adapted to changing situations that allowed our residents to engage and participate in government. thank you for 3 decades of informing and inspiring and connect the people of san francisco as the voice that >> >> >> >> thank you all for your patience now that the recording has become. welcome to this special meeting of the housing authority

commission. >> may we please call the roll. >> [roll call] >> 2. roll call 3. acknowledgement of the ramaytush ohlone community we shared last night in city hall and it was wonderful to have the cofounders begin with that land ability. i want to mention that before i begin reading that today.

>> acknowledges that we are on the unceded ancestral homeland of the ramaytush ohlone who are the original inhabitants of the san francisco peninsula. as the indigenous stewards of this land, and in accordance with their traditions, the ramaytush ohlone have never ceded, lost, nor forgotten their responsibilities as the caretakers of this place, as well as for all peoples who reside in their traditional territory. as guests, we recognize that we benefit from living and working on their traditional homeland. we wish to pay our respects by acknowledging the ancestors, elders, and relatives of the ramaytush

>> >> let's support our housing goals. >> we are very happy that you are back. and to realize how much you do as a singular person on behalf of the housing authority and hopefully it has not been too wild. >> but we are happy for you and that you have time to spend with your family and new members of your family. >> with that, may we go ahead and take general public comment? >> 5. general public comments note: this portion of the agenda is not intended for debate or discussion with the commission or staff. please simply state your business or the matter you wish the commission or staff to be aware of. it is not appropriate for commissioners to engage in a debate or respond on issues not properly set in a publicly noticed meeting agenda. if you have questions or would like to bring a matter to the commissions' attention, please send your communication via e-mail to sfhapubliccomment@sfha.org.

>> we have public comments. >> good morning, we have an issue going on in our building where we have 25% of our tenants, we have 25 tenants. >> please speak into the mic and also let us know the address of the building. >> the address is 1750 mccallister street. 25% of our building did not receive increase letters from the housing authority in 2023. they are finding out a year later that they now owe back

rent for the increase amount. so somewhere housing authority dropped the ball on these people. >> we'll make sure that housing authority follows up on that. >> thank you. >> absolutely. thank you for coming. >> thank you. >> our next written public comment. public speaker: good morning. i first would like to say that i'm always at the housing authority, being there going there all the time. there is a lady there by the name of danielle, a very nice young lady. there is another lady and i just

met her yesterday. i feel going to the housing authority you should be approachable. even though there is numbers, you should be approachable with a smile what have you even though some days we are having bad days. this young lady was very nice. even though she said some things to me i didn't want to hear, right, but she was polite. my thing now is going to the housing authority and seeing all of these different nationalities, vietnamese, chinese, japanese, these people are unable to speak english. right? so you don't have a translator. so i'm thinking maybe that would be a big help to some of the seniors and the elder people that don't understand what's going on at the housing authority and what to do and where to drop your mail off and get a receipt somewhat showing they dropped their mail there, the proper paperwork there so they can be able to present that

and not have any problems with if they were lost or not. you get what i'm saying? i'm thinking there should be a little system where they shouldn't have to ask for a receipt and should be able to drop off paperwork that is very important. that's what i wanted to say. thank you. >> thank you very much. >> any other general public comment in the room or online? >> we can close general public comment. 6. tenant representative report - city wide council - senior/disabled ("ccsd")/public housing tenants association ("phta") >> i have stephanie online. i saw your hand raised. just unmute yourself.

>> stephanie, online. unmute yourself. public speaker: hello? >> yes, we can hear you. >> hi, everybody. like you heard from mccallister street and last month from rosa parks and hearing about everybody about the multiple paperwork from the housing authority. i did not receive the increase letter last year. somehow it was brought to my attention by the landlord, but i don't think that's happening. when you give your rent check to the manager, they are not comparing it, they are just taking it. i didn't receive a letter just like they are saying at mccallister. when i said that, they did not take my word for it.

there must be a way to check. they gave me another 60 days. i do believe there are people that are not getting notified. i'm worried that it's bigger than just mccallister street. also people are complaining about receiving multiple certification packets. for seniors, it's really stressful to keep getting the package because they thought the service coordinator is helping to send it in and they have to go and find out and it's adding a lot of levels of stress for everybody across the board. the paperwork coming from the housing authority is not good and maybe going back a year. we are really concerned we are not being taken care of. the general consensus when people start talking about the problems with the housing and paperwork, when are you going to drop it

off and get a receipt like she was talking about ahead of it. there should be someone to give you a note that they received it. these others that got their vouchers and moved out and received their notice that the final paperwork had been received and housing authority did nothing and it was lost. that's it. you should look into this especially for the seniors. thank you very much. >> thank you very much for bringing that information to us. it's very clear and helpful. thank you. >> thank you. >> public comment on item 6. public comment on item six is closed. >>

7. chief executive officer report a. mayor's office of housing and community development (mohcd) we do have some slides for their presentation. >> good morning commissioners. i'm dan adams, director. delighted to be here this morning. my role is mostly to bring up my colleague who is going to present this initiative. first off, i really want to appreciate the collaboration that we are having with the housing authority. this is a great example of how we can come together as one city and move forward with new programs, new policies to advance our shared agenda which is to create affordable housing opportunities for our citizens here in san francisco. so very pleased with the collaborative effort that this represents. i'm also pleased to report that

we have submitted an application, rad rent, for the entire allocation that we have here in san francisco. i appreciate mr. wilcox for getting this in. this terminology will make sense to you and the public once william explains how the program works. again, this is a major milestone for us at the collaboration and for us as a city. finally, i want to, also frame this conversation within a reasonable expectation of what this is and an opportunity to increase our portfolio and to

get vouchers at a low cost into our project. the fundraisers on their own are not sufficient to fully subsidize. it doesn't replace our local dollars. our office needs to come up with a form of gap commitments. and the housing authority will need to allocate budget for vouchers. so it extends our resources, but it doesn't fully replace them. for that reason, we are focused on layering the existing source on our pipeline of projects and will allow us to move those more quickly and at greater cost-efficiency but it still takes local money to make it happen. with that, i will pass it off to william and any coordination we may have. thank you. >> thank you, dan. my name is william wilcox, the bond program manager at the

mayor's housing and community development. i lead a number of initiatives. i have a presentation on the subject. if we can queue that. >> every public housing authority in the united states has this amount of fair cost authority and a number that you can have based on the number in the early 90s that was frozen and that number went down through rad or through agreements. if public housing was removed from that number and not those routes, you would have leftover fair cost authority. we have 3367 units of remaining cost authority. that program, if you are

familiar which is deeply under-resourced by the federal government has structural challenges with the way the reserves are managed. and you can take that authority and the new federal program that it came up with years ago converting to a voucher through rad which is a much more stable and long-term source of fund and predictable and layered in with other federal financing sources like the tax credit program which were utilized for our general affordable housing development. >> so, we use it by -- technically building new public housing or -- acquiring new public housing for the proposal and convert it into rad into a normal section 8 housing

assistance program house contract and it just looks like normal section 8 project. the issue, one of the challenges is to know that public housing rents coming in very low. 25-35% mostly of ami. that is lower than we take for operating a property. it various by size of unit. so, you can't really operate it without another source of funds and as part of this, you have to meet all the hud architecture, procurements and financial requirements. but the great thing you can do is provide stable long-term subsidies for our low-income residents. we don't have subsidies, we have

household below ami. if their income fluctuates, we have a set rate in our housing program that don't have subsidy. one of the great things about this is people's income like in public housing and section 8, if it decreases, their rent will decrease and will provide more stable housing and more stable income for the properties and it can also be used to stabilize existing building that might lack subsidy that already serve low-income households. the challenge i mentioned is it's not -- but hud said you can take your section 8 budget, and have reserves from that and take those rents and augment them all the way up to the payment

standard. that allows you not only to meet the needs of the residents and buildings but also leverage a mortgage to help you with the development. that won't take out the whole cost for development and requires this half reserve which is only available somewhat per year. and it does make the buildings more feasible and sets them up in a really good position long-term. that long-term income to re -- capitalize with. there has been three primary components to our current phase of the plan. i have been the past month or so submitting these notice of these fair cost conversion reservation in the hud portal and getting

these notice of approved rad rents from hud. which we had to do to meet the september deadline. it's a pilot program with hud. so we needed to do that before september 30th. those have all been submitted and we are in a good position on that. the next step is to select the initial cohort from the project to move forward with and implement this in. as i mentioned, you can only do this as you have the half reserves to you and the authority has a limited amount per year for an active conversation about what is available and the timeline for that. and then, we'll continue and put back in our new construction pipeline mostly and look for other opportunities and

acquisitions and further along this construction. most of them have a pipeline of 10,000 units. we do have space to use it and we are limited by how much money we have and this is a great help to move this forward and a move forward a more stable project. as i mentioned, this is a pilot program. and i submit all of these narr applications. it doesn't commit to the project but the option to utilize. it does not say we have to use that project, it doesn't say you have to do it next year, it doesn't say you have to put it within the date with a placeholder in it, just the opportunity to do it and with the capital in washington, they told me that we can do a lot of these in the future but even if

we do that, it preserves that ability to move forward. we are not moving with housing authority and this is the only time we can move this opportunity in the future. as i mentioned, you can use the unspent reserves to do this. so we are limited by how much is going, is available per year. and that will sort of guide what we can do in the coming years as long-term. and as i mentioned, this fully covers operating the building and also will cover some debt service which will allow us to use these on most cd gap fundings because without the original bond of $2 million, without that, this will a big help for the city funds for

housing to go further and do more projects to more affordable projects. this is just to explain why this is a really good deal for the housing authority. because you can see on the right is a typical project, the voucher, what it costs out of the housing authority section budget $1178, but if you get it through rad, you get $1,000 and that comes in and reduces the amount that you need to pay for out of your own section 8 budget further leveraging it. you can do 25-30% more units now and the units are not subject to the project. we can if we provide services in one of the rad programs do it to

100% units in the building. it's a way to further the reason the housing authority has and unlocking the previous unusable resource of the fair clause authority. so most of the housing authority is working on the predevelopment phase because hud gets the input on the architecture and you want to do that before the construction drawing is in and get those all in place. we are identifying projects that are in the early stage that can sort of meet this and to meet the timeline aspects of it. and then we'll layer this with a normal low-income housing tax credit for financing that pays about 40-50% of the cost for the housing property.

our own other capital dollars that comes from the general obligation bonds, trust funds, as well as if we need to lock first an operating subsidy, other city subsidies can be put in there and we can leverage private mortgage to further help. >> before you move on, can you remind us what the acronyms are such as rad. >> lihtc, low-income housing tax credit, it is for a variety of reasons, the primary funder of affordable housing in the united states. it is a reagan era program that is very complicated and lost a lot of bank but pays for a project, the subsidy program, that is a subsidy for

people exiting homelessness. it does not pay enough for debt service but does for operating cost of the property and the other is the one where the housing authority pays for vouchers. so i have been submitting projects in the pipeline, this includes a variety of families, senior and permanent supportive housing projects that are in our longstanding pipeline. we are not committed to doing any specific projects but we have this budget where we have a lot of diversity in the projects where out in the sunset, in foresthill, in the mission, in parts of the central city. we have a wide range of different properties that we can fund with these resources in the coming year. as i mentioned, preserve the

opportunity that can be changed. the narr, the application, in order to maximize the number of projects to put this on with fair rad units and we'll be able to rearrange it in the future and want to get maximum flexibility to do that going forward. this is just a time line which we really don't need to get into but it illustrates the complexity of the whole thing. we made it to step one and we submit all of the narr request, and there is 4 more steps to get us to the end of this. and it mostly involves the standard things with hud, very similar to projects which north beach is a hope six project but

we haven't done this. this very long sort of paperwork stuff, but because we are looking for projects to meet this timeline, that's why we are looking early in the predevelopment phase because there is a bit of work to do. >> it can be used for preservation acquisition, and there is additional challenges for income qualifications large low meeting the pta that hud requires. you can't widen hall ways in a building. there is a limit to what you can do with the elevator. so we are going to continue to look at that. and explore with our hud consultants, the visors the housing authority also works with and how we can utilize that to support existing properties as well if that is feasible and an important priority for the city to move forward with. --

>> so overall, this is a new hud program with few examples under way nationally with housing authority. there is one who has done this so far. we are learning, we are shaping this program with hud. and it's a powerful force to fund more project base subsidies to create when you build new affordable housing and with more affordable publicly supported affordable housing. it can also reduce the city subsidy on the capital side with our limited funds that we have. this will help us move this forward and with hud that we applied for before september 30th, will allow to us get this around that otherwise wouldn't be available.

this is a powerful tool that will allow us to create more affordable housing in san francisco and set us up for success for projects. happy to answer questions and thank you very much for your time. >> thank you very much for your presentation. any questions, commissioners? >> i apologize for this question. i'm trying to catch up with all the acronyms. please remind me, you might have said this. what is the september, my two questions. please remind me, what is the september 30th deadline. you also indicated this is a new program, and we and -- are moving forward. why is there something about other entities that are not moving forward. is there

something that they are at pause or they are not as creative or innovative -- if you might just sort of answer those. >> yes, the september 30th deadline which we have met. it was for to be able to use this rent augmentation. we can use the fair cost authority regardless, that was a statutory thing. but the rent augmentation, instead of having that $1,000 rent to be able to use this authority that is something only available up until september 30th currently. it's a pilot program that hud reintroduced it. it's a pilot notice. if we hadn't gotten in these applications, we maybe wouldn't have been able to do it in the continue tocontue to reintroduc future. it's possible that they will that's dependent on what happens

in november. but we have met that deadline. the other reason is there are two sort of things timeline wise. other housing authorities are doing it and they were already able to do it and have a longer timeline to utilize it. only about a year ago, maybe a year 1/2 ago, hud issued this rent augmentation pilot. so people are starting to get out the door. there are other housing authority trying to do this, we are just the one that have done it so far. the city of alameda housing authority, across the water, has a project actively moving forward that's a fair cost deal as well. others moving towards housing authority have done it and i have had a lot of conversations with washington d.c. that have done this already. some other limiting factors and

they have fair cost authority that we have like oakland housing authority has only a few hundred units which is just sort of like a remnant of history of when and how you disposed of any existing public housing. >> thank you. so what i'm hearing is there is a lot of sort of specific, it's not necessarily about the program itself the concerns about but about the situations of various housing authorities and where they are, the details, that sort of determine when and when and how. >> yes, and other people will be doing it. we are at the forefront of planning for some of this. boston housing authority has done planning similarly, and i'm hoping that we get some deals done first too and can set the conversation, but we are really working closely with national leaders in the field to best utilize this. >> thank you. >> any other questions,

commissioners? >> it will be great when there is another opportunity to present on fair quality as we reach future milestones and have time to delve on the issue. individual perspective, we talked about opportunities of investment supported by fair cost to rad, allowing us to free up section 8 allowing us to navigate dollars and free up additional funding for new residents for new sites and new buildings as well and really talking about that from the community perspective and about finding affordable housing and helping through that lens as well. i very much appreciate the diligent process, the overview that you have given. and to remind everyone in the steps it takes to achieve a very

specific subsidy that is beneficial for housing despite all the urgency we might have had around the city to reach these opportunities how complex these steps and processes are. i want to thank you and the mayor and office of housing for doing this proactively and communicating it back to us. thank you so much. >> thank you so much. >> b. plaza east update >> good morning. still morning. i was checking. it's been a long day already.

my name is ron, the director of the company. today we are doing three months at one time. june, july and august. i will try to incorporate all three of those months and be brief at the same time because i know there is a lot to go through. we still are missing a maintenance guy and still use a temp to backfill that until we inquire an employee. two days ago, our assistant manager left. his name is john. a really great member of our team. he moved to another property closer to his house. it was unfortunate. he still works in affordable housing

properties. we are interesting candidates now, people with experience. we are hopeful that we'll have a new team member soon. work order detail. again, we are doing june through august today. and i would like to focus because it's been asked of me on work orders that don't necessarily get finished in the month they were started. in june, we opened 131 work orders and we closed 132. we closed one and remained open a month before. the next month we opened 166 work orders and only closed 152. that left 14 work orders that weren't finished by the end of the month.

that's a very unusual circumstance as normally we finish work orders within two days. that's our average. we have two maintenance team members that went out on personal time right at the end of the month. so the majority of the work orders were finished on the second of the month after. it's reflecting in the august report where we opened 93 but closed 107. at the end of august, all the work orders were closed. you can see on emergency work orders, our time to close an emergency work order varied between 12 hours and 26 1/2 hours. the 26 is kind of an outlier. a refrigerator that wasn't working and we had to order the part. that's why the emergency

work order time is higher than normal. we normally get these work orders done in two days. i know that is a lot of information quickly. any questions? >> thank you for this. when you are having said that conversation with your staff around these numbers, what other types of questions are you asking of them in relationship to the rate of service being provided and the quality of service being provided to the residents and other common themes of concerns that are coming from residents as we are dealing with these issues? >> the first thing i talk to, i want to make sure we prioritize the work orders. we have two buckets, emergency and regular, but that really doesn't tell a story. a normal work order can really affect the quality of life for a resident or can be something

like a unit turn that can take longer. so i go through the work order and look at the repair and what it was and determine how the work priority is done for the work orders. i make sure the work orders that will affect the quality of life will go out first. for example, a door lock that may not work, may not classify as an emergency work order, it is. if your door doesn't lock, we need to go out there right away. i check on things like that. does that answer your question? >> yes, it does. thank you. >> any additional questions? okay. >> the next slide is just the trend. work orders are done these past couple of months. this is basically because a few

months ago we did our unit inspections and we had a large increase. the next slide after that is our unit detail. this is where we talk about >> i'm sorry, sir. >> not at all. back to the unit slide, the unit inspections and the work orders that result out of those unit inspections, talk about that and what it's like coming into those units? >> sure. we do annual unit inspections really twice a year. we do a john stewart annual and oftentimes we do them that we call a preand spire, it's a hud expectation. i can't remember the name of the acronym.

basically it's a health and safety inspection by the federal government and we get a score for that. every year we spend a lot of time preparing for that to make sure our score is as good as possible. >> i'm not asking for this because it seems we are in the right trend right now and thank you for getting us to this point. the changes and management style and service provision which i know is an ongoing process. i want to say thank you because i think it is felt from our perspective. i'm just curious from yours, do you feel that as you are going into units, are you seeing changes that are simple, physical, defects that you need to attend to, or are there additional trainings or services that need to be provided to residents to deal with some of the issues that are resulting in work orders that you have to address, if that makes sense? >> it does and that's a pretty

large question. i will answer it this way. i meant with the tennant council last week, one thing i will ask the tenant council is to give me the opportunity to fix things before it gets escalated to you guys i think because in the past they have felt not heard and things have further escalated. i ask are there any work orders that i need to address because a few months ago, residents were coming to the meetings and i was getting the work orders and responding them for myself and they didn't have anything for me. to me, that's a positive indicator. is there more work to do with resident education, absolutely. at every site, but particularly at quads. one example, residents are

afraid that if they report a work order they will get evicted. that is a typical of affordable housing. residents are afraid if they damage something, and they say they damaged it that we will evict them. or let's say it's an expensive repair, carpet, they spilled bleach on a carpet, they think we are going to evict them for that or charge them $2,000 and require them to pay it right away and nothing can be further from the truths. if we did charge them, we are going to make a payment plan for them that works within their budget and income. but i'm not sure that every single person understand that. so, we continue to do outreach. michael has done meetings where he allows people to come talk about work orders or maintenance needed. i outreach monthly with martha

to talk about the same thing but it's an ongoing struggle. >> anything else. thank you. i don't mean to skip over and i will say it once, thank you for this level of diligence and for following up on this site. anything in terms of mitigation, that may result in education needs for tenants with mold and mildew, education to the tenants? >> i will never say no to more education to the tenants. i think it's great to address this at this time. it's an ongoing issue and needs continued work. >> great, thank you very much. >> just for the housing

authority, in regards to this continued conversation in this area of being able to pilot or catch manners in which we can be a bit more proactive about what is an individual responsibility of taking care of your home, but even myself i would love opportunities to understand educational items around mitigation of mold or pets mitigation as well so i can understand if i was a tenant there, what else i can be doing given the reality of the site, the unit, etc. just something to think about and note as we have further conversation on how we can best serve and support the great work that you have been pursuing on-site. thank you. >> you bet. next up is the unit level detail. i'm going to three months. in june we moved someone in. i reported on that.

in july, household moved out. in september, which is not on this report, we moved someone in. we had two referrals in july. one declined and one decided to move forward with an application. their first interview was august 1st, they were approved to move in august 19th. and i think they just moved in a few days ago because they had to give a notice. that was 19 days from interview to approval from our clients compliance department. this is something we talked about at some length and i wanted to talk about it. 19 days is a great outcome. in the compliance world, there is a lot of people that work and have

a lot of assets and people that have less. this was a pretty easy file. we got them approved in 19 days. that's definitely a win. we have four households that during our inspections we found had some level of mildew or mold and we moved them to hotel units and then we moved them into units that were ready to rent. so you will see in between july and august, we had four units go from vacant and rentable, from 10 units to six, and then we had four units go from vacant and rentable to not ready. that is because we moved four people from units that had some problems into brand new units that were ready to rent. so, that has in some cases, when someone goes for a long time and

they have a lot of belongings, it is easier for a resident to move into a unit that is fresh and ready to go than to try to fix the unit with all of their belongings. it's a most cost-efficient way to keep the unit housed in a habitable unit. >> thank you. >> the very last slide really just shows our move in and move out. i already highlighted the move in in june, september and transfer in july which we just discussed. >> could you please talk about vacant rentable and move in,

move out over the course of that time period. i think there is a connection between those two slides. because if there are, and i'm assuming that on slide 5 or the 25 that is being shown, 6, 12, 11, that number, it is the same number going across, not sort of 12 more each month. it's you had 6 and added 6 to go to 12 and you stayed at the 12 and started renting them and the number went down? >> it's a snapshot. they are not added each month. that's the total of the last day of the month. you look on the bottom, the hotel units, the three in july and the one in august, that's four units. those are the four that were

then subtracted from the vacant and rental and added to the off line or which actually should be called pending units. >> in terms of understanding the full picture, you have a unit that becomes vacant, there is time to remodel it and to find a tenant, and some of them go to hotel units. just trying to understand, then look at the move ins and move outs. there is zero and there is one. so i wonder if there are some missing components to connecting between the number of vacant

units and the number of move ins that occur? >> it's a little complicated but it ties it correctly. >> maybe the slides don't actually demonstrate the nuances, the complexities with the units vacant and move incur. there is so much that occur in the middle to get to that place and wonder if there is any immediate metrix that go from a vacant unit to move in. am i over simplifying this question? >> i don't know i work think at the level that we look at here, i want to give you guys as much information that you want and i want it to be accurate but i don't want to get into the weeds of everything. i want to show you guys the summary generally which is what

i'm attempting to do. and obviously it's not 100 percent success. i go over these numbers each month, to make sure they are accurate. they do tie in together. for example, we had a move in in june which is shown on this slide. if you go back to slide 5, under the occupied units you can see that it goes up by one and then down by one. that's the back story. >> yes, i do want to acknowledge, over the month, i do very much appreciate. i can tell you listen to the feedback and you continue to try to provide the accuracy and the information. we don't want to go too into the weeds and do your work because we know you do a lot of that. i'm just simply trying to tie in

these two pieces of information. it is helpful through your narrative to help me understand so we don't end up with on one slide and the move in and if they don't correlate. i'm trying to have a better understanding of all the pieces and the processes that occur to get to that place which i know there are and i want to acknowledge that. >> this is what i would like to do. i'm going to take this back and hand it to kendra. she helps me make this understandable. these are the slides i was given when i started. there is a lot of ways to do this and we'll look at coming up with a different presentation so we don't have to flip back and forth between the two slides and

show those intermediate steps. >> thank you so much. >> sure. that actually concludes. >> quick question. the move in in june is the same as move out in july? >> no, it was not. thank you. >> thank you. >> that's a great question because if somebody only lives there for 30 days, it's a concern. it was completely unrelated. i like to verbally talk about outreach we do. i have already mentioned i meet with the tenant council every month. we do open office hours for work orders and continue to do community meetings and talked to someone that works there about job opportunities and sent us some applicants for our

maintenance and janitor position. i continue to try to make sure we are open and transparent and available to resident as much as possible. that concludes my report unless you guys have anymore questions. >> no, but thank you very much. i appreciate it. >> you too. >> c. potrero and sunnydale update >> good morning. good afternoon, commissioners. thank you so much for having us here today. i'm camille, service coordinator with consulting, we are at plaza east. for relocation for the month of august, we were able to assist property management with all up-to-date relocation. as far as tenant engagement goes, we

were able to go to santa cruz for residents and able to provide lunch vouchers tickets for all of those who attended and had a charter bus. we were able to have coffee hour for ten residents, able to provide weekly hot meals to 24 families every wednesday on-site in partnership with sfhdc. we were also able to partner with our lovely tenant association for senior programming every tuesday and for our activities that we do for senior programming. they range from bingo to bible study as well as arts and crafts and sewing. after school programming association started august 23rd, that's available from 3:30 p.m. to 5:00 p.m. for the residents on-site. we were also able to provide on-site technology support and

computer literacy assistance with two residents. we were also able to hold community building meetings with our tenant association and their community advocates as well. just to be able to come to an agreement for senior programming, for summer programming and for september preparation as well as going into october as well. we were also able to work with dpr services to get some healing and wellness one-on-one scheduled for residents. as well as being able to assist our property management with residents outreach for the work order meetings to make sure the residents it's a safe environment to make sure we get those work orders in and fixed up for the units. for august, we were able to service over 200 residents on-site with connections,

referrals, different services that we were able to connect them with financing coaching and anger management and substance abuse and more. any questions? >> any questions, commissioners? none. thank you very much. >> thank you. >> item 7 c. >> c. potrero and sunnydale update >> good afternoon commissioners. i would like to make a comment about earlier, we will work on it, we'll figure out what happened. we have been working on those

delays. we had quite a backlog and working on the backlog. as of the end of this month, we are back up to 90% and to make sure no tenants are back and providing subsidies to the tenants. we'll make sure. thank you. sunny dale and

portrero, we will bring you more information. >> thank you. item 7 d. d. chief executive officer general communication >> good afternoon, commissioners. it's afternoon now. for my general communication, i would like to congratulate ms. joyce armstrong from the public housing association for their

recognition at the national alliance of resident services and affordable housing affordable and assistant housing annual resident services and resident leaders conference. we had a wonderful opportunity and supporting them to go through this conversation. ms. armstrong and ms. ganz who serve as president were inducted into their hall of fame. and the certificate read that this honoree with similar values and we have a deep respect and admiration for honorees. please joining us in extending

this recognition to these honorees. with this recognition i would like to congratulate ms. armstrong and ganz and excited to hear this accomplishment with our commissioners. we are looking forward to the continued collaboration and partnership with not just ta but all for betterment of our residents. this concludes my presentation. i'm available for questions. >> >> that concludes the report and open to public comment on item 7. >> hello, my name is melinda. first i want to start out with

saying it. it concerns and saddens me that the people that made presentations didn't stay long enough to hear public comment. that's a concern of mine. thank you, ron. in speaking on what ron presented, i'm in agreement. we had this conversation prior that education is key. and i'm glad that they are trying education. but what one of the pieces of education they should include are landlord tenant laws because if they understand what the landlord's role and what the tenant role is it's much easier because a lot of people are uncomfortable that they are going to be put out. if they know from the onset. it's a lot better. as far as the mayor's office of

housing presentation, my concern with that is using reserve section 8 money. i would prefer that reserve section 8 money would be used to transfer project based vouchers to section 8. so it's like a move up. and that project 8 voucher that goes to section 8 can be filled by somebody that doesn't have a project voucher or living in an sro, something like that. if you move a project voucher to a section 8 voucher, that assist with the argument that we are having about there is not enough housing and building these new units in these historic neighborhoods because with project based vouchers, people can move into homes. my grandmother bought homes for

people that would normally not have the opportunity to live in the home and with section 8 voucher, you can do that. thank you very much. 8. committee report >> if you can provide housing information. there is a place to get on section 8 housing voucher list.

thank you, ma'am. >> we have someone online. >> public speaker: i want to mention about some of the jobs on -- john stewart's website. there has been a job at the presidio, it has been there for four months and no calls back. i have referred people to this position, no response back. when you go to their website, it doesn't state the date that the postings were listed, but i have been watching.

they have been there over four months. i know when i initially first called, it was routed to la. we had to reach back to san francisco. they did offer one young man an interview and there was no information going forward with a response. if we want to help these people live here, we have to have better follow-up. it makes me upset to hear people say they come to the podium and told you all that they are hiring people. we need to keep track of who, when and how. young men in these communities are being sent there and they are not hearing anything back. thank you. >> thank you very much.

>> there are any additional comments? >> we can close public comment on item no. 7. >> committee report. >> the committee resumed. we had three items on the agenda. the first had to do with entering into certain documents with the sunny dale infrastructure llc through pages b and c, hud use agreement, sf project pages 3 and 4 and related documents. the second action item dealt with recent agreements with sunny dale block 7 and 9. the last meeting was on the finance committee regarding the

budget. all three were sent to this body as items in the report. >> thank you, commissioner. >> any public comment? i don't see any. 9. regular business - consent items a. commission special meeting minutes of september 13, 2024 b. resolution of the housing vend -- authority of the city and county of san francisco (the "authority") approving and authorizing the chief executive officer to enter into (1) an option to lease agreement by and between the authority and sunnydale block 7 housing partners, l.p. ("block 7-developer"), in connection with block 7 of phases 1b and 1c of the sunnydale-velasco hope sf project; and (2) an option to lease agreement by and between the authority and sunnydale block 9 housing partners, l.p. ("block 9-developer"), in connection with blocks 7 and 9 of phases 1b and 1c of the sunnydale-velasco hope sf project

would commissioners like to pull any items for discussion? >> no, we move forward. >> we move to public comment. seeing none. >> motion to approve. >> second. >> [roll call] >> thank you, so moved.. >> for item no. 10. >> would commissioners like to move item 10b? >> yes. >> 10. regular business - action items a. resolution of the housing authority of the city and county of san francisco ("authority") approving and authorizing the chief executive officer to enter into certain documents with

sunnydale infrastructure llc, sunnydale phase 3 >> thank you, commissioners. my name is ron logo. >> can we do a slide for this? thank you. >> before we begin. i would like to say thank you for bringing this item for our vote today. thank you very much. >> you're welcome. >> thank you, commission.

we are doing a three part. over the past year we have worked on developing our statement by working on our strength and aspiration for growth. our new mission statement is we advance social quit and growth providing safe and quality affordable housing and as we are closing on that place of becoming a full manager and prior to that, our statement of the housing authority of the city and county of san francisco is to deliver safe and decent housing for low-income households and creating opportunities for residents. you can see how that really sounds today. as you can see families and

individuals are really at the center of everything we are doing and as we continue to transform our organization, we are ensuring as we are thinking carefully for how we are going to do our work and residents city center and how we are going to enact our vision statement to ensuring innovative service to residents. we need to think outside of the box, how we best can use our resources, think outside of the box, how we are communicating and partnering with residents to understand what they need as we continue to do this work. because we know that housing really is a right and when you

have housing when you are stable, there is so much more that you can accomplish in your life . and with that, we want to be a leader and innovative in programming. >> so this slide shows what we are closing now for 2024. we have two main for the program. we receive help from hud which is a fund for any tenant, that are in our program they have to pay towards their rent. the portion is paid by hud. so the $430 million that's the total

funding for 2024. as a correction, this slide, it doesn't really tie to the number. the total is the correct amount for 2024. and to go back, that's the funding that's meant for our operating budget to help us operate this program. in 2024, we received $43.4 million. you can see the breakdown. >> i would like to go back to slide 5 quickly because it's going to get -- i just want to tie in a couple things as it relates to this slide as well

when we talk about ensuring fiscal resiliency and feasibility. what that means is to maximize our budget to ensure the 15,000 people that are already housed under our program and people are housing across our various programs and grow our portfolio of tenant landlord and developers. because more vouchers mean more under income residents to be housed and avoiding homelessness, we need more revenues to help pay for residents. what i can say to this commission, is any dollars that we get to work hard to determine how to best utilize those dollars in providing additional services for residents. again, the other goal when we are talking about being a high

functioning agency and simply mean how do we streamline operations to set the goals for ourselves? how do we streamline our operations to exceed customer service for residents for our property managers and all of our partners that work with us. when we continue to talk about being a leader innovator in programming, we want to look at new ways to expand the way individuals and families access our services and how we can help promote self-sufficiency of our residents and be able to really take advantage of the program that we are building around self-sufficiency. so, to do that, we have to be creative, we have to think outside of the box as we are working as a city family with

our city family partners as well to maximize all resources that are available. >> thank you. if you think about those three main tenants, right, high functioning agency and innovative programming, the question becomes how did you use our 24 revenues if you had funding or administrative fee to actually accomplish the vision, to achieve the mission that we set out of being able to house more residents, being able to sustain them, being able to get them into self-sufficiency. if you take a look at the first section of how we were able to sustain them in a portfolio, we

awarded 2400 vouchers that are project based vouchers. we issued 1072 tenant based vouchers. that really help under income households, give them a lifeline if you will from avoiding homelessness. we leased out 976. we housed 976 in housing voucher program that were awarded by hud. we worked with hud, we worked with the coc, the great partners at the city to lease out the 976 and worked with hud to secure the additional funding to go

beyond this. as long as we did not issue vouchers by the 930 deadline and shared reasonable assumptions with hud, they were willing to approve the additional money for the additional vouchers that we issued. >> for the fiscal, we are working closely with ocd to take advantage of the procuring housing. we have units. we have a plan. as we finalize the initial call, we'll come back to the commission. this is just the initial phase. we will come back to the

commission to present the proposal and get approval and move forward. looking forward to have this. under this high functioning agency, addressing the issue because the way we designed the direct conversion and all we have -- so currently we have over 90 site based. we came up with 6 stream lined wait lest. that will help us and putting those list as needed and we will have a report for you. we started this with the wait

list and hoping to see that. so spending more time in providing this. >> as part of keeping the communication with our partners, we have meetings weekly to discuss inspection issues, other issues. that's in communication. we have on a quarterly basis what we call programmatic and analysis with landlords and making sure both developer have the same information. >> the third leg is how we use

our project to promote people to self-sufficiency. the way we have this chart is the occasion of that. we have our residents talk about it. how her family used the voucher to buy a home. that's what the home ownership program is all about which is to allow the voucher assistance to purchase a home. this leads to self-sufficiency because now you have assets that are working for you as opposed to you working for them. we all know the biggest asset in any portfolio is your home. so this is great to get the independence monetarily or be it the way you feel because now you

own your home. the other programs we are also doing is getting people on tenants to work. we proposed 178,000,000 out of the escrow account and we had 6 graduates from that program that they attended. we will continue to grow that. we applied for and got a grant to hire dedicated program to continue to grow that program. we will talk about our goals in that program in our fy2025 budget. we also secured 17 additional foster new independent initiatives. these initiatives are really to support young kids who leave

foster homes and moving into adulthood and now face the danger of being homeless. so these programs are great. we do get vouchers but these are compared to vouchers where we pursue with hud. the last one is we use a cash reserve in 2024 to invest that money rather than just setting it around and we have an average turnover of 5% for the whole year. what that money does is it really allows us to get greater access to serve tenants. this money is unrestricted and i can serve tenants across the

program. the programs that are restricted can only be used for -- now this money in this portfolio, i can use for these other things. so on this one. >> slide 8, is a slide around tenant based vouchers. with this slide, we wanted to go back in time and drill down to show how much we have done with portfolio over the last four years, and how we have helped increasing number of families, individuals find affordable housing and what the percentage represents are the success rates

that we have achieved over the years, and as you can see we have worked diligently to streamline our operations. that means we have at another time wait list and mandatory by hud and how we are improving in time to lease that and offering services to tenant to grow and double our success rate from where we were in 2021. our goal is we will not stop and we will not go back. while this is a great achievement, we are not satisfied because we know that many more individuals need to be housed and we need to do it at a much faster pace. that is what we continue to work on. looking at ways to reengineer our processes, if you will, drop processes that don't make sense and continue to grow our success rate. if you can talk about the

numbers if you will. >> [inaudible] >> >> [indiscernible by captioner] >> >> >> [away from microphone] >> >> >> >> >> >> we want to make sure -- >> >> >> >> >> >> >> >>

>> >> >> >> we currently are 63, but our goal is to get to 75%. out of three or four to finding housing. we have systems in place and will talk about it more. that will definitely help us going to increase this rate. >> that is the average standard that is 75%. my goal is that it's 100%. what that really means is, it requires a lot of education because there are certain parameters that potential individuals and families need to meet in order to be successful. the more dollars that we are able to put in providing

services around housing search and education around credit and all of these things and figuring out through our city partners as well to move these barriers, it will increase our success rate. >> i would like to ask a clarifying question around that. i see the issues have increased as well as the percentages admitted. if you talk about the goal of 75% or i know you want to achieve 100%, will the issued also increase while the percentage of admitted? are both of those moving because if it continues to increase, there is extra work that has to be done to maintain that 75%. can you help explain the chart a little bit more? >> sure, the more budget we

have. our budget is allocated. we have colors. we on the dais understand that. we have half dollars that can only be spent for housing. so the more individuals and families that we are able to bring in the program, it does increase year over year, the dollar value that we get hopefully depending on what happens at the federal government. so definitely, that 75% or 100% marker, never moves as a goal for us, and the gold post of dollars does move but with that, so does that number of meeting 75% and doing the more work and the more dollars that we have in that area increases our ability to provide more assistance on the housing side and helping and working with partners to remove those barriers. also when we talk about positions that says how many individuals do we really need to help to do that work and to be

effective? and what are the other kinds of things we need to be working on with our city families to help move those barriers and help move this program an along because we are part of that goal to help bring the number of unhoused down in our city along with the mayor's goals. so we will need some of that help where we are doing this together. but having individuals within our own program to work with housing is really important because it's happening all throughout this city and it gets impacted and we need a way to target specific individuals and families who are seeking to have a subsidy to the housing authority.

>> this shows the trend, but this one talks about overall portfolio. the previous slide was for the voucher. this one combines the voucher. and for the hp program. this shows the steady increase to go back to 2015. so you can see there is a further increase and almost able to double it. we started 1050, but with the housing, this program absorbed the units for housing. on top of that, we have been issuing vouchers. so that's a combination of all that, that really expands this to be

included. >> this is my favorite slide. this is the where we have gotten over the year and grown our base 51% over the last five years to $145 million. correct? >> the increase is $145 million. and that really is exciting considering where we have come from. and yet still acknowledging we have much work to do as it relates to winding in those processes and just how crisp we run the program. >> we will end fiscal year year

2025 by having almost a half billion in revenue to serve residents, to house residents. >> this slide shows our position, the racial of how many are in need divided by the available vouchers we have in the portfolio. as of september, we have 93%. the national average, their goal is at 98%, meaning making sure our portfolio will list the housed. we want to start with the goal for next year, we want to move that towards 98%.

>> as we look at our fy2025 revenue, as to what we are getting perhaps in funding and operating subsidies, we'll continue along those three tenants that we talked about earlier as to how do we prioritize our money to help promote the agency's vision and mission. >> we just lost the mic again. >> as you look at those tenants for fy2025, how do we grow the program? right now we have forecasted about 400 households in 2025. the additional funds to do that. our goal as we talked about the

program as having a dedicated coordinator and together we will work to enroll 50 residents into that fss program. we talked about aspirations reaching our 98% and end 2024 at 93%. along the way, we have gold post to align and show we are in the right direction. to achieve the utilization of 95%. additionally, how do we sustain the current residents at the various sites and we are using $5 million of capital money to improve that side. and the investment from using capital funds, from city funds, how much from reserve funds.

to help pay for that. and if you take a look at how do we use our 25 budget to streamline the agency and you heard a lot of people talk about paperwork being lost. by implementing a resident portal, by implementing kiosk, we will automate this stuff, digitize all of this paperwork and we will have that with the housing authority. we will look to modernize our i.t. infrastructure as well as expand the quality assurance program that we have around not only program managers, but also our property managers. to ensure that they are living up to the high standards. and we are obviously through tenant

services and through resiliency and high functioning program to interact with one another. as you take a look at innovative program and upgrading the landlord and engagement and expanding our tenant services, those combinations will help to reduce the time. these are in separate buckets. we talked about the investments, how we can utilize that to expand on the tenant services. and we'll keep talking about the tenant services but to expand, our goal is to grow that investment in 2025 and diversify beyond just the current goals and current issuance that we have today. and that's a very high level as you take a look at the balanced budget from the operating fund. we take a look at our expenses

at a high level about 66% is in administrative expenses, the most being around our contractors who have managed the program. be it the wait list, etc. we have competition obviously for this sfha staff. i want to point out that we have money dedicated about $1.2 million in fiscal year 2025. this really allows us into who we have done in 2025 is really pay down the barriers whereas before in the case of security deposit, a resident had to wait 60 days before they get their deposit and now we are doing that from day one to help release it faster into housing.

we have taken they have off the wait list, but we don't want the leave them hanging. we help them with paying off their utilities that they have in arrears. or help them with renters insurance or grow a portfolio with landlord incentives going on and we also help them once they do get housing with getting essential household items, couches, chairs, etc. like we talked about, while this is the initial support, how do you support them on an ongoing basis. we work with persons and partners to secure funds. so helping with the turkey drive during thanksgiving, to helping with the toy drive during christmas, a backpack give away during school. we continue to expand these initiatives as we go on. so we'll dive into the numbers

of each program. we'll pause here for any questions. >> for the program that you have in 2025 and in support services program, when we come back to show you next month. to do a deep dive. >> can you repeat that? >> we have the program and come back to the commission next month in october and we'll have the presentation of both programs. great, thank you. >> a reminder, you wanted to pause for questions? >> yes. >> commissioners, question at this point? >> thank you for thoughts you put into this presentation and

connection and the mission and the vision of the way you are expanding these funds. looking on slide 6 and 12, can you just explain the correlation between the pie chart and the number above which is the funding because there is a little bit of a gap in the number and is there different funding in there that is not part of the pie chart, or are these two different metrics? >> two sets. >> slide six is 2024 and slide seven is 2025. >> what i mean the funding dollars don't necessarily add up with the pie chart numbers. there is about $14 million that is different. could you just,

unless that was a rounding. >> sorry, in 2024, the correct number is 441. we broke that down by program. we picked up the 2025, the pie chart picked it up. >> got it. >> don't blame me. >> [ laughter ] it's a clarification. thank you. the make-up is similar for the program. that is $394 million. at that time we didn't have a lot of vouchers and only a portion of it. 8 million. now we have for 2025, we have the $30 million for 25. and for 24, 25 -- overall, it's

growing. you have all of those numbers memorize. >> we stayed up to 11:00 last night. >> i have done a few presentations in my time and know there is a lot of work and connection tied to this. you think you have every connection done and there is that one thing. just a quick question. you talk about the investment. will that show in any of in terms of the budget, will that show up the 5%? >> it will show up in the coc funds. it's part of that and as we look to grow that, you will see that as part of the other revenues. >> lastly on slide 13, i really appreciate the tying to the goals. expand quality assurance program. i think you talked about this. it includes the reporting and

the monitoring as well? okay. >> correct. >> on the innovative programming, these different items listed on here, are these in and of itself, this is just a question, not a comment about what you chose, just a question. are these methods by which innovative program occurs? are these the foundations by which innovative programs will occur, or are they themselves the innovative programs? >> so, these are parts that how you really innovative your program and move to the next level. if you think about the landlord portal. we spend a lot of time going back and forth and want to ensure our landlord portal is working in the way intended so

they are able to go in and look at anything we sent them or if they think they are missing it, the lease, those kinds of things. it's like your credit card, right? and my credit card and going into our bank statement and credit statement to being able to see things for yourself without getting the email and so forth. that really helps in time savings, and resolving challenges and issues that might be occurring for landlords where they may say, i didn't get it. if you are able to go into the landlord portal and figure out for yourself with our other things, it really brings down time. it also increases trust in the system, right? so then the landlord outreach and engagement is the same process for how we are going to outreach and engage and continue to build our landlord engagement with us

and being willing to rent their homes and their land and so forth and building to our tenants if you will, and then this continuous expanding tenant services determining what are the gamete of services over time that individuals and families were trying to lease up with our program. what do they mean and what kind of education needs to occur in that around even prior, you are on the wait list. so how can we engage you in looking at where is your credit score, where is this, where is that and start doing some of that proactive work as well so people are ready. so those things, we are aren't doing those things and those things aren't necessarily being done at other housing authorities to potential tenants or residents that are on our

wait list and waiting to be pulled. for growing our investment, it's allowing us to payoff certain things we need to, but the other thing we can take those dollars that are unrestricted, that are what we call it? when we, the reserves when we get an investment. the yield? when we have that yield it's unrestricted and we can invest it back into our residents and that's exciting because we can give more and we can meet them where they are and help them to continue to move forward. that's really important because the more people that we are able to help move on their journey, the more individuals that we are able to bring into the program. >> i remember that slide. i remember the slide. do you want to stay flat or do

this? we want to do this. that's a great slide. i think what i'm hearing and really appreciate is really taking and looking at the experience and really thinking about what is the landlord experience and how do we improve that. what is the tenant experience and how do we increase and enhance the experience of our tenants. i really appreciate that. >> and commissioners, i want to take this back to this high functioning agency and expand that box for quality assurance program. as we have been really working towards being fiscally sound and working on processes well, and now, we know we are fiscally sound and we know where our dollars are and we have an investment plan and continue to do that work, but we are also starting to sift our attention even more about how we are expanding our ability to really

dig deep with our contractors because that is what's going to help us have excellent customer service where we can exceed in the service and we must do that. because that is the success of our tenant, that is the success of our landlords. and that box is really important in 25 for us. >> i want to elaborate on what tonya said about expanding services. we put out a notice that we were so handcuffed before on how to use our tenant services and only for security deposit. as the notice come out and utilizing the service to pay for household items, we started using that for tenant service to take advantage of that. the other is the local grants

that hud issued and we applied for it and able to go out and secure these vouchers, able to secure these grants for our dedicated coordinator. that's how we look at when we think about innovative program and what we can do to continuously grow the money that we get from hud to serve our residents. >> great. any other comments from commissioners? >> okay. >> just two comments from me. on the intersecting slide on the authority and mission for residents, can we see that on screen please? thank you very

much. >> great. we talk a little bit about being a leader innovative program and discuss fiscal resilience and sustainability. focusing on being a high functioning agency, i just wanted to make sure we were going to be talking about or still diving into how we are taking a one city approach and ensuring the thing of high functioning agency meaning expanding how strong our partnerships are with the city to help realize our collective goals for more affordable housing in san francisco, and leveraging our collective resources in doing so as a high functioning agency. and secondly, those contractors and vendors that ensure we are managing the tools and resources

in place that allow us to drive into ensuring that we can be a high functioning agency in relation to direct customer service taking place, the operations and complications of their end that can rise up when that coordination is not taking place between ourselves, our vendors, our sister city departments and of course those property management companies on-site such as the ones we are hearing from today. making sure we are hearing that one out loud as well. secondly, when will we return to this item, it will be good to hear instead of schedule for how we are making progress on a quarterly basis towards the goals that have been outlined here today. it's wonderful to see these metrics in place and see these goals that we have, and as we reach them, as we move closer towards them, that really leads

us towards this success we are looking to foster, curate and create. it would be successful to set up that timeline and come back to see this and learning about the progress you are making and to see the daily issues that you face. >> we have scheduled out on a quarterly basis and we can give you. we literally have a schedule of all the different types of topics that would come before you that is on schedule on a quarterly basis and just to comment back on that circle. as it relates to to high performing. we literally were going to talk about at the very end talk about positions needed and those shared services that we are

working through and hoping to leverage as we continue to do our work as a player in housing individuals in our city. and what it takes for us to do that to continue the move forward in keeping our families at the center along with our city family viewing that and being that high functioning agency. >> thank you very much. >> i very much appreciate the presentation today and what you have covered so far. thank you. >> thank you. >> we should probably go through the numbers. it should be quick. >> obviously for each program, and this is again the operating and administrative feed that we get from hud to run the district program. this is in line for every program we run a balanced budget. to give you a quick idea of the increase we see in administrative fees. we talk about the unit month lease increasing, we talked

about the unit rate and prorate increasing and these are based on 2024 numbers. we won't have the 2025 numbers until march. it's likely that these numbers can go down but our basis is to use what we get from hud for 2024. you see the occupancy rate at 92%. and this is what we also take a look at increase in compensation expenses which is twofold. one we are adding additional staff into housing voucher program, but too, also since we issued all the vouchers for the ehe program, the amount of work being done by our current staff on that reduces. as part of the allocation plan, we have allocated more percentage of their time and obviously their compensation to the hev program as opposed to

the atv program. the only other point for discussion for the expenses for the revenue increases. and on administrative expenses. it truly, the biggest bucket of revenue there is again the program managers that we have to run our program and as pointed out early on, we are an asset manager. so that's our goal. we hire has to contractors to manage our asset program and properties and the services that we have there. >> next slide on the emergency housing voucher. please stop me if you have any questions. i will just keep going. >> again, in emergency housing

voucher increase every year through unit rate increases, the revenue is a one time fee that we have to help in coordination with homelessness and supportive housing to help place tenants into housing. we have security fees, utility fees, those expenses. that was a one time fee to help them get into their house. that is no longer given to us by hud. for ongoing expense, we have about $500,000 for that expense. avenue we have other revenues and expenses offset by the increase in i.t. expenses. >> you will see the management

and bookkeeping fee. the management and bookkeeping fee, the other revenues is actually where you will see the ground lease that we get from north beach that we have in there, and also their return on investments. we'll also be booked into other revenues. on the expense side, we had three additional staff that are in the back office, central operating, that we get that we office. on the hope six slide, the pass through on 100% to east and north beach, and i will let tonya talk about the additional funding. >> we can go to the next slide

20. >> so we wanted to about the operating budget, one of the six. outside of the operating -- that was mentioned in the previous slide. the funding from hud and plaza on a monthly basis. we also conducting $400,000 a year on services by approval by the commission by reinvesting. so, the rfp went out in july for fiscal planning that consist with our proposal. so we published it this week so it's out again.

we are hoping this time is more to the other two have more best interest that we have been getting. we will continue that process. outside of the services we are putting on an annual basis to cover the entrance cost which is growing to 150,000 to $800,000. we have provided 800,000 in the past two years and the operating budget, and we are addressing this and missing this year and

in cooperation with the city is also going to contribute, total $7 million to be part of some of the plaza and outside of this pool of money, on a yearly basis to complete this program. that's been also on vacant units. >> the next program is public housing for the properties located at sunny dale. we'll get these moneys for three years after we lead the

properties and that will go significantly down and then get 25 percent. i believe this revenue represents 30% of the second year. the revenue is pretty stable. that is the annual promissory note from the various ground leases that we have for the other thousand properties and the expenses, all the money that we get in public housing to be invested to payoff about $14 million at the end of the fiscal year. >> on the main program for disabled people over the last year, we started about 167 units

being occupied, we moved that closer to 200 about 85% utilization and will continue to do some work around the mainstream to continue to increase that utilization number. the allocation of expenses for mainstream and for the next slide, we have very stable based on the cost allocation plan. the second to last slide this is a combination on the different programs that we run. on the last slide we'll talk about the -- >> to really help us achieve the

goal, we are requesting five positions. we obtained that from the city before. this year we are asking for staff positions. two for i.t., we are listing i.t. for our system and also as the team is growing and also our contractor and to be on-site. this is supporting more users and to have staff to be able to provide services not only to the user but also the tenant and landlord to make sure they have all the tools they need. part of this request is to add two staff. to be really helping us strengthen our q and a process. that's part of the goal we have this year.

we want to be doing more on the program to be more involved in the process for cvr and making sure we meet all the requirements. one more position, which is to help with currently this team is doing this site and with the plaza and also plaza is helping pretty much with that investment being involved in there and putting on progress and the cost on all the work with the plaza and making sure we meet the timeline. and for the actual person not in

our budget but to have that from the city partners. >> we are in conversations as commissioners around additional positions around additional support so that we are able to continue the move forward and to be able to to look at the perspective as part of the cause in the will as it relates to housing so we do need the support from a funding perspective for having positions and being able to have the level of competency that we are speaking for in certain types of staff especially as it comes to our information technology cio. it's very important. it's a very competitive field, not one that the housing authority itself can pay for because of

the cost of someone in that field and type of expertise that we need. as we have been -- matriculating from the city and we have to keep this separate. and because of the different programs that we are managing and having to ensure that every unit that we have out there is in a particular system in a particular way that has congruency to how we pay our

bills. so having the right i.t. infrastructure along with the right i.t. personnel is extremely important and we are no different than any other agency searching for those individuals and having to pay for that cost for personnel. along with that, our housing services and being able to actually hire for that at some point in time increase as you can see our portfolio has increased over the last five years by $159 million. that's significant. and we intend on that continuing to grow. we want to get to that 75 to that 100% rate, we are going to have to increase who is helping us to do that and specifically for those individuals who have access and the right and have

qualified for our program. so, again, we also analytical staff that we need because as we have learned, our data has improved significantly over time and we need to be able to have data driven decisions. these portions are extremely important as well as finally having a deputy position. as great as the team is, everyone is stretched and my hands are only so big and i can only do so much by myself along with them and we need to be able to hire a qualified deputy who can really get in there and help move the needle and getting the details to allow me to do this things that are needed to on a global perspective to be able to have the bandwidth and mindset without having to come up to a

breath to deal with what's at the top. everything we are asking for is essential. it's not an i just would like to have it. it's not a wish list. we are a lean organization and being respectful of our resources and using it to our highest -- >> there are items in the budget that are not accounted for it, the intent is present and the approval for the budget there are still some contingencies that need to be resolved with the city for certain positions as part of it, but everything else is covered, correct? >> correct. the five positions that you see here that we haven't put a dollar value, we need those and we don't have the dollars. >> in terms of the approval of the budget to be sure we are noting that as well as part of the process, but the remainder of the budget is intact, it's those positions that we have

pending questions on. >> yes. >> all right. >> do you know that approximate dollar value of that? >> no. >> okay. >> questions? >> no further questions. thank you for the presentation. thank you for the due diligence and preparing this for the hearing and covering all the individual items. the only other comment i have is just making use of the success in a more streamline manner for the authority and getting the news out there proactively around what is new, what is innovative, and also what has been accomplished through a lean organizational team in relationship to additional resources for the authority, and also as we talk about each of the budget items in the future, and we come back on these quarterly basis and being able to talk about how those various specific budget allocations have

added up to the goals that we are seeking progress towards. >> thank you. >> thank you commissioners for taking the time to meeting with me and providing feedback. that's really helpful for the process and we were able to cover this. thanks to the team and the members. >> thank you very much. >> we'll be working on this budget for more than two months. thank the committee too. >> we know we have a lot on the plate but we have spent a lot of time on this. >> kudos to the small but mighty staff for all they do. >> all right. thank you. >> do we have any further questions on this item?

>> no. >> great. we can open for public comment. >> we do have someone online. >> hillani, same as before. unmute yourself, please. >> hi, public speaker: hi, i just wanted to say i'm happy to hear about the home ownership program. i'm happy for that there are vouchers for people to be able to purchase a home. i need to be sure that they are with the housing authority and community development and programs and making sure they are going through classes. i know the housing authority has classes and to go to classes through home ownership and they need a priority status. if they are going to be able to buy a home in san francisco,

they need to have a priority status. there are a list of statuses that the mayor's office of housing to give certain vouchers priority, this will make the dream actually work. i have seen buyers buy with funding, but in a lottery base. but with priority funding, they can be ready through the classes and when that opens up, they can have a priority. i think also having i feel when i hear about the housing authority for tenants, i know with the non-profit development, they have a portal and tenants within the housing authority, they need their own portal as well to keep track of information. sometimes they see them handling a lot of paperwork.

we are in the 21st essentially and a lot of this should be automated in a portal so you can see whenever you want. thank you. >> thank you. >> any additional public comment? all right. seeing none. may we take a vote, please isn't that >> motion for approval. >> second. >> thank you. [roll call] >> so moved.. >> our last action item no. 10a. >> 10. regular business - action items a. resolution of the housing authority of the city and county of san francisco ("authority") approving and authorizing the chief executive officer to enter into certain documents with sunnydale infrastructure llc, sunnydale phase 3 infrastructure llc, sfha housing corporation, and the city and county of san francisco (as applicable), related tothe construction of certain infrastructure improvements for phases 1b and 1c of the sunnydle velasco hope sf project, including (1) an infrastructure ground lease, an u.s. department of housing and urban development ("hud") use agreement, a hud partial release of declaration(s) of trust, and certain subordination agreements; and (2) final

subdivision map 12077 sunnydale hope sf project: pid 12077-phases 3&4 and related documents including certain easements, offer(s) of dedication, quitclaim deeds, declaration of restrictions and a construction license agreement for three transition connector streets >> good afternoon, outside counsel for the housing authority. i'm going to present the staff report on this item. staff is requesting the board approved certain documents related to the sunny dale phase 1a and 1c.

and we have a person who will provide an update. there is two levels, the conveyance document for this phase, and that also includes the infrastructure ground lease, the hud use agreement, the partial release of a hud declaration of trust and construction license agreement and subordination agreement. that is the hud housing authority document. the other major area is dealing with the final subdivision. as you are aware, this area, the road and the infrastructure is being completely redone, and the developer has made an application to the city and county of san francisco for a final subdivision map. so in connection with the subdivision map, there are certain documents that have to

be approved. the infrastructure improvement will include utility improvements, parks and open space and by the affiliate of emergency housing. the improvement will include once they are completed, once the public infrastructure, this will include 200% affordable housing development which are block 7 and block 8, two market rate sites and two open space areas. this includes a short-term ground lease, a ground lease that gives the developer the right to go onto the property to construct and once approved by the city, that ground lease. and in connection with that, because hud has jurisdiction over the housing authority property, we have to get the approval for these documents.

and the city in connection with approving the final subdivision map have imposed certain requirements of the developer, the housing authority also has to also approve these documents. i know your package has approximately 28 documents in it. but we had in the staff report the assembly of those documents. in addition, we have a representative clarence murphy who will give a presentation and overview of this project and update. >> thank you. >> hi, commissioners, thank you for having me, claire murphy, office of housing development. i will be presenting some slides around what we are currently working on and as far as what we

have completed to date for the project which is being developed by emergency housing and related. this is the agenda. next slide. this is the development plan at full build-out after all phases are completed. right now shown in green was the phase recently completed which includes buildings 3a and 3b that are now known as the amani and anaya building. shown in orange highlight is the next phase that we are bringing forward documents today known as phase 3 or phase 1b, 1c, 3c. previously completed projects under the first phase, 1a 1a 2 completed homes in 2021 and

which is outside of the sunny dale footprint and was developed earlier. the current phase of infrastructure phase 1 a 3 completed four acres of grading street utility improvements as well as readied the block development for 3a, 3b shown at the bottom of the screen, and the hub project which just received its tcl which we finished and had a ceremony and also has a space that replaces the center space with the admin building which will be run by mercy housing community life team. this is just a photo of the anaya building.

scaffolding has come down. this is an overview of what we are including in the amani and anay a project. we hope to open this in 2025. they have 70 units, two bedrooms, three bedrooms, four bedrooms. community serving spaces including community lounge, management offices, register court yards and open space pedestrian area which is between the two buildings. it also includes ground floor commercial which we are doing community engagement to hopefully bring in retail from the community to these spaces. here is additional detail on the ground floor commercial spaces. they are small commercial spaces

that we hope to provide for non-profits as well as what the community shared with us or desired. there will also be a space pretty substantial size space for the department of health wellness center and as well as an early childhood education center which will be operated by the felton institute and resource center housed by the strong families. the hub space, we can just go through these slides. the rendering of the hub space. we welcome the commissioners to come towards it. this is the living room space, multipurpose space, boys and girls club classroom spaces, and

this is the rec's center being developed and will open up a gymnasium and currently under construction. the rendering of the entrance and the gymnasium. the next phase of infrastructure which is highlighted in red and orange here, it's known as phase 3. it includes the build-out of the west access road which is a privately owned and maintained temporary road that will provide continuity between sunny dale as we are working on the new alignment of that street for legacy buildings and vehicular traffic as well as muni that is under construction currently and should be completed at the end of november.

will also under phase 3 rebuilding, sunny dale, to the 300 block will be providing new roads and utilities and prepping block 7 and 9 which will be 100% affordable projects, market parcels a 8 and ab for future development and will provide a new linear bike path. this is a rendering of what it will look like after phase 3 is complete. in green is the open space of blocks in blue at the bottom of the screen is the market rate blocks and in the salmon color is the affordable housing block.

seven and nine. these are facts about block seven and nine. we hope to start construction on these in april to june of next year. block seven will include 89 affordable homes. most are providing gap financing and basic award and is planned to have 67 project based vouchers. block nine, which is being led by related and city gap funding and vouchers. >> phase 1a 3, also documents included in this package around the acceptance. these are some facts around 183 which was just completed and they are moving forward for acceptance of the public right of way areas by the city.

any questions? >> yes. thank you very much. >> can you go back to the previous slide? >> yes. >> and just go over the approvals for today. >> this is just would be the proposed approvals for 1a 3 infrastructure. so acceptance offers of improvements -- the phase 1a 3 was approved by the commission and will be changes because when they went out, theve it will be

accepted. because the exact -- that you authorized last year, it has to be brought back and for the improvements to be accepted by the city that have been completed. that's why these documents are being brought back to you for that phase. >> thank you. commissioners, any questions on this item? >> no, thank you for your leadership and making sure that this integral part of sf has been able to move forward. i know there have been so many conversations with housing authority staff and leadership to really drive this forward. i want to say thank you to you, the staff and mercy and to outgoing president. thank you. >> public comment for item