are critical to the preservation of our current affordablehousing stock. The capital funds received over the years dropped precipitously,and our housing authority on average was awarded approximately $900,000. Thisamount was expected to cover all our capital needs and improvements, but didn’teven come close. Given the investments made in the initial RAD conversions of$93,000,000 it would have taken 93 years to do what this agency has done in just2.5 years.

We are proud of the strides that have been taken to begin to change the culture ofthe agency. Although measurable through direct dollars, this change that we arestarting within our staff applauds excellence, diversity, resourcefulness andcustomer service. It’s not OK to be “good enough,” it’s about raising the bar ofperformance.

CONCLUSION & ACKNOWLEDGEMENTS: A great deal of effort has gone into the development of this budget and has involved many individuals throughout HACSB. Our sincere appreciation goes to each and every employee who contributed to the preparation of this document and to the managers who spent many hours developing balanced budget submittals.

Without the leadership and support of the Board of Commissioners, preparation of this budget would not have been possible. We greatly appreciate the guidance and advice given to staff for this budget preparation by the HACSB Board’s Finance and Operations Committee.

Thank you for your consideration of the FY 2016 HACSB Budget.

17

Revenue & Expenses

INCOME

TENANT INCOME

Total Rental Income 2,301,067$ 2,319,796$ 2,741,508$ Total Other Tenant Income 68,797$ 123,632$ 102,227$ TOTAL TENANT INCOME 2,369,864$ 2,443,428$ 2,843,736$

TOTAL HAP INCOME 14,500,000$ 15,087,744$ 13,285,352$

TOTAL GRANT INCOME 2,935,942$ 2,314,042$ 2,611,678$

TOTAL OTHER INCOME 4,305,009$ 4,128,021$ 3,017,248$

TOTAL RESERVE TRANSFER 641,733$ - - - - - -

TOTAL INCOME 24,752,548$ 23,973,235$ 21,758,013$

EXPENSES

TOTAL ADMINISTRATIVE EXPENSES 5,649,804$ 5,162,047$ 5,302,876$

TOTAL TENANT SERVICES EXPENSES 333,974$ 23,353$ 21,584$

TOTAL UTILITY EXPENSES 467,751$ 510,314$ 528,098$

TOTAL MAINTENANCE EXPENSES 983,725$ 1,139,238$ 1,296,652$

TOTAL GENERAL EXPENSES 541,162$ 498,342$ 588,774$

TOTAL TRANSFERS OUT 157,219$ - - - - - -

TOTAL HOUSING ASSISTANCE PAYMENT 14,985,000$ - - - - - -

TOTAL EXPENSES 23,118,635$ 21,128,547$ 20,767,269$

NET INCOME 1,633,912$ 2,844,688$ 990,744$

Note:

The Total Reserve Transfer represents the use of project/program reserves (prior year’s surpluses) to supplement theoperating revenues to balance respective 2016 budgets. AMPs # 3, #4 and HCV Administration required the use ofproject/program reserves for their fiscal year 2016 budgets. After an assessment of the project/program reserves usedfor these, it was determined that adequate reserve balancess remain available for future needs. The beginning cashreserve balance of AMPs # 3, #4 and HCV Administration is $594,564 at August 31, 2015. After reducing this balancefor restricted security deposits and cash requirements to retain high performing housing status, the remaining cashreserves after the reserve transfer is $5,385.

The Total Transfers Out represent allocated funding to the newly formed Community Service Department that supportsCity-Wide Resident Advisory Boards, Resident Advisory Councils and residents/tenants services programs and activities.

The Projected Year-End Results column contains projected year-end revenue, expenses and net income based onannualizing August 31, 2015 year-to-date financial data. The primary purpose for projecting our financial future is toforesee where we will end up if we continue on our current financial path. We obtained from the agency’s actualfinancial results from October 2014 to August 2015 financial statements. Thereafter, we calculated the average monthlyamount by dividing eleven months (October 2014 to August 2015) into the year-to date total actual amounts to arrive ata monthly average. Next, we multiplied the monthly average by twelve (12 months in the fiscal year) to project theyear-end results. The year-end projections provides management with an indication of the financial performance for theagency if the financial conditions remain constant. However, we must consider that certain revenue and expenses thatoccurred in the first eleven months may not occur in the last month. Additionally, certain revenue and expenses mayonly occur in the last month.

Agency Consolidated 2016 Final Adopted Budget Worksheet

Description Proposed 2016 Budget

Adopted 2015 Budget

Projected Year-End Results 2015

Page 1 of 1 18

Agency Consolidated Total Income $24,752,548

Agency Consolidated Total Expenses $23,118,635

Agency Consolidated Adopted 2016 Budget

19

Revenue & Expenses

INCOME

TENANT INCOME Total Rental Income 2,301,067$ 2,319,796$ 2,741,508$ Total Other Tenant Income 68,797$ 123,632$ 102,227$ TOTAL TENANT INCOME 2,369,864$ 2,443,428$ 2,843,736$

TOTAL GRANT INCOME 795,014$ 797,452$ 980,263$

TOTAL OTHER INCOME 67,069$ 24,210$ 115,779$


TOTAL INCOME 3,481,110$ 3,265,089$ 3,939,777$

EXPENSES




TOTAL MAINTENANCE EXPENSES 885,617$ 927,804$ 1,069,704$



TOTAL EXPENSES 3,316,577$ 3,050,782$ 3,469,081$

NET INCOME 164,533$ 214,308$ 470,696$

NOTE:The Total Reserve Transfer represents the use of project reserves (prior year’s surpluses) to supplement the operatingrevenues to balance respective 2016 budgets. AMPs # 3 and #4 required the use of project reserves for their fiscalyear 2016 budgets. After an assessment of the project reserves used for certain 2016 budgets, it was determined thatadequate project reserve balances remain available for future needs. The other income category on the budgetworksheet described as “Total Reserve Transfer” represents funding from project reserves. The beginning cashreserve balance of both AMPs is $1,288,083 at August 31, 2015. After reducing this balance for restricted securitydeposits and cash requirements to retain high performing housing status, the remaining cash reserves after the reservetransfer is $301,435

Due to RAD, reductions in public housing units resulted in a decrease of 33% in tenant’s rent expected compared to theprior year. A new RAD team of three employees was formed to assist with the conversion of public housing tenants toSection 8 voucher program participants, constructions, and associated activities. Accordingly, salaries and benefits arehigher than normal due to the conversion of AMP #3 and #4 into two separate RAD projects.


The Projected Year-End Results column contains projected year-end revenue, expenses and net income based onannualizing August 31, 2015 year-to-date financial data. The primary purpose for projecting our financial future is toforesee where we will end up if we continue on our current financial path. We obtained from the agency’s actualfinancial results from October 2014 to August 2015 financial statements. Thereafter, we calculated the average monthlyamount by dividing eleven months (October 2014 to August 2015) into the year-to date total actual amounts to arrive ata monthly average. Next, we multiplied the monthly average by twelve (12 months in the fiscal year) to project the year-end results. The year-end projections provides management with an indication of the financial performance for theagency if the financial conditions remain constant. However, we must consider that certain revenue and expenses thatoccurred in the first eleven months may not occur in the last month. Additionally, certain revenue and expenses mayonly occur in the last month.

All AMPs AMP 1, AMP 3, AMP 4 and AMP 5

2016 Final Adopted Budget Worksheet

DescriptionProposed 2016

BudgetAdopted 2015

BudgetProjected Year-End

Results 2015

Page 1 of 120

All AMPs Total Expenses $3,316,577

All AMPs Total Income $3,841,110

All AMPs Adopted 2016 Budget

21

Revenue & Expenses

INCOME

TENANT INCOME Total Rental Income 1,020,000$ 960,000$ 1,056,948$ Total Other Tenant Income 11,220$ 66,290$ 32,763$ TOTAL TENANT INCOME 1,031,220$ 1,026,290$ 1,089,711$



TOTAL INCOME 1,365,070$ 1,322,865$ 1,424,289$

EXPENSES

TOTAL ADMINISTRATIVE EXPENSES 448,976$ 426,496$ 425,864$



TOTAL MAINTENANCE EXPENSES 355,830$ 356,719$ 310,653$



TOTAL EXPENSES 1,286,380$ 1,201,971$ 1,124,046$

NET INCOME 78,690$ 120,894$ 300,243$

AMP 12016 Final Adopted Budget Worksheet




Adopted 2015 Budget


NOTE:

Page 1 of 1 22

Revenue & Expenses

INCOME

TENANT INCOME Total Rental Income 363,619$ 363,916$ 558,710$ Total Other Tenant Income 35,750$ 31,317$ 42,240$ TOTAL TENANT INCOME 399,369$ 395,233$ 600,950$




TOTAL INCOME 784,297$ 551,550$ 878,210$

EXPENSES







TOTAL EXPENSES 784,297$ 548,535$ 967,610$

NET INCOME -$ 3,015$ (89,400)$

NOTE:


Due to RAD, reductions in public housing units resulted in a decrease of 33% in tenant’s rent expected compared to theprior year. A new RAD team of three employees was formed to assist with the conversion of public housing tenants toSection 8 voucher program participants, constructions, and associated activities. Accordingly, salaries and benefits arehigher than normal due to the conversion of AMP #3 into two separate RAD projects. An adequate project reservebalance will remain available for other needs in the future.

The Total Transfers Out represent allocated funding to the newly formed Community Service Department that supports City-Wide Resident Advisory Boards, Resident Advisory Councils and residents/tenants services programs and activities.



Adopted 2015 Budget


AMP #3 required the use of project reserves (prior year’s surpluses) to supplement the operating revenue sources tobalance the 2016 budget. The other income category on the budget worksheet described as “Total Reserve Transfer”represents funding from project reserves. The beginning cash reserve balance of AMP 3 is $594,564 at August 31,2015. After reducing this balance for restricted security deposits and cash requirements to retain high performinghousing status, the remaining cash reserves after the reserve transfer is $5,385.

Page 1 of 1 23

Revenue & Expenses

INCOME





TOTAL INCOME 718,103$ 778,152$ 921,810$

EXPENSES


TOTAL TENANT SERVICES EXPENSES -$ 5,818$ 2,927$





TOTAL EXPENSES 718,103$ 732,685$ 826,402$

NET INCOME -$ 45,467$ 95,408$

NOTE:


Due to RAD, reductions in public housing units resulted in a decrease of 34% in tenant’s rent expected compared to theprior year. A combination of RAD, higher salaries and benefits and increased operating expenses contributed to theneed for reserves. An adequate project reserve balance will remain available for other needs in the future.

The Total Transfers Out represent allocated funding to the newly formed Community Service Department that supports City-Wide Resident Advisory Boards, Resident Advisory Councils and residents/tenants services programs and activities.



Adopted 2015 Budget


AMP #4 required the use of project reserves (prior year’s surpluses) to supplement the operating revenue sources tobalance the 2016 budget. The other income category on the budget worksheet described as “Total Reserve Transfer”represents funding from project reserves. The beginning cash reserve balance of AMP 4 is $693,519 at August 31,2015. After reducing this balance for restricted security deposits and cash requirements to retain high performinghousing status, the remaining cash reserves after the reserve transfers is $296,050.

Page 1 of 1 24

Revenue & Expenses

INCOME



TOTAL OTHER INCOME 366$ 3,778$ 58,688$

TOTAL INCOME 613,640$ 612,523$ 715,468$

EXPENSES


TOTAL TENANT SERVICES EXPENSES -$ 4,753$ 675$





TOTAL EXPENSES 527,797$ 567,591$ 552,635$

NET INCOME 85,843$ 44,932$ 162,833$





Adopted 2015 Budget


NOTE:

Page 1 of 125

Revenue & Expenses

INCOME

TOTAL GRANT INCOME 1,879,806$ 1,436,590$ 1,442,271$



TOTAL INCOME 2,126,557$ 1,469,050$ 1,453,407$

EXPENSES





TOTAL HOUSING ASSISTANCE PAYMENT 485,000$ - - - - - -


TOTAL EXPENSES 2,126,557$ 1,480,163$ 1,464,785$

NET INCOME -$ (11,112)$ (11,378)$

HCV2016 Final Adopted Budget Worksheet

HCV Administration Section requires the use of program reserves (prior year’s surpluses) to supplement the operatingrevenues to balance the 2016 budget. The other income category on the budget worksheet described as “Total ReserveTransfer” represents funding from program reserves. The beginning cash reserve balance of HCV Admin is $758,221 atAugust 31, 2015. After reducing this balance for Net Restriced Assets for HAP, the remaining cash reserves after thereserve transfers is $525,870.

Over the past several years, HCV Administrative fees from HUD continues to decline. However, the level of service foradministering approximately 1,600 Section 8 vouchers has risen during the same time. A combination of higher salariesand benefits and increased operating expenses contributed to the need for reserves. An adequate program reservebalance will remain available for other needs in the future.

The Total Transfers Out represent allocated funding to the newly formed Community Service Department that supportsCity-Wide Resident Advisory Boards, Resident Advisory Councils and residents/tenants services programs and activities.The Projected Year-End Results column contains projected year-end revenue, expenses and net income based onannualizing August 31, 2015 year-to-date financial data. The primary purpose for projecting our financial future is toforesee where we will end up if we continue on our current financial path. We obtained from the agency’s actualfinancial results from October 2014 to August 2015 financial statements. Thereafter, we calculated the average monthlyamount by dividing eleven months (October 2014 to August 2015) into the year-to date total actual amounts to arrive ata monthly average. Next, we multiplied the monthly average by twelve (12 months in the fiscal year) to project the year-end results. The year-end projections provides management with an indication of the financial performance for theagency if the financial conditions remain constant. However, we must consider that certain revenue and expenses thatoccurred in the first eleven months may not occur in the last month. Additionally, certain revenue and expenses mayonly occur in the last month.


Adopted 2015 Budget


Note:

Page 1 of 1 26

HCV Admin Total Income $2,126,557

HCV Admin Total Expenses $2,126,557

HCV Adopted 2016 Budget

27

Revenue & Expenses

INCOME

TOTAL HAP INCOME 14,500,000.00$ 15,087,744.00$ 13,285,351.64$

TOTAL OTHER INCOME -$ -$ -$

TOTAL INCOME 14,500,000.00$ 15,087,744.00$ 13,285,351.64$

EXPENSES

TOTAL ADMINISTRATIVE EXPENSES (4,750.54)$

TOTAL HOUSING ASSISTANCE PAYMENT 14,500,000.00$ 13,795,254.00$ 13,048,981.31$

TOTAL EXPENSES 14,500,000.00$ 13,795,254.00$ 13,044,230.77$

NET INCOME -$ 1,292,490.00$ 241,120.87$

NOTE:

The Projected Year-End Results column contains projected year-end revenue, expenses and net income based on annualizingAugust 31, 2015 year-to-date financial data. The primary purpose for projecting our financial future is to foresee where wewill end up if we continue on our current financial path. We obtained from the agency’s actual financial results from October2014 to August 2015 financial statements. Thereafter, we calculated the average monthly amount by dividing eleven months(October 2014 to August 2015) into the year-to date total actual amounts to arrive at a monthly average. Next, we multipliedthe monthly average by twelve (12 months in the fiscal year) to project the year-end results. The year-end projectionsprovides management with an indication of the financial performance for the agency if the financial conditions remainconstant. However, we must consider that certain revenue and expenses that occurred in the first eleven months may notoccur in the last month. Additionally, certain revenue and expenses may only occur in the last month.

HAP2016 Final Adopted Budget Worksheet


Adopted 2015 Budget


28

Revenue & Expenses

INCOMENON PROFIT PROPERTY MGMT 156,266$ 82,528$ 144,539$

FEE FOR SVCS - IT & MAINTENANCE 109,498$ 220,046$ 102,842$

DEVELOPER FEES 159,741$ 263,475$ 60,759$

FEE FOR SVCS PROP. MGMT & BOOKEEPING 798,024$ 847,623$ 874,864$

ASSET MGMT & PARTNERSHIP MGMT FEES 186,590$ 71,746$ 71,746$


TOTAL INCOME 1,531,419$ 1,944,508$ 1,827,381$

EXPENSES


TOTAL TENANT SERVICES EXPENSES -$ -$ 55$

TOTAL UTILITY EXPENSES -$ 780$ -$



TOTAL EXPENSES 1,525,625$ 1,934,891$ 1,975,677$

NET INCOME 5,794$ 9,617$ (148,295)$

COCC2016 Final Adopted Budget Worksheet

The Projected Year-End Results column contains projected year-end revenue, expenses and net income based onannualizing August 31, 2015 year-to-date financial data. The primary purpose for projecting our financial future is toforesee where we will end up if we continue on our current financial path. We obtained from the agency’s actual financialresults from October 2014 to August 2015 financial statements. Thereafter, we calculated the average monthly amount bydividing eleven months (October 2014 to August 2015) into the year-to date total actual amounts to arrive at a monthlyaverage. Next, we multiplied the monthly average by twelve (12 months in the fiscal year) to project the year-end results.The year-end projections provides management with an indication of the financial performance for the agency if thefinancial conditions remain constant. However, we must consider that certain revenue and expenses that occurred in thefirst eleven months may not occur in the last month. Additionally, certain revenue and expenses may only occur in the lastmonth.


BudgetAdopted 2015


Results 2015

The Other Income reduction from FY 2015 is due to the following:

The $165,000 City Programs contract will be accounted for in a separate reporting entity, not in the COCC Fee For Service Maintenance income has been reduce by $100,000 because staff be directly allocated to other properties The mortgage reduction income has been reduced by s53,500 or over 50%. because of a new mortgage amortization schedule. The COCC will no longer house the non‐profit property manager and maintenance staff; income and expense of $121,000 each will be accounted for and reported in another property.

Major factors contributing to the COCC’s projected year end deficit are as follow:Income: Developer Fees receipts were delayed and failed to totally materialize at this point representing an income shortfall of $202,716. Central Maintenance Fee for Service failed to materialize as budgeted representing an income shortfall of $100,000. Expenses: Consulting fees exceeded the budget by approximately $33,000 Temporary labor exceeded the budget by approximately $29,000 General liability, auto and worker’s compensation insurance exceeded the budget by approximately $25,00 Accounting and audit fees exceeded the budget by approximately $13,000 Board travel exceeded the budget by approximately $10,000

Page 1 of 1 29

COCC Total Income $1,531,419

COCC Total Expenses $1,525,152

COCC Adopted 2016 Budget

30

Revenue & Expenses

INCOMETOTAL PRIOR YEAR CARRYFORWARD 901,832$ 390,982$ - - -

TOTAL DEVELOPMENT FEES 1,592,499$ 1,989,029$ - - -

TOTAL DEVELOPER FEE INCOME 2,494,331$ 2,380,011$ 1,603,116$

EXPENSES


TOTAL TENANT SERVICES EXPENSES 97,359$ -$ 18,149$

TOTAL MAINTENANCE EXPENSES 12,873$ -$ 18,269$


TOTAL EXPENSES 863,973$ 514,806$ 541,853$

NET INCOME 1,630,358$ 1,865,205$ 1,061,262$

NOTE:

Development Activity2016 Final Adopted Budget Worksheet

The Projected Year-End Results column contains projected year-end revenue, expenses and net income based on annualizingAugust 31, 2015 year-to-date financial data. The primary purpose for projecting our financial future is to foresee where we willend up if we continue on our current financial path. We obtained from the agency’s actual financial results from October 2014 toAugust 2015 financial statements. Thereafter, we calculated the average monthly amount by dividing eleven months (October2014 to August 2015) into the year-to date total actual amounts to arrive at a monthly average. Next, we multiplied the monthlyaverage by twelve (12 months in the fiscal year) to project the year-end results. The year-end projections provides managementwith an indication of the financial performance for the agency if the financial conditions remain constant. However, we mustconsider that certain revenue and expenses that occurred in the first eleven months may not occur in the last month. Additionally,certain revenue and expenses may only occur in the last month.


BudgetAdopted 2015


Results 2015

Page 1 of 1 31

Development Total Income $2,494,331

Development Total Expenses $863,973

Development Adopted 2016 Budget

32

Revenue & Expenses

INCOME

TOTAL GRANT INCOME 184,377$ - - - - - -

TOTAL OTHER INCOME 113,831$ - - - - - -

TOTAL CAPITAL FUND 81,700$ - - - - - -

TOTAL TRANSFERS IN 157,219$ - - - - - -

TOTAL INCOME 537,127$ - - - - - -

EXPENSES

TOTAL ADMINISTRATIVE EXPENSES 364,623$ - - - - - -

TOTAL TENANT SERVICES EXPENSES 169,175$ - - - - - -

TOTAL GENERAL EXPENSES 3,329$ - - - - - -

TOTAL EXPENSES 537,127$ - - - - - -

NET INCOME -$ - - - - - -

NOTE:The newly formed Community Services Department was created in late FY 2015. Therefore, a 2015 budget was notprepared or adopted.

The “Total Transfers In” represents the supplemental funding resource for the newly formed Community ServicesDepartment. The department is comprised of four positions. They are: Manager, Resident Services Coordinator, ROSSCoordinator and ROSS PHA/HCV Coordinator. The ROSS Coordinator’s grant covers salary, benefits and expenses; theROSS PHA/HCV Coordinator grant covers salary and benefits only. The balance of the salaries and benefits for twopositions, Manager and Resident Service Coordinator will be funded by the AMPs and partnerships; and the expenses forthe two positions plus the ROSS PHA.HCV Coordinator will be charged to the AMPs and HCV accordingly.

Community Services2016 Final Adopted Budget Worksheet


Adopted 2015 Budget


Page 1 of 1

33

Total Community Services Income $ 537,127

Total Community Services Expenses $ 537,127

Community Services Adopted 2016 Budget

34

Revenue & Expenses

INCOME


TOTAL INCOME 165,000$ 10,307$ 12,181$

EXPENSES


TOTAL GENERAL EXPENSES 123$ 123$ 101$

TOTAL EXPENSES 164,741$ 10,307$ 5,698$

NET INCOME 259$ 6,483$

City Programs2016 Final Adopted Budget Worksheet

The FY 2015 budget did not include payroll associated with City Program. Salaries and benefits were paid out of theCOCC where the grant income was recorded for payroll only. The FY 2015 budget represents administrative and generalexpenses only. Starting in FY 2016, salaries and benefits will be reflected in the City Program and not in the COCC. TheCity Programs budget is designed to break even at the end of the fiscal year.



Adopted 2015 Budget


Note:

Page 1 of 1

35

Revenue & Expenses

INCOME

TOTAL GRANT INCOME 76,745.00$ - - - - - -

TOTAL INCOME 76,745.00$ - - - - - -

EXPENSES

TOTAL ADMINISTRATIVE EXPENSES 75,716.00$ - - - - - -

TOTAL EXPENSES 75,716.00$ - - - - - -

NET INCOME 1,029.00$ - - - - - -

Note: A Fiscal Year 2015 budget was not prepared for Capital Fund Administration. The grant income and associatesalaries and benefits expense was recorded in the COCC. However, for fiscal year 2016, all income and expensesassociated with Capital Fund Administration will be reflected in this separate reporting entity.

Capital Fund Administration (CF Admin)2016 Final Adopted Budget Worksheet


Adopted 2015 Budget


Page 1 of 1

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Celia Zavala – President Carl Davis – Vice President

Desiree Carla Lautman – Secretary Mayte Martinez Lugo - Treasurer

CITYWIDE RESIDENT ADVISORY BOARD (CWRAB)

September 15, 2015

Rhen C. Bass, CFO Housing Authority of the City of San Buenaventura 995 Riverside Street Ventura, CA 93001

Re: City-Wide Resident Advisory Board Meeting- September 10, 2015

Mr. Rhen C. Bass,

Again Mr. Bass we always welcome the opportunity for you to take time out of your very busy schedule to visit with the Residents and share your expertise wisdom and experience into the many facets of the interworking of the Annual Operation Budget. You was able to give the Board a wide shot of how the budget really works

The Board is grateful that you was able to break down the various Resident Council as well as the CWRAB Board’s budget. You explained the Resident participation funds guaranteed by the CFR and how the breakdown is from the $25.00 per unit which was very helpful to the Board to understand better as Board Member Desiree Lautman had indicated. The Citywide Resident Advisory Board (CWRAB) appreciates the opportunity to collaborate with the Housing Authority. The City-Wide Board approves this budget. We look forward to working with you in the future and you are welcome back at any time.

Respectfully,

VxÄ|t mtätÄt

Celia Zavala, President City-Wide Resident Advisory Board

Cc: CWRAB Board Members Stephanie Spamanto Ricardo Torres 37

Deputy Director‐Real Estate Development Job Description

New Job Description (red highlighted sections are new duties)

The Housing Authority of the City of San Buenaventura

EQUAL OPPORTUNITY EMPLOYER

Deputy Director – Real Estate Development Bi-weekly Salary: $3,899.80- $4,740.23

DEFINITION:

This position is directly responsible to the Chief Executive Officer and is a key member of Agency’s executive management team. This position has the overall responsibility for managing the operations and administration of Real Estate Development Department. Critical functions of this position include real estate development, multi-family design, construction, program administration and federal, state and municipal regulatory compliance and the periodic evaluation of the organization’s real estate portfolio and recommendations for strategic disposition of properties. Supervises’ the design of mixed-finance, tax credit and bond financing in order to develop affordable housing.

This position works with the Chief Executive Officer in developing and managing programs to achieve the “Agency” vision and goals. This is a highly responsible administrative and functional leadership position involved in the planning, coordination and management of operations. Work is performed in coordination with the Chief Executive Officer and other department heads, but with a high degree of independence within broad policy statements established by the Agency and the Department of Housing and Urban Development (HUD). The Agency’s, mission is to build and maintain decent, safe, sanitary and affordable housing within for the City of Ventura. Incumbent provides direction, leadership and resources in order that the mission of the Agency is achieved through the collective effort of Agency employees and community partnerships with public, private and non-profit entities.

Assist the Chief Executive Officer in planning, directing, managing and overseeing all the staff activities and strategic operations of the Authority. Willing to try new approaches, keeps open lines of communication with employees and clients and is responsive when attempts fall short. Ensures that Board adopted strategies and goals are met. In the absence of the Chief Executive Officer, act in his/her capacity.

JOB CHARACTERISTICS:

Operates, under the general direction of the Chief Executive Officer, with significant independence. Provides management and supervision of the Real Estate Development Department, and in the absence of the Chief Executive Officer, oversees the day-to day administrative activities of the Authority. It differs from all other classifications in that it is solely responsible for acting as the Secretary/Treasurer to the Board in the absence of the Chief Executive Officer.

ESSENTIAL FUNCTIONS - The below statements are intended to describe the general nature and scope of work being performed by this position. This is not a complete listing of all responsibilities, duties and or skills required. Management reserves the rights to add, modify, change, or rescind the work assignments of different positons. Essential duties may include but are not limited to the following:

1. Plans, organizes and directs the daily management and administration of all aspects of thedelivery of the Agency’s Real Estate Development programs, contracts and activities.

2. Supervises subordinate management; professional, administrative, technical andconstruction staff that deliver the department’s programs. Ensures long term (3-5 years)

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staffing levels are adequate to meet anticipated development project projections balanced with budget constraints, as projected by developer fee revenue.

3. Assists in structuring and negotiating real estate development transactions, e.g., ChoiceNeighborhoods, bond financing and use of Low-Income Housing Tax Credits.

4. Negotiates and oversees the execution of all documents related to real estate developmentdeals.

5. Negotiates the business terms of real estate acquisitions and oversees the documentationof these transactions.

6. Identifies potential acquisition sites and project feasibility.7. Works directly with landlords, economic development officials and other municipal,

regional and federal representatives involved in economic development in order to securebusiness terms consistent with the Agency’s goals and needs.

8. Conducts due diligence analysis of real estate development opportunities relative tofeasibility, insurance, land, architectural and environmental issues.

9. Monitors construction process and ensures that construction budgets and projects are ontime and on budget.

10. Identifies and solicits financing, grants and funding for low interest affordable housingconstruction.

11. Assists in asset sales, including marketing, negotiations, document review and closings.12. Assists in the development of Agency policies and procedures implementing Federal,

State, and local directives and statutes and other Agency programs; and, as applicable,procedures for department activities and programs.

13. Develops pathways to employee engagement beyond the real estate development team.14. Participates in the development and administration of the Agency’s budget; makes

recommendations regarding the source of funds needed by sections and/or programs, andfunds needed for staffing, equipment, materials and supplies. Identify funding source forall. Approve expenditures and implement budgetary adjustments as judged appropriateand necessary.

15. As needed, diplomatically resolves sensitive and controversial issues. Advises ChiefExecutive Officer, in a timely manner, on necessary actions, problems, or requirements.

16. Assists the Chief Executive Officer with Board of Commissioners relations andpreparation of Board and Sub-committee agenda and reports. Makes verbal reports andpresentations to the Board and other bodies. Prepares resolutions for Commission reviewand approval.

17. Serves as a staff liaison to the Board’s Development Subcommittee.18. Oversees, monitors and participates in the development and administration of the

agency’s Capital Fund budget.19. Develops the Operating Budget Proformas of the non-profit developments and ensures

property management staff are consulted during the pre-development phase and preparedto assume the property at the end of construction.

20. Represents the Agency at various community boards, commissions, task forces or othermeetings.

21. Reports directly to the Chief Executive Officer.22. Be available during Agency business hours to meet client needs, coordinate with co-

workers, oversee contract workers, attend face-to-face meetings, and handle day-to-dayoperations necessary for the position.

23. QUALIFICATIONS:

Knowledge of:

Operations, services, and activities of affordable housing programs Management skills to analyze programs, policies and operational needs. Principles and practices of program development and administration. Principles and practices of government financing, budgeting and accounting. Principles and practices of public housing administration. Pertinent Federal, State,

and local laws, codes and regulations; and the local housing market. Purposes, functions, and organization of housing authorities and other local

governmental agencies and the functioning of their governing boards. Principles and practices of tax credit/bond financed housing administration and

knowledge of the California Low-Income Housing Tax Credit Program. Principles and best practices of multi-family real estate development and operations.

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Knowledge and experience in reading and interpreting Federal, State, and localregulations and experience in dealing with contractors and vendors.

Knowledge of rehabilitation and new construction processes relevant to multi-familyand elderly residential housing.

Principles of business letter writing and basic report presentations. Proper grammar,spelling, punctuation, and composition of client and agency letters.

Ability to:

Plan, organize, direct, and coordinate work of lower level staff in a manner conduciveto high levels of organizational performance.

Lead and facilitate team building and communications. Select, train, supervise and evaluate subordinates. Pursue and acquire further training as it relates to Affordable Housing and Housing

Development. Manage and Maintain confidentiality. Devise and implement innovative approaches to maximize organizational efficiency

and responsiveness. Interpret and apply Federal, State and local policies, laws and regulations. Communicate complex ideas clearly, concisely, and effectively both verbally and in

writing. Keen ability to interface at all levels of the organization and across diverse cultures. Prepare and administer large and complex budgets within established guidelines. Establish and maintain effective working relationships with those contacted in the

course of work. Operate a personal computer using various Windows-based applications and related

programs, including standard, as well as proprietary software. Excellent problem solving skills with conflict management expertise. Work with culturally diverse populations and perform within strict ethical standards. Establish and maintain effective working relationships with those contacted in the

course of work. Organize and prioritize a variety of projects and multiple tasks in an effective and

timely manner; organize work, set priorities, and meet critical time deadlines. Work with a high degree of self-motivation and initiative.

EDUCATIONAL/CERTIFICATION REQUIREMENTS:

Any combination of experience and education that would be likely to provide the required knowledge, skills, and abilities could be qualifying, as determined by the Authority. A typical way to obtain the knowledge, skills, and abilities is:

High School Diploma and; Possess a Bachelor’s degree from an accredited college or university with course

work in public administration, business administration, or a related field. (Master’sdegree or equivalent preferred).

Five (5) years of increasingly responsible administrative and management experiencein the housing/government funding field that demonstrates strong leadership skillswith a minimum of 3 years senior management leadership experience.

PHYSICAL DEMANDS ON THE POSITION: Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Essential and marginal functions (may) require maintaining physical condition necessary for sitting and standing for prolonged periods of time in indoor office environment. Must have vision to read printed material and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. Must stoop, kneel, reach, stretch, bend, pull drawers open and closed to retrieve and file information. Employee must possess the ability to lift, carry, push, and pull materials and objects up to 25 – 50 lbs. with the use of proper

40


equipment. Have excellent hand strength and the manual dexterity to operate keyboard equipment.

Special Requirements:

Must have access to an automobile or other means of transportation, when and if requiredto travel on Housing Authority business.

Must possess current automobile insurance in accordance with California law and, a validCalifornia driver’s license, including a driving record acceptable to the Housing Authorityinsurance Company.

Must be insurable by the Housing Authority’s insurance carriers. Provide proof of US citizenship or, if an alien, either lawful admission for permanent

residence or authorization for appropriate work by the Immigration and NaturalizationService.

Must be bondable. This position may require additional training and travel

Updated 8/15/15

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Leasing Assistant Job Description

The Housing Authority of the City of San Buenaventura EQUAL OPPORTUNITY EMPLOYER

LEASING ASSISTANT Salary Range Bi-weekly $1,347.22 - $1,637.55

DEFINITION:

Under direct supervision provided of the Eligibility Coordinator, this position is located within the Eligibility Department. The Agency administers a variety of Federal assisted housing programs, including U.S. Department of Housing & Urban Development (HUD) Public Housing and Housing Choice Voucher (HCV) programs.

JOB CHARACTERISTICS:

Responsible for identifying and coordinating available rental housing for HCV families, with particular emphasis on assisting Veterans Affairs Supportive Housing (VASH) voucher participants. This position is also responsible for ensuring that programs, providers and identified housing are in compliance with all applicable Federal and local housing regulations, laws and standards. Also responsible for outlining the objectives and boundaries of assignments, identifying resources needed, and arranging for proper coordination with other activities. .

ESSENTIAL FUNCTIONS STATEMENT- The below statements are intended to describe the general nature and scope of work being performed by this position. This is not a complete listing of all responsibilities, duties and or skills required. Management reserves the rights to add, modify, change, or rescind the work assignments of different positons. Essential duties may include but are not limited to the following:

1. Understand and ensure compliance with all governing regulations, codes and laws. Cooperate withfederal, municipal, and community agencies.

2. Identifies appropriate housing for homeless HCV and VASH individuals and families and maintains alisting of available housing in the City of Ventura.

3. Coordinates and assists with housing placements for HCV and VASH individuals and families.4. Provides ongoing advice, consultation and technical assistance to supervisor and senior level staff on

housing matters.5. Serves as a liaison to all Ventura housing agencies, providers and housing landlords/owners on all

matters related to housing.6. Works with, and advises, the HCV Department and the U.S. Department of Veterans Affairs (VA) to

ensure program and provider compliance with all applicable Federal and local housing regulations, lawsand standards.

7. Monitors programs and providers to ensure compliance with the guidelines and regulations in theAmericans with Disability Act (ADA).

8. Coordinates agency and provider’s activities related to, and overall compliance with, any/all housingand ADA related settlement agreements or consent decrees.

9. Works with the Information Technology department to maintain all housing databases.10. Provides ongoing training and technical assistance to providers to ensure compliance with all applicable

Federal and local housing regulations, laws and standards.

11. Conduct out-reach marketing to prospective landlords at least once per week.12. Maintain updated information on property and leasing information of current landlords.13. Report any unusual or extraordinary circumstances regarding properties owned by landlords.14. Develop full knowledge of screening process and policies regarding rentals.15. Prepare initial and follow-up correspondence on all matters relating to the property.16. Prepare all required reports and respond to requests for information in a timely manner.17. Maintain the appropriate levels of occupancy of available units.18. Abide by the Affirmative Fair Housing Plan19. Be available during Agency business hours to meet client needs, coordinate with co-workers, oversee

contract workers, attend face-to-face meetings, and handle day-to-day operations necessary for theposition.

QUALIFICATIONS:

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Knowledge of:

Housing principles, guidelines, laws and concepts. Housing market trends Identifying and acquiring housing for low-income, homeless, veteran individuals and families. Guidelines and regulations of the American with Disability Act (ADA) Guidelines and regulations of the Homeless Services Reform Act. Multi-task in a dynamic environment, work independently, with a high degree of self-motivation and

initiative. Provide effective training and technical assistance. Lease terms and specifications. Current rental rates, sizes, locations and amenities of the property. Methods and techniques of client interviewing and counseling. Principles of business letter writing and basic report presentations. Proper grammar, spelling,

punctuation, and composition of client and agency letters. Modern office procedures, business mathematics application, and statistical recordkeeping methods. Operation of standard office equipment. Basic organization, rules, and regulations.

Ability to:

Effectively interview and gather, record, and correctly evaluate data. Exercise initiative and independent judgment that demonstrates quality customer services, good

business sense, and creativity. Maintain the mental capacity to make sound judgments and the physical capacity to effectively

perform the duties as assigned. Deal objectively and effectively with clients having diverse socioeconomic, cultural, and educational

backgrounds, and promote their advancement. Compose clear, complete, accurate and concise correspondence and reports independently using

correct grammar, syntax, punctuation and spelling. Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner;

organize work, set priorities, and meet critical time deadlines. Work with a high degree of self-motivation and initiative. Deal diplomatically and sensitively with clients, other agency representatives, local community

agencies, law enforcement personnel, and the general public. Maintain the utmost confidentiality of all information. Understand and implement oral and written instructions, and make sound decisions. Establish and maintain effective working relationships with those contacted in the course of work. Communicate clearly and concisely, both orally and in writing. Operate a personal computer using various Windows-based applications and related programs,

including standard, as well as proprietary software.

EDUCATIONAL/CERTIFICATION REQUIREMENTS:

Any combination of experience and education that would be likely to provide the required knowledge and abilities could be qualifying, as determined by the Agency. A typical way to obtain the knowledge and abilities would be:

High School diploma and; College course work and/ or a college degree is preferred; Two (2) years of experience in a clerical/administrative position in the public sector is preferred; Real-estate license is desirable.

PHYSICAL DEMANDS ON THE POSITION: Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Essential and marginal functions (may) require maintaining physical condition necessary for sitting and standing for prolonged periods of time in indoor office environment. Must have vision to read printed material and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. Must stoop, kneel, reach, stretch, bend, pull drawers open and closed to retrieve and file information. Employee must possess the ability to lift, carry, push, and pull materials and objects up to 25 – 50 lbs. with the use of proper equipment. Have excellent hand strength and the manual dexterity to operate keyboard equipment.

Special Requirements: Must have access to an automobile or other means of transportation, when and if required to travel on

Housing Authority business.

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Bilingual skills in English and Spanish are desirable. Must possess current automobile insurance in accordance with California law and, a valid California

driver’s license, including a driving record acceptable to the Housing Authority insurance Company. Must be insurable by the Housing Authority’s insurance carriers. Provide proof of US citizenship or, if an alien, either lawful admission for permanent residence or

authorization for appropriate work by the Immigration and Naturalization Service.

MUST SUBMIT A COMPLETED APPLICATION, AND IF OFFERED THE POSITON, YOU MUSTSUBMIT A DISCLOSURE FORM, AND DRIVER RECORD FORM TO BE CONSIDERED FOR POSITION

FILING DEADLINE 4 pm November 1, 2015 Updated 9/9/15

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