Proposed SAHA Fiscal Year 2009-2010

Consolidated Budget

SAHA FY 2010 Priorities: Responsibility, Performance and Transparency Engage in a Board Led Strategic Planning Process

Conduct and complete independent assessments and develop effective internal control systems to meet accountability and transparency goals

Harness partnerships to respond to housing needs of SAHA communities

Expand community economic development efforts in a coordinated manner Youth and Adult Educational and Employment Services Community and Social Services

Launch enhanced staff performance evaluation system and professional development activities

Collaborate with other Public Housing Agencies for Best Practices

Budget Process December 2008 - Staffing Plans made available to SAHA Departments

January 2009 - Staff budget training and data entry

February 2009 Operating Budgets reviewed by Finance Operating Budgets finalized by Management staff

March 2009 Analysis of Operating Budgets by Management Staff Staffing Plans presented to Executive Management team

April 2009 Budget review by Management Staff Departmental performance goals and budget presentations to CEO

May 2009 Budget Revisions and Preparation of Board Packet Budget Workshop for Board of Commissioners held on May 20, 2009 Finance Committee Review on May 26, 2009

June 2009 - Consolidated budgets presented to Board for consideration and approval

July 2009 - Budgets Implemented

Financial Assumptions & Principles

Higher Funding for Housing Assistance Programs Public Housing: Higher Operating Subsidy funding (4%) due to inflation + new

units Section 8: Housing Assistance funding increased by 16%, from $67M to $78M Non-Profit Portfolio: Higher rental revenue (9.2%) due to increased leasing

Increases in Operating Expenses Salaries and Benefits: 2% COLA + 1% Merit + Werling Study Insurance costs up by 10% Utilities costs up by 6% due to inflation + increased consumption Creation of additional Central Office Cost Units

Compliance and Process Improvement Facilities and Construction Services

Business Units Must Operate at Breakeven or Better

Budgets Should Be Aligned to Meet Performance Goals

Proposed Consolidated Budget

$168.4 Million

Section 852%

Public Housing19%

Non-Profit11%

Capital Funds8%

Central Off ice9%

Real Estate1%

Proposed Consolidated Sources and Uses

Sources: $168.4

Capital Funds Grants8%

Central Office Management Fees7%

Section 8 Revenue51%

Other Tenant Revenue1%

Interest Income Revenue1%

Rental Income15%

Public Housing Subsidy12%

Non-Profit Grants1%

Miscellaneous Revenue4% Uses: $168.4

Salaries & Benefits18%

Other/ExtraOrdinary3%

Repair & Maint.6%

Utilities5%

Management Fees7%

Reserve3%

CFP Transfer4%

Interest/Insurance4%

Admin. Expenses5%

Sec. 8 HAP Expense45%

Proposed Operating Sources and Uses

Sources: $63 Million

Section 8 Admin

Fee 13%

Rental Income 43%

Other Tenant Revenue

2%

Public Housing Subsidy

32%

Miscellaneous Revenue

10%

Uses: $63 Million

Repair & Maint15%

Utilities12%

Insurance4%

Other15%

Salaries & Benefits

47%

Reserves7%

Operating Expenses by Line of Business

Central Office Cost Center (24%)

Compliance & Process Improvement 6%

Prorated Front Line Costs 13%

Fee For Service 20%

Property Management 10%

TNT Administration 6%

Finance and Accounting 13%

Human Resources 7%

Executive 10%

Other 15%

Section 89%

Non-Profit16%

Real Estate3%

Central Office24%

Reserves7%

Public Housing41%

Top 10 Budget Expenses

Account Category 2009 Annualized   2010 Budget Difference

Salaries & Benefits $ 26,013,187 1 $ 29,368,214 13%

Electricity 3,204,031   3,495,407 9% 2

Water 2,243,337   2,359,723 5%

Lawn Services 1,124,553   1,164,031 4%

Sewer 1,112,890   1,149,493 3%

Consulting Fees 1,648,073   1,125,998 -32%

Property Insurance 1,042,754   1,085,079 4%

Protective Services 1,029,038   1,065,969 4%

Solid Waste Disposal 1,007,256   1,023,727 2%

Unit Make Ready 879,974   922,644 5%         

         

1 Lower annualized figure due to vacant positions      

2 Higher costs related to inflation and additional units      

SAHA Housing ProgramsIndividuals and Families Served

ProgramAvailable

UnitsCurrently Utilized

Percentage Utilized

Total Population

Served

Section 8 * 12,788 11,841 93% 34,665

Public Housing 6,048 5,882 97% 14,159

Non-Profit 2,774 2,375 86% 7,490

Affordable Housing Partnerships 3,449 3,173 92% 9,312

Total 25,059 23,271 92% 65,626

SAHA brings $122 Million in federal funding to the local economy to provide housing assistance to over 65,626 children, adults, and senior citizens.

* Includes HCV & Special Programs

Real Estate Services Performance Goals

ProjectCouncil District

Total Units

Tax Credit Units

Public Housing

Units

Market Rate Units Completion Date

Total Development Costs (In Millions)

Pre-Development Pipeline

Sutton I 2 194 137 49 8

Closed - May, 15, 2009Completion - August

2010 $ 24

Converse Ranch II (Acq.) County 104 0 21 83 Closing -

May 30, 2009 8

The Mirabella 7 172 172 0 0Closing -

September 2009 20

San Juan Square III 5 32 25 7 0Closing -

October 2009 6

Medio Springs County 252 200 0 52Closing -May 2010 21

Construction Pipeline

Artisan at San Pedro Creek 5 252 252 0 0 March 2010 28

Durango Midrise 1 245 12 49 184 June 2010 36

San Juan Square II 5 144 90 48 6 February 2010 17

Artisan Park Phase 2B 1 98 0 26 72 Pending Bank Approval 26

Total   1,493 888 200 405   $ 186

Complete Utility Upgrade Contracts by November 2009 for Alazan, Lincoln, Wheatley and Cassiano

Capital Fund - Obligate 100% 2007 CFP by September 2009 Complete Blanco Remediation Contract by September 2009 Complete Multiple Shingle Roofing Contracts by March 2010 Complete Multiple Modified Roofing Contracts by March 2010

Responsibly Administer Stimulus Funds on Approved Projects Obligate 100% of funds by March 2010 Expend 60% of funds by March 2011

Compete for Stimulus Funding Competitive Round

Construction Services Performance Goals