here - Housing Authority of the City of San Buenaventura

Transcription

HousingAuthorityoftheCityofSan
Buenaventura
2016AdoptedAnnualOperating
Budget
995RiversideStreet
Ventura,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
Chief Executive Officer
Lisa Snider
Assistant to the CEO
Loretta McCarty
Chief Operations Officer, Affordable Housing
Nick Birck
Policy & Community Affairs Manager
Rhen C. Bass
Chief Financial Officer
Cheryl Tabbi
Human Resource Coordinator
Christopher Beck
General Counsel
Francisco Camarena
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 BUENAVENTURA'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 HUD52574 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
Vice Chair White
Commissioner Cornell
Commissioner Keller
Commissioner Pattison
Commissioner Saucedo
Commissioner Sumner
AYE
AYE
AYE
AYE
AYE
AYE
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
5
PHA Board Resolution
Approving Operating Budget
U.S. Department of Housing
OMB No. 2577-0026
and Urban Development
Office of Public and Indian Housing Real Estate Assessment Center (PIH-REAC)
(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 Fiscal Year Beginning: October 1, 2015
PHA Code: CA035
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
Operating Budget approved by Board resolution on:
D
D
D
Operating Budget submitted to HUD, if applicable, on:
09/23/2015
Operating Budget revision approved by Board resolution on:
Operating Budget revision submitted to HUD, if applicable, on:
I certifY on behalf of the above-named PHA that:
1.
All statutory and regulatory requirements have been met;
2.
The PHA has sufficient operating reserves to meet the working capital needs of its developments;
3.
Proposed budget expenditure are necessary in the efficient and economical operation of the housing for the purpose of
serving low-income residents;
4.
The budget indicates a source of funds adequate to cover all proposed expenditures;
5. The PHA will comply with the wage rate requirement under 24 CFR 968.110(c) and (f); and
6. The PHA will comply with the requirements for access to records and audits under 24 CFR 968.11 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:
John Polanskey
Previous editions are obsolete
Date:
09/23/2015
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 public
housing. The public housing portfolio will be reduced by 336 units by fiscal year
end. 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 40
years.
The RAD conversions are requiring us to rethink our business model and how we
deliver our services, and during these conversions, resident involvement is at an
all-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. This
represents an additional investment of $11,000,000. The major innovation of this
project is that we are working with special needs populations, and to ensure
success we are executing memorandums of understanding (MOUs) with three key
service providers. They are: Human Services of the County of Ventura,
8


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 in
new 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 to
find 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. 9
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 their
specific 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 suspended
approximately 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, the
agency provided all employees with a 1.5% increase during the period of the freeze. In the
years previous, step increases, if eligible, were 5%. The agency also had a practice at the
beginning 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
10
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 – Affordable
Housing to shift into a different role. The development section activities are focused on
building stronger and more resilient communities through an ongoing process of identifying
and addressing needs, assets, and priority investments. Development activities support
infrastructure, economic development projects, housing rehabilitation, community centers,
and public services. This position has a keen understanding of the growth and goals of the
agency 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 has
resulted in successful partnerships with other service provider agencies. The contract is
currently with VCAAA (Ventura County Area Agency on Aging). This is the first year for the
contract 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.
11
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, the
following is being recommended for Board travel.
Board Travel:
2015 Fiscal
Year (FY)
Budget
2015
Year-Date FY
Expended
$10,000
$17,639
Recommended for FY 2016
2016 Percent
Increase over 2015
$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 of
voucher holders to successfully lease up in the rental market. Ventura is no exception, and
there is a very real shortage of decent, affordable apartments with amenable landlords in our
rental market. Compounding this problem is the fact that Ventura’s rental market is
extremely constrained, with a less than 2% vacancy rate and with market rents far above
HUD approved FMRs. A prolonged housing search costs the agency because the Eligibility
Department has to keep family rent and income calculations, complete with verifications, up
to date until lease up. However, the HCV program is not funded for this work until the
family uses the voucher to execute a lease. Number of vouchers under lease is the primary
determinant of HCV program income because of administrative fees, so having a high
voucher 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
12
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 and
preserve affordable housing for the City of Ventura, we must find new sources of
funding to continue preserving and building new affordable housing.

Staffing is a delicate balance between growth and fiscal prudence. The agency
doesn’t want to staff up and then in three years find itself in a positon where it
needs to reduce staff. This balance is evaluated yearly as we reposition our
property portfolio. Given all the mechanical upgrades and replacements, what is
the optimal number of maintenance staff? Given the RAD conversions, and the
fact that the properties are in smaller limited partnerships, what is the optimal size
for property management? All these questions require a keen look into the future
for planning purposes.

We have also tried to be both conservative and realistic in our estimates of
available federal funding this year, however, federal funding can and will be
volatile in the future. We will continue our mission, to assure that the people of
this community are sheltered, with the same passion and dedication as ever, while
we 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 +Care
vouchers in FY 2016. This is an increase of 111 vouchers from FY 2015. The agency was
invited to apply for additional VASH vouchers and received 10 additional VASH
Vouchers.
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 units
primarily due to RAD conversion.
2. Operating subsidy for the public housing program is budgeted at 89% funding in 2016. This
is consistent with 2015 budget year. HUD is currently using an interim 2015 Calendar Year
proration of 89% considering the Appropriation, adjustments, and preliminary eligibility
determinations. The final proration will adjust this interim proration level either up or down
after the revision period when the Operating Fund Program final eligibility is known in late
2015.
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.
13
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 of
RAD conversions.
10. Net sales proceeds of sold properties will be reinvested in development projects, with 3% of
net sales proceeds funding the COCC.
11. The newly formed Community Services Department is comprised of four positions. They
are: Manager, Resident Services Coordinator, ROSS Coordinator and ROSS PHA/HCV
Coordinator. The ROSS Coordinator’s grant covers salary, benefits and expenses; the ROSS
PHA/HCV Coordinator grant covers salary and benefits only. The balance of the salaries and
benefits for two positions, Manager and Resident Service Coordinator will be charges to the
AMPs and partnerships; and the expenses for the two positions plus the ROSS PHA.HCV
Coordinator 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 budget
development process in late July 2015.
Finance and Operations Committee meeting – Presented and discussed the annual budget
development process, and discussed the preliminary annual budget and reviewed agency’s
financial reports – August 27, 2015
Finance and Operations Committee meetings – Present final adopted 2016 annual operating
budget (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 for
adoption (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 and
desired financial outcomes. The budget creates a rational, equitable foundation for allocating
public 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.
Program, Activity or Entity
Agency Consolidated
All AMPs Consolidated
Housing Choice Voucher(Admin)
Housing Choice Voucher (HAP)
Central Office Cost Center
Development Activities
Revenues
$21,758,013
$3,939,777
$1,453,407
$13,285,352
$1,827,381
$1,603,116
Expenses
$20,767,269
$3,469,081
$1,464,785
$13,044,231
$1,975,677
$541,853
Net Income
(Loss)
$990,744
$ 470,696
$(11,378)
$241,121
$(148,295)
$1,061,262
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
Agency Consolidated
Asset Management Projects (AMPs) Consolidated
Housing Choice Voucher (Admin)
Housing Choice Voucher (HAP)
Central Office Cost Center
Development Activities
City Programs
Community Services
Capital Fund Administration
Revenues
$24,752,548
$3,481,111
$2,126,557
$14,500,000
$1,591,419
$2,494,331
$165,000
$537,127
$76,745
Expenses
$23,118,635
$3,316,577
$2,126,557
$14,500,000
$1,525,152
$863,973
$164,741
$537,117
$75,716
Net Surplus
/ Deficit
$1,633,912
$164,533
$0
$0
$65,794
$1,630,358
$259
$0
$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.
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 was
invited to apply for additional VASH vouchers and received 10 additional VASH
Vouchers.
3. AMP 3, AMP 4, and HCV Administration project/program reserves (prior year’s
surpluses) 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 housing
and 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 newest
101 RAD vouchers will bring additional Administrative Fees starting in calendar year
2016.
9. Capital Fund Grant decreased by 21% because of the reduction in the public housing
inventory 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 resident
scholarship fund.
12. 10% of projected developer fees will go into the COCC for overhead upon receipt of each
developer fee pay-in.
13. In keeping with the last three (3) years, the Agency will no longer provide a paid day during
the agency closure for the December holiday week. Therefore, employees will need to use
one 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 evenly
across 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 are
able to do this when other PHAs cannot.

The RAD conversions are critical to the preservation of our current affordable
housing stock. The capital funds received over the years dropped precipitously,
and our housing authority on average was awarded approximately $900,000. This
amount was expected to cover all our capital needs and improvements, but didn’t
even 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 just
2.5 years.

We are proud of the strides that have been taken to begin to change the culture of
the agency. Although measurable through direct dollars, this change that we are
starting within our staff applauds excellence, diversity, resourcefulness and
customer service. It’s not OK to be “good enough,” it’s about raising the bar of
performance.
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
Agency Consolidated
2016 Final Adopted Budget Worksheet
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected YearEnd Results 2015
Revenue & Expenses
INCOME
TENANT INCOME
Total Rental Income
Total Other Tenant Income
TOTAL TENANT INCOME
$
$
$
2,301,067
68,797
2,369,864
$
$
$
2,319,796
123,632
2,443,428
$
$
$
2,741,508
102,227
2,843,736
$
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
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
---
---
$
14,985,000
---
---
TOTAL EXPENSES
$
23,118,635
$
21,128,547
$
20,767,269
NET INCOME
$
1,633,912
$
2,844,688
$
990,744
TOTAL HAP INCOME
---
---
EXPENSES
TOTAL HOUSING ASSISTANCE PAYMENT
Note:
The Total Reserve Transfer represents the use of project/program reserves (prior year’s surpluses) to supplement the
operating revenues to balance respective 2016 budgets. AMPs # 3, #4 and HCV Administration required the use of
project/program reserves for their fiscal year 2016 budgets. After an assessment of the project/program reserves used
for these, it was determined that adequate reserve balancess remain available for future needs. The beginning cash
reserve balance of AMPs # 3, #4 and HCV Administration is $594,564 at August 31, 2015. After reducing this balance
for restricted security deposits and cash requirements to retain high performing housing status, the remaining cash
reserves after the reserve transfer is $5,385.
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.
The Projected Year-End Results column contains projected year-end revenue, expenses and net income based on
annualizing August 31, 2015 year-to-date financial data. The primary purpose for projecting our financial future is to
foresee where we will end up if we continue on our current financial path. We obtained from the agency’s actual
financial results from October 2014 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 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 the financial conditions remain constant. However, we must consider 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.
Page 1 of 1
18
Agency Consolidated Adopted 2016 Budget
Agency Consolidated Total Income $24,752,548
Agency Consolidated Total Expenses $23,118,635
19
All AMPs
AMP 1, AMP 3, AMP 4 and AMP 5
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TENANT INCOME
Total Rental Income
$
$
2,301,067
68,797
$
$
2,319,796
123,632
$
$
2,741,508
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
$
249,163
TOTAL INCOME
$
3,481,110
$
3,265,089
$
3,939,777
$
1,327,407
$
1,195,191
$
1,381,764
$
67,440
$
23,353
$
11,177
$
459,751
$
501,534
$
521,534
$
885,617
$
927,804
$
1,069,704
$
426,986
$
402,899
$
484,903
TOTAL TRANSFERS OUT
$
149,375
TOTAL EXPENSES
$
3,316,577
$
3,050,782
$
3,469,081
NET INCOME
$
164,533
$
214,308
$
470,696
---
---
EXPENSES
---
---
NOTE:
The Total Reserve Transfer represents the use of project reserves (prior year’s surpluses) to supplement the operating
revenues to balance respective 2016 budgets. AMPs # 3 and #4 required the use of project reserves for their fiscal
year 2016 budgets. After an assessment of the project reserves used for certain 2016 budgets, it was determined that
adequate project reserve balances remain available for future needs. The other income category on the budget
worksheet described as “Total Reserve Transfer” represents funding from project reserves. The beginning cash
reserve balance of both AMPs is $1,288,083 at August 31, 2015. After reducing this balance for restricted security
deposits and cash requirements to retain high performing housing status, the remaining cash reserves after the reserve
transfer is $301,435
Due to RAD, reductions in public housing units resulted in a decrease of 33% in tenant’s rent expected compared to the
prior year. A new RAD team of three employees was formed to assist with the conversion of public housing tenants to
Section 8 voucher program participants, constructions, and associated activities. Accordingly, salaries and benefits are
higher than normal due to the conversion of AMP #3 and #4 into two separate RAD projects.
a monthly average. Next, we multiplied the monthly average by twelve (12 months in the fiscal year) to project the yearend results. The year-end projections provides management with an indication of the financial performance for the
Page 1 of 1
20
All AMPs Adopted 2016 Budget
All AMPs Total Income
$3,841,110
All AMPs Total Expenses $3,316,577
21
AMP 1
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TENANT INCOME
Total Rental Income
$
$
1,020,000
11,220
$
$
960,000
66,290
$
$
1,056,948
32,763
TOTAL TENANT INCOME
$
1,031,220
$
1,026,290
$
1,089,711
TOTAL GRANT INCOME
$
297,000
$
293,300
$
300,609
TOTAL OTHER INCOME
$
36,850
$
3,275
$
33,969
TOTAL INCOME
$
1,365,070
$
1,322,865
$
1,424,289
$
448,976
$
426,496
$
425,864
$
48,260
$
8,227
$
4,191
$
209,350
$
252,787
$
214,892
$
355,830
$
356,719
$
310,653
$
166,500
$
157,742
$
168,446
$
57,464
TOTAL EXPENSES
$
1,286,380
NET INCOME
$
EXPENSES
TOTAL TRANSFERS OUT
78,690
---
---
$
1,201,971
$
1,124,046
$
120,894
$
300,243
NOTE:
Page 1 of 1
22
AMP 3
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TENANT INCOME
Total Rental Income
$
$
363,619
35,750
$
$
363,916
31,317
$
$
558,710
42,240
TOTAL TENANT INCOME
$
399,369
$
395,233
$
600,950
TOTAL GRANT INCOME
$
160,800
$
141,736
$
257,665
TOTAL OTHER INCOME
$
26,343
$
14,581
$
19,595
$
197,785
TOTAL INCOME
$
784,297
$
551,550
$
878,210
$
353,825
$
206,199
$
441,608
$
19,180
$
4,556
$
3,384
$
138,000
$
112,701
$
138,920
$
171,436
$
174,118
$
276,393
$
70,271
$
50,961
$
107,305
TOTAL TRANSFERS OUT
$
37,836
TOTAL EXPENSES
$
784,297
$
548,535
$
967,610
NET INCOME
$
-
$
3,015
$
(89,400)
---
---
EXPENSES
---
---
NOTE:
AMP #3 required the use of project reserves (prior year’s surpluses) to supplement the operating revenue sources to
balance 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 performing
housing status, the remaining cash reserves after the reserve transfer is $5,385.
prior year. A new RAD team of three employees was formed to assist with the conversion of public housing tenants to
Section 8 voucher program participants, constructions, and associated activities. Accordingly, salaries and benefits are
higher than normal due to the conversion of AMP #3 into two separate RAD projects. An adequate project reserve
balance will remain available for other needs in the future.
Page 1 of 1
23
AMP 4
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TENANT INCOME
Total Rental Income
$
$
470,601
5,400
$
$
549,033
8,131
$
$
648,892
12,722
TOTAL TENANT INCOME
$
476,001
$
557,164
$
661,615
TOTAL GRANT INCOME
$
187,214
$
218,412
$
256,669
TOTAL OTHER INCOME
$
3,510
$
2,576
$
3,527
$
51,378
TOTAL INCOME
$
718,103
$
778,152
$
921,810
$
286,404
$
278,328
$
306,898
$
-
$
5,818
$
2,927
$
47,500
$
73,043
$
105,063
$
244,407
$
259,643
$
281,949
$
107,577
$
115,854
$
129,566
TOTAL TRANSFERS OUT
$
38,594
TOTAL EXPENSES
$
718,103
$
732,685
$
826,402
NET INCOME
$
-
$
45,467
$
95,408
---
---
EXPENSES
---
---
NOTE:
AMP #4 required the use of project reserves (prior year’s surpluses) to supplement the operating revenue sources to
balance 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 performing
housing status, the remaining cash reserves after the reserve transfers is $296,050.
prior year. A combination of RAD, higher salaries and benefits and increased operating expenses contributed to the
need for reserves. An adequate project reserve balance will remain available for other needs in the future.
Page 1 of 1
24
AMP 5
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TENANT INCOME
Total Rental Income
$
$
446,847
16,427
$
$
446,847
17,894
$
$
476,958
14,502
TOTAL TENANT INCOME
$
463,274
$
464,741
$
491,460
TOTAL GRANT INCOME
$
150,000
$
144,004
$
165,320
TOTAL OTHER INCOME
$
366
$
3,778
$
58,688
TOTAL INCOME
$
613,640
$
612,523
$
715,468
$
238,202
$
284,167
$
209,006
$
-
$
4,753
$
675
$
64,901
$
63,004
$
62,658
$
113,944
$
137,324
$
200,710
$
82,638
$
78,342
$
79,586
$
28,112
TOTAL EXPENSES
$
527,797
$
567,591
$
552,635
NET INCOME
$
85,843
$
44,932
$
162,833
EXPENSES
TOTAL TRANSFERS OUT
---
---
NOTE:
Page 1 of 1
25
HCV
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TOTAL GRANT INCOME
$
1,879,806
$
1,436,590
$
1,442,271
TOTAL OTHER INCOME
$
14,400
$
32,460
$
11,135
$
232,351
TOTAL INCOME
$
2,126,557
$
1,469,050
$
1,453,407
$
1,553,840
$
1,429,758
$
1,444,099
$
8,000
$
8,000
$
6,565
$
48,325
$
20,998
$
8,311
$
23,547
$
21,407
$
5,810
$
485,000
---
---
TOTAL TRANSFERS OUT
$
7,844
---
---
TOTAL EXPENSES
$
2,126,557
NET INCOME
$
---
---
EXPENSES
-
$
$
1,480,163
$
(11,112) $
1,464,785
(11,378)
Note:
HCV Administration Section requires the use of program reserves (prior year’s surpluses) to supplement the operating
revenues to balance the 2016 budget. The other income category on the budget worksheet described as “Total Reserve
Transfer” represents funding from program reserves. The beginning cash reserve balance of HCV Admin is $758,221 at
August 31, 2015. After reducing this balance for Net Restriced Assets for HAP, the remaining cash reserves after the
reserve transfers is $525,870.
Over the past several years, HCV Administrative fees from HUD continues to decline. However, the level of service for
administering approximately 1,600 Section 8 vouchers has risen during the same time. A combination of higher salaries
and benefits and increased operating expenses contributed to the need for reserves. An adequate program reserve
balance will remain available for other needs in the future.
Page 1 of 1
26
HCV Adopted 2016 Budget
HCV Admin Total Income $2,126,557
HCV Admin Total Expenses
$2,126,557
27
HAP
Description
Proposed 2016
Budget
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TOTAL HAP INCOME
$
TOTAL OTHER INCOME
$
TOTAL INCOME
$
14,500,000.00
14,500,000.00
$
$
$
15,087,744.00
15,087,744.00
$
$
$
13,285,351.64
13,285,351.64
EXPENSES
$
(4,750.54)
$
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 annualizing
August 31, 2015 year-to-date financial data. The primary purpose for projecting our financial future is to foresee where we
will end up if we continue on our current financial path. We obtained from the agency’s actual financial results from October
2014 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 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 the financial conditions remain
constant. However, we must consider 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.
28
COCC
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
NON 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 OTHER INCOME
$
121,300
$
459,090
$
572,631
TOTAL INCOME
$
1,531,419
$
1,944,508
$
1,827,381
$
1,403,827
$
1,674,832
$
1,760,151
$
-
$
-
$
55
$
-
$
780
$
$
36,910
$
190,436
$
126,262
$
84,888
$
68,843
$
89,209
TOTAL EXPENSES
$
1,525,625
$
1,934,891
$
1,975,677
NET INCOME
$
5,794
$
9,617
$
(148,295)
EXPENSES
-
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
foresee where we will end up if we continue on our current financial path. We obtained from the agency’s actual financial
results from October 2014 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 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 the
financial conditions remain constant. However, we must consider 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.
Page 1 of 1
29
COCC Adopted
2016 Budget
COCC Total Income $1,531,419
COCC Total Expenses $1,525,152
30
Development Activity
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TOTAL PRIOR YEAR CARRYFORWARD
$
901,832
$
390,982
---
TOTAL DEVELOPMENT FEES
$
1,592,499
$
1,989,029
---
$
2,494,331
$
2,380,011
$
1,603,116
$
751,452
$
512,726
$
502,173
$
97,359
$
-
$
18,149
$
12,873
$
-
$
18,269
$
2,289
$
2,080
$
3,262
TOTAL EXPENSES
$
863,973
$
514,806
$
541,853
NET INCOME
$
TOTAL DEVELOPER FEE INCOME
EXPENSES
1,630,358
$
1,865,205
$
1,061,262
NOTE:
The Projected Year-End Results column contains projected year-end revenue, expenses and net income based on annualizing
August 31, 2015 year-to-date financial data. The primary purpose for projecting our financial future is to foresee where we will
end up if we continue on our current financial path. We obtained from the agency’s actual financial results from October 2014 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 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 the financial conditions remain constant. However, we must
consider 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.
Page 1 of 1
31
Development Adopted 2016 Budget
Development Total Income $2,494,331
Development Total Expenses $863,973
32
Community Services
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TOTAL GRANT INCOME
$
184,377
---
---
TOTAL OTHER INCOME
$
113,831
---
---
TOTAL CAPITAL FUND
$
81,700
---
---
TOTAL TRANSFERS IN
$
157,219
---
---
$
537,127
---
---
$
364,623
---
---
$
169,175
---
---
$
3,329
---
---
TOTAL EXPENSES
$
537,127
---
---
NET INCOME
$
---
---
TOTAL INCOME
EXPENSES
-
NOTE:
The newly formed Community Services Department was created in late FY 2015. Therefore, a 2015 budget was not
prepared or adopted.
The “Total Transfers In” represents the supplemental funding resource for the newly formed Community Services
Department. The department is comprised of four positions. They are: Manager, Resident Services Coordinator, ROSS
Coordinator and ROSS PHA/HCV Coordinator. The ROSS Coordinator’s grant covers salary, benefits and expenses; the
ROSS PHA/HCV Coordinator grant covers salary and benefits only. The balance of the salaries and benefits for two
positions, Manager and Resident Service Coordinator will be funded by the AMPs and partnerships; and the expenses for
the two positions plus the ROSS PHA.HCV Coordinator will be charged to the AMPs and HCV accordingly.
33
Page 1 of 1
Community Services Adopted
2016 Budget
Total Community Services Income $ 537,127
Total Community Services Expenses $ 537,127
34
City Programs
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TOTAL OTHER INCOME
$
165,000
$
10,307
$
12,181
TOTAL INCOME
$
165,000
$
10,307
$
12,181
$
164,618
$
10,184
$
5,597
$
123
$
123
$
101
TOTAL EXPENSES
$
164,741
$
10,307
$
5,698
NET INCOME
$
259
EXPENSES
$
6,483
Note:
The FY 2015 budget did not include payroll associated with City Program. Salaries and benefits were paid out of the
COCC where the grant income was recorded for payroll only. The FY 2015 budget represents administrative and general
expenses only. Starting in FY 2016, salaries and benefits will be reflected in the City Program and not in the COCC. The
City Programs budget is designed to break even at the end of the fiscal year.
35
Page 1 of 1
Capital Fund Administration (CF Admin)
Proposed 2016
Budget
Description
Adopted 2015
Budget
Projected Year-End
Results 2015
Revenue & Expenses
INCOME
TOTAL GRANT INCOME
$
76,745.00
---
---
TOTAL INCOME
$
76,745.00
---
---
$
75,716.00
---
---
TOTAL EXPENSES
$
75,716.00
---
---
NET INCOME
$
1,029.00
---
---
EXPENSES
Note: A Fiscal Year 2015 budget was not prepared for Capital Fund Administration. The grant income and associate
salaries and benefits expense was recorded in the COCC. However, for fiscal year 2016, all income and expenses
associated with Capital Fund Administration will be reflected in this separate reporting entity.
36
Page 1 of 1
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 the
delivery of the Agency’s Real Estate Development programs, contracts and activities.
2. Supervises subordinate management; professional, administrative, technical and
construction staff that deliver the department’s programs. Ensures long term (3-5 years)
38
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., Choice
Neighborhoods, bond financing and use of Low-Income Housing Tax Credits.
4. Negotiates and oversees the execution of all documents related to real estate development
deals.
5. Negotiates the business terms of real estate acquisitions and oversees the documentation
of 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 secure
business terms consistent with the Agency’s goals and needs.
8. Conducts due diligence analysis of real estate development opportunities relative to
feasibility, insurance, land, architectural and environmental issues.
9. Monitors construction process and ensures that construction budgets and projects are on
time and on budget.
10. Identifies and solicits financing, grants and funding for low interest affordable housing
construction.
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, and
funds needed for staffing, equipment, materials and supplies. Identify funding source for
all. Approve expenditures and implement budgetary adjustments as judged appropriate
and necessary.
15. As needed, diplomatically resolves sensitive and controversial issues. Advises Chief
Executive Officer, in a timely manner, on necessary actions, problems, or requirements.
16. Assists the Chief Executive Officer with Board of Commissioners relations and
preparation of Board and Sub-committee agenda and reports. Makes verbal reports and
presentations to the Board and other bodies. Prepares resolutions for Commission review
and 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 prepared
to assume the property at the end of construction.
20. Represents the Agency at various community boards, commissions, task forces or other
meetings.
21. Reports directly to the Chief Executive Officer.
22. Be available during Agency business hours to meet client needs, coordinate with coworkers, oversee contract workers, attend face-to-face meetings, and handle day-to-day
operations 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.
39



Knowledge and experience in reading and interpreting Federal, State, and local
regulations and experience in dealing with contractors and vendors.
Knowledge of rehabilitation and new construction processes relevant to multi-family
and 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 conducive
to 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’s
degree or equivalent preferred).
Five (5) years of increasingly responsible administrative and management experience
in the housing/government funding field that demonstrates strong leadership skills
with 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 required
to travel on Housing Authority business.
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 be bondable.
This position may require additional training and travel
Updated 8/15/15
41
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 with
federal, municipal, and community agencies.
2. Identifies appropriate housing for homeless HCV and VASH individuals and families and maintains a
listing 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, laws
and standards.
7. Monitors programs and providers to ensure compliance with the guidelines and regulations in the
Americans with Disability Act (ADA).
8. Coordinates agency and provider’s activities related to, and overall compliance with, any/all housing
and 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 Plan
19. 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 the
position.
QUALIFICATIONS:
42
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.
43
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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 MUST
SUBMIT A DISCLOSURE FORM, AND DRIVER RECORD FORM TO BE CONSIDERED FOR POSITION
FILING DEADLINE 4 pm November 1, 2015
Updated 9/9/15
44

here - Housing Authority of the City of San Buenaventura

Transcription

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