SAHA Strategic Plan 2020-2025

SAHA 2025
IMPACT AND INNOVATION PLAN
DRAFT FOR PUBLIC COMMENT: FEBRUARY 21, 2020

DRAFT SUBMITTED TO HUD FOR APPROVAL: TO BE SUBMITTED APRIL 15, 2020
FINAL SUBMITTED TO HUD:
APPROVED BY HUD:
DRAFT

TABLE OF CONTENTS
EXECUTIVE SUMMARY 4
LETTER FROM CHAIR / PRESIDENT & CEO 5
GENERAL AGENCY INFORMATION 6

ABOUT SAHA 7
WHO WE SERVE 7
SAHA 2025 AT A GLANCE 9
SAHA 2025 10

SUMMARY 10
GUIDING PRINCIPLES AND STATEMENTS 11
NAVIGATION 2025 12
SAHA staff respect and value diversity and inclusion (S.3.1) 13
SAHA staff thrive in career and professional work (S.4.2) 14
A supply of affordable quality units exist in sufficient quantities for SAHA Clients (C.2.1) 16
SAHA clients live in quality affordable housing (C.2.2) 18
SAHA Clients feel safe (C.2.4) 20
SAHA Clients have access to sufficient utilities (C.2.3) 23
MONITORING PERFORMANCE 25
COMMUNITY IMPACT 26
IMPLEMENTATION 2021 28
ALIGNMENT WITH OTHER PLANS 30

ANNUAL BUDGET PLAN 31
ANNUAL MTW PLAN 33
PLANNING FRAMEWORK: THEORY OF CHANGE 36
RESEARCH AND LEARNING AGENDA 41
STRATEGIC PLAN UPDATE PROCESS 43
APPENDICES 44
APPENDIX A: HUD INFORMATION REPORTING REQUIREMENTS 45
APPENDIX B: RESOLUTIONS AND CERTIFICATIONS 128
APPENDIX C: PROPOSED PROGRAM IMPLEMENTATION POLICY CHANGES 129
APPENDIX D: ASSET MANAGEMENT PLAN 138
APPENDIX E: THIRD-PARTY LEASE AGREEMENTS 155
APPENDIX F: OVERVIEW OF SAHA HOUSING PROGRAMS 156

STRATEGIC PLAN BACK TO TOP
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APPENDIX G: OVERVIEW OF SAHA RESIDENT PROGRAMS 159
APPENDIX H: OVERVIEW OF SAHA DEMOGRAPHICS 161
APPENDIX I: HISTORY AND BACKGROUND 168

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EXECUTIVE SUMMARY
Outline for draft

● What is SAHA 2025?
○ Agency’s five-year strategic plan
○ Includes first-year (2021) implementation detail and 2021 MTW Plan

● Key elements of SAHA 2025
○ Six 2025 outcomes, each with a designated implementation team
○ Performance indicators
○ Community impact indicators

● Timeline
○ February - April: public engagement
○ April: submission to HUD
○ May - June: Final drafting
○ July: start implementation

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LETTER FROM CHAIR / PRESIDENT & CEO

Placeholder for draft

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GENERAL AGENCY INFORMATION

SAHA BOARD OF COMMISSIONERS
Dr. Ana “Cha” Guzman, Chair
Jessica Weaver, Vice Chair
Charles Clack
Jo-Anne Kaplan
Olga Kauffman
Sofia A. Lopez
Ruth Rodriguez

SAHA PRESIDENT AND CHIEF EXECUTIVE OFFICER
David Nisivoccia

SAHA EXECUTIVE LEADERSHIP
Tim Alcott, Development Services and Neighborhood Revitalization Officer
Ed Hinojosa, Chief Financial Officer
Brandee Perez, Chief Operating Officer
Muriel Rhoder, Chief Administrative Officer

SAHA SENIOR TEAM
Jo Ana Alvarado, Director of Innovative Technology
Kristi Baird, Director of Beacon Communities
Diana Kollodziej Fiedler, Director of Finance and Accounting
Domingo Ibarra, Director of Security
Aiyana Longoria, Director of Internal Audit / Interim Director of Community Development
Initiatives
Hector Martinez, Director of Construction Services & Sustainability
Richard Milk, Director of Policy and Planning
Steve Morando, Director of Procurement and General Services
Michael Reyes, Director of Communications and Public Affairs
Lorraine Robles, Director of Development Services and Neighborhood Revitalization
Janie Rodriguez, Director of Human Resources
Thomas R. Roth, Director of Asset Management

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ABOUT SAHA
Since 1937, the San Antonio Housing Authority (SAHA) has committed more than 80 years to
building and maintaining affordable housing for the residents of San Antonio. The Agency is
committed to creating dynamic communities where people thrive. SAHA is one of only 39 public
housing authorities throughout the nation with the Moving-to-Work designation from the U.S.
Department of Housing and Urban Development. This designation provides agencies with
administrative and programmatic flexibilities to test innovative, locally-designed housing and
self-sufficiency strategies.

As a compassionate agency, SAHA understands safe and quality affordable housing is the
foundation of success, and has the privilege of managing nearing 70 public housing
communities, 46 mixed-income apartment complexes, and administering nearly 14,000 rental
vouchers throughout San Antonio -- providing housing to 65,000 children, adults, and seniors
throughout San Antonio.

SAHA empowers and equips families to improve their quality of life and achieve economic
stability through the Agency’s commitment of funding for resources such as education,
employment and job training, with the direct involvement of local partners. SAHA is the stepping
stone for many families who are working to become self-sufficient and ultimately achieve their
dreams of homeownership, and we believe they can.

The Agency employs more than 525 individuals, with an annual operating budget of $186
million, and real estate assets valued at over $500 million. We are committed to creating
dynamic communities where people thrive and hold ourselves accountable to spur economic
growth through the awarding of local contractors with housing development projects, obtaining
real estate and administering rental subsidies with private property owners.

WHO WE SERVE
SAHA provides housing services to the San Antonio community through Public Housing,
Assisted Housing and mixed income housing programs -- reaching approximately 24,000
households or 10% of San Antonio’s renter households (see Appendix F for more details on
SAHA’s housing programs and Appendix G for more details on resident service programs).

Approximately 19,000 out of 24,000 (80%) households served by the Agency are receiving
housing assistance from one of the Agency’s federal housing programs. Of the nearly 50,000
people in these 19,000 households, forty-eight percent (48%) are under the age of 18 years old
while eleven percent (11%) are over the age of 62 years old. Adult heads of households are
majority older (62 years or older) and/ or disabled (53%). The average household size is 2.5 and
median household income approximately $10,000 per year -- 97% of households have income
at or below 50% area median income. The typical household receives housing assistance for 6.6
years.

Since 2012, demographics of these households have changed. Today, the Agency is serving a
slightly higher proportion of older adults (+2.92%) and fewer children (-3.18%). In addition, the
proportion of work-able households has decreased (-3.37%), median household income has
decreased (-$780, FY14 to FY19), and the length of time in our programs has increased (+1.1
years). While these trends are not surprising given the national, state, and local socioeconomic

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trends and general trends in those served by housing programs funded by HUD, the changes
do warrant a closer look to ensure the Agency is able to adapt housing and resident services
programs to meet the needs of who we are currently serving and who is in need of our services.
(See Appendix H for more demographics)

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SAHA 2025 AT A GLANCE

Vision: Create dynamic communities where people thrive

Mission: Provide quality affordable housing that is well-integrated into the fabric of
neighborhoods and serves as a foundation to improve lives and advance resident
independence

Impact Statement: San Antonio Area has a high quality of life where all are thriving

Staff-related 2025 Outcomes
SAHA Staff respect and value 5-year SAHA staff thrive in career and 5-year
diversity and inclusion target TBD professional work target TBD
Strategies TBD TBD Strategies TBD TBD

Client-related 2025 Outcomes
A supply of affordable quality 5-year SAHA clients live in quality 5-year

units exist in sufficient quantities target TBD affordable housing target TBD
for SAHA Clients
SAHA Clients have access to 5-year SAHA Clients feel safe 5-year
sufficient utilities target TBD target TBD

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SAHA 2025

SUMMARY

The 2025 Strategic Plan describes the agency’s priorities for the next five years. It also
describes how those priorities connect to a shared understanding of the environment in which
the agency works (theory of change), the impact of the agency’s work on the broader
community, questions that are critical to research, and annual implementation strategies.

The document is divided into sections that focus on distinct aspects of the agency’s priorities
and performance:

1. Guiding principles and statements
2. Navigation 2025
3. Monitoring Performance
4. Community Impact
5. Research Agenda
6. Implementation 2021

Additional sections and appendices provide background information, planning timelines to date,
and proposed update schedules. The document appendices include HUD 50900
documentation as well as other information that might be of interest and / or required by policy
or regulation.

Key terms:
● Outcome: a statement that describes an end state that must be achieved prior to
achieving the agency’s desired long-term impact
● Indicator: Quantifiable measure of success, such as “Total number of all households
served”
● Target: Specific indicator value, such as “27,646”

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GUIDING PRINCIPLES AND STATEMENTS

Vision : Create dynamic communities where people thrive.
Mission : The San Antonio Housing Authority Provides quality affordable housing that is well
integrated into the fabric of neighborhoods and serves as a foundation to improve lives and
advance resident independence.
Impact Statemen t: San Antonio Area has a high quality of life where all are thriving

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NAVIGATION 2025

This section of the strategic plan focuses on priority 2025 outcomes for two key populations,
SAHA Clients and SAHA Staff. Six outcomes have been identified as high priorities for the years
2020-2025:
● Two Staff-focused outcomes

○ SAHA staff respect and value diversity and inclusion
○ SAHA staff thrive in career and professional work

● Four Client-focused outcomes
○ A supply of affordable quality units exist in sufficient quantities for SAHA Clients
○ SAHA clients live in quality affordable housing
○ SAHA Clients feel safe
○ SAHA Clients have access to sufficient utilities

This section provides more detail on each of these six outcomes. This detail is drawn from a
series of planning workshops that took place from April to July 2019, where Senior Team staff
developed outcome statements describing the agency’s work in the context of each level of the
Maslow hierarchy (see Planning Framework: Theory of Change section below). For each
outcome statement, staff were then were asked to brainstorm, discuss, and prioritize the
following:

● Rationale: Why is this outcome important?
● Barriers to achieving this outcome
● Assumptions about outcomes, populations, processes, etc.
● Preconditions: conditions that need to be achieved before outcome can be realized
● Interventions: identify existing, as well as perceived necessity for new interventions

During work sessions in January 2020, the Senior Team developed additional ideas regarding
potential indicators and potential strategies for the six priority outcomes.

All the information listed here, plus additional context, will be easily accessible from an online
Navigation Dashboard.

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SAHA staff respect and value diversity and inclusion (S.3.1)

Why is it important to achieve this outcome?
● Diversity makes for stronger environments
● The ability to accept individuals who are different reduces isolation, loneliness, and
hatred
● When you respect inclusion you are more open to change and non-judgemental
● Respecting individuals who are different leads to happiness
● Respecting and valuing diversity and inclusion is critical to staff meeting their social
needs

Preconditions
Two preconditions were identified for this outcome:

● Environment and social norms actively promote a staff culture of inclusiveness (S.3.1.1)
● SAHA Staff seek opportunities to meet people who are different than them (S.3.1.2)

What we know from research and best practice
TBD

Potential Indicators
● # and % of staff that feel included & informed in decision making (survey question)
● # and % of staff that feel they are part of the strategic plan (survey question)
● # and % of staff that feel respected by colleagues and supervisors (survey question)
● Performance review scores related to staff ’s respectful behavior towards others (clients
and colleagues)
● # and % of staff that exceed expectation on proposed new performance goal “staff
respect & value diversity and inclusion”
● SAHA workforce demographic closely correlates to SA workforce or population on key
demographic characteristics
● Retention rates

Potential Strategies
TBD

Data considerations
TBD

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SAHA staff thrive in career and professional work (S.4.2)

● Thriving in career and professional work provides economic stability for households
● Thriving in career and professional work allows for professional growth and personal
satisfaction
● Thriving in career and professional work is critical to staff meeting their needs for esteem
and accomplishment

Preconditions
The main preconditions necessary for residents to thrive in career and professional work
include:

● SAHA staff have sufficient, adequate, and equitable access to childcare (S.4.2.1)
● SAHA staff is adaptable to changing workforce landscape (S.4.2.2)
● SAHA workforce is diverse and equitable (S.4.2.3)
● SAHA workforce is safe and ethical (S.4.2.4)
● SAHA staff desire professional growth (S.4.2.6)
● SAHA staff have sufficient, adequate, and equitable access to job opportunities that pay
a living wage (S.4.2.7)

● The greatest contributors to employee job satisfaction are respectful treatment of all
employees at all levels, compensation, trust, job security, and opportunities to use skills
and abilities at work.1
● Compensation, flexibility, and benefits are the top reasons why employees stay at their
current organization. Top reasons for leaving include compensation, benefits, and job
security.2
● Paycheck to Paycheck annual analysis continues to show the gap between wages and
what is needed to afford housing in our community.3
● Young people and families of color who represent the future of the US workforce are
facing increased wealth inequality.4
● From 1980 to 2015, the local wages of low- and middle-wage workers have stagnated
or declined while only top earners have seen rising wages.5
● In 2015, the local median wage for workers of color was $7 less than the median wage
for white workers.6
● In 2015 among all full-time workers, the local median wage for males was $19 per hour
while it was $17 per hour for females.7
1
https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Documents/2017-Employee-Job-S
atisfaction-and-Engagement-Executive-Summary.pdf
2
Ibid.
3
https://www.nhc.org/paycheck-to-paycheck/
4
http://nationalequityatlas.org/data-summaries/San_Antonio%2C_TX_Metro_Area
5
Ibid.
6
Ibid.
7
Ibid.

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● According to a recent report, the Status of Women in San Antonio, There are many areas
where women lag behind men in San Antonio as well as behind women in Austin, Dallas,
and Houston.8

● # / % of involuntary terminations (decrease)
● # / % of opportunities available to staff to pursue education, certifications, and
promotions
● # / % of staff reporting in survey that they have:
○ A high level of job satisfaction
○ A meaningful job
○ A sense that their job is making an impact
○ A fulfilling job
○ A high level of satisfaction with work environment
○ A high level of satisfaction with job benefits
○ A high level of satisfaction with opportunities to grow their career with SAHA
○ A high level of satisfaction with opportunities to grow their skills and abilities at
SAHA
○ A high level of satisfaction with treatment of all employes at all levels
○ A high level of satisfaction with with relationship with their supervisor
○ A manageable level of work stress
○ A high level of job security
○ A high level of support by their supervisor, director, and agency
○ A low risk of overload or burnout
● # / % Job vacancies (decrease)
● # / % call-ins and leave w/out pay (decrease)
● # / % of staff completing business acumen and succession training (increase)
● Net promoter score: likelihood that employees are to promote the agency as a great
place to work
● Retention rates and Turnover rates, in the context of analysis of exit reasons

● Research how HUD & other PHAs provide bonuses
● Implement Learning Management System (LMS) to track data regarding educational
growth plans
● Job satisfaction survey
● Provide self-care resources

Data considerations
TBD
8
http://www.sanantonio.gov/Portals/0/Files/health/News/Reports/StatusOfWomen/StatusOfWomen-Full.pdf

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A supply of affordable quality units exist in sufficient quantities for SAHA Clients (C.2.1)

● Currently, there is an imbalance between supply of housing affordable to low-income
households and demand at those same levels
● Households need housing that they can pay for, while still having money left over for
other necessities like food, transportation, and health care
● The existence of a sufficient supply of affordable quality units is critical to meeting clients’
stability and security needs
● The existence of a sufficient supply of affordable quality units is a precondition to
achieving the outcome that clients live in quality affordable homes
● According to Enterprise Community Partners and FrameWorks Institute: “Our zip
codes—the places where we live—shouldn’t determine the trajectory of our lives. The
ideal of justice for all means that people should have an equal opportunity to make the
most of their potential, no matter where they come from.… Right now, our housing system
isn’t fair. There are entire areas without homes that can be rented or bought at
reasonable prices…. The situation is getting worse as rents and home prices steadily rise
while incomes stagnate. These differences between places end up creating huge
advantages for some people and real disadvantages for others.”9

Preconditions
Several levels of preconditions were identified for this outcome. Immediate preconditions are:
● Supply of SAHA portfolio exists in sufficient quantities for SAHA clients (C.2.1.1)
● Development incentives are equitable (C.2.1.2)
● Supply of voucher landlords exists in sufficient quantities for SAHA clients (C.2.1.3)
● For-sale affordable housing exists in sufficient quantities for SAHA clients (C.2.1.4)

Second-level preconditions are:
● SAHA portfolio accommodates growing proportion of older adult SAHA clients (C.2.1.1.1)
● SAHA has the capacity to build and acquire more units for SAHA clients (C.2.1.1.2)
● SAHA portfolio is able to meet increased demand for housing assistance through 2025
(C.2.1.1.3)
● Low-income households are accepted by housing providers (C.2.1.3.1)

Third-level preconditions are:
● Supply of vouchers exist in sufficient quantities for SAHA clients (C.2.1.1.2.1)
● SAHA has the resources to build more units for SAHA clients (C.2.1.1.2.2)

● Housing is unaffordable due to a combination of the following factors:
○ income is too low compared to the cost of housing
○ for-profit developers generally don’t respond to demand for housing for
lower-income households
○ certain types of government regulation raise production costs and reduce the
overall supply of all types of housing
9
http://frameworksinstitute.org/assets/files/housing/enterprise_housing_playbook.pdf

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○ insufficient government funding for housing subsidy10

● The Housing Task Force completed an analysis showing the gap of affordable housing
in San Antonio is greatest at the <30% AMI level11
● Vouchers are not accessing all neighborhoods in our community - specifically
neighborhoods to the north.12
● The highest concentrations of apartments affordable to 30% AMI households are west of
downtown, inside loop 410.13
● Currently, SAHA is serving approximately 2,000 vouchers at its partnerships and beacon
developments. This could be the result of the inability to access other private rentals, the
lack of landlord participation, and/or the availability of units in specific geographic
locations.14
● New residential development outside Loop 410 poses an accessibility challenge to
low-income households. New peripheral residential development requires the building
of roads, utilities, schools, and other associated infrastructure. Without transit access this
new development could be inaccessible to low-income households.15
● There are multiple strategies that should be balanced to meet affordable housing needs
including:
○ Preserve existing dedicated affordable housing units
○ Create new dedicated affordable housing units
○ Protect against displacement
○ Promote affordability by reducing barriers to new supply
○ Help households access and afford private-market homes
○ Improve existing poor housing conditions16

● # / % of quality units, by location and by affordability to target AMI households
○ Of those, # / % of units owned/managed by SAHA
○ # / % of units leased to voucher holders (proxy for voucher acceptance)
● Waitlist trends toward zero
● # / % of 30%, 50%, 60%, 80%, 120% market units being developed
● # of Adaptive Reuse projects of commercial/ non traditional assets

TBD

Data considerations
TBD
10
LocalHousingSolutions.org
11
https://www.sanantonio.gov/Portals/0/Files/HousingPolicy/Resources/SA-HousingPolicyFramework.pdf
12
U.S. Department of Housing and Urban Development (HUD). Housing Choice Vouchers by Tract.
https://services.arcgis.com/VTyQ9soqVukalItT/ArcGIS/rest/services/Housing_Choice_Vouchers_by_Tract/Featur
eServer/0
13
PolicyMap, Census, and HUD. Percent of all two-bedroom rental units that are likely affordable for a 4-person
family earning 30% of AMI between 2013-2017. PolicyMap. www.policymap.com
14
SAHA analysis
15
ESRI. USA Development RIsk. https://www.arcgis.com/home/item.html?id=6d53dbb57c984e91a473a0c4b50c0714
16
https://www.localhousingsolutions.org/act/housing-policy-library/

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SAHA clients live in quality affordable housing (C.2.2)

● Housing is a basic need and human right, as such everyone deserves to live in a quality,
affordable home17
● Affordable housing is a challenge today -- there is a shortage of affordable housing and
the issue continues to worsen18
● Studies show that living in stable affordable housing is an important social determinant
of a person’s health19
● Living in quality affordable housing is critical to clients meeting their stability and security
needs
● Living in quality affordable housing is a precondition to achieving the outcome “clients
have sufficient utilities”
● Living in quality affordable housing is a precondition to achieving the outcome “clients
are able to age in place”

Preconditions
In order for clients to live in quality, affordable homes the following preconditions must be
addressed. Immediate preconditions are:

● SAHA clients have reasonable access to transportation (C.2.2.1)
● Tenant screening / eligibility requirements for SAHA clients are reasonable, inclusive and
equitable (C.2.2.2)
● SAHA clients' Homes are free of hazardous materials (C.2.2.3)
● SAHA clients' Homes are well maintained (C.2.2.4)
● SAHA clients' Homes have low maintenance requirements (C.2.2.5)
● Community acknowledges and embraces the value of affordable housing and SAHA
clients (C.2.2.6)
● SAHA clients on fixed incomes can access affordable housing options (C.2.2.7)

● SAHA portfolio receives sufficient investment to be well-maintained (C.2.2.4.1)
● Maintenance program [for SAHA clients' units] is robust and comprehensive (C.2.2.4.2)

● SAHA serves between 23,000 and 24,000 households at any given time20
● There are over 77,000 households on SAHA’s federal housing programs waitlists21
● The backlog of public housing maintenance needs and the insecure nature of Federal
funding threatens the long-term sustainability of the public housing portfolio
● Nearly 25% of San Antonio renters spend more than half of their income on housing. 22
17
https://nlihc.org/sites/default/files/AG-2018/Ch01-S06_Housing-Human-Right_2018.pdf
18
https://www.sanantonio.gov/Portals/0/Files/HousingPolicy/Resources/SA-HousingPolicyFramework.pdf
19
https://www.nhc.org/publication-category/health/
20
SAHA administrative data
21
See Appendix A, Section 2 Operating Information
22
Census. Estimated percent of all renters who are severely cost burdened, between 2014-2018. PolicyMap.
https://plcy.mp/bBw3Zj0

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DRAFT
● Housing that is high quality and affordable is not evenly distributed through our city.
○ In San Antonio, 4% of renter-occupied units have two or more physical or
financial conditions (housing quality deficiencies). Areas with higher rates (7%+)
are scattered throughout the City but concentrated inside Loop 410. 23
○ The highest concentrations of apartments affordable to 30% AMI households are
west of downtown, inside loop 410.24
○ There are some areas of town with more than 25% of housing units inside 100-yr
and 500-yr flood plains25

● # / % of clients living in high quality units
● # / % of clients are spending 30% or less on housing costs (cost burden)
● Clients score at least 4 (Building Capacity) on a modified housing domain26
● $ Invested in Capital Improvements
● # / % of staff reporting in survey that they have:
○ A high level of satisfaction in the quality and affordability of their units
● Time to complete Work Orders (decrease)
● Number of work orders overall (decrease)
● Number of work order callbacks (decrease)
● # of units / properties by BSAG level
● Indoor Air quality index
● Average age of units (decrease)
● Number of pest complaints (decrease)

● Replace low quality and/or unaffordable housing with new housing units.
● Prioritize the development of new quality affordable housing units
● Adopt Crime prevention through environmental design (CPTED) strategies
● Survey residents more closely, and create additional feedback opportunities
● Develop strategies to address maintenance staffing shortages
● Use combination of SAHA maintenance staff and third-party contractors to reduce the
time it takes to make a unit ready for occupancy
● Address environmental issues in existing units
● Increase Preventative Maintenance Projects

Data considerations
TBD
23
Census. Estimated percent of renter-occupied housing units with two or more selected physical or financial
conditions, between 2014-2018. PolicyMap. https://plcy.mp/TCdq9R7
24
PolicyMap, Census, and HUD. Percent of all two-bedroom rental units that are likely affordable for a 4-person
family earning 30% of AMI between 2013-2017. PolicyMap. www.policymap.com
25
NYU Furman Center. Share of housing units in the 100- and 500-year floodplains. National Housing
Preservation Database, U.S. Census Bureau, U.S. Federal Emergency Management Agency, NYU Furman
Center. https://furmancenter.org/floodzonedata/map
26
LifeWorks Self-Sufficiency Matrix

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DRAFT

SAHA Clients feel safe (C.2.4)

● All individuals and families have the right to grow and age in a healthy and secure
environment, free of violence, abuse, and crime27
● Feeling secure in one’s social and physical environment can lead to ongoing
participation in work, leisure and educational opportunities, and ultimately a positive state
of well-being and high quality of life.28
● Feeling safe may be an indicator of safety
● Feeling safe is critical to meeting stability and security needs
● Feeling safe is a precondition to clients being able to age in place

Preconditions
Several levels of preconditions were identified for this outcome. Immediate outcomes are:

● SAHA clients feel safe in their neighborhood (C.2.4.1)
● SAHA clients feel safe in their units (C.2.4.2)
● Vulnerable SAHA client populations (incl. Seniors) feel safe (C.2.4.3)
● SAHA clients are engaged with community (C.2.4.4)
● SAHA clients' property managers have active relationship with Police that builds trust
(C.2.4.5)
● SAHA clients have active relationship with Police that builds trust (C.2.4.6)
● SAHA clients have realistic assessments of security (C.2.4.7)

● SAHA clients live in Neighborhoods that are safe enough for casual regular physical
activity (C.2.4.1.1)
● SAHA clients know their neighbors (C.2.4.2.1)
● SAHA portfolio has appropriate security systems (C.2.4.2.2)
● SAHA clients' Homes are safe by design / designed with safety in mind (C.2.4.2.3)
● SAHA clients' Homes incorporate appropriate life / safety systems (C.2.4.2.4)
● SAHA clients use Media (incl. social media) to communicate possible danger without
creating excessive fear (C.2.4.7.1)
● SAHA clients 'see' the better, improved security presence (C.2.4.7.2)

Third-level preconditions are:
● SAHA clients' Children can play outdoors with minimal concern (C.2.4.1.1.1)
● SAHA clients know their property managers (C.2.4.2.1.1)

27
https://www.sanantonio.gov/Portals/0/Files/health/News/Reports/CHIP-2017.pdf
https://www.safecommunities.org.nz/
28
Ibid.

2020–2025 20

DRAFT

● We know that the occurrence of calls and incidents varies among SAHA properties and
city neighborhoods and that specific properties have more challenges than others.29
● Tillyer and Walter (2018) studied crime at SAHA’s housing developments and found:
○ Security and design features can reduce violent, drug, and property crimes in
housing developments.
○ Housing developments located in areas of high concentrated disadvantage have
high levels of violent, drug, and property crime.
○ Abandoned buildings and retail/shopping in the surrounding neighborhood are
associated with higher levels of drug crimes in the housing development.
○ Disorder interacts with neighborhood concentrated disadvantage to increase
levels of violent, drug, and property crime at housing developments.30
● According to MetroHealth: “Considering that poverty is one of the core components that
shapes and determines a community’s safety, and that crime and traffic fatalities can both
represent community safety and be a symptom of poverty, we will aim to make Bexar
County safer by addressing both poverty and its symptoms. It is by resolving issues
related to poverty and other systemic root causes that we may begin to alleviate
problems of violence.”31
○ Root causes of safety issues can include:
■ Lack of, or insufficient, educational and economic opportunities
■ Lack of quality infrastructure and places with community character that
enhance safety and livability and moves beyond providing only minimum
safety standards
■ History of trauma (e.g., intergenerational, adverse childhood events, from
violence)32

● # / % of safety complaints (decrease)
● # / % of clients reporting in survey that they:
○ feel safe in home
○ Feel safe in property
○ Feel safe in neighborhood
○ Feel safe getting to and from daily destinations (school, work, etc.)
● Arrest records
● Violent, property, and quality of life incident counts inside properties
● Violent, property, and quality of life incident counts outside properties in immediate
neighborhoods
● Ancillary uses near properties
● Abandoned buildings near properties
● %/#s clients trained for safety
● Clients score 5 (empowered) on a modified safety domain33

29
SAHA Social Data Reporting and SAPD Dashboard
30
Tillyer, M. and Watler, R. (2018). Low-Income Housing and Crime: The Influence of Housing Development and
Neighborhood Characteristics. Crime & Delinquency. DOI: 0.1177/0011128718794185
31
https://www.sanantonio.gov/Portals/0/Files/health/News/Reports/CHIP-2017.pdf
32
Ibid.
33

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● Adopt Crime Prevention through Environmental Design (CPTED) strategies

Data considerations
TBD

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SAHA Clients have access to sufficient utilities (C.2.3)

● Utilities are part of what makes a home “high quality”.
● Some utilities are required for habitation.
● Utilities are directly related to quality of life conditions, including: heating and cooling,
cooking, hygiene, maintaining safe and healthy conditions34
● Access to high-speed internet is now a utility need.35
● Having access to sufficient utilities is critical to meeting clients’ stability and security needs

Preconditions
● This outcome has another 5-year outcome as its one precondition:
○ SAHA Clients live in quality affordable housing (C.2.2)

● Low-income households experience higher energy burdens than the average
households36
● The cost of heating or cooling for low-income households is three times more expensive
than for households at other income levels-- paying more per sqft37
● According to HUD: “Information technology has transformed the way we communicate,
learn, and conduct business. As we become more reliant on the Internet to search for
jobs and manage so many aspects of daily living, it is imperative that we connect our
nation’s most vulnerable citizens to this vital technology.”
○ One in four households in San Antonio do not have access to the internet. 38
○ The majority of SAHA properties are located in neighborhoods where relatively
more households have no internet access39

● # / % of clients with active gas, electricity, and water accounts
● # / % of clients with connection to high speed internet
● # / % of clients who score at least 3 (safe) on a modified housing domain40
● # / % of clients reporting in survey that they are afraid of losing utilities
● # / % of evictions associated with utilities (PH)
● EPC reduction in utility consumption

34
Drehobl, A. and Ross, L. (2016). Lifting the High Energy Burden in America’s Largest Cities: How Energy
Efficiency Can Improve Low Income and Underserved Communities. American Council for an Energy-Efficient
Economy. http://www.aceee.org/sites/default/files/publications/researchreports/u1602.pdf
35
https://connecthome.hud.gov/about/digital-divide/
36
Drehobl, A. and Ross, L. (2016). Lifting the High ENergy Burden in America’s Largest Cities: How Energy
Efficiency Can Improve Low Income and Underserved Communities. American Council for an Energy-Efficient
Economy. http://www.aceee.org/sites/default/files/publications/researchreports/u1602.pdf
37
Ibid.
38
https://digitalinclusionsa.org/
39
SAHA Analysis of SA Internet Connectivity accessed on https://digitalinclusionsa.org/
40

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● Partner with third-parties for utility assistance

Data considerations
TBD

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MONITORING PERFORMANCE
This section describes indicators of performance that are important to the agency. Some of
these indicators track the agency's commitment to high levels of operational and financial
performance. Other indicators monitor client outcomes in several existing programs. Indicators
are organized here by category for ease of presentation. An online monitoring dashboard on
the SAHA website provides live indicator updates.
Category Indicator Description
Operations Total Households Served Measure of total households served by all SAHA housing
programs
Agency-wide Utilization Measure of occupancy and utilization of all SAHA housing
units and vouchers
MTW Baseline Compliance Measure of Agency’s compliance with Moving to Work
requirements for MTW households served
Waiting List Households Measure of demand for SAHA housing assistance
Units acquired or built Measure of the number of units the Agency has acquired or
built
Affordable units acquired or built Measure of the number of units affordable for households at
80% or below that the Agency has acquired or built
Units of Housing Preserved Measure of the number of units the Agency has preserved
through capital improvement investments
Offline Units Measure of units offline and not habitable
Financial Debt-to-equity ratio Measure of financial strength
Current ratio Measure of liquidity
People Positive program exits Measure of the number of households exiting a federal
housing program for a positive reason (ie, can afford rent
without housing subsidy or purchased a home)
Earned income of adults working Measures the median earnings of adults in a federal housing
full-time program who are working full-time
Employment Rate Measures the rate of full-time employment for adults in a
federal housing program who are working full-time
Extremely Low Income Households Measures the percent of households with household income
at or below thirty percent (30%) of area median income

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COMMUNITY IMPACT

This section describes how the agency’s work impacts the community at large.

Impact is conceptualized at three levels: neighborhood, local economy, and social. The Agency
makes significant investments in the community and is committed to ensuring those investments
are helping to achieve our vision of creating dynamic communities where people thrive. The
Agency is exploring adopting a series of indicators to measure its impact on San Antonio
neighborhoods.

Below is a summary of possible indicators to be used to quantify the Agency’s impact on our
local community.
Neighborhood Impact
The Agency recognizes the importance of those living and working at its housing developments
and those served by its voucher housing programs to be integrated into the physical, social, and
economic fabric of the neighborhood and the broader community. Below are the indicators
being considered:
● Neighbor satisfaction
● Neighboring property value appreciation
Local economy Impact

The Agency recognizes that affordable housing makes vital contributions to our local economy.
Drawing on economic theory, initial investments in housing creates a ripple, or multiplier effect
throughout our local, state, and national economies. Below are the indicators being considered 41:
● Jobs created by developing affordable housing
● Jobs created by affordable housing operations
● Additional jobs created elsewhere in the economy for every job created by development
affordable housing
● Additional jobs created elsewhere in the economy for every job created by affordable
housing operations
● Additional dollars produced elsewhere in the economy for every dollar spent on
developing affordable housing
● Additional dollars produced elsewhere in the economy for every dollar spent on
operating affordable housing
● Additional dollars earned by workers in other sectors for every dollar earned by a
person employed by affordable housing
● Impact on local economy of:
○ Dollars distributed annually to private property owners through rental subsidies
○ Contract awards
○ Section 3 hires/awards
Social Impact
The Agency is exploring adopting a series of indicators that estimate the social value of its
investments in affordable housing. The indicators are proxy measures that monetize the value of
subsidized rental housing on discretionary income and human health. Research shows that
41
SAHA is exploring the feasibility of adopting IMPLAN (IMpact analysis for PLANning), an input-output impact
modeling system. For more information about IMPLAN, visit https://www.implan.com/

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affordable housing can be a remedy for food insecurity, a “vaccine” for homeless populations,
and enables households to move to healthier locations. Below are the indicators being
considered 42:

● Income Boosts from Affordable Housing
● Buying a Healthy Location: How Affordable Housing in Low-Poverty Areas Generates
Positive Diabetes and Obesity Outcomes
● Lifetime Earnings Boost from Accessing Low-Poverty Neighborhoods
● Affordable Housing as a Remedy for Food Insecurity
● Housing as a Vaccine: Improved Health Outcomes and Medical Cost Savings from
Permanent Supportive Housing for the Homeless
● Healthier Commutes: Equitable Transit-Oriented Development as a Strategy to Increase
Physical Activity and Boost Health.

The Community Impact Dashboard will showcase this information, plus additional context and
timelines, online through SAHA’s website.

42
SAHA is considering the adoption of LIIF’s Social Impact Calculator 2.0 to model social impact. For more
information about the Social Impact Calculator 2.0, visit https://www.liifund.org/calculator/

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IMPLEMENTATION 2021

This section is in draft form. As of February 21, 2020, when this document is being released for
public comment, implementation teams are still being defined. As their work is accomplished in
the months of March and April, this section will be updated to reflect the details of FY 2021
implementation strategies.

The five-year outcomes described in the Navigation section of this plan are achieved one year at
a time. Working backwards from 2025 targets, annual strategies and tactics are developed for
each fiscal year and then deployed by specialized teams.

Annual implementation plans for each key outcome will be drafted starting with FY 2021. Each
implementation plan will detail short-term strategies, tactics, targets, and milestones. Plans are
developed by teams composed of leadership sponsors, Senior Team leads, and subject matter
experts and resources from inside and outside the agency.

Progress is reviewed on both quarterly and annual bases. Quarterly scorecards and team
reports are presented at quarterly senior team work sessions, providing opportunities to discuss
whether actuals are on track to meet annual targets and, if necessary, which mid-course
corrections might be most effective. At the end of each fiscal year, the review shifts to the longer
term: Are actuals on track to meet 2025 targets? Do annual targets need to be set or adjusted?
Are there new priority areas on which to focus?

Dashboards
Progress can also be tracked through a series of online dashboards. At least three dashboards
are envisioned, each one corresponding to one section of the strategic plan. The Navigation
dashboard will provide up-to-date information regarding the six priority outcomes for 2025.
The Monitoring dashboard will track changes to important performance indicators. The
Community Impact dashboard will provide the latest estimates of the agency’s impact on the
community at large.

These online dashboards are proposed to be integrated into a larger online data portal that will
provide key indicators in an interactive dashboard. The portal will feature comprehensive
documentation on the Agency’s strategic plan including historical trends, narrative context, and
links to additional information.

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Data governance
In order to ensure the timeliness and reliability of the strategic plan dashboards and the agency
data portal, FY 2021 will see a focused effort to strengthen data governance and data integrity.
The agency also recognizes the importance of data governance to supporting data-informed
policy and project decisions. Below is a summary of key activities and investments the agency is
committed to:

● Establish organizational bodies to develop and implement the data governance program
○ Data Governance Council
○ Data owners, data stewards, data producers, and data consumers
● Develop data governance policies
○ Goals, Governance Indicators of Success, and Funding Strategies
○ Data Rules and Definitions
○ Decision Rights, Accountabilities, Controls
● Develop key processes and operating parameters
○ Proactive, Reactive, and Ongoing Data Governance Processes
● Align strategic data and technology investments

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ALIGNMENT WITH OTHER PLANS

This section describes how key agency policy and plan
documents align with the Strategic Plan.

The table below provides an overview, while the following
sections specifically highlight how the annual budget plan
and MTW plan align with the Strategic Plan.

Key Policy and Plan Purpose
Documents
Strategic Plan (5-YR) The Strategic Plan is the overarching plan document that provides a
comprehensive guide to the Agency’s strategic policy priorities over a
five year period -- serving as a guide to all other Agency plan and policy
documents.
Annual Annual implementation plans for each key of the six five-year strategic
Implementation Plan outcomes detail short-term strategies, tactics, targets, and milestones.
Plans are developed by teams composed of leadership sponsors,
Senior Team leads, and subject matter experts and resources from
inside and outside the agency.
Annual Budget Plan The Annual Budget Plan reflects the agency’s Strategic 2025 priorities
by allocating its resources to support annual implementation plans.
Annual MTW Plan The Annual MTW Plan describes the Agency’s use of its Moving to Work
flexibilities including MTW waiver requests and other required MTW
information that will support the Agency’s annual implementation plan.
The MTW Plan replaces the required “PHA Plan” and includes the
Agency’s implementation documents (ACOP, Admin Plan, and CFP). (See
Appendix A)
Admissions and Low Income Public Housing Program (LIPH) implementation document
Continued that describes in detail program policies and procedures - containing
Occupancy Plan both those policies that SAHA is required to follow as well as those
(ACOP) policies SAHA has discretion to adopt. (See Appendix C1)
Administrative Plan Assisted Housing Programs (AHP) (including Housing Choice Voucher
(Admin Plan) and other special voucher programs) implementation document that
describes in detail program policies and procedures - containing both
those policies that SAHAis required to follow as well as those policies
SAHA has discretion to adopt. (See Appendix C2)
Capital Fund The Capital Fund Program implementation document that describes in
Program Plan* detail how the Agency plans to expend Capital Fund dollars on housing

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preservation activities in LIPH over a five-year period.

Preservation and The Preservation and Expansion Policy establishes policies related to
Expansion Policy the Agency’s preservation and expansion of affordable housing.
Asset Management The Asset Management Plan describes how the Agency plans to
Plan (5-YR) implement preservation and expansion efforts. The plan includes
five-year plans for capital improvements in LIPH and Beacon
Communities, new development, acquisitions, dispositions, and other
strategic holdings. In addition, it includes information on the Agency’s
Energy Performance Contract.

ANNUAL BUDGET PLAN
This section is in draft form. As of February 21, 2020, when this document is being released for
public comment, implementation teams are still being defined. As their work is accomplished in
the months of March and April, this section will be updated to reflect the details of FY 2021
implementation strategies.
The Annual Budget Plan reflects the agency’s Strategic 2025 priorities by allocating its
resources to support annual implementation plans. The tables belows outline how the agency
plans to strategically allocate its resources to support the FY 2021 implementation plan.
SAHA staff respect and value diversity and inclusion

FY 2021 Strategic Investment Goal Department

SAHA staff thrive in career and professional work


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A supply of affordable quality units exist in sufficient quantities for SAHA Clients


SAHA clients live in quality affordable housing


SAHA Clients feel safe


SAHA Clients have access to sufficient utilities


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ANNUAL MTW PLAN
The MTW Plan informs HUD, families served by SAHA, and members of the public, of the MTW
activities the PHA seeks to implement in the coming fiscal year and an update on the status of
MTW activities that have been previously approved. Provided in the plan is agency-specific
waiver request information, data to satisfy MTW statutory requirements, and financial reporting
information. This plan replaces the Agency’s requirement to submit the PHA Plan as required
under the Quality Housing and Work Responsibility Act of 1998 (QHWRA).

The Agency develops its Annual MTW Plan in accordance with its HUD-approved MTW
Agreement. MTW Elements are included in Appendix A, B, and C in accordance with HUD Form
50900: Elements for the Annual MTW Plan. The plan serves as the vehicle by which the Agency
can seek and receive approval for use of MTW waivers and funding flexibilities.

Since 2012, the Agency has integrated its 5-Year Strategic Plan and Annual MTW Plan by
articulating and reinforcing the three MTW statutory goals in the Strategic Plan goals. This level
of integration provided the Agency an opportunity to leverage key indicators as the connectors
between the two plans. One benefit of this structure was it allowed the Agency to pursue annual
implementation plans that were designed to move the needle on those MTW indicators;
however, one limitation was that it hindered the Agency’s ability to do long-term MTW planning
and fully maximize its MTW flexibilities to achieve its strategic goals.

A long-term MTW Plan was identified as a need in order for the Agency to plan for and
accomplish more complex and impactful agency goals. After a series of planning meetings, the
Agency determined the best way to develop long-term plans for the use of MTW flexibilities was
to fold the annual MTW planning process into the larger strategic planning process -- shifting the
planning framework from an annual process-driven framework to a broader planning
framework, Theory of Change, described in the next section.

The Agency’s 2025 priority outcomes for clients will guide how the agency uses it’s MTW
flexibilities to leverage its resources to administer current and future MTW activities and
initiatives. Both priority client outcomes will require the Agency to focus on all three MTW
statutory objectives and leveraging it’s MTW flexibilities to pursue innovative interventions to
achieve outcomes by 2025.

The table below shows how each 2025 client priority outcome supports each MTW statutory
objective. There is clear alignment -- supporting the shift in planning framework.

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Moving to Work Statutory Objective
Cost Self Housing

Priority Outcomes Effectiveness Sufficiency Choice
A supply of affordable quality units exist in sufficient

X X
quantities for SAHA Clients (C.2.1)
SAHA clients live in quality affordable homes (C.2.2)
X X X
SAHA clients have access to sufficient utilities [gas,

X X X
water, electricity, internet] (C.2.3)
SAHA clients feel safe (C.2.4)
X X X

Further, the table below shows how existing MTW and non-MTW interventions connect to each
2025 priority client outcome. These alignments are critical to not only understand how the
Agency’s current work is connected to its 2025 strategic plan but also to identify gaps to
address and/or initiatives to re-evaluate in order to leverage more strategic interventions --
elevating our current work to be more impactful. The initiatives outlined below are not intended
to be exhaustive -- as the agency continues its work, these connections will be built.

Moving to Work Activity Non-MTW Initiatives / Plans
A supply of affordable quality units exist in sufficient quantities for SAHA Clients (C.2.1)
11-1e- Preservation and Expansion of Affordable Asset Management Plan

Housing Implementation of client portal
Landlord outreach
Partnership property conversation to Beacon
Communities
SAHA clients live in quality affordable homes (C.2.2)
11-9- Allocate tenant-based voucher set-asides for Asset Management Plan

households referred by non-profit sponsors who Administrative streamlining of HCV processes
provide supportive services Maintenance Technician Training Curriculum
14-2- Early Engagement Community Development Initiatives resident
15-3- Modified Project Based Vouchers programs
19-1- Local Implementation of SAFMR
20-1- Palo Alto College, College Homeless
Assistance Program
20-2- St. Phillips College Homeless Program
(SPC-HP)
20-4- Time Limited Workforce Housing Pilot Program
(PBV)
SAHA clients have access to sufficient utilities [gas, water, electricity, internet] (C.2.3)
ConnectHome

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SAHA clients feel safe (C.2.4)
15-2- Elderly Admissions Preference at Select Public Public Housing Elderly & Disabled Services
Housing Sites

It is also important to recognize that while the Agency has set strategic priorities for client
outcomes over the next five year, the Agency is also engaged in other essential client-focused
work that is guided by the TOC Hierarchy and MTW statutory objectives. As the Agency
embarks on developing annual implementation plans, it will be important to revisit the breadth of
work being undertaken to ensure the use of MTW flexibilities are not only achieving each
interventions goals but also contributing to progress of the broader hierarchy outcomes.

Moving to Work Client-Focused
Statutory Objective
TOC Hierarchy Level Self Sufficiency Housing Choice
6.0 SAA residents work toward the achievement of common

X
good
5.0 SAA residents achieve their potential X X
4.0 SAA residents have sense of esteem and accomplishment X X
3.0 SAA residents have social needs met X X
2.0 SAA residents have safety needs met X X
1.0 SAA residents have physical needs met X X

Notably, the Agency has a long-established history of leveraging MTW flexibilities to create cost
efficiencies that support high performance. The table below shows which MTW activities support
the Agency's commitment to high levels of operational and financial performance -- directly tying
into monitoring performance.

● 13-4- HQS Inspection of SAHA-owned non-profits by SAHA inspectors
● 14-6- Rent Simplification (HCV) / 15-4- Simplified Utility Allowance Schedule
● 19-2- Alternate Recertification Process (PH and HCV)
● 20-3- Family Self Sufficiency (FSS) Program Streamlining

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PLANNING FRAMEWORK: THEORY OF CHANGE

This Strategic Plan uses theory of change (TOC) as its planning framework. A number of
alternative frameworks were considered by the strategic plan steering committee, including
Hoshin, Balanced Scorecard, Objectives and Key Results, and Result-based Accountability. TOC
was selected as the preferred framework for a number of reasons, including being open source
(no specialized software required), relatively simple elements (impact, outcomes, interventions,
indicators), and its ability to visually and logically connect long-term, large-scale outcomes with
short-term strategies and tactics.

The TOC framework informs the content and structure of this 2025 Strategic Plan, as well as the
future update process. This section describes TOC in general as well as its specific application
to this Strategic Plan.

What is Theory of Change?
In general, a theory of change describes a sequence of outcomes that are necessary to achieve
a desired impact. Put simply, it is a series of linkages, where one thing leads to another.

The TOC process requires participants to define long-term goals and then map backwards to
identify necessary and sufficient preconditions. The result of this iterative process is a specific
and measurable description of a sequence of systemic changes that can form the basis for
strategic planning, on-going decision-making, and evaluation43. The TOC clearly displays
how short-term changes can lead to long-term impacts. It describes how and why a
desired change is expected to happen. The TOC-creation process requires participants to
explicitly articulate the assumptions in their change models.

TOC Basic Structure
The TOC is made up of two basic elements: outcomes and pathways. Outcomes
describe end-states or desired conditions which are placed in a logical relationship to
one another and connected with arrows -- pathways -- that hypothesize causality. The result is
a diagram or map that visualizes the set of outcome pathways that are necessary and
sufficient to achieve the long-term goal. Outcomes are population-specific: in the context of
this plan, some outcomes are focused on SAHA clients, others on SAHA staff.

Outcomes that need to be accomplished prior to other outcomes are called “preconditions”. As
outcomes and preconditions and their relationships are explored and defined during the
planning process, additional information is captured, including Assumptions about processes or
populations, Rationales that describe why specific outcomes are important, Barriers that need
to be overcome to achieve outcomes, potential Indicators of success, and potential Interventions
to systems, processes, or programs that could be attempted.

43
http://www.theoryofchange.org/what-is-theory-of-change/faqs/

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Diagram of a theory of change. Numbers represent proposed interventions.

Impact Statement
The longest-term outcome is called an “impact statement”. Once this is established,
participants engage in a series of questions to identify precondition outcomes and the
pathways that connect them. The impact statement developed for this strategic plan is:

● San Antonio Area has a high quality of life where all are thriving
This particular impact statement includes some specific concepts that are worth calling out and
elaborating:
● SAHA’s impact is not limited to certain neighborhoods, but extends throughout the San
Antonio area due to the regional nature of housing markets and household mobility
● SAHA’s work has a broad impact on the quality of life of all San Antonians, as a result of
the agency’s concerted attention on the housing needs of low-income San Antonians
● Ultimate desired impact is “thriving” -- building on and going beyond stability and
growth

Quality of life and Maslow’s hierarchy of needs
One planning challenge posed by this impact statement is the concept of “quality of life”. The
term is commonly understood but subject to a range of definitions. After some research, staff
identified Maslow’s hierarchy of needs as a useful framework to organize and provide some

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structure to the quality of life concept.

Maslow’s hierarchy is often used to study individuals’ behavior and motivation. Sometimes
displayed as a pyramid, the framework describes a sequence of motivation that starts with
physical needs. In principle, each level of needs must be satisfied before an individual is
motivated to pursue needs at the next higher level.

The hierarchy of needs provides a useful sequence of categories to help work through potential
applications of the impact statement’s phrase, “a high quality of life where all are thriving.” It
allows for a range of definitions for “high quality of life” that are responsive to individual
physical, social, and other needs. When addressing clients with complex and chaotic situations, It
suggests a priority sequence of actions. It also helps set the stage for a conversation about
what “thriving” might mean in contexts where safety and security needs are not taken for
granted and may require continuous attention.

The planning team recognized in Maslow’s hierarchy of needs something like a preliminary
theory of change: a sequence of categories of outcomes that could help organize the results of
the initial brainstorming meetings. For example, when combined with the impact statement, the
hierarchy of needs for the purposes of the SAHA strategic plan could be expressed this way:

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The planning process took this first version of SAHA’s theory of change and worked it through
a number of iterations. The next version of the theory of change created outcome language that
linked the general Maslow categories to the specific context of SAHA’s work. Subsequent
versions produced deeper chains of preconditions, as well as potential connections between
outcomes at different hierarchy levels.

The latest working draft of the TOC includes 24 outcomes. Each Maslow hierarchy level has at
least one outcome. The level with the most outcomes is “stability and safety”, with nine
outcomes.

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Key Populations
The TOC includes general statements about “San Antonio Area Residents” -- this is the broadest
population considered by this plan, and reflects the universality of the impact statement (“San
Antonio Area has a high quality of life where all are thriving”). The Community Impact section of
this plan discusses conceptualizing and measuring the agency’s impact at this scale.

The TOC also specifies sub-populations that the agency seeks to impact through its work. Two
sub-populations were identified during the planning process as key for the strategic plan: SAHA
clients and SAHA staff. Outcomes and implementation strategies are built around the desired
impact on each of these key populations.

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RESEARCH AND LEARNING AGENDA

The Strategic Plan update process generated a wide variety of ideas. Some of those ideas took
the form of questions that could not be answered right away, and that would require focused
effort to understand and address. Those questions were placed in a “parking lot” for future
consideration. That list of parking lot questions inspired the creation of a more systematic,
agency-wide, and policy-driven research and learning agenda.

Six Key Outcomes
The highest urgency research items for FY 2021 are those associated with the six high priority
2025 outcomes.

1. Limited or no research: one high priority outcome, SAHA staff respect and value
diversity and inclusion (S.3.1), has limited or no research associated with it. Staff will
prioritize gathering existing research and best practices to inform the team charged with
achieving this outcome.
2. Update existing research: the other five high priority outcomes benefit from an existing
body of research and best practice that has been identified and shared. Staff will
continue to provide updates to this information. Additionally, staff will guide
conversations with implementation teams regarding interpretation of research and
applications to SAHA context.

Learning from the Theory of Change
The TOC structure can be used to guide research efforts as well as organize training and
learning opportunities.

● Test interventions: the TOC is one big experiment, and the results of interventions --
policy changes, new programs, partnerships -- can confirm or undercut expectations.
The TOC can then be adjusted to account for that new information, by changing the
intervention, adding new preconditions, changing connections between outcomes, or
revisiting any of the other contextual information.
● Update Outcomes: periodic review of outcomes, preconditions, and associated
information to reflect agency’s most up-to-date hypotheses
● Assumptions identified during the TOC can be systematically revisited and compared
against evidence bases
● Increase confidence in TOC: the agency’s initial TOC reflects a variety of sources of
knowledge, from published research to internal program information to hunches based
on individual experience. A systematic effort to increase the proportion of knowledge
based on rigorous evidence would ultimately result in more effective interventions and
stronger impact.

Learning from evaluation
The agency is engaged in a significant number of ongoing initiatives, including MTW Activities,
pilot projects, long-standing programs, and innovative partnerships. The agency is committed
to supporting increased evaluation of these initiatives. Evaluation provides a structured
approach to learning and provides feedback loops to program managers. Current evaluation
initiatives include:

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● Mainstream vouchers and supportive services
● Causes of negative exits
● Presente! attendance program
● SAFMR (Small Area Fair Market Rent)

Pilot projects
Pilot projects provide an opportunity to learn by doing, while limiting risk by capping the time
and / or resources invested in a project. Pilots can test ideas that may not have been tried
before, or that may be applied in a novel context. Current agency pilot projects include several
MTW Activities, such as the Restorative Housing Pilot and the Time-limited Working Referral
Program, as well as non-MTW initiatives, such as mobility counseling.

Research partnerships
SAHA has benefited from various partnerships with researchers in the past. The most
significant ongoing partnership is with MDRC, and includes three other housing authorities from
across the country. This research is testing the effectiveness of a simplified rent calculation. This
is a multi-year effort, but initial findings have already been published.

Other research initiatives
Being an MTW agency opens up the possibilities of doing things differently, and SAHA is
constantly seeking to learn from other agencies’ experiences. The agency is also focused on
learning from its own experiences, whether at policy, process, and practice levels.

● Developing a self-sufficiency progress indicator that can be applied across multiple
programs
● Findings of CMTO, Opportunity Atlas, and other opportunity-oriented research
● Keeping abreast of housing industry trends, including RAD, Regional MTW, HUD policy
changes, and private sector trends
○ Housing demand and supply
○ Existing resources, possible new resources
○ City Charter
● Understanding who we serve -- and who else needs our services
○ Mixed-status households
○ Homeless college students
○ Foster youth
○ Strategic expansion of households served

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STRATEGIC PLAN UPDATE PROCESS

This strategic plan is a five-year rolling plan, meaning that every year the plan will be updated
with new fifth-year outcomes, targets, and strategies. The previous plan was updated once near
the end of the plan’s time span. The “rolling” aspect of this plan provides annual opportunities
to revisit and, if necessary, revise the plan to better reflect the agency’s long-term priorities.

While 5-year outcomes, targets, and strategies will be revisited annually, other plan elements will
be updated on 3-year or 6-year cycles. This creates a staggered update process that allows for
short-term and long-term elements to be addressed separately and within appropriate
timeframes.

This proposed update schedule includes what is being discussed, how often, and the next
scheduled update:

Plan element Frequency Next
1-year implementation plans Annual FY 2021 Q1
5-year targets Annual FY 2021 Q1
5-year strategies Annual FY 2021 Q1
Theory of change Annual FY 2021
SWOT analysis Every three years FY 2023
Long-term demographic and housing trends Every three years FY 2023
Priority outcomes Every three years FY 2023
Key processes and operating parameters to be Every three years FY 2023
monitored
Indicator quality Every three years FY 2023
Impact statement Every six years FY 2026
Vision Every six years FY 2026
Mission Every six years FY 2026
Values Every six years FY 2026

2020–2025 43

DRAFT
APPENDICES

APPENDIX A: HUD INFORMATION REPORTING REQUIREMENTS
APPENDIX B: RESOLUTIONS AND CERTIFICATIONS
APPENDIX C: IMPLEMENTATION POLICIES
APPENDIX D: ASSET MANAGEMENT PLAN
APPENDIX E: THIRD-PARTY LEASE AGREEMENTS
APPENDIX F: OVERVIEW OF SAHA HOUSING PROGRAMS
APPENDIX G: OVERVIEW OF SAHA RESIDENT PROGRAMS
APPENDIX H: OVERVIEW OF SAHA DEMOGRAPHICS

2020–2025 44

DRAFT
APPENDIX A: HUD INFORMATION REPORTING REQUIREMENTS

Appendix A contains the Agency’s Annual MTW Plan as required by HUD Form 50900:
Elements of Annual MTW Plan.

APPENDIX A: HUD Information Reporting Requirements

2020–2025 45

Section I. Introduction
(I) INTRODUCTION
ANNUAL MTW PLAN
A. TABLE OF CONTENTS See 2025 Strategic Plan - page 2

Include all of the required elements of the Annual
MTW Plan (including appendices).
B. OVERVIEW OF SHORT-TERM AND See 2025 Strategic Plan

LONG-TERM MTW GOALS AND OBJECTIVES
Short-term goals and objectives include those that
Plan Year. Long-term goals and objectives include
those that the MTW PHA plans to accomplish beyond
the current Plan Year. MTW PHAs have the ability to
define the level of specificity in the short-term and
long-term goals and objectives. If the MTW PHA
includes non- MTW components, the MTW PHA
should clearly delineate which are MTW and which
are non- MTW goals and objectives. MTW PHAs have
the flexibility to include references to proposed and
ongoing activities in this section if it assists in
providing an explanation about short-term and
long-term goals and objectives. However, this is not
required.
APPENDIX A: HUD Information Reporting Requirements | Section 1. Introduction

2020–2025 46

Section II. General Housing Authority Operating Information
A. Housing Stock Information
At the beginning of FY2020, the agency had a total of 6,083 units in inventory and is expected
to close the fiscal year with 6,059 units. Below is the list of changes.
The Agency is projecting to have 5,938 units in the Low Income Public Housing Program (LIPH,

also referred to as public housing) by the end of FY2021.
The Agency is also looking into the possibility of bringing online additional ACC units (PH) that
are authorized and have not been assigned. It is the Agency’s understanding that if and when
these ACC units are assigned to a property owned or being developed by SAHA, the Agency’s
PH unit inventory would increase.
i. Planned New Public Housing Units

New public housing units that the MTW PHA anticipates will be added during the Plan Year.
# of Uniform Federal
ASSET BEDROOM SIZE Accessibility
MANAGEMEN TOTAL POPULATION Standards (UFAS)
T PROJECT UNITS TYPE* Units
(AMP) NAME Fully
AND NUMBER 0/1 2 3 4 5 6+ Adaptable
Accessible
NA NA NA NA NA NA NA NA NA NA NA

Total Public Housing Units to be Added in the Plan Year 0
* Select “Population Type” from: General, Elderly, Disabled, Elderly/Disabled, Other
If “Population Type” is “Other” please describe: NA
ii. Planned Public Housing Units to be Removed

Public housing units that the MTW PHA anticipates will be removed during the Plan Year.
AMP NAME AND NUMBER NUMBER OF UNITS TO EXPLANATION FOR REMOVAL
BE REMOVED
Scattered Sites TX006000033 Pending HUD application and approval - high cost of
69
managing and maintaining these units
Blue Ridge/vf/sf/palm Lake 20 Mirasol - Westside Reinvestment Initiative /
TX006000036 9 (SF) Homeownership
11 (PL)
Tampico Warehouse Pending HUD application and approval -
0 Development of new multi-family apartment
complex, est.200 units
Springview 32 Building B/C: Planned new development - Our Lady
TX006000031 18 (Bldg B) of Charity Apartments, 93 tax-credit units
[Building B, C, Replacement 7 (Bldg C) Replacement Home: Section 32 Program / HOPE VI
Home] 7 (Replacement Home) - Springview Homes Disposition
APPENDIX A: HUD Information Reporting Requirements | Section 2. Operating Information

2020–2025 47

Victoria Courts Admin Building Pending HUD application and approval - Victoria
0
Commons master plan

Total Public Housing Units to be Removed in the Plan Year 121
iii. Planned New Project Based Vouchers (PBV)

SAHA plans to project-base thirty (30) new housing choice vouchers in FY2021. If additional
opportunities to project base housing choice vouchers at additional properties arise during
FY2020, SAHA will report on any actions taken in a subsequent MTW Report.
Planned New Project Based Vouchers

Tenant-based vouchers that the MTW PHA anticipates project-basing for the first time during the Plan Year.
These include only those in which at least an Agreement to enter into a Housing Assistance Payment (HAP) will
be in place by the end of the Plan Year. Indicate whether the unit is included in the Rental Assistance
Demonstration (RAD).
NUMBER OF
PROPERTY VOUCHERS TO BE RAD? DESCRIPTION OF PROJECT
NAME PROJECT-BASED
New Beacon 30 No Beacon Communities is the Agency’s non-profit housing
Community portfolio. PBVs are committed as per FY15-3 Modified
Project Based vouchers to support FY2020-2: St. Phillips
College Homeless Program (SPC-HP)

Planned Total Vouchers to be Newly Project-Based 30
iv. Planned Existing Project Based Vouchers

Tenant-based vouchers that the MTW PHA is currently project-basing in the Plan Year. These include only
those in which at least an AHAP is already in place at the beginning of the Plan Year. Indicate whether the
unit is included in RAD.
NUMBER OF PLANNED
PROPERTY NAME PROJECT-BASE STATUS AT RAD? DESCRIPTION OF PROJECT
D VOUCHERS END OF PLAN
YEAR*
Gardens at San 31 Leased / Issued No Mixed-income Community
Juan
East Meadows 8 Leased / Issued No Initial phase of Choice
Neighborhood
Wheatley Park 36 Leased / Issued No Final phase of Choice
Senior Neighborhood
Woodhill 10 Leased / Issued No Beacon Community - supports
Next Step Housing Program
(FY21-1 Activity)
Towering Oaks 20 Leased / Issued No Beacon Community - supports
Family Homeless Referral Program
(FY15-3 Activity)
St. John’s Square 50 Leased / Issued No New downtown development -
supports Time-limited Workforce

2020–2025 48

Pilot Program (FY20-4 Activity)

Planned Total Existing Project-Based Vouchers 155
* Select “Planned Status at the End of Plan Year” from: Committed, Leased/Issued
v. Planned Other Changes to MTW Housing Stock Anticipated During the Plan Year
Examples of the types of other changes can include (but are not limited to): units held off-line due to
relocation or substantial rehabilitation, local, non-traditional units to be acquired/developed, etc.
PLANNED OTHER CHANGES TO MTW HOUSING STOCK ANTICIPATED IN THE PLAN YEAR
Victoria Plaza - total 185 units are currently offline due to a planned comprehensive modernization. It is
anticipated that the property will begin re-occupancy in June 2020 and be fully occupied by October of the
Plan Year FY2021.
Tenant Protection Vouchers (TPV) - a total of 69 TPVs are expected to be added to the voucher portfolio as a
result of the public housing scattered site disposition.
vi. General Description of All Planned Capital Expenditures During the Plan Year
Narrative general description of all planned capital expenditures of MTW funds during the Plan Year.
GENERAL DESCRIPTION OF ALL PLANNED CAPITAL EXPENDITURES DURING THE PLAN YEAR
The San Antonio Housing Authority’s capital expenditures during the plan year will be dedicated to capital
improvement projects, A/E related costs, construction management fees, and operating-administration costs
throughout the public housing portfolio. The capital plans will address Life-Safety repairs, comprehensive
modernization and substantial renovations at several public housing developments. Other capital projects may
be added based upon the results of the physical needs assessment study which should be completed in 2020.

Planned Capital Improvements

Property Budget Description
Cassiano $ 200,000 Foundation Repairs
College Park $ 75,000 Elevator #2 - Cylinder Replacement
Fair Avenue $ 152,065 Asbestos Consultant Services
Highview $ 161,200 Storm Drainage Repairs
L.C. Rutledge $ 905,637 Roof Replacement
Madonna $ 1,013,000 Gas-Boiler System Assessment and
Replacement
Parkview $ 1,572,034 Roofing, Exterior Panels
San Pedro Arms $ 90,000 Elevator Modernization
Villa Tranchese $ 152,065 Asbestos Consultant Services
Victoria Plaza $ 1,200,000 Roof, Interior Upgrades, Sewer, Window
Abatement
Cross Creek $ 114,00 Parking Lot Repairs
Mirasol Homes $ 1,209,800 Roof Repairs - Replacement
South San Apts. $ 161,200 Drainage Repairs
Sun Park Lane $ 90,000 Elevator Modernization
T.L. Shaley $ 280,000 Foundation Repair

2020–2025 49

Villa Veramendi $ 950,000 Roof Repairs and Replacement
W. C. White $ 225,000 HVAC Replacement
(1) Partial expenditures may carry over from FY19 to FY21..
B. Leasing Information
i. Planned Number of Households Served

As detailed in the table below, SAHA plans to serve 18,305 MTW households in fiscal year
2018-19, through both public housing, MTW Housing Choice Vouchers, and other families
served as part of activity FY2011-1e.
Planned Number of Households Served
Snapshot and unit month information on the number of households the MTW PHA plans to
serve at the end of the Plan Year.
PLANNED NUMBER PLANNED NUMBER
PLANNED NUMBER OF HOUSEHOLDS SERVED
OF UNIT MONTHS OF HOUSEHOLDS
THROUGH:
OCCUPIED/LEASED* TO BE SERVED**
MTW Public Housing Units Leased 68,772 5,731

MTW Housing Choice Vouchers (HCV) Utilized 147,708 12,309
Local, Non-Traditional: Tenant-Based^ N/A N/A
Local, Non-Traditional: Property-Based^ 2,532 211
Local, Non-Traditional: Homeownership^ N/A N/A

Planned Total Households Served 18,251
* “Planned Number of Unit Months Occupied/Leased” is the total number of months the MTW PHA plans to
have leased/occupied in each category throughout the full Plan Year.
** “Planned Number of Households to be Served” is calculated by dividing the “Planned Number of Unit
Months Occupied/Leased” by the number of months in the Plan Year.
^ In instances when a local, non-traditional program provides a certain subsidy level but does not specify a
number of units/households to be served, the MTW PHA should estimate the number of households to be
served.

PLANNED NUMBER PLANNED NUMBER
LOCAL, NON-
MTW ACTIVITY OF UNIT MONTHS OF HOUSEHOLDS
TRADITIONAL
NAME/NUMBER OCCUPIED/LEASED* TO BE SERVED*
CATEGORY
Tenant-Based N/A N/A N/A
Property-Based FY2011-1e: Preservation & 2,532 211
Expansion
Homeownership N/A N/A N/A
* The sum of the figures provided should match the totals provided for each local, non-traditional categories in
the previous table. Figures should be given by individual activity. Multiple entries may be made for each category
if applicable.
ii. Discussion of Any Anticipated Issues/Possible Solutions Related to Leasing

Discussions of any anticipated issues and solutions in the MTW housing programs listed.

2020–2025 50

HOUSING PROGRAM DESCRIPTION OF ANTICIPATED LEASING ISSUES AND POSSIBLE
SOLUTIONS
MTW Public Housing The Agency is currently undergoing waitlist maintenance and evaluating the
eligibility process. As a result, new processes may be implemented to improve
success rates.
MTW Housing Choice The Agency continues to select applicants from the waitlist to ensure MTW baseline
Voucher is met. In addition, the Agency implemented a pre-eligibility process to increase the
voucher utilization success rate.
Local, Non-Traditional None.
C. Waiting List Information
i. Waiting List Information Anticipated

Snapshot information of waiting list data as anticipated at the beginning of the Plan Year. The “Description”
column should detail the structure of the waiting list and the population(s) served.
WAITING PLANS TO
NUMBER OF LIST OPEN, OPEN THE
WAITING LIST NAME DESCRIPTION HOUSEHOLDS PARTIALLY WAITING LIST
ON WAITING OPEN OR DURING THE
LIST CLOSED PLAN YEAR
Section 8 Tenant
Voucher 9,280 Closed Yes
Voucher
La Posada
Site-Based 19,321 Open n/a
Mod Rehab
Prospect Hill
Site-Based 241 Open n/a
Mod Rehab
Serrento n/a
Site-Based 2,793 Open
Mod Rehab
Public Housing Site-Based 31,857 Open n/a
East Meadows Project Project Based
14,854 Open n/a
Based Vouchers Voucher Site Based
Gardens at San Juan
Project Based
Project Based 35,303 Open n/a
Voucher Site-Based
Vouchers
Wheatley Park Senior
Project Based
Project Based 272 Open n/a
Voucher Site-Based
Vouchers
Project Based
PBV Preferred Beacon Voucher Site-Based, 0 Open n/a
Referral-based

Please describe any duplication of applicants across waiting lists:
Total number of unique applicants is 77,115 with each applicant averaging around 2 waiting list applications each.
ii. Planned Changes to Waiting List in the Plan Year

Please describe any anticipated changes to the organizational structure or policies of the waiting list(s),
including any opening or closing of a waiting list, during the Plan Year.

2020–2025 51

WAITING LIST NAME DESCRIPTION OF PLANNED CHANGES TO WAITING LIST
The Agency plans to open the list when the wait time is less than 4
Section 8 Tenant Voucher
months for applicants.
La Posada Mod Rehab None
Prospect Hill Mod Rehab None
Serrento Mod Rehab None
Public Housing None
East Meadows Project Based None
Vouchers
Gardens at San Juan Project Based None
Vouchers
Wheatley Park Senior Project None
Based Vouchers
PBV Preferred Beacon None

2020–2025 52

Section Ill. Proposed MTW Activities
The Agency is proposing two MTW activities for approval. First, the Agency is requesting an
additional waiver under FY2015-3: Modified Project Based Vouchers (MBPV) to allow for
alternative MPBV HAP contracts.
Secondly, the agency is requesting to relocate ten (10) MPBVs previously approved under
FY2015-3: Modified Project Based Vouchers (MBPV) to a new activity, FY2021-1: Next Step
Housing Program (THRU Project), with additional waivers. After a post-implementation review,
the Agency and its partner, THRU Project, determined the program would be more successful
with additional design elements that require additional waivers. As a result, a separate activity is
being pursued to provide clarity and streamline administration of the program, associated
waivers, and reporting.
1. FY2015-3: Modified Project Based Vouchers (MBPV)
A. ACTIVITY DESCRIPTION
i. Describe the proposed activity.
This activity was approved in FY2014-2015 and implemented in the same fiscal year. The Agency

is seeking to amend this activity as follows:
Planned Non-Significant Changes

The Agency is relocating the ten (10) MPBVs previously approved under this activity to the
proposed activity, FY2021-1: Next Step Housing Program (THRU Project).
Planned Significant Changes

The Agency is seeking authorization to determine contract rents and increases and to determine
the content of contract rental agreements that differ from the currently mandated program
requirements in the 1937 Act and its implementing regulations. In alignment with the agency’s
goal to increase housing choice, this waiver will allow SAHA to analyze the MAFMRs and
SAFMRs and use the higher payment standard on future MPBV contracts.
Previous Fiscal Year Changes
This activity has been previously amended as follows:
● FY2019-2020:
○ Allocated eighty (80) additional project-based vouchers to support the follow
initiatives:
■ THRU Project: Up to ten (10) modified PBVs at SAHA properties will be
committed to support a local non-profit organization, THRU Project, in
their mission to help foster youth aging out of the foster care system.
■ Family Homeless: Up to twenty (20) modified PBVs at SAHA properties
will be committed to support the South Alamo Regional Alliance for the
Homeless (SARAH). SARAH is the local Continuum of Care Lead Agency
charge to create an improved service system that effectively provides
support, coordination, and housing to all homeless populations within San
APPENDIX A: HUD Information Reporting Requirements | Section 3. Proposed MTW Activities

2020–2025 53

Antonio and Bexar County, with a primary focus on moving individuals
and families out of homelessness efficiently and permanently.
■ Beacon Communities or Partnerships: Up to fifty (50) modified PBVs at
one of SAHA’s Beacon or Partnership properties. These units will support
a new workforce initiative as outlined in the proposed activity, FY2020-4:
Time-Limited Workforce Housing Pilot Program.
■ Beacon Communities: Up to thirty (30) modified PBVs at a new SAHA -
Beacon development. These units will support a new homeless college
program as outlined in the proposed activity, FY2020-2: St. Phillips
College Homeless Program (SPC-HP).
○ Adopted an alternative waitlist policy for the modified PBVs committed that
support the THRU Project, Family Homeless Initiative, Workforce Initiative, and St.
Phillips College Homeless Program so that the units would be reserved for direct
referrals from these partners. (24 C.F.R. 983.251: How participants are selected)
○ Received waiver to remove the twenty-five percent (25%) per project cap for the
Agency’s modified project based units.
ii. Description/Update
Update: This activity is designed to meet the statutory objectives of increasing housing choices
for low-income families and increasing cost effectiveness. This activity is ongoing and continues
to facilitate the expansion and preservation of affordable housing thereby increasing housing
choices. Newly allocated modified project based vouchers (MPBV) approved under the FY2020
amendments have been allocated as follows:
● Family Homeless: Twenty (20) MPBVs have been allocated to Towering Oaks, a property

in the Agency’s Beacon Communities Portfolio.
● FY2020-4: Time-Limited Workforce Housing Pilot Program: Fifty (50) PBVs have been
allocated to St. John’s Square, a new property to be constructed under the Agency’s
Partnerships Portfolio.
Description: This activity modifies the standard Project Based Voucher program in two ways.
First, this activity allows SAHA to commit vouchers to developments in SAHA’s new and existing

properties. The vouchers increase the number of units that are affordable to households based
on their actual ability to pay. For example, a tax credit rent affordable to a 30% AMI household
will be affordable to a 4-person household earning $17,640 or more. However, many
households earn much less than that, and a 4-person household earning $10,000 (typical for
SAHA-assisted households) is not able to afford a tax credit rent affordable to a 30% AMI
household.
SAHA may commit vouchers to San Juan Homes III, Wheatley Courts, Victoria Commons, or any

other SAHA-owned or SAHA–controlled development. This activity applies only to commitment
of vouchers to SAHA-owned or controlled units. Any commitment of vouchers to
privately-owned developments will be made through a competitive process outside the scope of
this activity.
Secondly, this activity also increases cost effectiveness by removing the automatic provision of a

tenant-based voucher to a household who wishes to relocate from a unit associated with local

2020–2025 54

project based set aside voucher. The removal of the automatic provision reduces HAP costs,
and also stabilizes overall occupancy at the communities where vouchers are committed.
Previously, activity FY2011-8 provided a tenant-based voucher to a household after two years in
the local project based set aside unit.
B. ACTIVITY METRICS INFORMATION

The Agency has updated existing benchmarks in accordance with the proposed changes.
HUD Standard Metrics: According to HUD guidance, this activity requires 1 standard HUD
metric: HC#7, CE#1, and CE#2.
HC #1: Additional Units of Housing Made Available

Unit of Measurement Baseline Benchmarks
Number of new housing units
made available for households
at or below 80% AMI as a result Expected housing units of this
of the activity (increase). If units Housing units of this type prior to type after implementation of the
reach a specific type of implementation of the activity activity (number).
household, give that type in this (number). This number may be zero.

box.
Project-based Vouchers
# of additional units made affordable to
households based on their actual ability to 0 up to 136
pay (at or below 80% AMI)
Data Source: This is tracked through data collection on the MTW-50058 in the Agency’s Housing Information
System.
CE #1: Agency Cost Savings

Expected cost of task after
Total cost of task in dollars (decrease). Cost of task prior to implementation of
implementation of the activity (in
the activity (in dollars).
dollars).
# of units * average per unit cost (PUC) * 12
$0 $0
months
System.
CE #2: Staff Time Savings

Expected amount of total staff
Total amount of staff time dedicated to
Total time to complete the task in staff time dedicated to the task after
the task prior to implementation of the
hours (decrease). implementation of the activity (in
activity (in hours).
hours).
# of recertifications * average staff time per
0 hours 0 hours
recertification (in hours)

2020–2025 55

System.
SAHA Metrics: The Agency tracks one additional metric in order to determine the impact of this

activity on housing affordability.
Median household income

Unit of Measurement
Median income of households living in
Baseline Benchmarks
local project based set-aside voucher units,
by income bracket
80% AMI 80% AMI 75% AMI
60% AMI 60% AMI 55% AMI
50% AMI 50% AMI 45% AMI
30% AMI 30% AMI 25% AMI
System.
C. COST IMPLICATIONS
i. State whether the proposed activity will result in any cost implications (positive and/or
negative) for the MTW PHA.
ii. If the proposed activity does result in cost implications, provide an estimate of the
amount and discuss how the MTW PHA will manage the surplus or deficit anticipated.
The waiver may have cost implications to the Agency when there is a larger variance between
the metropolitan FMR and small area FMR. Below is an average per MPBV cost estimate per
month. The Agency plans to manage this cost as part of the development financing.
Efficiency One-Bedroom Two-Bedroom Three-Bedroom Four-Bedroom

FY2020 FMR $702 $851 $1,051 $1,372 $1,691
Average FY2020
$736 $895 $1,105 $1,442 $1,777
SAFMR
Per MPBV additional
$34 $44 $54 $70 $86
cost per month

D. NEED/JUSTIFICATION FOR MTW FLEXIBILITY

i. Cite the authorization(s) detailed in Attachment C and/or D of the Standard MTW
Agreement (or applicable successor section in future iterations of the MTW Agreement)
that gives the MTW PHA flexibility to conduct the proposed activity.


2020–2025 56

Explanation Attachment C Authorization
Explain why the cited authorization(s) is needed to Cite the authorization(s) detailed in Attachment C
engage in the proposed activity. and/or D of the Standard MTW Agreement (or
applicable successor section in future iterations of the
MTW Agreement) that gives the MTW PHA flexibility to
conduct the proposed activity.
NEW REQUESTED WAIVERS
Alternative contract rental agreement: The Attachment C, Section D.2.b. Rent Policies and Term
Agency is requesting this waiver to have the Limits The Agency is authorized to determine contract
flexibility to determine the content of the rents and increases and to determine the content of
contract rental agreements that differ from the currently
contract rental agreements with the owner of
mandated program requirements in the 1937 Act and its
the site project. This waiver is needed in order implementing regulations. This authorization waives
to have flexibility on setting payment standards certain provisions of Sections 8(o)(7) and 8(o)(13) of the
and HAP contracts. In alignment with the 1937 Act and 24 C.F.R. 982.308, 982.451 and 983
agency’s goal to increase housing choice, this Subpart E as necessary to implement the Agency’s
waiver will allow SAHA to analyze the MAFMRs Annual MTW Plan;
and SAFMRs and use the higher payment
standard.
EXISTING WAIVERS
Mobility restriction : The previously approved Attachment C, Section D.1.b Operational Policies and
waiver allows the Agency to remove the Procedures The Agency is authorized to determine the
mobility option associated with project based following basic operational policies and procedures for
all Section 8 assistance the Agency is provided under
vouchers.
section 8(o) of the 1937 Act:
b. The Agency is authorized to determine the length of
the lease period, when vouchers expire and when
vouchers will be reissued. This authorization waives
certain provisions of Sections 8(o)(7)(a), 8(o)(13)(F) and
8(o)(13)(G) of the 1937 Act and 24 C.F.R. 982.303,
982.309 and 983 Subpart F as necessary to implement
the Agency’s Annual MTW Plan.
Project-based vouchers cap : The previously Attachment C, Section D.1.e The Agency is authorized
approved waiver allows the Agency to remove to determine the percentage of housing voucher
the project and program caps for the Agency’s assistance that it is permitted to project-base, and
criteria for expending funds for physical improvements
modified project based units.
on those units that differs from the percentage and
criteria requirements currently mandated in the 1937
Act and its implementing regulations. This authorization
waives certain provisions of Section 8(o)(13) of the 1937
Act and 24 C.F.R. 983 as necessary to implement the
Agency’s Annual MTW Plan.
Waitlist procedures: The previously approved Attachment C, Section D.4: The Agency is authorized
waiver allows the Agency to establish to determine waiting list procedures, tenant selection
alternative waiting list policies that would procedures and criteria and preferences, including
authorizing vouchers for relocation of witnesses and

2020–2025 57

establish a local preference for direct referrals victims of crime that differ from the currently mandated
from partners. program requirements in the 1937 Act and its
implementing regulations. This authorization waives
certain provisions of Sections 8(o)(6), 8(o)(13)(J) and
8(o)(16) of the 1937 Act and 24 C.F.R. 982 Subpart E,
Project-based Program : The previously (2) Attachment C, Section D.7.a Establishment of an
approved waiver allows the Agency to Agency MTW Section 8 Project-Based Program
project-base in SAHA-owned or SAHA The Agency is authorized to develop and adopt a
reasonable policy and process for project-basing
-controlled properties.
Section 8 tenant-based leased housing assistance,
which includes the components set forth below:
a. The Agency is authorized to project-base Section 8
assistance at properties owned directly or indirectly by
the Agency that are not public housing, subject to
HUD’s requirements regarding subsidy layering. If the
Agency chooses to project-base Section 8 assistance at
such properties, the Agency recognizes and accepts
that such units would no longer be eligible for operating
subsidy provided under Section 9(e) of the 1937
Housing Act or for future capital funds provided under
section 9(d) for those units if it chooses to use this
authorization. Project-based assistance for such owned
units does not need to be competitively bid, nor are the
owned units subject to any required assessments for
voluntary conversion. This authorization waives certain
provisions of Sections 8(o)(13)(B and D) of the 1937 Act
and 24 C.F.R. 982.1, 982.102 and 24 C.F.R. Part 983 as
necessary to implement the Agency’s Annual MTW
Plan; specifically 24 C.F.R 983.56 Cap on number of
PBV units in each project.
E. RENT REFORM INFORMATION

HUD defines “rent reform” as any change to how rent/tenant share is calculated for a
household that would not be allowable absent the MTW activity. Any MTW activity that
an MTW PHA enacts that alters the rent calculation (the amount a household contributes
towards their housing costs) would be considered a type of rent reform. The following
information must be provided for all rent reform activities. In addition, any MTW activity
that seeks to adopt a term limit in the public housing program must include information
on items (ii)-(iv).
Not Applicable.


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2. FY2021-1: Next Step Housing Program (THRU Project)
A. ACTIVITY DESCRIPTION
i. Describe the proposed activity.
The Agency is proposing to use its MTW flexibility to support a local partner, THRU Project, who

provides supportive services to former foster youth.
Partner Program Overview
THRU Project’s Next Step Housing Program is intended to change the way former foster youth
are housed in order to reduce rates of homelessness. It will offer housing options and
mandatory life-skills courses so that 10 vetted youth through non-institutionalized living will be
unified with the community. This program will be an integral component for local foster youth, in
their journey to productive independence. The program is specifically designed as a graduated,
systematic approach geared towards one of our community’s most vulnerable populations and
creates opportunities for individual growth through skill building, practical life skills, support, and
ultimately our most basic need; shelter. Each placement will focus on preparing the youth for
living on their own while strengthening future families and breaking the negative cycles.
Activity Overview
Currently, ten (10) modified project based vouchers have been allocated and committed to
Woodhill Apartments to support this partnership as approved under FY2020 amendments to
the FY2015-3 Modified Project Based Vouchers activity. To date, there have been no successful
placements. After a post-implementation review, the Agency and partner have identified
program design changes that require additional MTW waivers.
SAHA is proposing to contribute up to 36 months of housing assistance to support youth being
served by the Next Step Housing Program. Below is a summary of how SAHA’s housing
assistance will provide support.
Year 1 (12 months)
● Youth are enrolled in the Next Step Housing Program and receive housing assistance
from SAHA through a modified project based voucher at Woodhill Apartments.
○ Youth will have rent calculated as prescribed in FY2014-6 Rent Reform and will
also have their portion capped at $100 -- SAHA will cover any additional tenant
rent portion with increased housing assistance.
○ Youth will have access to the modified project based unit and rent cap for one
year only.
○ SAHA will also waive the initial rent burden rule which states that when a family
initially leases and the gross rent of the unit exceeds the applicable payment
standard for the family, the dwelling unit rent must not exceed 40 percent of the
family’s adjusted income.
Years 2 and 3 (24 months)
● Once youth complete the first year (12 months) Next Step Housing Program, they will
have the option of continuing on housing assistance with a traditional tenant based
voucher provided by SAHA.

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○ Youth must be recommended by the partner for continuance in the voucher
program
○ Youth will have access to the tenant-based voucher for an additional 24 months
and will benefit from the choice to remain at Woodhill Apartments or move to
another housing unit within SAHA’s jurisdiction.
○ Youth will have their tenant rent portion calculated as prescribed in FY2014-6:
HCV Rent Reform (consolidates previously approved activities FY2014-6: Rent
Simplification (HCV) and FY2015-4: Simplified Utility Allowance Schedule) and will
NOT have their portion capped at $100.
Alignment with other MTW activities
● Due to the nature of the program, youth will have an annual recertification every 12
months and will not follow alternative recertification processes established under
FY2019-2: Alternate Recertification Process (PH and HCV).
● Youth admitted under this activity will follow the Agency’s alternative implementation of
small area fair market rents as established under FY2019-1: Local Small Area Fair Market
Rent (SAFMR) Implementation.
ii. Describe how the proposed activity will achieve one or more of the three statutory objectives and the
specific impacts on that statutory objective(s).
This activity is designed to meet the statutory objective of increasing housing choices. The
housing assistance provided by the Agency is intended to allocate vouchers to youth aging out
of foster care who are at risk of homelessness. The voucher provides the youth the ability to
lease decent, safe, affordable housing in the private housing market.
iii. Provide the anticipated schedule for implementing the proposed activity.
Currently, ten (10) modified project based vouchers have been allocated to this partnership as
approved under FY2020 amendments to the FY2015-3 Modified Project Based Vouchers
activity; however, there have been no youth enrolled. All new elements of the proposed activity
are planned for implementation July 1, 2021 pending HUD approval. If the Agency enrolls new
youth prior to implementation of the new activity, the youth will be transitioned to this activity.
B. ACTIVITY METRICS INFORMATION
HUD Standard Metrics
HC #1: Additional Units of Housing Made Available

Number of new housing units made Housing units of this type prior to Expected housing units of this
available for households at or below 80% implementation of the activity type after implementation of
AMI as a result of the activity (increase). If (number). This number may be the activity (number).
units reach a specific type of household, give zero.
that type in this box.
# of additional units made affordable to 0 Year 1: 10 youth
youth aging out of foster care Year 2: up to 20
Year 3 and beyond: up to 30
System.

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C. COST IMPLICATIONS
i. State whether the proposed activity will result in any cost implications (positive and/or negative) for the
MTW PHA.
The Agency will incur additional HAP cost as a result of the rent cap established for year 1 of
admission. Because there are only 10 MPBVs that will be occupied by a youth in their first year of
admission at any given time, the financial cost will be limited.
ii. If the proposed activity does result in cost implications, provide an estimate of the amount and discuss
how the MTW PHA will manage the surplus or deficit anticipated.
A. Current average tenant rent at Woodhill Apartments: $328
B. Current average HAP at Woodhill Apartments: $602

Estimated HAP cost without rent Estimated HAP cost with rent cap Additional HAP Cost Amount
cap [C2] [Cost]
[C1]
$602 X 10 MPBVs ([$328 - $100] + $602) X 10 MPBVs Cost = [C2] - [C1]
$6,020 per month $8,300 per month $2,280 per month or $27,360 per
year

D. NEED/JUSTIFICATION FOR MTW FLEXIBILITY
Explanation Attachment C Authorization

Explain why the cited authorization(s) is needed to Cite the authorization(s) detailed in Attachment C
engage in the proposed activity. and/or D of the Standard MTW Agreement (or
applicable successor section in future iterations of the
MTW Agreement) that gives the MTW PHA flexibility to
conduct the proposed activity.
NEW REQUESTED WAIVERS
Rent reform : The Agency is requesting this Attachment C, Section D.2. a Rent Policies and Term
new waiver in order to establish a new rent Limits
structure. a. The Agency is authorized to adopt and implement
any reasonable policy to establish payment standards,

rents or subsidy levels for tenant-based assistance that
This rent structure allows the agency to cap differ from the currently mandated program
rent to $100 in order to support the Next Step requirements in the 1937 Act and its implementing
Housing Program design -- giving youth 1 year regulations. The Agency is authorized to adopt and
to save earnings and prepare for market implement any reasonable policies to calculate the
housing. In addition, it eliminates the initial rent tenant portion of the rent that differ from the currently
burden rule mandated program requirements in the 1937 Act and its
implementing regulations. This authorization waives
certain provisions of Sections 8(o)(1), 8(o)(2), 8(o)(3),
Year 1: FY2014-6: HCV Rent Reform applies with
8(o)(10) and 8(o)(13)(H)-(I) of the 1937 Act and 24 C.F.R.
a cap rent of $100, Initial rent burden cap of 982.508, 982.503 and 982.518, as necessary to
40% is waived implement the Agency’s Annual MTW Plan.

Years 2-3 (optional): FY2014-6: HCV Rent

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Reform applies
Term limit: The Agency is requesting this new Attachment C, Section D.2. d Rent Policies and Term
waiver in order to establish term limits. Limits
d. The Agency is authorized to implement term limits
for HCV units designated as part of the MTW
These term limits support the Next Step
demonstration. This authorization waives certain
Housing Program design - 1 year. In addition, provisions of Sections 8(o)(7) and 8(o)(13)(F)-(G) of the
SAHA is opting to add 2 optional years to be 1937 Act and 24 C.F.R. 982 Subpart L and 983 Subpart
consistent with other programs designed to E as necessary to implement the Agency’s Annual MTW
target this population (ie. Family Unification Plan.
Program)

MPBV: 1 year
TBV (optional): 2 years
Total max term: 3 years
EXISTING WAIVERS - Previously approved in FY2015 and FY2020 Plans under FY2015-3: Modified Project
Based Vouchers (MBPV)
Mobility restriction : The previously approved Attachment C, Section D.1.b Operational Policies and
waiver allows the Agency to remove the Procedures The Agency is authorized to determine the
mobility option associated with project based following basic operational policies and procedures for
all Section 8 assistance the Agency is provided under
vouchers.
section 8(o) of the 1937 Act:
b. The Agency is authorized to determine the length of
This mobility restriction is needed to ensure the lease period, when vouchers expire and when
youth maintain access to leveraged supportive vouchers will be reissued. This authorization waives
services from the partner. After 1 year, the certain provisions of Sections 8(o)(7)(a), 8(o)(13)(F) and
project restriction will be removed and a 8(o)(13)(G) of the 1937 Act and 24 C.F.R. 982.303,
jurisdiction restriction will remain. 982.309 and 983 Subpart F as necessary to implement
FY2021 Update on use:
Year 1: MPBV limited to SAHA property
Year 2: TBV limited to SAHA jurisdiction
Project-based vouchers cap : The previously Attachment C, Section D.1.e The Agency is authorized
approved waiver allows the Agency to remove to determine the percentage of housing voucher
the project and program caps for the Agency’s assistance that it is permitted to project-base, and
criteria for expending funds for physical improvements
modified project based units.
on those units that differs from the percentage and
criteria requirements currently mandated in the 1937
Act and its implementing regulations. This authorization
waives certain provisions of Section 8(o)(13) of the 1937
Act and 24 C.F.R. 983 as necessary to implement the
Agency’s Annual MTW Plan.
Waitlist procedures: The previously approved Attachment C, Section D.4: The Agency is authorized
waiver allows the Agency to establish to determine waiting list procedures, tenant selection
alternative waiting list policies that would procedures and criteria and preferences, including
authorizing vouchers for relocation of witnesses and
establish a local preference for direct referrals

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from the partner. victims of crime that differ from the currently mandated
program requirements in the 1937 Act and its
Referring partner: THRU Project implementing regulations. This authorization waives
certain provisions of Sections 8(o)(6), 8(o)(13)(J) and
8(o)(16) of the 1937 Act and 24 C.F.R. 982 Subpart E,
Project-based Program : The previously (2) Attachment C, Section D.7.a Establishment of an
approved waiver allows the Agency to Agency MTW Section 8 Project-Based Program
project-base in SAHA-owned or SAHA The Agency is authorized to develop and adopt a
reasonable policy and process for project-basing
-controlled properties.
Section 8 tenant-based leased housing assistance,
which includes the components set forth below:
This waiver allows SAHA to allocated MPBVs to a. The Agency is authorized to project-base Section 8
Woodhill Apartments, a property managed assistance at properties owned directly or indirectly by
under SAHA’s non-profit portfolio Beacon the Agency that are not public housing, subject to
Communities. HUD’s requirements regarding subsidy layering. If the
Agency chooses to project-base Section 8 assistance at
such properties, the Agency recognizes and accepts
that such units would no longer be eligible for operating
subsidy provided under Section 9(e) of the 1937
Housing Act or for future capital funds provided under
section 9(d) for those units if it chooses to use this
authorization. Project-based assistance for such owned
units does not need to be competitively bid, nor are the
owned units subject to any required assessments for
voluntary conversion. This authorization waives certain
provisions of Sections 8(o)(13)(B and D) of the 1937 Act
and 24 C.F.R. 982.1, 982.102 and 24 C.F.R. Part 983 as
necessary to implement the Agency’s Annual MTW
Plan; specifically 24 C.F.R 983.56 Cap on number of
PBV units in each project.

E. RENT REFORM INFORMATION

HUD defines “rent reform” as any change to how rent/tenant share is calculated for a household that
would not be allowable absent the MTW activity. Any MTW activity that an MTW PHA enacts that alters
the rent calculation (the amount a household contributes towards their housing costs) would be
considered a type of rent reform. The following information must be provided for all rent reform activities.
In addition, any MTW activity that seeks to adopt a term limit in the public housing program must include
information on items (ii)-(iv).
i.IMPACT ANALYSIS
The MTW PHA may provide an impact analysis for each component of the rent reform activity or a
comprehensive impact analysis of the rent reform activity. To assess the impacts of the rent reform
activity, the following steps are suggested:
(1) A description of how the proposed MTW activity will impact household rent/tenant share.

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The rent will be calculated as outlined in FY2014-6: HCV Rent Reform. In year 1, the
client’s share will be capped to $100. In years 2 and 3, no cap will apply.
The activity also establishes a maximum of 3 years for housing assistance.
(2) A description of how the MTW PHA will implement and track the rent reform activity and
how that process will enable the identification of any unintended consequences/impacts.
Rent reform elements will be implemented on new admissions only. As youth are referred
by the partner, they will be enrolled and follow the established rent rules. Tracking will
take place in the Agency’s administrative housing software and other internal tracking
mechanisms. The Agency will also establish points of contact for SAHA and its partner to
monitor unintended consequences and impacts.
(3) A numerical analysis detailing the intended/possible impacts of the rent reform activity
(including changes to the amount of rent/tenant share, rent burden increases/decreases, households
affected, etc.)
This rent reform is being implemented with new admission only. See section C. Cost
Implications above for an overview of the amount the rent/tenant share will be decreased
in year 1 of admission.
(4) A plan for how the MTW PHA will weigh the consequences/benefits of the rent reform
activity to determine whether it should be adjusted/ terminated/ reduced/ continued/ expanded.
The Agency will be working with the partner to ensure the allocated housing assistance
is positively contributing to the partner’s Next Step Housing Program. This effort will
include regular partner meetings and shared reporting.
ii. HARDSHIP CASE CRITERIA

The MTW PHA must establish a hardship policy that clearly defines the circumstances under which
households may be exempted or provided temporary relief from the activity. The MTW PHA must
describe how such households could access the hardship policy and the associated process.
This Hardship Policy is designed to allow SAHA flexibility to address unique,
unforeseeable circumstances that may occur and to protect families in crisis. SAHA plans
to coordinate with the partner in hardship cases to coordinate response efforts.

Hardship Criteria and Remedies: The following categories of Hardship will apply to
Next Step Housing Program participants:

1. Mobility restriction hardship: Because the Agency is restricting mobility in year 1,
the following hardship policy will be adopted.

Youth housed under the activity with either a project-based or tenant-based
voucher may be given the opportunity to move to another unit and/or port out of
SAHA’s jurisdiction in the following cases:

● If the recipient has an approved reasonable accommodation need; or

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●If the recipient requests an emergency transfer request under the VAWA
Act of 2013. (see Exhibit 16-2 for SAHA Emergency Transfer Plan in
SAHA's Administrative Plan)

2. Time-limit hardship : Because the Agency is limiting housing assistance to a
maximum of three years, the following hardship policy will be adopted.

Youth housed under the activity and at the end of their maximum three year
time-limit may be given the opportunity to extend assistance for an additional two
years if the recipient is at imminent risk of homelessness as defined as:

● Individual or family who will imminently lose their primary nighttime
residence, provided that:
1. Residence will be lost within 14 days of the date of end of
participation;
2. No subsequent residence has been identified; and
3. The individual or family lacks the resources or support networks
needed to obtain other permanent housing; or If the recipient
requests an emergency transfer request under the VAWA Act of
2013.

3. Other circumstances: Determined by SAHA
Supporting Documentation Needed: Documentation (i.e. if for disability, proof of
disability; if for hospitalization, hospitalization documentation)

Applying for Hardship : Next Step Housing Program participants must complete a
hardship form and submit with supporting documentation to SAHA.

iii. DESCRIPTION OF ANNUAL REEVALUATION
The MTW PHA must provide an overview as to how the activity will be reevaluated on an annual basis in
the Annual MTW Report, mitigating negative impacts and unintended consequences.
The Agency has established internal review processes that will encompass reviewing key

HUD metrics, SAHA operational metrics, and Partner outcome metrics to assess whether
the activity is achieving its intended outcome and developing mid-course corrections as
needed.
iv. TRANSITION PERIOD

The MTW PHA must develop a plan and timeline for transitioning households into the activity. If a rent
reform activity, the MTW PHA should show how the impact analysis informed this transition period
Clients will be enrolled into the program once the Agency has received the referral and
determined eligibility.

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Section IV. Approved MTW Activities

Below is a list of approved MTW activities and their general implementation status.
Current Activity Status
11-1e- Preservation and Expansion of Affordable Housing Ongoing

11-9- Allocate tenant-based voucher set-asides for households referred by non-profit
Ongoing
sponsors who provide supportive services
13-2- Simplified Earned Income Disregard (S-EID) (Public Housing) Ongoing
13-4- HQS Inspection of SAHA-owned non-profits by SAHA inspectors Ongoing
14-2- Early Engagement Ongoing
14-3- Faster Implementation of Payment Standard Decreases (HCV) Ongoing
14-6- HCV Rent Reform (14-6 Rent Simplification (HCV) & 15-4- Simplified Utility
Ongoing
Allowance Schedule)
15-1- MDRC / HUD Rent Study Ongoing
15-2- Elderly Admissions Preference at Select Public Housing Sites Ongoing
15-3- Modified Project Based Vouchers Ongoing
17-1- Time Limited Working Referral Program Ongoing
17-2- Restorative Housing Pilot Program Preparing to close out
19-1- Local Implementation of SAFMR Ongoing
19-2- Alternate Recertification Process (PH and HCV) Ongoing
20-1- Palo Alto College, College Homeless Assistance Program Ongoing
20-2- St. Phillips College Homeless Program (SPC-HP) Not yet Implemented
20-3- Family Self Sufficiency (FSS) Program Streamlining Not yet Implemented
20-4- Time Limited Workforce Housing Pilot Program (PBV) Not yet Implemented

On June 13, 2019, the Agency received HUD approval to extend specific MTW Agreement
provisions to its HUD-VASH program. The Agency implemented the extension of these waivers
in FY20201. Below is a list of MTW activities apply to each program.

● FY2019-1: Local SAFMR Implementation
● FY2019-2: Alternate Recertification Process
● 14-6- HCV Rent Reform (14-6 Rent Simplification (HCV) & 15-4- Simplified Utility
Allowance Schedule)
1
Because these MTW regulatory waivers have been extended to the HUD-VASH program, activity-specific
reporting includes households served by the HUD-VASH program and who are subject to the alternative MTW
policies, HUD-VASH program participants are not considered MTW households and HUD-VASH program funding
is not eligible for MTW funding fungibility. As such, other MTW reporting elements including MTW statutory
requirements (ie, MTW households served) and MTW sources and uses exclude HUD-VASH program participants
and funding.

APPENDIX A: HUD Information Reporting Requirements | Section 4. Approved MTW Activities

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A. Implemented Activities
1. FY2011-1e: Preservation and Expansion of Affordable Housing

i. Plan Year Approved, Implemented, Amended
This activity was approved and implemented in FY2010-2011 MTW Plan.
Update: This activity is ongoing and continues to facilitate the expansion and preservation of
affordable housing. The Agency has several projects in the development pipeline that will utilize
MTW funding. These projects are not anticipated to come online until FY2022. (see Appendix D.
Asset Management Plan for additional details on the Agency’s preservation and expansion
plans)
Description: Under San Antonio Housing Authority’s (SAHA’s) broader uses of funds authority,
Attachment D, the Agency may use MTW funding for local, non-traditional units providing that
the activities meet the requirement of the MTW statute. While SAHA has had the authority to
utilize this flexibility since 2011, the Agency has not utilized it for the construction of new units; all
development reported under this activity in past years occurred outside the scope of MTW as it
used other funding sources, including tax credits, HOME funding, CDBG and other local and
state funding.
SAHA began utilizing this ability to fund local, non-traditional units in combination with a new
flexibility to combine replacement housing factor (RHF) funds with the MTW block grant; the
Agency executed an RHF amendment and RHF Plan that was approved by HUD in FY2014.
This activity operationalizes the expansion policies adopted in FY2011 by utilizing the local,
non-traditional unit authorization under SAHA’s broader uses of funds authority and securing the
approval to combine RHF funds into the MTW block grant, which requires the Agency to
construct new affordable units (defined as units reserved for households with income at or
below 80% AMI).
While SAHA may develop new communities with market-rate units in addition to affordable units,

this activity does not authorize the use of MTW funds (including RHF funds) for the development
of those market-rate units.
Important to note is SAHA’s flexibility to construct new Section 8 or 9 units that are authorized
under MTW single-fund flexibility, and those outcomes are reported in the Sources and Uses of
Funds section of this report (Section V.). The only units authorized under this activity FY2011-1e
are those reserved for households with income at or below 80% AMI that receive no Section 8
or 9 funding.
This activity was revised for FY2016. Language describing Preservation and Expansion Policy
context, background, and process was moved to Appendix 3. While the Preservation and
Expansion Policy language can provide a helpful backdrop to the goals of FY2011-1e, it can also
distract from the specific use of MTW flexibility. The language in FY2011-1e is now focused on the
use of MTW funds to preserve or expand affordable housing units without any Section 8 or

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Section 9 subsidy. Since no preservation of non-Section 8 or 9 units is planned for FY2016, the
metric “HC #2: Units of Housing Preserved” has been set to a benchmark of 0 (zero).
iii. Planned Non-Significant Changes
None
iv. Planned Changes to Metrics/Data Collection
Metrics will be updated to reflect MTW fund allocations described above.
v. Planned Significant Changes
None


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2. FY2011-9: Allocate tenant-based voucher set-asides for households referred by
non-profit sponsors who provide supportive services
This activity was approved in FY2010-2011 and implemented in the same fiscal year. This activity

has been amended as follows:
● FY2019-2020:
○ Added up to forty (40) additional tenant-based vouchers to support a Permanent
Supportive Housing (PSH) provider currently partnered with SAHA administering
the Move On Program.
○ Adopted alternative portability policies for all set-asides under this activity to
ensure participants are able to continue receiving supportive services by partners
while receiving the set-aside housing assistance. Under this alternative policy,
recipients would not be able to port or take their SAHA set-aside voucher to
another jurisdiction.
○ Adopted a hardship policy: a set-aside voucher recipient may be given the
opportunity to port out of SAHA’s jurisdiction in the following cases:
■ If the recipient has an approved reasonable accommodation need; or
■ If the recipient requests an emergency transfer request under the VAWA
Act of 2013.
Update: This activity is ongoing and continues to assist the Agency in its efforts to reduce
homelessness in San Antonio by increasing housing choices. The new Move On Program was
launched in January 2020.
Description: SAHA allocates up to 240 tenant-based vouchers for households referred by
non-profit sponsors who commit to provide supportive services. The set-aside vouchers
support two main programs:
● The Set Aside Homeless Voucher (SHVP) Program: The Set Aside Homeless Voucher
Program (SHVP) provides rental voucher assistance to homeless individuals through a
collaborative referral process. San Antonio Metropolitan Ministries (SAMMs) and the
Center for Health Care Services (CHCS) screen applicants to ensure they meet all
eligibility criteria and then forward referral packets to SAHA. A total of 200 vouchers
have been allocated for the Set Aside Homeless Voucher Program (SHVP) program.
Case management and supportive services are provided by CHCS and SAMMs.
● Move On Program: The Move On Program provides 40 tenant-based vouchers for
families currently residing in Permanent Supportive Housing (PSH) to transition to
subsidized housing. The program is designed to serve those who previously
experienced chronic homelessness, been successfully served through PSH and will
benefit from on-going housing subsidy to prevent a return to homelessness. Current
partner is the South Alamo Regional Alliance for the Homeless (SARAH).

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None
None
None


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3. FY2013-2: Simplified Earned Income Disregard (SEID)

This activity was approved in FY2012-2013 and implemented in FY2013-2014. This activity has
been amended as follows:
● FY2014-2015: Removed Family Self-Sufficiency (FSS) from the list of approved
self-sufficiency programs due to the Agency’s inability to reconcile FSS program
requirements with this waiver.
● FY2015-2016: Established the requirement that families complete financial literacy
classes.
Update: This activity is ongoing and continues to provide an incentive to households who are
engaged in a path to self-sufficiency. The Agency is actively seeking additional grant funding to
support the possible expansion of approved self-sufficiency programs. The Agency expects
enrollment to decline in the next fiscal year due to a large number of households coming up on
year 5 of the program and limited number of new enrollees.
Statutory Goal Housing Programs Additional Requirements

◾ Self-Sufficiency ◾ MTW Housing Choice Voucher ◾ Must complete financial literacy classes
◾ Cost Effectiveness ◾ Public Housing ◾ Must enroll in an approved self-sufficiency
program
◾ Current approved programs:
◾ Westside Jobs Plus Program
◾ Annie E. Casey/East side Jobs Plus Program
◾ Self-sufficiency programs NOT approved:
◾ Family Self-Sufficiency (FSS) Program
◾ HUD Jobs-Plus at Cassiano Homes

This activity eliminated the traditional EID for all programs and established an alternative
earned-income disregard (EID) for the MTW Housing Choice Voucher and Public Housing
programs that requires enrollment in an approved self-sufficiency program. The alternative
disregard expands the number of months for which EID (referred to as earned-income
disregard or earned-income disallowance) is available from 24 months to 60 months, and
makes the benefit available continuously during the 60 months, without start/stop. Head,
Spouse or Co-head of Household qualifies entire household for SEID (formerly only Head of
Household could participate).Income is disregarded on a sliding scale based on year(s) of
participation:
● During year 1, 100% of earned income is disregarded

● Year 2: 80%
● Year 3: 60%
● Year 4: 40%
● Year 5: 20%

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Participating households must attend quarterly financial counseling sessions in order to ensure
that families are equipped with the tools and knowledge to budget effectively in preparation for
the annual reduction of SEID, and to increase chances of success in achieving self sufficiency. At
the time of the referral, staff schedules an appointment with financial counseling providers such
as Family Service Association or the Financial Empowerment Center. Participating households
must attend the counseling sessions prior to the annual incremental reduction of EID, or within
one month of the reduction being processed. Staff have access to the appointment log, and
sign in sheets for financial counseling, and a very good relationship with counseling partners to
obtain information on attendance.
Case management Staff monitor attendance, and follow up with members to ensure they are on

track. Should they fail to attend, staff report back to management when a member lapses. A
hardship provision allows a grace period for unforeseen circumstances.
None
None
None


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4. FY2013-4: HQS Inspection of SAHA-owned non-profits by SAHA inspectors
This activity is designed to reduce cost and increase cost effectiveness, and was originally
approved as part of the FY2012-2013 MTW Plan. Implementation began on January 1, 2013.
Update: This activity is ongoing. The Agency continues to experience cost efficiencies by
conducting inspections of SAHA-owned nonprofits by SAHA Inspectors.
Description: This activity allows SAHA inspectors (instead of third- party contractors) to inspect
and perform rent reasonableness assessments for units at properties that are either owned by
SAHA under the Agency’s non-profit portfolio or owned by a SAHA affiliate under the Agency’s
partnerships portfolio. At the time of implementation, SAHA’s Inspections department was
equipped to absorb the additional inspections without the need for additional full-time or
part-time equivalent positions.
SAHA estimated that the impact to the Agency would be a cost savings of $55.46 per
inspection. This figure was the projected result of replacing third-party contractors with in-house
inspectors. At the time this activity was adopted, the cost of contracting with a third party to
conduct 2,391 inspections annually was $182,478 per fiscal year, which translated into a cost per
inspection of $76.32. The cost per inspection using SAHA staff was estimated at $20.86. The
net savings per inspection was projected to be $55.46.
As required by HUD, “CE #2: Staff Time Savings” has been added to this activity. While SAHA
recognizes HUD’s efforts to standardize metrics across MTW agencies, this metric is not in
alignment with the nature of this activity. Agency cost savings in this activity is not the result of
staff time savings, but instead of increased efficiency.
None
None
None


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5: FY2014-2: Early Engagement (EEP)
This activity is designed to increase housing choices by providing training to support successful
participation in SAHA’s Federal Housing Programs, and was originally approved as part of the
FY2013-2014 MTW Plan and implemented in that fiscal year. After a hold period of several
months during FY2015, this activity resumed in FY2016. The pause in the activity was due to
prioritizing lease-up over other considerations.
Update: This activity is ongoing and continues to provide applicants valuable training to be
successful participants in the Agency’s federal housing programs as they begin their path
toward self-sufficiency. In FY2020, the Agency initiated a deep dive into policies, processes, and
practices related to program exists. The purpose of the project is to gain a better understanding
of events leading up to negative exits and what additional interventions the agency can leverage
after EEP. This work will help inform whether the Agency will adjust the EEP and/or develop
additional MTW initiatives.
Description: This activity establishes a requirement that applicants complete a defined set of
courses upon admission to the Public Housing (PH) or Housing Choice Voucher (HCV)
programs. Failure to attend a required EEP briefing may be cause for denial. The courses are
designed to provide incoming families with the skills to be successful residents and tenants,
while establishing clear expectations and minimizing the number of crisis situations over the long
term. The curriculum is the product of formal partnerships with other agencies who participate as
instructors or advisors in the design and implementation of the courses. Topics include finding
the right home/neighborhood, working with landlords, financial literacy, fair housing, safety,
upkeep and sustainability.
Elderly and disabled heads of households are exempt from the requirement, but encouraged to

take the courses. Those who successfully complete the courses will receive a certificate.
None
None
None


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6. FY2014-3: Faster Implementation of Payment Standard Decreases (HCV)
This activity is designed to reduce cost and increase cost effectiveness, and was originally
approved as part of the FY2013-2014 MTW Plan.
Update: This activity is ongoing. We are implementing the appropriate payment standard at
regular reexaminations and at moves, but not at interim reexaminations.
Description: Typically, when Fair Market Rent (FMR) is reduced and the payment standard is
adjusted accordingly, the reduced payment standard is applied at each participant’s second
regular reexamination. This activity will allow SAHA to apply the lower payment standards at
each participant’s next reexamination (Move, Interim and/or Annual reexaminations), or as
predicated on business need. If the participant’s rent portion increases as a result of applying
the new payment standard, SAHA will provide the participant a 30-day notice of rental increase.
None
None
None


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7. FY2014-6: HCV Rent Reform (consolidates previously approved activities into one and
renames it to clarify intent)
Previously approved
FY2014-6: Rent Simplification (HCV) and FY2015-4: Simplified Utility Allowance Schedule
Both activities are designed to work together to reduce cost and increase cost effectiveness. For

FY2014-6 Rent Simplification, the Agency received HUD approval as part of the FY2013-2014
Plan and began implementation in July 2014. For FY2015-4: Simplified Utility Allowance
Schedule, the Agency received HUD approved as part of the FY2014-2015 MTW Plan and
began implementation in January 2015.
This activity is designed to meet the statutory objective of increasing cost effectiveness, and was

originally approved as part of the FY2014-2015 MTW Plan.
Note that this activity applies only to Housing Choice Voucher (HCV) program participants who
are not part of FY2015-1 MDRC/HUD Rent Study. If a household is selected to participate in the
control or treatment group of the Rent Study, they will be subject only to FY2015-1, and not this
activity FY2014-6.
Update: This activity is ongoing and continues to minimize administrative costs minimal to no
impact to residents.
This activity has two elements: (1) simplified rent calculation (previously approved under
FY2014-6: Rent Simplification) and (2) simplified utility allowance schedule (previously approved
under FY2015-4: Simplified Utility Allowance Schedule)
(1) Rent Simplification Description: Previously, rent calculation was based on 30% of the
participant’s adjusted monthly income. This activity lowers the percentage used to calculate rent
to 27.5% of monthly gross income for all MTW HCV participants and new admissions, and
eliminates deductions (i.e., medical and child care) with minimal impact to the participant’s rent
portion. Additionally, SAHA will not disregard the participant's income using the traditional
Earned Income Disallowance (EID) calculation.
The per-unit cost will be calculated by the total housing assistance payments divided by the total

number of units leased each month. The housing assistance payments expense will be obtained
from the monthly financial statements and the total units will be obtained from the Unit Month
Report. SAHA will conduct time studies to verify the number of hours that staff spends
calculating tenant rent portion. The quality control score will be obtained from an Access
database..
(2) Description: Prior to this activity, the Agency conducted annual reviews and periodically
re-established a Utility Allowance Schedule to represents reasonable utility cost expectations as
part of a tenant’s lease. The Utility Allowance Schedule is based on utility surveys and analysis of

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the type of structure, bedroom size, appliances provided by tenant, and type of appliances
(gas/electric).
This activity establishes a new, simplified schedule that is based on the analysis of data collected

from SAHA’s existing HCV portfolio including the most common structure and utility types. The
simplified schedule reduces administrative costs associated with the traditional method of
applying a Utility Allowance Schedule. Specifically, the activity will allow the HCV department to
be more cost effective by reducing staff time spent on calculating multiple utility schedules for 6
different structure types plus various utility types such as gas, electric or propane.
The simplified utility allowance schedule is also anticipated to benefit property owners, who will
have a more accurate understanding of the total gross rent to be applied to their properties, and
to benefit participants, who will be able to use this new schedule to clarify gross rent in their
selection of housing units.
The new utility allowance schedule is implemented at the time of recertification, interim or change
of unit. The schedule will be applied to the lesser of these two options:
● the actual size of the unit, or

● the size of the voucher.
The flat utility allowance will not be granted in the case of tenant-provided appliances, which are

not considered tenant-supplied or -paid utilities. SAHA will continue to use current market
consumption data to determine when adjustments to the simplified schedule are needed (upon
change of more than 10% in rates).
Hardship Policy: Households that experience a rent increase of $26 or more due to the rent
simplification calculation will be granted a hardship exemption and have the household’s TTP
calculated in accordance with 24 CFR 5.628 (i.e., non-MTW TTP calculation). Participants who
are granted a hardship exemption will remain exempt until their rent portion falls below the $26
threshold. Hardship exemptions under this provision will be verified at each annual and interim
recertification
Participants who are granted a hardship exemption will remain exempt until their rent portion
falls below the $26 threshold. Hardship exemptions under this provision will be verified at each
recertification.
On June 13, 2019, the Agency received HUD approval to extend these MTW Agreement
provisions to its HUD-VASH program. The Agency implemented the extension of this waiver to
the HUD-VASH Program in FY2020.
None
None
None

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8. FY2015-1: MDRC / HUD Rent Study
This activity is designed to promote self-sufficiency, increase cost-effectiveness, and increase
housing choices. It was originally approved as part of the FY2014-2015 MTW Plan.
Update: This activity is ongoing and continues to work closely with MDRC. The Agency is
currently working with MDRC to execute an amendment to the current memorandum of
understanding to allow MDRC to collect data on the study participants through the end of the
6-year follow-up period.
Description: San Antonio Housing Authority (SAHA) has been selected to participate in a study
commissioned by the U.S. Department of Housing and Urban Development (HUD) to evaluate a
Housing Choice Voucher (HCV) alternative rent reform policy (the “Study”). MDRC, a nonprofit
and nonpartisan education and social policy research organization, is conducting the Study on
behalf of HUD. The Study sets forth alternative rent calculation and recertification strategies that
will be implemented at several public housing authorities across the country in order to fully test
the policies nationally.
The goals of this alternative rent policy are to:
● Create a stronger financial incentive for tenants to work and advance toward
self-sufficiency
● Simplify the administration of the HCV Program
● Reduce housing Agency administrative burden and costs
● Improve accuracy and compliance of program administration
● Remain cost neutral or generate savings in HAP expenditures relative to expenditures
under traditional rules
● Improve transparency of the program requirements
A computer-generated program will randomly select the participants for the Study from the pool

of eligible vouchers. The Study Group vouchers will be managed using the proposed policies.
The Control Group vouchers will be managed using the existing policies. Eligible participants in
both the Study and Control Groups will include only those with vouchers that are administered
under the Moving To Work (MTW) Program and not currently utilizing a biennial certification.
Non-MTW Vouchers (i.e., Veterans Affairs Supportive Housing, Moderate Rehabilitation, and
Shelter Plus Care), Enhanced Vouchers, and HUD Project Based Vouchers are excluded from
the Study. Additionally, the Study is focused on work-able populations and will not include
Elderly Households, Disabled Households and households headed by people older than 56
years of age (who will become seniors during the course of the long-term study). Households
currently participating in Family Self-sufficiency and Homeownership programs will not be
included in the Study. Households that contain a mix of members with an immigration status that
is eligible for housing assistance and immigration status that is non-eligible for housing
assistance would not be included in the Study.

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I. Description of Rent Reform Components
The Study is designed to test an alternative strategy to standard HUD operating rules for the
HCV program. The proposed alternative rent policies will include the following five key features:
1) Simplify income determination and rent calculation of the household’s Total Tenant
Payment (TTP) and subsidy amount by:
a) Eliminating deductions and allowances,
b) Changing the percent of income from 30% of adjusted income to a maximum of
28% of gross income,
c) Ignoring income from assets when the asset value is less than $25,000, and
d) Using retrospective gross income, i.e., 12-month “look-back” period and, in some
cases, current/anticipated income in estimating a household’s TTP and subsidy.
e) Capping the maximum initial rent burden at 40% of current gross monthly income.
2) Conduct triennial income recertifications, rather than annual recertifications, with
provisions for interim recertifications and hardship remedies if income decreases.
3) Streamline interim certifications to eliminate income review for most household
composition changes and moves to new units.
4) Require the TTP is the greater of 28% gross monthly income (see #1 above) or the
minimum rent of $100. A portion of the TTP will be paid directly to the landlord.
5) Simplify the policy for determining utility allowances.
Additionally, the Study will offer appropriate hardship protections to prevent any Study Group
member from being unduly impacted as discussed in Section V below.
A. Description of the Rent Reform Activity

1) Simplified Income Determination and Rent Calculation
Under the current HUD regulations, the total tenant payment (TTP) is a calculation
derived from the voucher household’s 30% adjusted monthly income (gross income
less HUD prescribed deductions and allowances). SAHA follows a process of
interviewing the household to identify all sources of income and assets, then verifies
the information and performs the final calculation. The process is complex and
cumbersome, which increases the risk of errors. According to HUD’s Occupancy
Handbook, Chapter 5 “Determining Income and Calculating Rent,” the most frequent
errors found across PHAs are: Voucher holders failing to fully disclose income
information, errors in identifying required income exclusions and incorrect calculations
of deductions often resulting from failure to obtain third-party verification. The
complexity makes the HCV program less transparent and understandable by the
public, landlords and voucher holders.
2) Elimination of Deductions
SAHA proposes a new method of calculation, which eliminates the calculation of
deductions and allowances in the determination of annual income.
a) Percent Annual Gross Income.

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The Total Tenant Payment (TTP) rent calculation will be determined by
establishing gross annual income and then determining the greater of 28% of the
gross monthly income or the minimum rent of $100.
b) Elimination of Income from Assets valued less than $25,000
SAHA will eliminate the verification and calculation of income earned from
household assets valued less than $25,000. Households would not be required
to document assets worth less than that amount. This will reduce administrative
costs and simplify the program for greater transparency and program
compliance.
c) Review of Retrospective Income.
To establish annual gross income for the three-year certification period, SAHA will
review the total household income without deductions for the twelve-month
period prior to recertification, i.e., the “Retrospective Gross Income.” A
household’s annual gross income will depend on its Retrospective Gross Income
during a 12-month “look back” period.
At the certification, if a household’s current/anticipated income is less than its
retrospective gross income by more than 10%, a “temporary” TTP based on
current income alone will be set for six-month grace period. After that grace
period, the TTP will automatically be switched to the TTP amount based on the
previously determined average retrospective gross income. No interim
recertification interview would be required to reset this TTP.
d) Capping the Initial Maximum Rent Burden
HUD places a maximum rent burden for households moving into a new unit
under the housing choice voucher subsidy, which is determined to be 40 percent
of the household’s adjusted annual income. However, under the Rent Reform
Study, the PHA will no longer adjust household income using deductions and
allowances. The household must not pay more than 40 percent of gross current
monthly income for the family share when the family first receives voucher
assistance in a particular unit. (This maximum rent burden requirement is not
applicable at reexamination if the family stays in place).
3) Triennial Certifications
SAHA currently performs re-certification of HCV households on an annual basis. The
annual certification will review program eligibility, household composition, income
and other household circumstances. Additional re-examinations (“interim
certifications”) may be required for changes in the household situation such as:
composition, income, and change in unit.
SAHA proposes performing re-certification of the Study Group every third year
(triennial). The triennial certification will review program eligibility, household
composition, current income and income over the past twelve months (“retrospective
income”), unit information and shall set the Total Tenant Portion (TTP) and the
household share of the rent. The TTP for the Study Group will remain in effect during

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the three year certification period, with some exceptions related to decreases in
income and changes in household.
Under the alternative rent policy, a household’s annual gross income will be
determined using its reported (and verified) retrospective gross income during a
12-month “look-back” period. (In this calculation, gross income will exclude any prior
income from sources that have expired for the household during that period, such as
TANF or Unemployment Insurance benefits, since the household can no longer count
on them. It will include imputed welfare income – i.e., any sanctioned portion of a
household’s TANF grant). SAHA will create a local form to supplement the HUD form
9886 to provide tenant consent for SAHA to collect information relevant to the
triennial recertification period.
If the household has an increase in income between certifications, the household’s
TTP will not be re-determined and increased to reflect the higher income. However, if
the household has a decrease in income, the household may request and SAHA may
provide an interim re-certification or other remedies under the hardship process (see
Section V). The interim re-certification will be conducted when a household has a
reduction of income of more than 10% from the retrospective gross income.
a) SAHA interim certification will re-calculate the household TTP based on a new
retrospective gross income review to determine the greater of 28% of the
retrospective gross income or the minimum rent of $100. This retrospective
gross income will establish the TTP that will remain in effect until the sooner of
the next triennial certification; or a tenant requested interim certification. The
tenant may only request one interim certification per year. The year period
during which only one interim is permitted begins on the effective date of the
triennial recertification and ends 12 months later.
b) At the triennial certification at the beginning of the three-year period (and at
subsequent triennials) if a household’s current/anticipated gross income is less
than its retrospective gross income by more than 10%, the current income alone
will be used to create a “temporary” TTP for a six-month grace period. After that
grace period, the TTP will automatically be switched to the TTP amount based
on the previously determined retrospective gross income. No interim
recertification interview would be required to reset this TTP.
c) At the initial triennial certification only, if a household’s childcare expense
exceeds $200 per month, the gross income will be reduced by a deduction of
reasonable childcare cost above the $200 per month, to create a “temporary”
TTP for a six-month grace period. SAHA defines reasonable childcare costs as
less than $3,000 per year for one child and $6,000 per year for two children.
After that grace period, the TTP will automatically be switched to the TTP
amount based on the previously determined retrospective gross income. No
interim recertification interview would be required to reset this TTP.
d) The Study Group will be allowed one request per year for an interim certification
to reset their TTP. The year period during which only one interim is permitted
begins on the effective date of the triennial recertification and ends 12 months
later. The TTP will only be reset if a household’s new retrospective monthly
income (at the time of the request) is more than 10% lower than its most recent

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prior retrospective gross monthly income. If the limit on interim certification
presents a hardship, the household will need to apply for a Hardship Exemption
(See Section V below).
4) Streamline Interim Certifications
SAHA will institute a streamlined interim certification process for the Study Group to
report change of circumstance that does not require adjustment in subsidy. For these
events, SAHA will not request income information. These events include:
a) Changes to household composition. The Study Group must report both additions
and removal of members to the household to SAHA to determine program
eligibility and other HUD required reporting (e.g. deceased tenant reporting).
However, unless the addition of an adult member changes the voucher bedroom
size appropriate for the household composition to prevent overcrowding or
over-housing, SAHA will not request income information for the new household
member until the next scheduled triennial certification.
If the loss of a household member results in a reduction of more than 10% of the
most recent retrospective gross income, the household will be allowed to reset
their TTP.
In the event that the new or removed member requires a change to the voucher
bedroom size, SAHA will review the retrospective gross income of the newly
added or removed household members, apply a new utility allowance, and will
reset the household TTP. A reduction in subsidy for new voucher bedroom size
will be implemented when the current lease ends and new lease begins.
Changes to household composition will not be counted towards the limit of one
requested interim certification per year.
b) Change of unit. Households seeking to move to a new unit will submit a request
for move pursuant to current procedures. For households that move to more
expensive units during three-year period, SAHA will absorb the higher contract
rent costs up to the lesser of the gross rent or the payment standard, which is
consistent with traditional rent rules. However, unless the request for move is due
to a change in household composition, SAHA will not request income
information or reset the household TTP until the sooner of the next scheduled
triennial certification or tenant requested interim certification to reset TTP. SAHA
will apply new utility allowance schedule, if any, to the household at the new
lease effective date.
c) Changes in Utility Allowances. When utility schedules are updated to reflect rate
changes, utility allowances, and utility allowance payments (UAPs) will be
adjusted only when HAP subsidies or TTPs are recalculated for other reasons.
More specifically, updated utility schedules will be applied when households:
● Change their contract rent,
● Recertify and the TTP is recalculated during interim or triennial,
● Move to new units, or
● Change their household composition requiring a change in voucher size.

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5) Minimum Rent to Owner
Currently, HUD does not require minimum rents to be paid by the voucher holder to
the landlord. SAHA is proposing that Study Group members will be required to make
a minimum payment of at least $100 direct to the HCV landlord in addition to SAHA’s
portion of rent (Housing Assistance Payment “HAP”). The total amount of rent will
equal the contract rent established in the lease. This policy mirrors the market system
of tenants paying owners directly and creates a closer relationship and sense of
responsibility for both the leaseholder HCV household and the property owner.
The amount of rent to owner the Study Group will pay is equal to their TTP less the
Utility Allowance plus any amount over the payment standard for which the tenant
may be responsible to pay. The Study Group rent to owner will not be less than the
minimum rent. In the event that the Study Group household TTP less the Utility
Allowance is less than the minimum rent, the household will pay the Owner the
minimum rent and SAHA will reimburse the household the balance of the Utility
Allowance. However, if the minimum rent to owner exceeds 40% of the household
current/anticipated gross income, the household may request a Hardship Exemption
as detailed in Section V below.
6) Simplified Utility Allowance Schedule.
Currently, SAHA annually reviews and periodically re-establishes a Utility Allowance
Schedule which represents the reasonable expectation of costs for utilities as part of
the tenant’s lease.
The utility allowance is based on utility surveys and analysis of the type of structure,
bedroom size, appliances provided by tenant, and type of appliances (gas/electric).
The simplified schedule is based on the analysis of data collected from SAHA’s
existing HCV portfolio including the most common structure and utility types. This
new utility allowance schedule will be implemented upon the triennial certification or
change of unit.
SAHA proposes a simplified schedule to reduce administrative costs and reduce
errors associated with the traditional method of applying Utility Allowance Schedule.
The simplified utility allowance schedule is also anticipated to benefit property
owners who will have a more accurate understanding of the total gross rent to be
applied to their properties and to the Study Group members who will be able to use
this new schedule to clarify gross rent in their selection of housing units.
This schedule will be applied to the lesser of: the actual size of the unit or the size of
the voucher rather than the larger of the actual unit size or the voucher size. SAHA
will continue to use current market consumption data to determine when adjustments
to the simplified schedule are needed (upon change of more than 10% in rates).
Proposed Flat U lity Allowance
Bedroom Size Flat Rate
0 $ 75
1 $ 94
2 $124
3 $174

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4 $214
5 $277
6 $290
7 $333
II. Hardship Policy

SAHA is participating in the Study in order to further the national discussion regarding the future
of the Housing Choice Voucher Program. The alternative rent strategies are not intended to
create an undue burden on the Study Group members. SAHA has established the following
Hardship Policy for Study Group members. Households participating in the Study as part of the
Control Group will be subject to the current SAHA policies.
A. Hardship Waiver Request Process.

The process for requesting a waiver will be as follows:
1) A household must initiate a request for a hardship waiver, by completing and
submitting a written hardship request to Housing Assistant Specialist.
2) The household must supply information and documentation that supports a
hardship claim with their written request. For example, a household must provide
proof of the following: loss of eligibility for a federal state, or local assistance
program; loss of employment or reduction in work hours; or the incapacitation or
death of an income-earning household member and amount of lost income.
3) If a household claims zero income as part of its hardship request, it must provide a
detailed accounting of funds used to cover basic costs of living (food,
personal/family care necessities, etc.). This information must be provided every 90
days.
4) To request hardship based on the risk of eviction for non-payment of rent or utilities,
a household must provide a copy of written 10 day notice from the landlord of
non-payment of rent and the landlord’s intent to terminate the household’s tenancy,
or a notice from a utilities company warning of a utilities shut-off. Tenant must
promptly deliver the 10 day notice from the Landlord well in advance of a scheduled
court date for eviction proceedings.
B. Hardship Waiver Criteria

SAHA may determine a financial hardship exists when the household cannot pay the
minimum rent or has an excessive rent burden. Households will be considered for a
hardship waiver, as discussed below, if:
1) The hardship cannot be remedied by the one interim recertification permitted each
year (which cannot reduce a household’s TTP below the minimum level).
2) The household is at an income level or experiences a loss of income and/or a TTP
increase such that its total monthly TTP exceeds 40 percent of its current monthly
gross income. The gross income will include imputed income in the same manner as
current calculations.
3) The household faces risk of eviction for non-payment of rent – including utility
shut-offs for non-payment of utility bills that could lead to eviction.
4) Other circumstances as determined by the housing Agency.

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C. Hardship Review Process
1) The administrative review of the household circumstances will be conducted by
SAHA according to current review processes.
2) For hardship claims related to imminent risk of eviction, SAHA will conduct an
expedited hearing process.
3) Where a hardship request is denied, the household may request an independent
review or hearing of its case through the housing Agency’s normal grievance
procedures.
4) SAHA will complete all information regarding the request for Hardship and the
outcome in the system of record for tracking Hardship requests.
D. Hardship Remedies
1) The Hardship remedies may include any of the following:
a) Allowing an additional interim recertification beyond the normal one-per-year
option. This could lower household’s TTP (but only as low at the $100 minimum
TTP) until the next triennial recertification.
b) Setting the household’s TTP at the minimum level for up to 90 days.
c) Setting the household’s TTP at 28 percent of current income, for up to 180 days.
d) Offering a “transfer voucher” to support a move to a more affordable unit
(including a unit with lower utility expenses).
e) A specific time frame for the temporary TTP or minimum rent may be established
for longer than 180 days based on specific circumstances. However, the time
frame will never go pass the triennial recertification date.
f) Any combination of the above remedies.
2) During the period when the TTP is reduced, the housing Agency will increase its
payment to the landlord to cover the portion of the rent previously paid by the
tenant directly to the landlord, and it will notify the landlord of the change and the
time period of the increased payments.
3) In addition to the remedy or remedies offered, the household may be referred to
federal, state or local assistance programs to apply for assistance, or to obtain
verification that they are ineligible to receive benefits.
4) The Hardship remedies are subject to the following limitations:
a) The tenant portion of the rent payments will not be suspended prior to a
hardship designation.
b) Remedies will not affect any rent attributable to a gross rent that exceeds the
applicable payment standard.
c) Opting out of the alternative rent policy is not a remedy option.
E. End of Hardship Waiver Period

1) If the hardship continues, the household may submit a request for an extension of
the hardship remedy. However, the time frame will never go past the triennial
recertification date.
2) At the end of the hardship waiver period, the household’s regular TTP will be
reinstated.

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III. Transition Period
A. Selection of Participants
Study Par cipants will be randomly selected from the eligible vouchers through a computer
generated random selec on program. Eligible vouchers will specifically exclude the
following:
● Vouchers not currently administered under the Moving to Work Program:
○ Veterans Affairs Supportive Housing (VASH)
○ Moderate Rehabilitation
○ Shelter Plus Care
○ Enhanced Vouchers
● HUD Project Based Vouchers
● Vouchers administered under portability
● Elderly households: Head of Household, co-head, spouse or single member
households 62 years or older pursuant to the Administrative Plan
● Households headed by people older than 56 years of age (who will become
seniors during the course of the long-term study).
● Disabled households: Head of Household, co-head, spouse or single member
households with a disability as defined in the Administrative Plan
● Households currently participating in the Family Self-sufficiency Program
● Households participating in the Homeownership Program
● Households that contain a mix of eligible and non-eligible household members
would not be included in the Study
B. Enrollment of Study Group members

1) Prior to Certification Meeting
Selected Study Group members will receive special information with their
recertification package to introduce them to the rent reform policies and to answer
household questions. SAHA will conduct the triennial certification at the time
otherwise scheduled for the household annual certification.
2) During Certification Meeting
At the initial triennial certification, the household will have the changes in rent reform
policies explained to them. They will be provided with a gift card as a nominal thank
you for providing filling out a base information form.
Changes in the household share, TTP, utility schedule allowance will be provided to
the household with no less than 30 days’ notice.
3) Mitigation of impact at initial triennial certification
A “grace period” of six months will be provided to mitigate the impact of the
transition for the following two cases:
a) At the triennial certification at the beginning of the three-year period (and at
subsequent triennials), if a household’s current/anticipated income is less than its
retrospective income by more than 10%, the current income alone will be used to
create a “temporary” TTP for a six-month grace period.

2020–2025 86

b) At the initial triennial certification only, if a household’s childcare expense is
above $200 per month, the gross income will be reduced by a deduction of
reasonable childcare cost above the $200 to create a “temporary” TTP for a
six-month grace period.
After that grace period, the TTP will automatically be switched to the TTP amount
based on the previously determined average prior income. No interim recertification
interview would be required to reset this TTP.

None
None
None


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9. FY2015-2: Elderly Admissions Preference at Select Public Housing Sites
This activity is designed to meet the statutory objective of increasing housing choices for
low-income families and was originally approved as part of the FY2014-2015 MTW Plan and
implemented November 1, 2014.
Update: This activity is ongoing and continues to allow the Agency to increase housing choices
for elderly residents at selected public housing properties.
Description: This activity establishes a 4-to-1 elderly admissions preference at specific
communities in order to increase housing choices for elderly households.
The goal of the activity is to address continuing concerns of elderly residents at specific
communities regarding lifestyle conflicts between elderly and non-elderly residents. Property
Management’s ability to address these conflicts is reduced significantly when the ratio of
non-elderly to elderly residents rises above a certain proportion. The 4-to-1 admissions
preference is proposed in order to create and maintain an optimal mix of elderly and non-elderly
residents in each community.
The idea of an optimal mix is based on research of the reaction to a 1995 Massachusetts law
that attempted to limit the percentage of non-elderly disabled tenants living in state-funded
elderly housing. In 2002, the Massachusetts Office of Legislative Research provided an update
on the success of the 1995 law, which had established optimal proportions of 86.5% elderly and
13.5% non-elderly residents. Housing officials reported that the law had been largely successful
in:
1. reducing the number of problems that arise from these mixed populations sharing the
same housing;
2. slowing what had been a sharply increasing rate of non-elderly disabled households
moving in, and
3. reducing the relatively high percentage of non-elderly disabled tenants in certain
projects.
Housing advocates, however, suggested that the optimal proportion should be 80% elderly and

20% non-elderly residents. This MTW activity, FY2015-2, adopts that suggested 80/20 ratio both
for its admissions preference as well as for its ultimate unit mix
In practical terms, this activity allows the selection of four elderly applicants from the waiting list
before selecting a non-elderly applicant from the waiting list, until such time as an optimal mix of
elderly and non-elderly disabled residents is reached for the community. SAHA will use a waiting
list preference for elderly families to ensure properties are able to reach the target 80/20 ratio.
No residents will be required to relocate in order to meet these targets. The Agency is not
establishing a date by which to achieve the 80/20 target, and will rely solely on the normal
resident turnover process to gradually transition the population balance.

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When a property reaches its target 4-to-1 ratio of elderly to non-elderly residents, SAHA will start
to draw applicants using a 1-to-1 ratio of elderly to non-elderly applicants in order to maintain the
overall 4-to-1 balance. Should the mix ever tip in the other direction and start to house elderly
residents at a higher ratio than 4-to-1, then SAHA will draw non-elderly disabled residents at a
higher rate than elderly residents in order to maintain the overall 4-to-1 balance.
The current properties with the Elderly Admissions Preference are: Fair Avenue, WC White, and
Lewis Chatham.
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10. FY2015-3: Modified Project Based Vouchers (MBPV)
See Section 3 for proposed amendments.


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11. FY2017-1: Thrive in Five Program (formerly referred to as Time-limited Working
Household Referral Program)
This activity is designed to promote self-sufficiency and was originally approved as part of the
FY2016-2017 MTW Plan and implemented in the same fiscal year.
Update: This activity is ongoing. In FY2020, the Agency initiated the development of an action
plan to address low enrollment. To date, the team has developed an action plan and is currently
executing it. The plan includes: executing an MOU with a second referral partner, strengthening
communication with the current referral partner and internal departments, training, and new
marketing strategies.
Description: This activity is designed to achieve the MTW statutory objective to give incentives
that promote self-sufficiency, by providing working households in need of short-term housing
assistance an opportunity to quickly access public housing units. This activity seeks to provide
targeted assistance to a subset of households that 1) are working, and 2) would benefit from a
period of increased housing stability to complete education/training, increase savings, or
accomplish another self-sufficiency goal. These households will benefit from accelerated access
to housing units, and, due to the time limit on the housing assistance, will transition out within 5
years. By focusing on households that have already started on the path to self-sufficiency, this
activity should accelerate the number of households that actually transition to self-sufficiency
during the period they receive housing assistance.
1. Overview
This activity provides time-limited public housing assistance to working households referred to
SAHA by Workforce Solutions Alamo (WSA). Households referred to SAHA by WSA will receive
five years of public housing assistance. If, at the end of five years, a hardship exists, two
additional years of assistance are made available.
Upon starting housing assistance, participating households are required to enroll and
participate in a SAHA self-sufficiency program such as Jobs-Plus or FSS.
Households will typically use the conventional public housing rent structure and biennial
recertification schedule (per MTW Activity FY2019-2). However, both structure and schedule will
be affected by the requirements of the self-sufficiency program selected by the household. For
example, those enrolled in FSS will make use of an escrow account. Those in Jobs-Plus will have
the option to establish an Earned Income Disregard (EID). For households living in Cassiano, the
new Cassiano Jobs-Plus program will require an EID.
The total number of households to be served under this activity is currently capped at 200, and
will be pulled in at a rate of 25 per quarter. Over 20,000 households are currently on the public
housing waitlist. The 200 time-limited households represent 1% of that waitlist. As a result,
providing these households with housing assistance will have a very limited impact on other
households currently on the waitlist, especially at the draw rate of 25 per quarter. Additionally, it

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is expected that the time-limited units will turn over faster than standard units, creating more
housing opportunities in the long run.
However, SAHA is taking steps to minimize any short-term negative impacts to non-participants.

SAHA will reach out to households currently in waitlist pools whose applications indicate that
they are working to notify them of the opportunity provided by this new program. Also,
properties with extremely long wait times are being made unavailable to time-limited
households, in order to not extend the already long wait times even longer.
2. Previous Pilot
Previously, a pilot project (MTW Activity FY2013-1) was approved as part of the FY2013 MTW
Plan. The pilot ended in FY2016. FY2013-1 is now closed out and is replaced with this activity,
FY2017-1. This activity builds on the lessons learned from the pilot. Some of those lessons
included:
● The pilot activity relied on applicants self-identifying as working households during the
application process. A wait list preference was provided to these applicants. However,
many applicants that selected the working household preference were in fact not actually
working. As a result, staff and applicants spent valuable time in initial meetings that did
not result in successful placements. This new activity addresses this challenge by
removing the preference. In its place, households will be eligible for a time-limited unit if
they are referred by a partner workforce agency.
● Pilot households were required to participate in FSS or similar self-sufficiency activity, but
did not always do so. Staff identified a number of factors, including: lack of clear
communication and immediate follow up on the requirement, pilot households living in
elderly communities (where there are no FSS or Jobs-Plus staff ), and the novelty of the
requirement (for both staff and applicants). The new activity addresses these factors by
partnering closely with workforce partners who will assist in communication, as well as
increased understanding of what training areas need to be emphasized.
Activity elements that remain consistent with the pilot include:
● Working households who participate in this activity will receive five years of housing
assistance, with a two-year extension if needed based on hardship.
● Hardship policies mirror FSS practices and policies: SAHA can extend the term of the
assistance up to 2 years if the family provides a written request for an extension and
SAHA finds that good cause exists for the extension.
● FSS or Jobs-Plus participation is required -- each FSS and Jobs-Plus family receives
case management services from a Case Manager who maintains close communication
with the family and works with them to develop individualized plans. These plans
establish specific interim and final goals to measure the family's progress toward fulfilling
its obligations and becoming self-sufficient.
Changes and new elements that will be incorporated into the MTW Activity to improve program
outcomes include:
● The pilot had been oriented to increasing housing choice and self-sufficiency. Now that
this activity is referral-driven (instead of wait list preference-driven), the rationale for

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increasing housing choice by decreasing wait list time is no longer applicable. Instead,
the activity will be focused solely on self-sufficiency.
● Households that participated in the previous pilot and remain in good standing will be
rolled over automatically into the new program, and their time spent in the pilot will not
count against the five-year time limit (the “clock is reset”)
● SAHA and WSA staff are developing a branding and communication strategy regarding
the referral program
● SAHA staff will increase messaging of requirements and time limits backed up with
strong written policies and procedures
● CDI and PH staff coordinate activities using a master tracking worksheet, that tracks the
following:
○ Specific instances when the 5-year term limit is being communicated to
participating households
○ If the family refuses to participate in FSS, CDI will inform PH staff, who will initiate
eviction proceedings
○ Whether the household is meeting the financial counseling requirement
○ Household cohorts
○ New strategies employed as part of the Individual Plan development (for
example, it was discussed that the goals should be focused on how much money
it will take for the household to be able to pay flat rent by their 5th year)
○ Hardship tracking process, including all hardships requested
○ Improve methods to ensure families are complying with the rules of the pilot
(including retaining employment throughout)
○ Develop a procedure for households moving to section 8
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12. FY2017-2: Restorative Housing Pilot Program
This activity is designed to promote self-sufficiency and was originally approved as part of the
Update: The Agency plans to sunset this activity by the end of FY2020. Currently, the Agency is
working with its partners to establish a close out process that will allow referrals to be received
until April 2020. All probationers enrolled will maintain access to SAHA case management on a
voluntary basis. All other program requirements will cease once the pilot program has ended. A
full close-out report will be provided in the FY2020 MTW Report.
Description: This activity is designed to achieve the MTW statutory objective to give incentives
that promote self-sufficiency, through resident services initiatives that provide eligible
probationers and their families a public housing preference. This activity identifies a population
of underserved residents – probationers – who currently face challenges securing stable
housing. By providing a public housing preference, these households can more quickly establish
a solid foundation from which to undertake subsequent reintegration and self-sufficiency goals
This activity is a two-year pilot program that will allow for up to 50 adult probationers who are
reporting as part of the “Resurgence Collaborative” reentry initiative to have preference for
housing on SAHA public housing properties. Probationers will be selected for application into
the pilot by the Bexar County Community Supervision and Corrections Department (CSCD).
Probationers in the pilot will receive dual case management support from the SAHA FSS
Program and their Community Supervision Officer (CSO). The two-year term of the pilot program
does not restrict how long residents will be able to continue to receive housing assistance.
The total number of households to be served under this activity is currently capped at 50. Over
20,000 households are currently on the public housing waitlist. Providing probationers and their
households with housing assistance will have a very limited impact on other households
currently on the waitlist.
Households will typically use the conventional public housing rent structure and biennial
recertification schedule (per MTW Activity FY2014-4). However, both structure and schedule will
be affected by the requirements of the self-sufficiency program selected by the household. For
example, those enrolled in FSS will make use of an escrow account. Those in Jobs-Plus will have
the option to establish an Earned Income Disregard (EID). For households living in Cassiano, the
new Cassiano Jobs-Plus program will require an EID.
1. Target Population
Bexar County CSCD will select eligible probationers for the pilot based on the Texas Risk
Assessment System (TRAS) in order to identify probationers with high housing “needs” and a
relatively low risk of reoffending. Probationers identified with a high housing need and low risk
will be screened by their CSO for SAHA’s income requirements and disability status to determine
their eligibility for SAHA assistance. If the probationer meets SAHA’s income requirements they

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will be offered to apply for the Pilot via the Referral Form. The probationer’s total criminal history
will be taken into account for these risk assessments.
2. Criminal History Review
Probationers will be selected for application to the pilot by the Bexar County Community
Supervision and Corrections. Only Bexar County adult probationers currently serving a
probation sentence for an allowable offense (Class B misdemeanor, nonviolent Class A
misdemeanor, lowest-level controlled substance possession offense, or a first-time burglary
offense) will be eligible for the pilot program. Probationers concurrently serving three or more
separate probation sentences for allowable offenses or a single probation term for three or
more allowable offenses will be ineligible for the Pilot. An exemption to current SAHA Screening
and Eviction Guidelines will be required to allow some participants in the Pilot population to
avoid automatic denial.
Probationers with a criminal history that includes narcotics distribution, violent felonies, or
multiple burglary offenses at any time will be ineligible. Probationers with any allowable offenses
within the past five years for which they are not currently serving a probation sentence for will
also be ineligible unless the probationer successfully completed a probation sentence(s) for the
offense(s) in question. Federal bans on sex offenders and persons convicted of drug
manufacturing on federal property remain. In addition, people previously evicted from
federally-assisted housing or who have committed crimes on SAHA property in the past will be
ineligible for the Pilot.
3. Dual Case Management
Probationers selected for the pilot will be dual-case managed by a SAHA FSS Case Worker and

their CSO. FSS will attempt to use only one or two case managers for the Pilot population as will
the Bexar County CSCD. Selected probationers must be willing to engage in FSS case
management for up to 5 years and if they unilaterally terminate case management they may be
evicted. Selected probationers in the Pilot will receive a FSS case manager upon entering public
housing, and the FSS case manager’s role will be to supervise and motivate clients in
conjunction with the CSO. Bexar County CSOs will have the final say on what court-ordered
services must be completed and in what order, though the FSS case manager and CSO should
coordinate and jointly agree on non-court ordered services and supervision. Selected
probationers will be required to report to a CSO at the Barbara Jordan Center location in order
to utilize services at the Resurgence Collaborative.
The SAHA FSS Case Manager would work to be present and present materials at SAHA-based

hearings related to a Pilot participant; the Bexar County CSO would handle criminal and
court-related matters pertaining to offenses probationers in the Pilot may commit. Both case
managers should coordinate efforts and meet on at least a monthly basis to review problem
cases and problem-solve.
The FSS Case Managers will also coordinate with property managers to address problems as
needed. Scheduled meetings with clients do not have to be attended by both managers but
efforts and communication should be coordinated so as not to confuse or mislead clients. SAHA
will track the results of this Pilot with Bexar County CSCD through the FSS program.

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4. Pilot Requirements
The probationers must also stay in good standing with their probation requirements (including
substance monitoring and home inspections). Probationers rearrested for violations of their
current probation or new criminal offenses may be swiftly evicted from public housing and
removed from the lease if determined by their CSO and SAHA. Family members would not be
subjected to eviction if another adult in the household is capable of taking over the lease, unless
otherwise determined by SAHA and the Bexar County CSCD.
Pilot Probationers who must go to residential drug treatment will not forfeit their public housing
unit provided they have other immediate family members already living in the unit and capable of
maintaining the lease. Probationers exiting residential drug treatment would still be able to apply
to the pilot, if all other eligibility requirements are met. An MOU will be created for the Pilot to
share information between SAHA and the Bexar County CSCD. In addition to the MOU the
participating probationers will be required to sign a release of information form in order for the
CSCD to share any case specific information (i.e. drug tests) with the SAHA case manager.
Probationers who are evicted due to an arrest or violation will be ineligible to apply for the Pilot
in the future. Evicted probationers’ spots in the Pilot will be recycled into the population cap for
each pilot program. The same will apply for those probationers who leave public housing either
voluntarily or through increased self-sufficiency. Individuals who finish their probation
requirements may still be required to meet with a FSS case manager, and their spot will be
recycled into the Pilot population cap.
Probationers will be required to obtain services at the “Resurgence Collaborative” at the
Barbara Jordan Center determined by their FSS case manager and CSO. Services not provided
at the Resurgence Collaborative may be completed through FSS/Probation’s existing network of
services providers. In addition, the FSS case manager will work to engage family members in
services offered at the Resurgence Collaborative to build self-sufficiency in the entire family.
5. Pilot Logistics
Up to 50 probationers reporting as part of the “Resurgence Collaborative” reentry initiative and

their immediate families will be allowed prioritized access to public housing at SAHA properties
over a two-year period. The population cap of 50 will include both probationers coming into
new public housing units with their families and probationers who are being allowed to move in
with immediate family members that are already living in public housing properties.
Probationers selected for the Pilot will be given a signed referral from their CSO to present to
SAHA staff at the Unified Application Center. The Referral Form will be created specifically for
this Pilot and will be based on similar referrals for other SAHA special populations/projects. If
probationers apply to the Pilot and their term of probation expires before a spot in the Pilot
becomes open, their Referral will expire and they will have to reapply to obtain SAHA housing
assistance. Probationers who commit a crime after being accepted into the Pilot but before
moving into their unit will be removed from the Pilot.
6. Outcomes
According to 2012 Byrne CJI Grant Implementation Plan Data collected by Trinity University, the
Choice Neighborhood footprint (location of the Resurgence Collaborative), offenders in the

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footprint have higher rates of recidivism (re-arrests) and a higher arrest rate. The number of
people per ZIP code on probation in the footprint is twice that compared to other ZIP codes in
Bexar County. Additionally 52% of probationers who live in these ZIP codes had their probation
revoked instead of completed, compared to 41% for Bexar County as a whole. Focus groups
conducted by Trinity University with probationers also found that transportation is one of the
most significant barriers for probationers. Together this baseline data illustrates that the Choice
Neighborhood has a higher percentage of probationers, these probationers struggle with basic
needs such as transportation, and these probationers have their probation revoked or re-offend
at a greater rate than Bexar County as a whole.
The program is anticipated to reduce recidivism among probationers. The prioritized access to
housing in the Pilot will also allow SAHA to determine the effect of immediate housing on
probationers in regards to such measures.
None
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13. FY2019-1: Local Small Area Fair Market Rent (SAFMR) Implementation
This activity was approved in FY2018-2019 and implemented in the same fiscal year.
● FY2018-2019: Phase I was approved and implemented

○ Established 2-Tier Policy Map
○ Set a subsidy cap of $1.5M for higher cost areas
○ Set payment standard schedule outside the 90-110% of the MAFMR and SAFMRs
○ Established an exception overlay
● FY2019-2020: Phase II was approved and implemented
○ Expanded the number of small areas from two (2) to ten (10),
○ Eliminated the subsidy cap from Phase I,
○ Set payment standard schedule outside the 90-110% of the MAFMR and SAFMRs,
and
○ Updated the exception overlay mechanism.
Update: This activity is ongoing and continues to assist the Agency in its efforts to increase
housing choices. Phase II was implemented for new admissions and movers effective January 1,
2020 and recertifications effective February 1, 2020.
Description: This activity is designed to achieve the MTW statutory objective to increase housing

choices for low-income families, by creating payment standards that better reflect market
conditions in different parts of San Antonio, and so making a larger number of San Antonio
neighborhoods affordable for voucher households. This activity is a local implementation of
HUD’s Small Area Fair Market Rents (SAFMR).
Because of the potential impact (positive and negative) on a large number of voucher
households, SAHA implemented the activity over multiple fiscal years in order to control for
negative and unanticipated consequences, to make use of the latest research and market data,
and to maintain the number of households served. HUD approved this phased-in approach in
FY2019. Below are the principles and parameters the Agency used in the development of the
activity:
1. Maintain Number of Households Served

a. No decrease in capacity to serve the same number of households
2. Minimize Negative Impact
a. Minimize negative impact for existing households in low-cost neighborhoods
b. No disparate impact on protected classes, including locally recognized classes
(sexual orientation, gender identity, veteran status, and age)
3. Make the SAFMR as easy to use as possible
a. Households and landlords have limited time and resources; program design
should facilitate program implementation
4. Leverage the Value of the Voucher

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a. Maximize value of vouchers in targeted growth areas and rapidly changing
neighborhoods
Local Submarket Payment Standards: This activity makes use of one waiver: establish local
submarket payment standards.
Currently, the Department of Housing and Urban Development (HUD) publishes fair market
rents (MAFMRs) annually for each metropolitan statistical area in the United States and requires
each housing authority to adopt a payment standard schedule for each MAFMR area in its
jurisdiction. HUD allows housing authorities to establish the payment standard amounts at any
level between 90% and 110% of the published FMR. Payment Standards are used to calculate the
maximum subsidy that the PHA will pay each month toward rent and utilities for families with
Housing Choice Vouchers.
Prior to the implementation of SAFMR, the process for establishing payment standards includes

analyzing the published MAFMRs when published, presenting the recommended schedule to the
Board of Commissioners for approval, and implementing the new schedule over a twelve month
phase-in for clients that have a reexaminations and all new admission contracts effective on or
after the effective date. Due to biennial and triennial recertifications under the agencies MTW
status, the impact to HAP expenditures are typically phased-in over a period of three years.
Under the new Small Area Fair Market (SAFMR) regulation, the San Antonio Housing Authority is

required to implement this process using SAFMRs which are based on ZIP codes as opposed
to the San Antonio-New Braunfels Metropolitan Statistical Area; however, because the Agency is
designated as a Moving to Work (MTW) Program, it is authorized to adopt and implement any
reasonable policy to establish payment standards for housing choice vouchers that differ from
the currently mandated program requirements. The Agency requested and received a waiver in
Year 1 (FY2018-2019).
On June 27, 2019, the Agency received HUD approval to extend this MTW Agreement provision

to its HUD-VASH program. The Agency implemented the extension of this waiver to the
HUD-VASH Program in FY2020.
To stay consistent with the annual payment standard update approval process, new payment
standard schedules will be approved by a separate Board Resolution. Annual modifications to
payment standards are allowed with SAHA Board approval where appropriate/necessary. The
Agency anticipates reviews of the payment standards every year in August/September when
new SAFMRs are published by HUD.
Zip Code Grouping methodology : The Agency explored a variety of grouping options ranging
from five to fifteen groups using a cluster analysis based on the published HUD SAFMRs. The
goal of the clustering was to minimize within tier rent differences and maximize between tier
differences. This would ensure that when the payment standard was set for each tier, it would be
an appropriate amount for all zip codes within the tier. The ten tier option was chosen after
considering administrative burden, financial impact, and after building consensus with local
stakeholders. In addition, the Agency had implemented HUD’s SAFMR for its smaller special
programs using ten (10) tiers - which offered some consistency for staff, clients, and landlords.
As of FY2020, special programs are now under SAHA’s MTW implementation of SAFMRs. .

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Payment Standard methodology: The Agency reviewed various methods for setting the
payment standard in each Tier. The goal of the review was to establish a method that allowed
the Agency to consistently determine payment standards for each tier and bedroom size while
also balancing the financial impact. The method that found the balance between the financial
impact and the goals of the SAFMR policy was determined to be ninety percent (90%) of the
minimum SAFMR within each Tier. For example, in Tier 1 there are seven (7) ZCTAs. The minimum
or lowest SAFMR for a two-bedroom among these seven zctas is $790. The payment standard
for the two-bedroom is set to ninety percent (90%) of $790, or $711. This method was applied to
all ten tiers and all bedroom sizes.
Exception Overlay methodology : The intent of the exception overlay is to establish a
mechanism that provides greater flexibility to adjust payment standard schedules to mitigate
involuntary displacement in rapidly changing markets and/or coordinate support for
place-based redevelopment or revitalization initiatives (such as Choice Neighborhood). The
overlay can include entire ZIP codes or smaller geographies such as census blocks, tracts, and
locally defined neighborhoods. Areas are selected based on timely market information and
other local information that support the need for a higher payment standard.
The Agency established an exception overlay in FY2018 that consisted of seven (7) ZCTAs.
These areas were selected after reviewing a City of San Antonio report on housing vulnerability
that highlighted areas where property values had risen the fastest in the city.
As part of the update to Phase II, the Agency reviewed additional available data including
change in land value, home value, gross rents and determined that only minor updates to the
current overlay were justified. Two ZCTAs (78215 and 78235) were removed from the overlay
because there were no voucher holders. Thus, the need for involuntary displacement of existing
voucher clients is not appropriate; rather, the goal for these ZCTAs is to make them more
accessible to new clients through the new tiered system. Both ZCTAs are now in tiers with
substantially higher payment standards than the current payment standards.
The Agency has also developed a list of ZCTAs that are anticipated to experience market
pressures in the near future. As an early warning mechanism, these areas will be monitored
closely during Phase II in addition to the relief provided under the exception overlay policy. The
Agency may conduct targeted market studies to determine if any area needs to be added to the
exception overlay and/or moved to a higher payment standard tier.
Hardship policies: This activity is not expected to impact existing clients tenant share; however,
the Agency recognizes the need for a hardship policy in concert with the proposed policy
changes to ensure that households with documented urgent needs or extenuating
circumstances are not unduly burdened by the policy changes.
SAHA’s current policy on financial hardships regarding minimum rent and zero income
declaration will continue to apply to participants under this activity in accordance with §6.3.A(3)
and §6.3.B of the Administrative Plan. In addition, the Agency has two MTW activities with special
hardship policies: FY2014-6: Rent Simplification and FY2015-1: MDRC/HUD Rent Reform Study.
Hardships outlined in those activities will apply under this activity. Please refer to the MTW
activities listed above in Section 4 of this plan for specific hardship criteria. Unless otherwise
noted, all elements are applicable for all three activities.
The agency has adopted two SAFMR-specific mechanisms to provide protection for clients
including (1) Hold Harmless Policy and (2) Exception Overlay Policy. In addition, clients have

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access to existing hardship and reasonable accommodation policies outlined in 16.2.B(7) of the
Administrative Plan. The mechanisms specific to SAFMR are described below.
Hold Harmless Policy: For families whose payment standard falls outside of the basic range as
a result of a decrease in FMRs (including a decrease in FMRs due to the implementation of Small
Area FMRs), SAHA will not reduce the payment standard amount for as long as the HAP
contract remains in effect.
Exception Overlay Policy

A. Exception Overlay Policy: Households will receive automatic exception overlay relief, as
discussed below, if:
a. The household is currently under contract for a unit located in the Agency’s
exception overlay.
b. The landlord requests an increase in the rent amount after the first contract year
and the new contract rent is determined to be reasonable through the Agency’s
rent reasonableness process.
c. The household’s new total monthly family contribution as a percent of household
income (rent burden) increases by more than 10% from the current rent burden
and the household realizes it’s unable to afford their rent portion as a result of the
increased contract rent.
d. The new monthly increase is not a result of a change in household circumstances.
B. Exception Overlay Policy Remedy:
a. SAHA will cap the total monthly family contribution at the current amount for the
remaining months in their current lease term.
None
The Agency plans to update metrics to account for the application of this activity to the
HUD-VASH program.
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14. FY2019-2: Alternate Recertification Process (PH and HCV)
This activity is designed to achieve the MTW statutory objective to reduce cost and achieve
greater cost effectiveness in Federal expenditures, by providing an alternate schedule for the
annual reexamination process, specific PH review procedures, and certification methods of
income and assets. The use of oral verifications reduces SAHA’s administrative costs for
postage, paper and envelopes when mailing written third party verification to the client’s
employer. The activity was approved in the FY2018-2019 MTW Plan and implemented in
FY2018-2019.
Update: This activity is ongoing and continues to minimize administrative costs minimal to no
impact to residents.
This activity has three main components that are designed to streamline and simplify the
recertification process: (1) alternate schedule, (2) alternate public housing review procedures,
and (3) alternate income verification methods. It consolidates and updates three previously
approved activities related to the first two elements (FY2014-4 Biennial Reexaminations,
FY2014-5 Triennial Reexaminations, and FY2016-2 Biennial and Triennial Notification of Rent
Type Option) and adds a new waiver for the third element.
(1) Alternate Recertification Schedule (PH and HCV)
This proposed activity establishes biennial and triennial schedules for reexaminations for the low

income public housing and housing choice voucher programs. The Agency has been using
alternative schedules since 2011; this new activity streamlines the schedules across both
programs. The effective change will move approximately half of public housing households from
biennials to triennials; the other half of public housing households will remain on the biennial
schedule. The housing choice voucher program will continue current biennial and triennial
reexamination schedules.Every household will have the option of interim reexamination if there is
a change in household composition or income according to HCV and PH policy.
Beginning FY2016, SAHA created a local form with an expiration date of 39 months to replace
the HUD-9886 Form with its 15 month expiration date. In the future, SAHA may create its own
local forms with different expiration dates or other elements to accommodate this activity.
Definitions: For purposes of assigning a recertification schedule to each household, the Agency

will utilize the following to apply the two schedules:

Triennial: A household is eligible for a triennial schedule if the household has at least one
elderly or disabled household member and the household receives 100% of their income from
fixed sources. SAHA defines fixed income as Social Security (SS), Supplemental Security Income
(SSI), and/or pension.
Biennial: Households not eligible for a triennial schedule are eligible for a biennial schedule.
(2) Alternate PH Review Procedures (PH only)

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Typically in the low income public housing program, PHAs are required to inform public housing
residents of the option of paying income-based rent or a flat rent on an annual cycle.
Additionally, PHAs are obligated to conduct annual updates of family composition for these
public housing families who have chosen to pay flat rent regardless of HUD-allowed triennial
recertifications for those families.
As residents move to biennial and triennial recertification schedules, it becomes more efficient to

coordinate notification and update requirements in accordance with their new recertification
schedules. Therefore, SAHA proposes to conduct review procedures related to flat rent notice
and family composition updates for PH individuals at the time of reexamination.
(3) Alternate Income Verification Methods (PH and HCV)
Currently, SAHA accepts self-certification for assets valued below $5,000. In order to further
streamline administrative processes, SAHA will accept the family’s self-certification of the value of
family assets and anticipated asset income for net assets totaling $25,000 or less. Third-party
verification of assets is still required for assets totaling a value more than $25,000.
According to HUD’s Verification Hierarchy, SAHA must send a form to third-party sources for
verification of income if the tenant-provided documents are not acceptable or are disputed. In
order to increase the rate of files completed in a timely manner, SAHA will skip the third-party
verification form and instead use oral third party verification when tenant-provided documents
are unacceptable.
In addition to streamlining methods of document verification, SAHA wanted to reduce the
number of applicants re-submitting documents for approved extensions of voucher (if in HCV
Program) and/or reasonable accommodations. SAHA has revised its policy to extend the length
of time that applicant-provided documents would be valid for verification purposes.
Applicant-provided documents dated within 90 calendar days from the eligibility appointment
would be valid. This does not apply to permanent documents such as social security cards, birth
certificates, and identification cards.
Both methods will apply to the low income public housing and housing choice voucher
programs, unless explicitly exempted.
On June 13, 2019, the Agency received HUD approval to extend these MTW Agreement
provisions to its HUD-VASH program. The Agency implemented the extension of this waiver to
the HUD-VASH Program in FY2020.
None
None
None

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15. FY2020-1: Palo Alto College, College Homeless Assistance Program
This activity is designed to achieve the MTW statutory objective to increase housing choices, by
providing homeless college students stable housing. The activity was approved in the
Update: This activity is in early implementation and initial recipients are expected to be leased by

the end of FY2020.
Description: The activity supports the creation of a homeless set-aside program in partnership
with a local community college to address the local housing needs of homeless college
students.
Unlike the homeless college program in partnership with St. Phillips College (see FY2020-2
below), the Agency currently does not operate existing housing developments near Palo Alto
College. The closest property would require more than an hour commute on public
transportation. As a result, the Agency has tackled this local housing need with a tenant-based
set-aside voucher. Because these set-asides will have time limits, alternative eligibility
requirements, and are married to a new homeless college pilot program, they are being
proposed separate from the Agency’s set-asides allocated under FY2011-9.
This activity allows the Agency to set-aside up to 20 tenant-based housing choice vouchers for
households referred by Palo Alto College (PAC). Palo Alto College has developed a three prong
approach to engaging in the homeless college student dialogue that includes the following:
1. Development of pre-emptive interventions designed to help students avert

homelessness through financial literacy and or financial planning and become
knowledgeable about the community resources available through community partners.
2. Creation of emergency housing program funded through Palo Alto Colleges Emergency
Aid Program (EAP) funded in part through the Trellis Corporation for students needing
short term shelter between 1-3 days either through one of our CBO partners such as The
Salvation Army or through MOU agreements with local hotels funded through EAP.
3. Housing Vouchers provided to Palo Alto College Students through the SAHA MTW
flexibilities when students meet the eligible criteria for the College Housing Assistance
Program.
Students seeking housing vouchers through the College Housing Assistance Program must
meet the following criteria.
1. Prior to completing the Palo Alto College, College Housing Assistance Program voucher

application students must complete an intake screening with staff from the Palo Alto
College SHARE Center located in SC 101.
2. Students must complete a Palo Alto College, College Housing Assistance Program
voucher application.

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3. Students must have a home school of Palo Alto College and be enrolled in at least 6
credit hours at Palo Alto College in a degree or certificate program. If students have
already been awarded a degree or certificate, then they are not eligible for the program
unless approved by Dean/VPSS. While preference will be given to Palo Alto College
students, students enrolled at any Alamo Colleges District institution may also be
considered for assistance if capacity exists.
4. Students are required to move to full-time enrollment by their third semester in the
program if not at full-time enrollment at the time of application.
5. Students may not be in arrears or owe funds to any housing authority.
6. Students must have a completed FAFSA on file.
7. Must have a cumulative PAC Grade Point Average of 2.0 or higher. If no GPA exists, then
prior coursework will be reviewed on a case by case basis. Should a student not meet
the GPA requirement, student may request an appeal for continued participation in the
program.
8. May not be considered for the program until census day enrollment has been met upon
which student may submit the College Housing Assistance Program voucher application.
9. Submit a brief 3-5 sentence statement explaining the circumstances around the students
housing insecurity as it relates to the definition provided.
10. Student income may not exceed 30% of the area median income.
11. Consent to FERPA Release Statement on application. Student Waiver: By submitting this
emergency grant request, I acknowledge and give consent for data to be shared with
the Department of Housing and Urban Development, or their representatives, as part of
the College Housing Assistance Program. I understand that my information will not be
sold for any purpose and will not be distributed to other parties. Examples of data
shared include, but are not limited to: student name and ID, enrollment status, annual
income, estimated family contribution, emergency request amount, emergency request
type, date of birth, demographics, dependents, parental educational attainment,
re-enrollment status etc.
12. Must meet with Financial Literacy Sr. Advisor for an advising session and/or participate in
a financial coaching session/workshop. Dates, Times, and Locations are available at the
SHARE Center in SC 101. Coaching session will be completed after the disbursement of
the grant unless the student is available and able to complete the coaching earlier.
13. Students must also meet federal requirements in order to be eligible for the program and
must complete the San Antonio Housing Authority application process in order to be
given full consideration.
14. Students have up to one semester after graduation to secure housing at which point
students are no longer eligible for the housing voucher.
15. The housing voucher will cover a portion of the rent at any SAHA or non-SAHA unit as
per see FY2014-6: HCV Rent Reform.
16. Completion of the Palo Alto College Housing Assistance Program does not guarantee
access to or awarding of any housing voucher unless all requirements have been met for
both the institution and SAHA.
Students receiving housing assistance through this set-aside must meet SAHA eligibility criteria
for income levels, background check and lawful residency. Students will follow all other voucher
policies including MTW rent calculations (see FY2014-6: HCV Rent Reform), MTW mandatory
orientation (see FY2014-2: Early Engagement), MTW alternative payment standard schedules

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(see FY2019-1: Local Small Area Fair Market Rent Implementation), and MTW alternative
examinations (see FY2019-2: Alternate Recertification Process (PH and HCV)).
In addition, this proposed activity is designed to meet the requirements of 24 CFR 5.612 and
Section 211 of the Department of Housing and Urban Development Appropriations Act, 2019,
which establish parameters within which Section 8 assistance can be provided to individuals
enrolled as students in institutes of higher education. Per those parameters, SAHA will not
provide assistance to any student who meets all of the following criteria:
● is under 24 years of age;

● is not a veteran;
● is unmarried;
● does not have a dependent child;
● is not a person with disabilities, as such term is defined in section 3(b)(3)(E) of the United
States Housing Act of 1937 (42 U.S.C. 1437a(b)(3)(E)) and was not receiving assistance
under such section 8 as of November 30, 2005;
● is not a youth who left foster care at age 14 or older and is at risk of becoming homeless;
and
● is not otherwise individually eligible, or has parents who, individually or jointly, are not
eligible, to receive assistance under section 8 of the United States Housing Act of 1937
(42 U.S.C. 1437f).
For purposes of determining the eligibility of a person to receive assistance under section 8 of
the United States Housing Act of 1937 (42 U.S.C. 1437f), any financial assistance (in excess of
amounts received for tuition and any other required fees and charges) that an individual receives
under the Higher Education Act of 1965 (20 U.S.C. 1001 et seq.), from private sources, or an
institution of higher education (as defined under the Higher Education Act of 1965 (20 U.S.C.
1002)), shall be considered income to that individual, except for a person over the age of 23 with
dependent children.
If a student is determined to be independent from his/her parents, then the income of the
student's parents will not be considered in determining the student's eligibility. One way for a
student to be determined to be independent is to meet HUD's definition of independent child,
which requires the individual to be verified during the school year in which the application is
submitted as either an unaccompanied youth who is a homeless child or youth, or as
unaccompanied, at risk of homelessness, and self-supporting by:
1. a local educational agency homeless liaison

2. the director of a program funded under Subtitle B of Title IV of the McKinney-Vento
Homeless Assistance Act or a designee of the director; or
3. a financial aid administrator.
Rental leases executed under this program will follow standards as regulated by Section 8(o)(7)
of the housing act and 24 CFR 982.308-982.310. While the Agency does not require standard
HCV leases, the Agency does ensure leases include language per HUD regulations. The
Agency [and its education partner] will work with the landlord to determine if the leases should
have a one year or alternative term length to accommodate the school semester time frame. In
addition, if SAHA terminates the HAP contract due to program violations the lease will
automatically terminate. Upon completion of the program, clients will not be eligible for a

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traditional Housing Choice voucher. However, SAHA will continue to assess if there is a need for
continued assistance and will consider a preference for the HCV wait list.
Background: Palo Alto College, founded in 1985 in South Bexar County is a two-year
community college classified as a Hispanic Serving Institution. The college awards Associate of
Arts, Associate of Applied Science, Associate of Science, Associate of Teaching degrees and
enrolls approximately 10,000 students each term. Palo Alto College, while independently
accredited by the Southern Association of Colleges and Schools, Commission on Colleges is
also a member of the 5 institution Alamo Colleges District which includes, St. Phillips College,
San Antonio College, Northwest Vista College and Northeast Lakeview College. Serving a
mostly first-generation, under-served student population with approximately 70% of incoming
students needing some kind of developmental coursework and over 65% receiving some type
of financial aid the mission of the college has been, “To inspire, empower and educate our
community for leadership and success”.
In Fall of 2015 Palo Alto College launched a student resource initiative focused on advocacy for
students living on the margins. Initial steps began with framing the local landscape and student
need which was ascertained by a survey that included over 2,373 respondents. Besides the
need for health care services, career preparation and personal counseling was the need for
financial literacy/wellness. In understanding the broader landscape Palo Alto College then drew
upon national research by the Wisconsin Hope Lab which reported that the cost of attending
college was a major concern for nearly half of all community college students and a lack of
finances is an issue that could cause them to withdraw from college. Also revealing, half of
community college students are housing insecure in their living arrangements as indicated by
students who describe housing unaffordability and instability at approximately 35% or those
describing outright homelessness at 14%.

Palo Alto’s Advocacy journey continued and in December of 2016 Palo Alto College opened the
doors to our Student Health, Advocacy, Resource and Engagement (SHARE) Center. The
SHARE Center houses a food pantry, professional clothes closet, mental health counseling,
social service referrals as well as financial wellness and career counseling services. As part of a
culture of continuous improvement, Palo Alto College then began in 2017 the process of
preparing to administer three important data collection tools. Palo Alto College engaged the
Trellis Corporation in developing a student financial wellness survey (SFWS) and also partnered
with the University of Michigan Healthy Minds Survey (HMS) on the mental health of community
college students. Finally, Palo Alto College also established the Community Partner Advisory
Board (CPAB) made up of members from K-12, private industry such as HEB and community
based organizations such as Daughters of Charity, San Antonio Food Bank and Healthy Futures
of Texas to conduct asset mapping to identify gaps and resources to further inform the colleges
warehouse of knowledge in these areas.
Local Need Identified: In 2018, both the Palo Alto College Financial Wellness Survey and the
University of Michigan Healthy Minds survey were administered revealing a new level of
granularity with which to better understand the precarious financial and housing issues Palo Alto
College (PAC) students face. More than half of SFWS respondents, 64% indicated they would
have trouble getting $500 in cash or credit in the case of an emergency. Often these
emergencies lead to long term financial debt or to a housing crisis. Approximately half or 47% of
these students also indicated they worry about paying for their current monthly expenses. This
matched almost exactly with respondents from the HMS survey with approximately 47% of

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students surveyed deeming their financial situation “often or always stressful”. Of particular note
30% of students surveyed showed signs of being housing insecure and 6% reported being
homeless in the last 6 months. The data collected was then presented to our Community
Partner Advisory Board who recommended partnering with the City of San Antonio (COSA), The
San Antonio Housing Authority (SAHA), and The South Alamo Regional Alliance for the
Homeless (SARAH) to address homelessness among community college students.
Becoming Part of a Local Solution : Tenant-based Housing Vouchers for Palo Alto College
homeless students can become part of a local solution.
None
None
None

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B. Not Yet Implemented Activities
1. FY2020-2: St. Phillips College Homeless Program (SPC-HP)

This activity is designed to achieve the MTW statutory objective to increase housing choices, by
providing homeless college students stable housing. The activity was approved in the
FY2019-2020 MTW Plan.
Update: This activity is not implemented. The Agency is working on new development planning
and will continue this work in FY2021.
Description: The activity supports the creation of a homeless set-aside program in partnership
with a local community college to address the local housing needs of homeless college
students.
This proposed activity would allow the Agency to attach the new program to modified
project-based units at a new SAHA development. The units at the new development will be
limited to homeless college students referred by St. Phillips College (SPC).
The SPC program has the following elements:
(1) Housing: SAHA will provide rental assistance or housing for up to 30 SPC students and
dependents who are homeless or near homeless2. The rental assistance would be
limited to three years.
(2) Education: Students must (1) remain enrolled in 12 or more academic credits and
otherwise make adequate academic progress toward a degree (SPC will track the
adequacy of the student’s progress); (2) maintain GPA above 2.5 to maintain housing
assistance; (3) complete 64-80 of community services hours per semester; and (4)
participate in support services provided by SPC.
(3) On-Campus Support: SPC will administer the homeless college student program to
include managing a program waitlist, providing SAHA the referral, assisting the student
through the leasing process, tracking academic progress, and providing supportive
services during the students' tenure in the college program.
This proposed activity is designed to meet the requirements of 24 CFR 5.612 and Section 211 of
the Department of Housing and Urban Development Appropriations Act, 2019, which establish
parameters within which Section 8 assistance can be provided to individuals enrolled as
students in institutes of higher education. Per those parameters, SAHA will not provide
assistance to any student who meets all of the following criteria:
● is under 24 years of age;

● is not a veteran;
● is unmarried;
2
Students and their families must meet HUD’s definition of homeless (which encompases the US Department of
Education’s definition of homeless). In addition, student eligibility rules as outlined in 24 CFR part 5, subpart F
would remain applicable.

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● does not have a dependent child;
● is not a person with disabilities, as such term is defined in section 3(b)(3)(E) of the
United States Housing Act of 1937 (42 U.S.C. 1437a(b)(3)(E)) and was not receiving
assistance under such section 8 as of November 30, 2005;
● is not a youth who left foster care at age 14 or older and is at risk of becoming
homeless; and
● is not otherwise individually eligible, or has parents who, individually or jointly, are not
eligible, to receive assistance under section 8 of the United States Housing Act of 1937
(42 U.S.C. 1437f).
For purposes of determining the eligibility of a person to receive assistance under section 8 of
the United States Housing Act of 1937 (42 U.S.C. 1437f), any financial assistance (in excess of
amounts received for tuition and any other required fees and charges) that an individual receives
under the Higher Education Act of 1965 (20 U.S.C. 1001 et seq.), from private sources, or an
institution of higher education (as defined under the Higher Education Act of 1965 (20 U.S.C.
1002)), shall be considered income to that individual, except for a person over the age of 23 with
dependent children.
If a student is determined to be independent from his/her parents, then the income of the
student's parents will not be considered in determining the student's eligibility. One way for a
student to be determined to be independent is to meet HUD's definition of independent child,
which requires the individual to be verified during the school year in which the application is
submitted as either an unaccompanied youth who is a homeless child or youth, or as
unaccompanied, at risk of homelessness, and self-supporting by:
1) a local educational agency homeless liaison
2) the director of a program funded under Subtitle B of Title IV of the
McKinney-Vento Homeless Assistance Act or a designee of the director; or
3) a financial aid administrator.
Rental leases executed under this program will follow standards as regulated by Section 8(o)(7)
of the housing act and 24 CFR 982.308-982.310. While the Agency does not require standard
HCV leases, the Agency does ensure leases include language per HUD regulations. The
Agency [and its education partner] will work with the landlord to determine if the leases should
have a one year or alternative term length to accommodate the school semester time frame. In
addition, if SAHA terminates the HAP contract due to program violations the lease will
automatically terminate. Upon completion of the program, clients will not be eligible for a
traditional Housing Choice voucher. However, SAHA will continue to assess if there is a need for
continued assistance and will consider a preference for the HCV wait list.
Local Need Identified: The Alamo College District is a community college system with
campuses located throughout the San Antonio area. Populations of homeless students have
been identified, some sleeping in their cars in college parking lots at several campuses. Over
300 homeless and/or youth aging out of foster care students are currently enrolled at ACD,
which is approximately 2.3% of students enrolled. St. Phillips College (SPC) is a community
college located in the San Antonio neighboring several of SAHA existing housing communities
as well as SAHA undeveloped land parcels. It is also located within the federally designated
Eastside Promise Zone (EPZ).

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St. Philip’s College was founded in 1898 in San Antonio by the Episcopal Diocese of West Texas.
The College has evolved from its humble beginnings as an industrial school into a fully
accredited two-year institution of higher education serving a diverse student population. The
College has expanded to include two campuses -- Martin Luther King Campus (MLK) and
Southwest Campus (SWC). It is the only institution of higher learning in the nation officially
designated as a Historically Black College and Hispanic serving institution.
Becoming Part of a Local Solution : SAHA is currently working on a robust housing expansion
plan (see Appendix 5.2) and would like to leverage those plans to help address a local housing
need that has been identified by its partners. There are several SAHA-owned undeveloped land
parcels near the St. Phillips College that could support a new development with dedicated
modified PBVs.
Through the Agency’s current modified PBV activity (FY2015-3) the Agency plans to commit up
to thirty (30) project-based vouchers as part of future development. The proposed activity below
outlines the homeless college student program that will be supported by the modified PBVs.
None
None
None

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2. FY2020-3: Family Self Sufficiency (FSS) Program Streamlining
This activity is designed to achieve the MTW statutory objective to reduce cost and achieve
greater cost effectiveness in Federal expenditures, by creating administrative efficiencies in the
Family Self-Sufficiency Program. The activity was approved in the FY2019-2020 MTW Plan.
Update: Implementation of this activity has been delayed. The Agency is currently reviewing
recent changes to HUD regulations to determine whether the waiver is still needed to achieve
the original intent. The Agency may close the activity in the FY2020 MTW Report as a result of
this review.
Description: The overall goal of this activity is to create operational efficiencies that will maximize

engagement in the FSS program. The Agency is requesting the following:
1. Modify FSS Contract: The Agency is proposing to modify the FSS contract to align it
policy in its Housing Choice Voucher Administrative Plan and Public Housing Program
Admissions and Occupancy Policy. Currently in the Agency’s HCV program, a
participant’s TTP is calculated per the approved MTW activity, FY2014-6 Rent
Simplification. This FSS-related waiver would allow the Agency’s FSS contracting
process to be consistent with current and future PH and HCV alternative rent policies.
2. Eliminate 120 day rule: the Agency is requesting to enroll new FSS households in
accordance with policy in its Housing Choice Voucher Administrative Plan and Public
Housing Program Admissions and Occupancy Policy. According to PIH 93-24, the
Agency must conduct a reexamination or interim determination if more than 120 days will
occur between the effective date of the FSS contract of participation and the effective
date of the last reexamination or interim redetermination. Any household wanting to
enroll in FSS could do so without being required to request an interim recertification or
wait until the next annual recertification. This modification will provide a shorter wait time
from the pre-selection interview to the enrollment into the program. FSS participants will
continue to follow the Agency’s family obligations to report any changes in income as
established in Admin Plan and ACOP.
This activity will increase cost effectiveness by creating administrative efficiencies in the Family
Self-Sufficiency Program. By allowing households to enroll in the FSS program outside the 120
day period, operations staff and FSS program staff will be able to reduce administrative tasks.
Operations staff
1. will continue to process interims for FSS enrollment if the household's income has
changed since the last interim/annual recertification.
2. FSS staff will no longer have to manually calculate the standard FSS contract during the
FSS contracting process.
None

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None
None

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3. FY2020-4: Time-Limited Workforce Housing Pilot Program (PBV)
This activity is designed to achieve the MTW statutory objective to promote self-sufficiency by
providing on-site supportive services that promote self-sufficiency. The activity was approved in
the FY2019-2020 MTW Plan.
Update: The Agency anticipates to begin implementation in FY2020/21. St. John’s Square has
been identified as the property. This new development is currently in the pre-development
phase and seeking low income tax credits. Once the development closes, the Agency will begin
implementation of the pilot to include hiring the Resident Services Coordinator, executing
agreements with the partners, and further program development.
Description: This pilot is supported by the Agency’s current modified PBV activity (FY2015-3)
through a commitment of fifty (50) project-based vouchers at St. John’s Square.
The pilot project (max 50 households) for working residents provides time-limited housing
assistance at selected sites where MTW modified PBVs have been committed. Working
households at 50% of the area median income and who do not exceed 80% of the area median
income, who choose to apply would receive five (5) years of housing assistance, with a two year
extension if needed based on hardship.
SAHA will partner with SA Works to help provide a pipeline of both employers in the area and
individuals to fill the units. SAHA would work directly with SA Works and the participating
employers to not only ensure the units are filled, but also to create a career path for program
participants. A separate waitlist would be created for those individuals who qualify for the
program.
SAHA will work with the following partners to implement this initiative: local workforce partners
(Project Quest, Goodwill Industries, Workforce Solutions Alamo), local employers (such as
hospitals, restaurants, hotels), and a local developer. The partners will execute an MOU that
outlines the roles and responsibilities for each party.
SAHA will also hire a Resident Services Coordinator to work with and mentor program
participants to improve retention and success rates for the program. This position will be funded
through the operations of the development at a cost of $60,000 a year to include benefits.
Hardship policies: SAHA can extend the term of the assistance up to two (2) years if the family
provides a written request for an extension and SAHA finds that good cause exists for the
extension.
Program Qualifications:
Participants would be responsible to pay their portion of rent as calculated FY2014-6: HCV Rent
Reform and would be required to meet with the SAHA Resident Services Coordinator, to assist
with career opportunities and advancement. Participants would also be required to be
employed by one of the employers participating with SAHA’s partner for this program, SA
Works. The program would also require participants to commit to career paths provided by their
employers in their respective fields in order to further increase their salaries.

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Potential clients will be referred to by either the partner employers or workforce partners to the
Resident Services Coordinator who will then determine eligibility. The Resident Services
Coordinator will work with property management to ensure annual eligibility and to determine
any hardship cases. Property management will also be responsible for compliance adherence
and reporting.
All potential residents must attend SAHA’s Early Engagement Program or demonstrate that they
have attended the following SAHA approved classes: Financial Literacy, Housekeeping or How
to be a good tenant, Conflict Resolution, and Tenant’s Rights and Obligations. Potential resident
must demonstrate that they have been employed a minimum of 90 days with the existing
employer.
Partner employers must demonstrate that the potential resident is on a career path, such as their
management programs, to detail how the resident will advance and achieve self-sufficiency
within the five (5) year limit of housing assistance. SAHA, the respective workforce partners, the
employer, and the resident will execute a contract that details the resident goals that could
include the following:
1. Financial/Asset Building: Opening and maintaining Checking and Savings Accounts;
Household has saved at least 3 months of monthly expenses, Improving Credit Scores to
qualify for market rate housing and/or homeownership; secure reliable transportation
2. Employment/Retention/Advancement: Maintains employment with the existing
employer through the duration of the contract or with another employer within the
existing industry; advances within the set career path plan set forth by employer
3. Income: Increase income throughout the contract period and achieve 80% AMI at or
before the end of the 5 year limit
4. Education/Training: Secure High School Diploma or GED; secure post secondary
degree(s); complete industry recognized certifications; if needed, complete English As a
Second Language Program
All participating residents must maintain good standing and meet with the Resident Services
Coordinator on a monthly basis to report the progress of the goals.
Participants will follow all other voucher policies including MTW rent calculations (see FY2014-6:
HCV Rent Reform), MTW mandatory orientation (see FY2014-2: Early Engagement), and MTW
alternative examinations (see FY2019-2: Alternate Recertification Process (PH and HCV)).
None
None
None
C. Activities On Hold

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None
D. Closed Out Activities
FY2011-1 Block grant funding with full flexibility
This activity was originally approved as part of the FY2010-2011 MTW Plan and implemented in
that fiscal year. In the FY2013-2014 Plan, the activity was closed out due to its reference to the
MTW Single Fund Flexibility, and not to any additional waivers.
FY2011-1a _ Promote Education through Partnerships
that fiscal year. In the FY2013-2014 Plan, the activity was closed out because it uses only the
MTW Single Fund Flexibility, and no additional waivers.
FY2011-1b _ Pilot Child Care Program
that fiscal year. The pilot childcare training program ended in the fall of 2011. While the program
did have some success in FY2011 in assisting 10 residents in their completion of child care
training and certification, there was not enough support for the program to continue. This activity
was closed out in FY2011-2012.
FY2011-1c _ Holistic Case Management
that fiscal year In the FY2013-2014 Plan, the activity was closed out because it uses only the
FY2011-1d _ Resident Ambassador Program
that fiscal year. In the FY2013-2014 Plan, the activity was closed out because it uses only the
FY2011-2 Simplify and streamline HUD approval process for the development,
redevelopment, and acquisition of Public Housing
that fiscal year In the FY2013-2014 Plan, the activity was closed out because faster transaction
times have reduced the need for this activity.
FY2011-3 Biennial reexamination for elderly/disabled (PH)
that fiscal year. The activity has been closed out because it was replaced by new activities
FY2014-4 and FY2014-5.

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FY2011-4 Streamline methods of verification for PH and HCV
that fiscal year. The activity has been closed out because it was replaced by new activity
FY2014-1.
FY2011-5 Requirements for acceptable documents for PH and HCV
that fiscal year. The activity has been closed out because it was replaced by new activity
FY2014-1.
FY2011-6 Commitment of project-based vouchers (PBV) to SAHA-owned or
controlled units with expiring subsidies (HCV)
This activity was designed to increase housing choices, and was originally approved as part of
the FY2010-2011 MTW Plan and implemented in that fiscal year. The activity is proposed to be
closed out because it will be superseded by FY2015-3 upon approval of this MTW Plan.
FY2011-7 Remove limitation of commitment on PBV so that PBV may be committed
to more than 25% of the units in family developments without required
provision of supportive services
This activity was designed to increase housing choices, and was originally approved as part of
the FY2010-2011 MTW Plan and implemented in that fiscal year. The activity is closed out
because it has been superseded by FY2015-3.
FY2011-8 Revise mobility rules for PBV
This activity was designed to increase cost efficiency, and was originally approved as part of the

FY2010-2011 MTW Plan and implemented in that fiscal year. The activity is proposed to be
closed out because it will be superseded by FY2015-3 upon approval of this MTW Plan.
FY2012-10 Biennial Reexamination for Elderly/Disabled Participants on Fixed Income
(HCV)
that fiscal year. The activity has been closed out because it was replaced by FY2014-4.
FY2012-11 Local Project Based Voucher Program for Former Public Housing
Residents
This activity was originally approved as part of the FY2011-2012 MTW Plan was closed out
before implementation due to discussions with HUD about RAD option.
FY2014-1 Streamline Reexamination Requirements and Methods (HCV)
This activity was designed to reduce cost and increase cost effectiveness, and was originally
approved as part of the FY2013-2014 MTW Plan and implemented in that fiscal year. This activity
was closed out as of FY2016, due to staff analysis finding that it was no longer needed.

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FY2013-1 Time-limited Working Household Preference Pilot Program
This activity was designed to increase housing choices and promote self-sufficiency, and was
originally approved as part of the FY2012-2013 MTW Plan. Implementation started in FY2014.
This pilot activity is proposed to be closed out as of FY2017 and upon approval of this plan.
Staff analysis of the pilot identified process improvements that will be implemented in a new
MTW Activity proposed for FY2017. Pilot households will be transitioned into the new MTW
Activity or the standard public housing program.
FY2013-3 Standardize Section 8 and Public Housing Inspection Progress

This activity was designed to unify Section 8 and Public Housing inspection standards. The
intent was to raise lower standards to a higher, uniform level. It was anticipated that UPCS
(Public Housing) would serve as a model for most elements, but some were to be derived from
HQS (Section 8). This activity has been on hold until now, pending results of HUD tests at other
PHAs. HUD has completed the study and is now conducting a demonstration. SAHA has no
plans to participate in the demonstration and will implement new inspection standards for
Section 8 in accordance with any new guidelines set forth by HUD. This activity was closed out
as of FY2017.
FY2014-4 Biennial Reexaminations (HCV and PH)

This activity was approved in FY2014 and implemented in January 2014. The activity was being
closed out in FY2018 and replaced with the approved FY2019-20 Alternative Recertification
Process.
FY2014-5 Triennial Reexaminations (HCV)

Process.
FY2016-2 Biennial and Triennial Notification of Rent Type Option

Process.

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Section V. Sources and Uses of Funds
***To be updated per FY2021 budget as approved by the Board of Commissioners
scheduled in June 2020. Current figures are estimates based on FY2020 budget.
A.Estimated Sources and Uses of MTW Funds
i. Estimated Sources of Funds

The MTW PHA shall provide the estimated sources and amount of MTW funding by Financial Data Schedule
(FDS) line item.
DOLLAR
FDS LINE ITEM NUMBER FDS LINE ITEM NAME AMOUNT
70500 (70300+70400) Total Tenant Revenue $11,083,198
70600 HUD PHA Operating Grants $128,855,469
70610 Capital Grants $4,536,440
70700 Total Fee Revenue $0
(70710+70720+70730+70740+70750)
71100+72000 Interest Income $295,184
71600 Gain or Loss on Sale of Capital Assets $886
71200+71300+71310+71400+71500 Other Income $1,917,052
70000 Total Revenue $146,688,229
ii. Estimated Uses of Funds

The MTW PHA shall provide the estimated sources and amount of MTW funding by Financial Data Schedule
(FDS) line item.

DOLLAR
FDS LINE ITEM NUMBER FDS LINE ITEM NAME AMOUNT
91000 Total Operating - Administrative $16,030,587
(91100+91200+91400+91500+91600+9
1700+91800+91900)
91300+91310+92000 Management Fee Expense $8,022,300
91810 Allocated Overhead $0
92500 Total Tenant Services $994,949
(92100+92200+92300+92400)
93000 Total Utilities $5,450,590
(93100+93600+93200+93300+93400
+93800)
93500+93700 Labor $0
94000 (94100+94200+94300+94500) Total Ordinary Maintenance $14,934,133
95000 Total Protective Services $290,102
(95100+95200+95300+95500)
96100 (96110+96120+96130+96140) Total Insurance Premiums $1,649,351
APPENDIX A: HUD Information Reporting Requirements | Section 5. Sources and Uses

2020–2025 119
96000 Total Other General Expenses $3,164,184
(96200+96210+96300+96400+9650
0+96600+96800)
96700 (96710+96720+96730) Total Interest Expense & Amortization Cost $657,452
97100+97200 Total Extraordinary Maintenance $96,934
97300+97350 HAP + HAP Portability-In $95,622,567
97400 Depreciation Expense $9,609,637
97500+97600+97700+97800 All Other Expense $0
9000 Total Expenses $156,522,786

Please describe any variance between Estimated Total Revenue and Estimated Total Expenses:
Total expenses are greater than sources -- $2.8 million dollars of expenses included in the uses section of the
schedule will be paid with MTW funds currently being held by HUD. Additionally, FDS line item 97400,
Depreciation is a non-cash expense which does not require a cash outlay.

Per Board Resolution 5933 dated June 6, 2019, SAHA Moving-to-Work (MTW) funds are obligated consistent
with the MTW Plan for the following:
1) Section 8 funding shortfall: $900.000
2) Choice implementation matching grant for Wheatley Courts transformation: $1,500,000.00
3) Development of Labor Multi-family Property: $5,500,000.00
4) Capital Planning - $400,000.00
5) Funding for the Rehabilitation of Victoria Plaza - $11,000,000
6) Additional Funding for East Meadows Development - $600,000.00
7) Additional cost for fire and sprinkler systems at Villa Tranchese and Fair - $1,200,000
7) Preservation and expansion of affordable and public housing - $13,300,000
8) Program administration and implementation of MTW initiatives - $1,500,000
iii. Description of Planned Use of MTW Single Fund Flexibility

The MTW PHA shall provide a thorough narrative of planned activities that use only the MTW single fund
flexibility. Where possible, the MTW PHA may provide metrics to track the outcomes of these programs and/or
activities. Activities that use other MTW authorizations in Attachment C and/or D of the Standard MTW
Agreement (or analogous section in a successor MTW Agreement) do not need to be described here, as they are
already found in Section (III) or Section (IV) of the Annual MTW Plan. The MTW PHA shall also provide a thorough
description of how it plans to use MTW single fund flexibility to direct funding towards specific housing and/or
service programs in a way that responds to local needs (that is, at a higher or lower level than would be possible
without MTW single fund flexibility).
PLANNED USE OF MTW SINGLE FUND FLEXIBILITY
A. Education Partnerships
SAHA’s education-related programming is significant and diverse, and includes:
1) REACH Awards: recognize and reward nearly 300 students annually for academic
achievement
2) College Scholarship Program: funds scholarships for up to 50 students annually to
provide much needed support to ensure higher educational achievement
3) Education Summit: provides up to 900 residents annually with access to education
and college resources, financial literacy, and other self-help resources

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4) Academic Performance and Attendance Initiative: According to Attendance Works
(June 2015), “every year as many as 7.5 million students nationwide are chronically
absent, meaning they miss 10 percent or more of the school year for any reason,
excused or unexcused. That level of absenteeism predicts poor academic
performance as early as preschool and is a warning sign that a high school student
will drop out.” In San Antonio Independent Independent School district, over 40% of
SAHA students are missing 10+ days of school and 21% are chronically absent. To
better understand the factors driving low attendance and improve school
attendance, SAHA will utilize initial data findings to implement pilot programs that
will include:
○ Continuing SAHA-SAISD Task Force partnership monthly meetings
○ Development of consortium of education partners
○ Executing partnership with the City of San Antonio Truancy Court, SAHA,
local community based service and education organizations, and SAISD to
conduct outreach and education services for households with attendance
issues.
○ Expand existing attendance initiatives and develop new incentives for
children to attend school on a regular basis.
○ Develop attendance teams consisting of SAISD school administrators,
teachers, parents and SAHA residents.
B. ConnectHome
SAHA has made it a priority to develop and implement digital inclusion strategies that
address the digital divide. In 2015, SAHA kicked off ConnectHome, a program created by
HUD. ConnectHome’s goal is to bridge the digital divide by providing Public Housing and
Section 8 families with tools to Access, Participate, and Benefit from the Digital Economy. To
achieve this, ConnectHome provides Public Housing and Section 8 families three
components of digital inclusion: (1) internet service, (2) computer devices; and (3) digital
skills training.
● Internet Access: Through free hotspots, Wi-fi expansion, and subscription to
affordable services
● Computer Ownership: increase access to affordable/free new and refurbished
computers through electronics donation program
● Digital Skills Training: Teach individuals the skills they need to use computers and
the Internet in order to participate in the digital economy. and going beyond the
basic digital skills training, ConnectHome have created tracks to further provide
opportunities to support: Workforce Development, Education, STEM and Quality of
Life.
As of October 2017, SAHA has provided literacy training to 1,314 participants, 454 devices
to participants, and connected 773 households to the internet.
Additionally, ConnectHome program goes one step further by implementing strategies that
help residents use their new digital tools and skills to improve their education, health, quality
of life and employment outcomes. This comprehensive service delivery approach is based

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on a collaborative model designed in partnership with other community organizations and
partners that pursue shared digital inclusion goals.
In addition to general program support, MTW funds also support up to one FTE, up to 8
resident Digital Ambassadors, connectivity improvements, broadband expansion, and
program-related contracts.
C. Resident Ambassador Empowerment Program
The Resident Ambassador Program employs 16 residents throughout the year, providing
meaningful work experience for residents. SAHA has found that this program is an
effective strategy to engage all residents in educational, training, workforce development,
and other self-sufficiency programs.
D. Summer Youth Program
The Summer Youth Employment Program employs up to 80 resident youth each year,
providing work experience and capacity development such as resume writing,
banking/financial literacy, interview skills, conflict resolution and other life and workforce
development soft skills.
E. Health and Wellness
SAHA sponsors a variety of events to promote health and wellness, including:
● Golden Gala: much-loved annual event for up to 1,000 elderly and disabled
residents
● H2A (Healthy Habits Active) Living Awards: highlight resident involvement and
engagement in civic engagement, health, and other quality of life activities
● Annual Father's Day initiative: engages up to 500 families in positive family activities
and recognize fathers’ contributions through "El Hombre Noble" awards
F. Choice Neighborhoods Initiative
San Antonio’s Eastside features a unique history, valued institutions, established churches,
small businesses, and a core group of dedicated and loyal residents. The San Antonio
Housing Authority (SAHA) is in year 5 of utilizing the $30 million EastPoint Choice
Neighborhoods Initiative grant from the Dept. of Housing and Urban Development (HUD),
to transform the Wheatley Courts area into a “community of choice” -- a safe, healthy,
vibrant, thriving community for children, families and seniors.
The Choice Neighborhood Initiative invests in People, Housing and Neighborhood through
transforming distressed neighborhoods into viable and sustainable mixed-income
neighborhoods by linking housing and infrastructure improvements with much-needed
services, such as quality schools, healthcare, transportation, and access to jobs.
The People outcomes focus on families’ health, education, safety, and employment, through
efforts to encourage and support self-sufficiency and job readiness, and to facilitate access
to early childhood and adult education. The Housing plan is to redevelop Wheatley Courts
into a 414-unit energy efficient, mixed-income community, and to expand the supply of
quality housing with 208 new housing units at The Park at Sutton Oaks. The
Neighborhood component includes six strategies designed to complement the energy of

2020–2025 122
the East Meadows site, by investing resources to create a safe, pedestrian-oriented
neighborhood, with homeownership and rehab opportunities, and access to healthcare
facilities; a plan to grow business and retail opportunities; the repurposing of vacant lots;
and to promote neighborhood beautification.
The key Choice partners include the City of San Antonio (CoSA), McCormack Baron
Salazar, Inc., Urban Strategies, Inc., United Way of San Antonio and Bexar County (Eastside
Promise Neighborhood), Merced Housing, San Antonio Independent School District
(SAISD), St. Philip’s College, VIA, San Antonio for Growth on the Eastside (SAGE), Bexar
County and Resurgence Collaborative Partners.
San Antonio is the only community in the nation to receive a Promise Zone designation, as
well as all three of the White House Neighborhood Revitalization Initiative grants, which, in
addition to Choice, includes a $23.7 million grant from the Dept. of Education to bolster
children's educational achievement and foster community development, and two Byrne
Criminal Justice grants, totaling nearly $1 million, to improve safety and security in the
neighborhood.
A. People
The outcomes for Wheatley Courts residents have been achieved by our People Lead,
Urban Strategies, Inc. through the comprehensive, on-site case management that facilitates
access to quality early childhood education, after-school programs and adult education, as
well as improved employment opportunities, with a particular emphasis on expanding job
readiness, training and placement programs. The initial assessments indicated that only 12%
of Wheatley residents have attended college or received a college degree, 49% have a high
school diploma or GED, 39% have no high school diploma or GED, and 51% were
unemployed. Through September 2018, Urban Strategies, will continue to work with our
Wheatley households to remove education and employment barriers, connect residents
with health services and other needed services, and assist families as they return to East
Meadows I.
Access to Healthcare is a primary concern for the Choice area. In partnership with SAHA
and Urban Strategies, the San Antonio Metropolitan Health Department (SAMHD)
conducted a Health Impact Assessment (HIA), which resulted in three key
recommendations. The first recommendation was to increase access to health care. To
meet this need, SAHA has executed an agreement to partner with the University Health
System (UHS) to build a new health clinic in the Choice footprint. The Dr. Robert L.M. Hilliard
Center opened in December 2017. In addition, University of the Incarnate Word (UIW) has
been providing healthcare services, to include dental and mental health counseling for
residents who were impacted by the Medicaid expansion gap.
B. Housing
The Housing plan to develop a total of 622 high-quality, energy-efficient, mixed-income
units is being implemented in four phases. Phase I includes 208 units at The Park at Sutton
Oaks, which is now complete. Phase II (East Meadows I) includes 215 units for families, and
was completed December 2018. In October 2017 the construction began for Phase III
(Wheatley Park Senior Living), which features 80 units for seniors and is planned to be

2020–2025 123
completed March 2018. Construction for the final and fourth phase (East Meadows II),
which includes 119 units for families, will begin May 2018 and is scheduled to be completed
by December 2019. The housing development and related infrastructure improvements will
be funded through public-private partnerships, featuring a combination of federal, state,
and city funding, as well as private equity.
C. Neighborhood
Safety and Security, the leading concern of residents in this community, was addressed
through a Byrne Criminal Justice Innovation [BCJI] grant awarded in 2011. An initial research
survey indicated: twice as many crimes committed in the footprint vs. County or City; twice
as many residents on probation vs. County or City; and a higher level of violent and drug
crime. The BCJI grant allowed SAHA to work closely with the community and a local
academic institution (Trinity University) to identify root causes of crime within the Choice
footprint. SAHA and the community developed strategies based on data and best
practices, which included:
● Resurgence Collaborative - the first comprehensive re-entry program in Texas with
community-based network providers co-located with Probation Field Office directed
solely for the Eastside Community in transition and their families.
● Group Violence Intervention (GVI) -the GVI model provides an evidence-based
strategy for law enforcement, community members, and service providers to
collaboratively decrease violent crime in a sustainable and community driven process.
● Crime Prevention Through Environmental Design Efforts - CPTED efforts worked
to target crime indirectly, and long-term environmental improvements are important to
ensuring crime reductions last.
● Community Organizing and Resident Empowerment- hosted BBQs and meetings
with residents and businesses owners that engaged hundreds of residents.
● Hot Spot Policing - the BCJI team partnered with the San Antonio Police Department
to implement “Drug Market Intervention” to bring swift and certain consequences to
violent street drug dealers operating in “hot spot” areas, while giving a second
opportunity/reentry services to those drug dealers who do not have violent or
extensive criminal backgrounds.
● Community Engagement Patrols- the BCJI team partnered with the San Antonio
Police Department to conduct community engagement patrols intended to build
relationships with residents and businesses in hot spot areas
The BCJI grant was set to expire September 2016, and received an extension through
March 2017. Some of the initiatives that continued after the grant expired, include the
Resurgence Collaborative and the Group Violence Intervention.
A Healthy Community
A second recommendation from the MetroHealth Health Impact Assessment was to
increase community amenities for physical activity. This need will be met by Bexar County
and CoSA which has committed to building a linear park with exercise equipment along the
walking path and a basketball court at one end of the park. The third recommendation
from the HIA was to increase food security and access to fresh fruit and vegetables, as the

2020–2025 124
Choice footprint is a food desert. To meet this need, Choice is collaborating with
Neighborhood partners to establish an urban farm.

To support walkability efforts, a beautification strategy which includes the planting of more
than 200 trees and art along key pathways will occur.
The Infill Housing and Rehabilitation Strategy is a key component to address the
pervasive neighborhood deterioration and is another strategy in the CCI plan. The strategy
involves land acquisition and investment for new homes and owner-occupied home repair.
This strategy will utilize a place-based approach by expanding homebuyer assistance and
increasing opportunities for owner-occupied housing rehabilitation assistance.
Economic Development is a key component of the greater revitalization and long-term
success of the Eastpoint community. An Economic Development Committee has developed
a plan for the area, which includes: provide assistance to existing businesses; attract a
diversity of new businesses; create a vibrant commercial corridor that accommodates
business activity and supports local residents; re-brand the community's image to attract the
interest of the greater San Antonio community; and promote income diversity. One strategy
that aligns with this plan is the business Façade improvement component of the Critical
Community Improvement (CCI) plan. Choice partnered with San Antonio for Growth on the
Eastside (SAGE) and funded twelve $25,000 grants were awarded to qualifying businesses
for exterior improvements to their properties. Businesses include construction companies,
hair salons, corner stores and restaurants.
Good Samaritan Veterans Outreach and Transition Center (GSVOTC)
As part of the Critical Community Improvements (CCI) Plan, an investment of $600,000 was
made towards the rehab and redevelopment of this center. The project is a partnership
between SAHA, the City of San Antonio and St. Philip’s College and resulted in the
successful repurposing and renovation of the historic Good Samaritan Hospital. Grand
opening was held in August 2017. St. Philip’s College will serve as the operational partner
for activities and services.

B. Local Asset Management Plan
i. Is the MTW PHA allocating costs within statute? Yes
ii. Is the MTW PHA implementing a local asset management plan (LAMP)? No
iii. Has the MTW PHA provide a LAMP in the appendix? No
iv. If the MTW PHA has provided a LAMP in the appendix, please describe any proposed
changes to the LAMP in the Plan Year or state that the MTW PHA does not plan to make any
changes in the Plan Year. N/A
C. Rental Demonstration (RAD) Participations
i. Description of RAD Participation

2020–2025 125
The MTW PHA shall provide a brief description of its participation in RAD. This description must include the
proposed and/or planned number of units to be converted under RAD, under which component the conversion(s)
will occur, and approximate timing of major milestones. The MTW PHA should also give the planned/actual
submission dates of all RAD Significant Amendments. Dates of any approved RAD Significant Amendments
should also be provided.
RENTAL ASSISTANCE DEMONSTRATION (RAD) PARTICIPATION
Given recent HUD guidance, the Agency is exploring the feasibility of participating in RAD.

ii. Has the MTW PHA submitted a RAD Significant Amendment in the appendix? No
iii. If the MTW PHA has provided a RAD Significant Amendment in the appendix, please state
whether it is the first RAD Significant Amendment submitted or describe any proposed
changes from the prior RAD Significant Amendment? N/A


2020–2025 126
Section VI. Administrative

(VI) ADMINISTRATIVE
ANNUAL MTW PLAN
A. BOARD RESOLUTION AND See Appendix B

CERTIFICATIONS OF COMPLIANCE
The MTW PHA shall provide a resolution signed by
the Board of Commissioners (or other authorized
MTW PHA governing body) adopting the Annual
MTW Plan and the Annual MTW Plan Certifications
of Compliance (as it appears in this Form 50900). A
signed version of the Annual MTW Plan
Certifications of Compliance must also be included.

B. DOCUMENTATION OF PUBLIC PROCESS See Appendix B

The beginning and end dates of when the Annual
MTW Plan was made available for public review and
the dates, location and number of attendees of public
hearings must be provided. HUD reserves the right to
request additional information to verify the MTW PHA
has complied with public process requirements in the
Standard MTW Agreement (or successor MTW
Agreement).
C. PLANNED AND ONGOING EVALUATIONS There are none.

The MTW PHA shall provide a description of any
planned or ongoing MTW PHA-directed evaluations
of the MTW demonstration and/or of any specific
MTW activities (or state that there are none).
D. LOBBYING DISCLOSURES See Appendix B

The MTW PHA shall provide signed copies of the
Disclosure of Lobbying Activities (SF-LLL) and the
related Certification of Payments (HUD-50071).
APPENDIX A: HUD Information Reporting Requirements | Section 6. Administrative

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DRAFT
APPENDIX B: RESOLUTIONS AND CERTIFICATIONS

Appendix B is reserved for the Agency’s resolutions, certifications, and other documentation
requirements as required by HUD Form 50900: Elements of Annual MTW Plan.
The following will be provided upon submission to HUD.
● Board Resolution and Certifications of Compliance

● Public posting materials
● Operations and Choice Neighborhood Committee materials
● Public comment documentation
● Lobbying Disclosures
○ (SF-LLL)
○ (HUD-50071)

APPENDIX B: Resolutions and Certifications

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DRAFT
APPENDIX C: PROPOSED PROGRAM IMPLEMENTATION POLICY

CHANGES
Appendix C contains proposed changes to the Agency’s implementation policies for the Public
Housing Program and Assisted Housing Programs. In addition, references to the Agency’s
current implementation policies are provided.
Change Key:
Indicates policy has been added
Indicates policy has been removed

PROPOSED ACOP CHANGES
Below is a summary of proposed revisions to the FY 2020-21 ACOP. The current policy can be
found here: FY 2019-2020 Admissions & Continued Occupancy (ACOP)

Change #1
Reason for the Change to 8.1.E:
This section adds language to clarify specific situations in which the SAHA Grievance Procedure
applies to disputes of charges and fees under the Public Housing Lease. This section also adds
language stating that during the pendency of the grievance process, no action may be taken to
collect on the disputed debt. This language reflects current procedure that pauses debt
collection while a family is in the informal hearing process, which enables the family to dispute
charges without taking on additional financial burdens or risking immediate termination.
8.1.E SECURITY DEPOSITS [24 CFR 966.4(b)(5)]

***
(4) Subject to applicable laws, interest earned on security deposits may be
refunded to the tenant after vacating the unit, or used for tenant services or
activities.
***
(f) SAHA will provide the resident with a written statement, which lists of anyall
charges made against the security deposit and any amounts still owed, if
applicable, within ten (10) business days of the move-out inspection. The
noticestatement will be sent to the resident’s last known address in
accordance with adverse action requirements under the SAHA Grievance
Procedure. If the resident disagrees with the amount charged, SAHA will
provide a meeting to discuss the charges the resident may dispute the
charges through the grievance process.
(g) If the family requests a grievance hearing within the required timeframe, SAHA
may not take action for nonpayment of the charges against the security
deposit until the conclusion of the grievance process.

APPENDIX C: Proposed Implementation Policy Changes

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DRAFT
Change #2
Reason for the Changes to 8.1.F (2):
This section adds language to clarify specific situations in which the SAHA Grievance Procedure
applies to disputes of charges and fees under the Public Housing Lease. This section also adds
language stating that during the pendency of the grievance process, no action may be taken to
collect on the disputed debt. This language reflects current procedure that pauses debt
collection while a family is in the informal hearing process, which enables the family to dispute
charges without taking on additional financial burdens or risking continued eligibility.

8.1.F PAYMENTS UNDER THE LEASE
***
(2) Late Fees and Nonpayment
***
(c) The notice of proposed adverse action must identify the specific grounds for
the action and inform the family of their right for a hearing under SAHA
grievance procedures. SAHA must not take the proposed action until the time
for the tenant to request a grievance hearing has expired, or (if a hearing was
requested within the required timeframe,) the grievance process has been
completed [24 CFR 966.4(e)(8)].
(i) If the family fails to pay their rent by the fifth (5th) business day of the month,

and SAHA has not agreed to accept payment at a later datean alternative
payment schedule or other repayment arrangements, a 14-day Notice to
Vacate will be issued to the resident for failure to pay rent, demanding
payment in full or the surrender of the premises.
(ii) In addition, a late fee of $15.00in the amount of ten (10) percent of the
monthly Tenant Rent, as specified in the lease, will be charged after the fifth
(5th) business day of the month if the resident fails to pay account in full. The
minimum late fee charge is $1.00 and the maximum late fee charge is
$30.00. Each late fee charge will be rounded up to the nearest dollar.
(iii) If a family’s tenant rent and corresponding late fee amount changes, SAHA will
notify the family of the new amount and the effective date by sending notice
of the rent adjustment. This notice will include the new late fee amount and
become an addendum to the family’s lease.
(iii) Effective September 1, 2019, a late fee of $30.00 will be charged after the fifth
(5th) business day of the month, with $20.00 charged after the fifteenth
(15th) calendar day if the resident fails to pay the account in full. The total
amount of combined late fees is not to exceed $50.00.
(iv) When a check is returned for insufficient funds or is written on a closed
account, the rent will be considered unpaid and a Non-Sufficient Funds
(NSF) fee of $25.00 will be charged to the family. The fee will be due and
payable 14 days after billing.

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DRAFT
(v) Four (4) late payments within a 12-month period will be considered repeated

late payments and a serious lease violation, which is grounds for lease
termination.
(vi) The Property Manager must If the resident receives fixed government
benefits on a date outside of the grace period when rent is due, SAHA will
take the date the resident’s income is actually received into account in
making a determination of late payment. For example, if the resident relies
on disability benefits government payments as a sole source of income,
SAHA will provide an alternative payment schedule to allow the resident to
pay rent on a date when benefits are received .
(vi) Notices of late fee and/or NSF charges will be mailed monthly and will be in
accordance with adverse action requirements under the SAHA Grievance
Procedure. Late fee and/or NSF charges are due and payable fourteen (14)
calendar days after billing. If the family requests a grievance hearing within
the required timeframe, SAHA may not take action for nonpayment of the
charges until the conclusion of the grievance process.
(vii) Four (4) late payments within a 12-month period will be considered repeated
late payments and a serious lease violation, which is grounds for lease
termination.

Change #3
Reason for the Change to 8.2.B:
This section adds language to determine when move-out charges are due and payable to
SAHA, and clarifies that move-out charges and charges against the deposit are specifically
subject to the SAHA Grievance Procedure. This section also clarifies that during a pending
dispute under the Grievance Procedure, staff may not take actions to collect debt against the
security deposit and also may not refer the debt to third-party debt collections agencies. This
change bolsters the current procedure of pausing debt collection during the grievance process
by adding submissions to third-party collectors. This change will be detailed further in the SAHA
Grievance Procedure and will help ensure that federally-required resident rights are observed
throughout the move-out and debt dispute process.
8.2.B TYPES OF INSPECTIONS
***
(2) Move-Out Inspections [24 CFR 966.4(i)]
***
(b) The difference between the condition of the unit at move-in and move-out
establishes the basis for any charges against the security deposit so long
as the work needed exceeds that for normal wear and tear.

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DRAFT
(i) When applicable, SAHA will provide the tenant with a statement of
charges to be made for maintenance and damage beyond normal wear
and tear, within ten (10) business days of the move-out.
(ii) The statement of move-out charges will be mailed to the new address
provided by the resident, if applicable, and will be in accordance with
adverse action requirements under the SAHA Grievance Procedure.
Charges are due and payable fourteen (14) calendar days after billing. If
the family requests a grievance hearing within the required timeframe,
SAHA may not take action for nonpayment of the charges until the
conclusion of the grievance process.
(eiii) Within thirty (30) days of move-out, SAHA will refund to the resident the
amount of the security deposit, less any amount needed to pay the cost
of unpaid rent, damages listed on the move-out inspection report that
exceed normal wear and tear, and other charges due under the lease.
(fiv) SAHA will provide the resident with a written statement, which lists of
anyall charges made against the security deposit and any amounts still
owed, if applicable, within ten (10) business days of the move-out
inspection. The noticestatement will be sent to the resident’s last known
address in accordance with adverse action requirements under the
SAHA Grievance Procedure. If the resident disagrees with the amount
charged, SAHA will provide a meeting to discuss the charges the
resident may dispute the charges through the grievance process.
(v) If the family requests a grievance hearing within the required timeframe,
SAHA may not take action, such as sending the account to a third-party
collections agency, until the conclusion of the grievance process.

Change #4
Reason for the Changes to 8.2.C (2), 8.2.C (3) and 8.2.D (1)(b):
These sections add language that clarify when and how a resident may be charged for failing to
permit access to their unit for an inspection or maintenance. This section also clarifies that during
an inspection or repair by maintenance staff, children in the unit must be accompanied by an
adult. These provisions represent current practice among property staff, and further define the
appropriate application of the maintenance “no-show” fee included in the Lease. No-show fees
are not currently defined within the Lease, but staff report that lack of access to units due to
resident behavior regularly causes costly delays. These changes provide additional safeguards
for the protection of children and staff during unit entry and also may help to limit the negative
effects associated with delayed inspections and/or repairs.

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DRAFT
8.2.C NOTICE AND SCHEDULING OF INSPECTIONS
***
(2) Scheduling of Inspections
***
(d) If maintenance staff are unable to access the unit during the scheduled
inspection time due to the resident, the resident may be charged in
accordance with the fee schedule in the lease. Failure to permit access to the
unit to perform an inspection or maintenance represents a violation of the
lease.
(3) Attendance at Inspections

(a) Residents are required to be present for move-in inspections [24 CFR
966.4(i)]. There is no such requirement for other types of inspections.
***
(iii) If children are present within the unit at the time of the non-emergency
inspection, at least one (1) adult over the age of 18 must also be present.

8.2.D INSPECTION RESULTS

(1) SAHA is obligated to maintain dwelling units and the project in decent, safe
and sanitary conditions and to make necessary repairs to dwelling units [24
CFR 966.4(e)].
***
(b) Non-emergency Repairs
***
(ii) The family must allow SAHA access to the unit to make repairs. If maintenance
staff are unable to access the unit during the scheduled inspection time due to
the resident, the resident may be charged in accordance with the fee schedule
in the lease. Failure to permit access to the unit to perform an inspection or
maintenance represents a violation of the lease.

Change #5
Reason for the Change to 10.2.D (9):
This section changes how unauthorized pet fees are assessed and upon pet registration, allows
any fees collected to be applied toward the pet deposit. This change also caps the amount of
unauthorized pet fees that may be assessed and adds required language to notify residents of
their options for pet ownership. These changes were approved by the Board of Commissioners

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on February 6, 2020 following a public comment period, and will be reflected in the Lease on
March 1, 2020. This section conforms the ACOP with the Lease and will help further SAHA’s
efforts to promote responsible pet ownership while limiting undue financial burdens from
punitive fees.
10.2.D PET RULES
***
(9) Pets Rule Violations
(a) All complaints of cruelty and all dog bites will be referred to animal control
or an applicable agency for investigation and enforcement.
(b) If a determination is made on objective facts supported by written
statements, that a resident/pet owner has violated the pet rules, a one-time,
24-hour written notice will be served and the resident will be given a
$10.00- /per- day charge up to a total of $200.00 until the unauthorized pet is
removed from the unit or is registered and approved per the lease. Any
additional unapproved pet(s) will result in a charge of up to $10.00 per
month.
(c) Any charges collected for an unauthorized pet will be applied to the $200.00
pet deposit upon SAHA’s approval of the pet agreement.
(cd ) The notice will contain a brief statement of the factual basis for the
determination and the pet rule(s) that were violated. The notice will also
state:
(i) That the pet owner has ten (10) business days from the effective date
of the service of notice to correct the violation or make written request
for an informal conference to discuss the violation.
(ii) That the pet owner is entitled to be accompanied by another person of
his or her choice at the informal conference.
(iii) That the pet owner's failure to correct the violation, request an informal
conference, or appear at a requested meeting may result in initiation of
procedures to remove the pet or to terminate the pet owner's tenancy.
(iv) That SAHA encourages responsible pet ownership by assisting the
owner with the pet registration process.
(v) That any charges collected for an unauthorized pet will be applied to the
$200.00 pet deposit upon approval by SAHA.
Change #6
Reason for the Change to 10.3.C (2):
This section adds a cap to the amount of pet waste removal fees that may be collected and
clarifies the actions that may be taken against the resident for repeated pet waste removal.
These changes were approved by the Board of Commissioners on February 6, 2020 following
a public comment period, and will be reflected in the Lease on March 1, 2020. Including these

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changes in the ACOP will help to ensure that residents are not charged excessively for failing to
pick up after their pets, but will also ensure that residents are held accountable for multiple
incidents of pet rule violations. By including a reference to specific adverse actions, this section
also clarifies that pet-related charges and violations are subject to the SAHA Grievance
Procedure, as noted in 10.2.d (10) and in the terminations provisions in Chapter 13.
10.3.C OTHER CHARGES
***
(2) Pet Waste Removal Charge

(a) The regulations do not address SAHA’s ability to impose charges for
house pet rule violations. However, charges for violation of SAHA pet
rules may be treated like charges for other violations of the lease and
PHA tenancy rules.
(i) SAHA will charge a $10.00 fee for pet waste removal per incident, up to

a total of $50.00 per month.
(ii) Repeated incidents of pet rule violations and/or unpaid charges related to
pets may result in the withdrawal of SAHA’s approval of the pet and may
be grounds for initiating termination procedures in accordance with
Chapter 13.
Change #7
Reason for the Change to 14.3.D:
This section adds language on the informal settlement process permitted under federal law to
allow for the development of “informal conferences” within the SAHA Grievance Procedure.
These changes will provide for a new pre-hearing method for residents to resolve disputes and
will be outlined further within the SAHA Grievance Procedure included in the Public Housing
Lease. Introducing the informal conference procedures will allow for faster, more streamlined
resolutions directly between residents and staff in their communities.
14.3.D INFORMAL SETTLEMENT OF GRIEVANCE [24 CFR 966.54]

(1) HUD regulations state that any grievance must be personally presented,
either orally or in writing, to the SAHA office or to the office of the housing
development in which the complainant resides so that the grievance may be
discussed informally and settled without a hearing.
(a) SAHA will accept requests for an informal settlement of a grievance (referred

to as “informal conference”) either orally or in writing, to the property office
within ten (10) business days of the grievable event. Within ten (10) business
days of receipt of the request SAHA will arrange a meeting with the tenant at
a mutually agreeable time and confirm such meeting in writing to the tenant.
(b) If a tenant fails to attend thea scheduled meeting for an informal conference
without prior notice, SAHA will reschedule the appointmentmeeting only if

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the tenant can show good cause for failing to appear, or if it is needed as a
reasonable accommodation for a person with disabilities.
(c) “Good cause” is defined as an unavoidable conflict which seriously affects
the health, safety or welfare of the family.
(d) Informal conferences will be conducted in accordance with the provisions
under the SAHA Grievance Procedure.

PROPOSED ADMIN PLAN CHANGES
Below is a summary of proposed revisions to the FY 2020-21 Administrative Plan. The current
policy can be found here: FY 2019-2020 Administrative Plan (ADMIN PLAN)

Change #1
Reason for the Change to Exhibit 2-2: Reasonable Accommodation Policy and Procedures
Additional language was added to clarify the landlord’s role in the reasonable accommodation
process. Owners and landlords participating in SAHA’s voucher programs are expected to
comply with Fair Housing and ADA laws surrounding reasonable accommodations.

Overview
***
(3) Landlord Requirements

(a) The owner / landlord is required to abide by laws set forth in The Fair Housing Act
and The Americans with Disabilities Act (ADA).
(b) If the owner / landlord does not abide by The Fair Housing Act and ADA, SAHA
may take action, including but not limited to the following:
(i) Denial of Request for Tenancy Approval;
(ii) Abatement or suspension of Housing Assistance Payments;
(iii) Termination of the Housing Assistance Payment Contract; or
(iv) Debarment of the owner / landlord from program participation.

Change #2
Reason for the Change to 4.3.C(2)(f) Waiting List Preferences
SAHA was awarded an additional 59 vouchers to be used for the Mainstream Program. Also,
this program previously allocated only 79 vouchers to be used based on referral form
partnering social service agencies, but the program has been updated to allow all Mainstream
vouchers to be used based on referral.
4.3.C SELECTION METHOD

***
(2) Local Preferences [24 CFR 982.207; HCV p. 4-16]
***

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(f) Waiting List Preferences

SAHA’S waiting list preferences are defined below and shall be assigned
points as indicated. SAHA will accept applications from preference
applicants even when the waiting list may otherwise be closed. Applicants
who qualify for a preference will not be required to complete the online
registration but will be placed directly on the waiting list in order of total
combined preference points.
***
(iv) 5-Year Mainstream Participants (75 Points) – 238 applicant families
The first 100 applicants on the tenant-based voucher waiting list, who
have a household member between the ages of 18 and 61 at least 18
years or older with a disability,. 79 families with a non-elderly disabled
Head of Household will be certified and referred by a designated
social service agency currently partnered with SAHA.


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APPENDIX D: ASSET MANAGEMENT PLAN

Appendix D contains the Agency’s Asset Management Plan.

APPENDIX D: Asset Management Plan

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ASSET MANAGEMENT PLAN
The Asset Management Plan outlines how the Agency plans to make best use of limited financial
resources while embracing the goals and objectives of SAHA’s Affordable Housing Preservation
& Expansion Policy and supporting the Agency’s 2025 Strategic Plan.
The Asset Management Plan generally covers the five-year period spanning from FY 2020-21 to
FY 2020-25. In addition, to updating the five-year plan every year, the Agency also may make
adjustments to respond to business needs.
To that end, the Agency may consider unique, opportunistic, and unscheduled acquisitions,
dispositions, and/or new development projects that are not included in this plan, but are
supportive of the Agency’s 2025 Strategic Plan.
Such activities will not be considered significant amendments to the MTW plan, provided the
following internal protocols are followed:
1. Completion of analysis describing the cost and benefits of the contemplated action
2. Consultation with other agency plans
3. Approval by ELT (and appropriate committee and Board of Commissioners if
necessary)
4. The financial impact or cost of the activity is 5% or less of the annual expenses reflected
in the current approved annual budget for the agency.

The Asset Management Plan encompasses preservation activities in the Low Income Public
Housing and Beacon Communities housing portfolios as well as real estate development activity.
The plan is organized as follows:

1. Housing Preservation: Capital Improvement Plans
Details the Agency’s plans to preserve affordable housing units through capital
improvement plans for the Low Income Public Housing and Beacon Communities
portfolios.
2. Housing Expansion: New Housing Development Plans
Details the Agency’s development plans for real estate assets currently or anticipated to
be owned by the San Antonio Housing Authority or its affiliates.
3. Acquisitions: Asset Acquisition Plans
Details the Agency’s plans to acquire real estate assets to be owned by the San Antonio
Housing Authority or its affiliates.
4. Dispositions: Asset Disposition Plans
Details the Agency’s plans to dispose of real estate assets currently owned by the San
Antonio Housing Authority or its affiliates.
5. Other Real Estate Holding
Provides a listing of the Agency’s real estate assets that do not currently have
development or acquisitions plans.

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1. Housing Preservation: Capital Improvement Plans
Information below may change and all plans are subject to funding and separate Board
approval.
A. Public Housing Five Year Capital Improvement Plan
Over the next five (5) years, the Agency plans to invest approximately $22 million in capital
repairs to extend the useful life at 32+ properties and approximately 2,653 housing units.
Projected funding for capital improvements is based on historical grants and forecasted capital
fund appropriations by HUD.
The table below outlines current property-specific preservation plans in addition to the five-year
capital improvement plan (FY 2021 - FY 2025).

Fiscal Year (FY)1 Property Description Units Planned
Capital Fund Grant Preserved3 Investment ($)
Year (CFP)2
FY 2019-20 Cassiano Building Foundation 499 200,000
CFP19 College Park Elevator #2 - Cylinder Replacement 78 75,000
(Current) Fair Avenue Asbestos Consultant Services 216 152,065
Highview Storm Drainage 68 161,200
L.C. Rutledge Roof Replacement 66 905,637
Madonna Gas-Boiler System Assessment and 60 1,013,000
Replacement
Park View Roofing, Exterior Panels 153 1,572,000
San Pedro Arms Elevator Modernization 16 90,000
Villa Tranchese Asbestos Consultant Services 201 152,065
Victoria Plaza Roof, Interior Upgrades, Sewer, Window 185 1,200,000
Abatement
Total 1,542 5,520,967
FY 2020-21 Cross Creek Parking Lot Repairs 66 114,000
CFP20 Mirasol Homes Roof Repairs/Replacement 174 1,209,800
South San Apts. Drainage Repairs 30 161,200
Sun Park Lane Elevator Modernization 65 90,000
T.L. Shaley Foundation Repairs 66 280,000
Villa Veramendi Roof Repairs/Replacement 166 950,000
W.C. White HVAC Replacement 75 225,000
1
SAHA fiscal years run from July 1 to June 30th. For example, FY2020 begins on July 1, 2019 and ends on June 30,
2020.
2
Capital Fund Grants are awarded to SAHA every year. SAHA then allocates funds based on capital needs.
3
Number of housing units preserved is defined as number of housing units impacted by contract execution of
funds that include (CFP, MTW, Operations, Insurance loss proceeds, replacement reserve funds, net proceeds
from sale of non strategic assets and net loan proceeds from refinances (Beacon)). Includes major capital items
that impact or extend the useful life expectancy of the asset, major systems, or site components (ex. foundations,
building envelope (siding, windows, doors, roofs), HVAC systems, water/sewer, electrical, paving, lighting, major
interior upgrades to units and common areas. For example, if three roofs are replaced, only units in those
buildings will be counted as preserved. However, if the project impacts all units, ex foundation repair or sewer
line repairs, all units will be counted as preserved.


2020–2025 140
Total 642 3,030,000
FY 2021-22 Francis Furey Substantial renovation 66 2,500,000
CFP21 Le Chalet Substantial renovation 34 1,275,000
Morris Beldon Substantial renovation 35 912,000
Total 157 3,530,000
FY 2022-23 College Park Substantial renovation 78 800,000
CFP22 Kenwood North Substantial renovation 53 930,000
Olive Park Substantial renovation 26 1,800,000

FY 2023-24 Midway Substantial renovation 20 700,000
CFP23 Park Square Substantial renovation 26 990,000
Total 46 1,690,000
FY 2024-25 Escondida Substantial renovation 20 200,000
CFP24 Linda Lou Substantial renovation 10 200,000
Matt Garcia Substantial renovation 55 650,000
Pin Oak II Substantial renovation 22 150,000
Village East Substantial renovation 24 1,400,000
Total 131 2,600,00
GRAND TOTAL 2,653 / 2,5754 $21,057,9675

B. Energy Performance Contract (EPC):
An EPC is a HUD approved program, which allows a Public Housing Authority to finance energy
and water conservation measures and capital improvements through future utility cost savings.
The San Antonio Housing Authority (SAHA) and its Board of Commissioners elected and
approved the process to begin the pre-development phase of a U.S. Housing and Urban
Development (HUD) approved EPC where SAHA will spend pre-development funds associated
with technical assistance services including, but not limited to engineering, legal, consultants, and
other services necessary to achieve project financing and HUD approval. Upon financial closing
of the EPC transaction, HUD EPC regulations allow SAHA to be reimbursed for expenditures
associated with pre-development services.

SAHA’s EPC is estimated to generate about $16.5 million of utility savings, over a fifteen year
term, with a net present value of $8.3 million in project funds, which will be sourced through an
anticipated tax exempt municipal lease purchase agreement. The soft and hard costs associated
with installing energy conservation measures (ECM) will be funded by bank debt which will be
serviced by energy cost savings.

SAHA’s EPC will include high efficient lighting, high efficient plumbing fixtures, solar panels,
roofs, windows, HVAC plant upgrades, and bathroom exhaust fans across 34 public housing
developments (various building types) equating to 2,324 dwelling units. The approximate time
for completion is one year.

4
College Park (78 units) is expected to undergo capital improvements over multiple fiscal years. The first figure
includes each capital improvement to these units and the second figure includes unique units preserved over the
entire plan.
5
Funding sources may be a combination of CFP, MTW, sale net proceeds and insurance proceeds.


2020–2025 141
C. Beacon Communities Five Year Capital Improvement Plan
In the coming years, the Agency plans to invest approximately $28 million in capital repairs to
extend the useful life at 21 properties and approximately 2,654 units in the Beacon Communities
portfolio. In addition, this portfolio will be expanded as properties in the Agency’s Partnership
portfolio come to the end of their 30-year affordability period and transition ownership to SAHA.
As a result of these property transitions, the capital plan is expected to change to include these
new properties.

Projected funding for capital improvements in the Beacon Communities portfolio is based on
operating funds, new or refinanced debt on the property, or insurance proceeds where
applicable. The tables below outline current property-specific preservation plans.

Fiscal Year6 Property Description Units Planned
Preserved7 Investment
FY 2018-19 Castle Point Comprehensive modernization 220 $ 4,800,000
Monterrey Park Roof, Exterior Repairs, Parking Lot Repairs 200 3,000,000
Pecan Hill Plumbing, Site Drainage, Trees, HVAC 100 1,050,000
Substantial Renovations 100
Sunshine Plaza (Elevators/Roofs/Windows/HVAC) 2,500,000
Villa de Valencia HVAC Replacement 104 500,000
Woodhill Building 23 & 24, Parking Lot Repairs 532 1,200,000
Total 1,256 $13,050,000
FY 2019-20 Burning Tree PNA Priorities 108 2,000,000
PNA Priorities, Privacy Fence, Repair Parking 40
Churchill Estates Lot/Drive 1,800,000
Cottage Creek I & Parking Lots, Sidewalk Repairs 253/196 100,000
II
Courtland Site Work, Landscape, Covered Parking, Pool 56 150,000
Heights Deck
Encanta Villa PNA Priorities 56 1,300,000
Substantial Renovations 90
La Providencia (Plumbing/Exterior/Parking/Roof/HVAC) 2,000,000
Reagan West Roof Repairs/Replacement, Driveways 15 100,000
Villa de Valencia Roof Repairs/Replacement 104 500,000
Total 918 $7,950,000
FY 2020-21 Cottage Creek I Update Fencing 253 60,000
Homestead Site Drainage, Retaining Walls 157 2,200,000
Towering Oaks Restripe Parking Lot; Refi Various 128 1,010,000
6
SAHA fiscal years run from July 1 to June 30th. For example, FY2020 begins on July 1, 2019 and ends on June 30,
2020.
7
Number of housing units preserved is defined as number of housing units impacted by contract execution of
funds that include (CFP, MTW, Operations, Insurance loss proceeds, replacement reserve funds, net proceeds
from sale of non strategic assets and net loan proceeds from refinances (Beacon)). Includes major capital items
that impact or extend the useful life expectancy of the asset, major systems, or site components (ex. foundations,
building envelope (siding, windows, doors, roofs), HVAC systems, water/sewer, electrical, paving, lighting, major
interior upgrades to units and common areas. For example, if three roofs are replaced, only units in those
buildings will be counted as preserved. However, if the project impacts all units, ex foundation repair or sewer
line repairs, all units will be counted as preserved.


2020–2025 142
Warren House Repair Raised Bed 7 10,000
Total 545 $3,280,000
FY 2021-22 Bella Claire Plumbing, Fence, Parking Lots; Refi Various 67 1,300,000
Homestead Roof Repairs/Replacement 157 800,000
Villa de San Paint Trim, Parking Lot Repairs 29 100,000
Alfonso
Total 253 $2,200,00
FY 2022-23 Claremont Roof Repairs/Replacement 4 50,000
FY 2023-34 Converse Ranch I Paving; Refi Various 192 2,030,000
GRAND TOTAL 3,168 / 2,6548 $ 28,560,000

8
Cottage Creek (253 units), Homestead (157 units), and Villa de Valencia (104) are expected to undergo capital
improvements over multiple fiscal years. The first figure includes each capital improvement to these units and the
second figure includes unique units preserved over the entire plan.


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2. Housing Expansion: New Housing Development Plans
The Agency has a number of projects in the development pipeline. The development pipeline
includes three main phases: early planning, pre-development, and new construction. Projects
outlined below are presented by their current development phase beginning with new
construction and working backward to projects in the early planning stage. Information may
change and all plans are subject to funding and separate Board approval.
General Development Phases
● Early planning: Projects in this phase include projects that are in the very early
stage of development planning. Detailed project information is limited and
dynamic.
● Pre-Development: Projects in pre-development include those the Agency is
engaged in the following activities:
○ Community engagement
○ Disposition/Demolition applications (if applicable)
○ 90 day relocation (if applicable)
○ Securing financing including Low Income Housing Tax Credit Application
○ Abatement and demolition (if applicable)
● New Construction: Projects in the construction phase have completed all
pre-development activity and executed a real estate transaction authorizing
construction.
NEW CONSTRUCTION
Projects in the construction phase have completed all pre-development activity and executed a
real estate transaction authorizing construction.
By FY 2021-22, the Agency anticipates adding 509 rental units to its inventory -- 95% of units will
be leased to families at or below 60% of the area median income. In addition, the Agency will
contribute 25 single-family for-sale units to be sold to families at or below 120% of area median
income. The Agency is allocating funding under its Moving to Work fungibility to provide gap
financing to one of the three multi-family rental developments, Majestic Ranch.
Total Estimated Income Mix

Name
Units Completion 30% 50% 60% 80% 120% Market
Rental
Artisan at Ruiz 102 12/2020 (FY 2021) 11 41 50 0 0 0
East Meadows II 119 5/2020 (FY 2020) 24 24 47 0 0 24
Majestic Ranch* 288 11/2021 (FY 2022) 0 0 288 0 0 0
Total rental units 509 35 65 385 0 0 24
For-Sale
Choice Infill Houses 25 12/2020 (FY 2021) 0 0 0 0 25 0
Total for-sale units 25 0 0 0 0 25 0
*MTW funded

2020–2025 144
Project Descriptions
Artisan at Ruiz
Developer: Franklin Development / Co-Developer: San Antonio Housing Authority’s
affiliated entity, the San Antonio Housing Facility Corporation (SAHFC)
Artisan at Ruiz, a new 102-unit multifamily project, is located at 1507 Ruiz Street. The
project is expected to cost approximately $18,972,000.00 and will be a 9% tax credit
project with all of the units leased to families at or below 60% of the area median income.
As part of the Alazan Redevelopment Plan, this development is one of three
developments within the west side community that will be utilized for relocation of Alazan
Courts residents that wish to stay in the neighborhood.
East Meadows II

Developer: McCormack Baron Salazar / Co-Developer: San Antonio Housing Authority’s
East Meadows II, a new 119-unit multifamily project, is located at 1323 N Walters Street.
The project is expected to cost approximately $25,848,336.00 and is a 9% tax credit
project with 95 of the units leased to families at or below 60% of the area median income
and 24 market units.

Majestic Ranch
Developer: Hogan Properties Company, Inc. dba Homespring Realty Partners /
Co-Developer: San Antonio Housing Authority’s affiliated entity, the San Antonio
Housing Facility Corporation (SAHFC)
Majestic Ranch Apartments, a new 288-unit multifamily project, is located at 4862
Callaghan Road and 118 Woodside Drive. The project is expected to cost approximately
$46,084,260.00 and will be a 4% tax credit project with all of the units leased to families
at or below 60% of the area median income. This project received gap financing through
the Agency’s Moving to Work funding flexibility.
Choice Infill Houses

Developer: Terramark
SAHA committed 12 parcels in the Choice Neighborhood Target site area in FY2019 to
Terramark; 7 parcels have been deeded to the developer in Phase I in exchange for the
development of 12 affordable single-family houses that are for sale to families/individuals
earning up to 120% of AMI with a 20 year affordability restriction. Due to strong interest
from qualified buyers; Terramark is currently permitting an additional 6 homes on the
original lots.
PRE-DEVELOPMENT
Projects in pre-development are in the final development planning phase and have not
executed a real estate transaction.
By FY 2020-21, the Agency anticipates executing real estate transactions for the following
projects. If all projects complete financial closing as planned, new construction is anticipated to
be completed by FY 2021-22.

2020–2025 145
The Agency is anticipating allocating funding under its Moving to Work fungibility to provide gap
financing to two of the projects, St. John’s Square and 100 Labor -- allocations are subject to
board approval and financial closing.
Total Estimated Anticipated Income Mix

Name
Units Completion 30% 50% 60% 80% 120% Market
Alazan Lofts* 88 12/2021 (FY 2022) 8 32 40 0 0 8
Culebra Crossing 326 8/2021 (FY 2022) 0 163 0 0 0 163
Kitty Hawk Flats 240 6/2022 (FY 2022) 24 0 216 0 0 0
Mira Vista Apartments 300 5/2022 (FY 2022) 0 0 300 0 0 0
Old Pearsall Flats 348 6/2022 (FY 2022) 0 0 348 0 0 0
St. John’s Square** 252 1/2022 (FY 2022) 0 54 0 0 0 198
Tampico Apartments 200 10/2021 (FY 2022) 0 0 124 0 0 76
Trader Flats 324 6/2022 (FY 2022) 33 0 291 0 0 0
100 Labor** 213 4/2022 (FY 2022) 27 17 0 0 0 169
1604 Flats 324 6/2022 (FY 2022) 33 0 291 0 0 0
Total rental units 2,623 125 266 1,610 0 0 614
*40 units also have a PH subsidy
**50 units MTW funded; 4 tax credit
Alazan Lofts
Developer: NRP Group / Co-Developer: San Antonio Housing Authority’s affiliated entity, the
San Antonio Housing Facility Corporation (SAHFC)
Alazan Lofts, an approximately 85-unit multifamily project, is located at 1102 El Paso Street.
The project is expected to cost approximately $17,618,112.00 and is funded with 9% tax
credits. As part of the Alazan Redevelopment Plan, this development is one of three
developments within the west side community that will be utilized for relocation of Alazan
Courts residents that wish to stay in the neighborhood.
Culebra Crossing
Developer: Lynd Company / Co-Developer: San Antonio Housing Authority’s affiliated entity,
the San Antonio Housing Facility Corporation (SAHFC)
Culebra Crossing, an approximately 326-unit multifamily project, is located at the intersection
of Culebra Road and Loop 1604. The project is expected to cost approximately $47,140,798
and is funded by the developer. Neither SAHA nor SAHFC will have any financial obligations
with respect to the Project, except to obtain the property tax exemption.
Kitty Hawk Flats

Kitty Hawk Flats, an approximately 240-unit multifamily project, is located at the north corner
of Kitty Hawk and O’Connor Road. The project is expected to cost approximately
$39,318,536 and is funded with tax exempt bonds and 4% tax credits.
Mira Vista Apartments (aka 5700 Culebra)


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Developer: Hogan Properties Company, Inc. dba Homespring Realty Partners /
Co-Developer: San Antonio Housing Authority’s affiliated entity, the San Antonio Housing
Facility Corporation (SAHFC)
Mira Vista Apartments, an approximately 300-unit multifamily project, is located at 5700
Culebra Road. The project is expected to cost approximately $43,454,716 and is funded with
tax exempt bonds and 4% tax credits.
Old Pearsall Flats

Developer: Streamline / Co-Developer: San Antonio Housing Authority’s affiliated entity, the
Old Pearsall Flats, an approximately 348-unit multifamily project, is located at 9326 S.W. Loop
410. The project is expected to cost approximately $55,703,673 and is funded with tax
exempt bonds and 4% tax credits.

St. John’s Square
Developer: Austin Fairchild Management/ Weal Development / Co-Developer: San Antonio
Housing Authority’s affiliated entity, Las Vargas Public Facility Corporation (LVPFC)
St. John’s Square, an approximately 252-unit multifamily project, is located at 410 E. Nueva
St. The project is expected to cost approximately $71,847,459. This project is planned to
receive gap financing through the Agency’s Move to Work funding flexibility.
Tampico Apartments
Developer: Mission DG, LTD / Co-Developer: San Antonio Housing Authority’s affiliated
entity, the San Antonio Housing Facility Corporation (SAHFC)
Tampico Apartments, an approximately 200-unit multifamily project, is located at 210
Tampico. The project is expected to cost approximately $31,531,744.00 and is funded with
tax exempt bonds and 4% tax credits. As part of the Alazan Redevelopment Plan, this
development is one of three developments within the west side community that will be
utilized for relocation of Alazan Courts residents that wish to stay in the neighborhood.
Trader Flats
Traders Flats, an approximately 324-unit multifamily project, is located at 8671 S.W. Loop 410.
The project is expected to cost approximately $50,569,856 and is funded with tax exempt
bonds and 4% tax credits.
100 Labor
Developer: Franklin Development / Co-Developer: San Antonio Housing Authority’s
100 Labor, an approximately 213-unit multifamily project, is located at 100 Labor Street. The
project is expected to cost approximately $54,599,095. This project is planned to receive
gap financing through the Agency’s Moving to Work funding flexibility.
1604 Flats

2020–2025 147
1604 Lofts, an approximately 324-unit multifamily project, is located near the corner of I-10
East and 1604. The project is expected to cost approximately $50,508,447 and is funded
with tax exempt bonds and 4% tax credits.
LOW INCOME HOUSING TAX-CREDIT (LIHTC) APPLICATIONS

The Agency is in the process of or has submitted LIHTC applications for the following projects.
If projects receive tax-credits, they are anticipated to continue pre-development activities.
Name Estimated Total Units Tax Credit Application
Cinnamon Creek Lofts 85 9%

Fiesta Trails 85 9%
Horizon Point Apartments 330 4% and tax exempt bonds
Ramsey Road Residences 85 9%
Salado Cliffs 85 9%
Snowden Apartments 185 9%
Total rental units 855
Cinnamon Creek Lofts

Developer: Cinnamon Creek Lofts Ltd., a subsidiary of NRP Lonestar
Development LLC / Co-Developer: San Antonio Housing Authority’s affiliated entity, the San
Antonio Housing Facility Corporation (SAHFC)
Cinnamon Creek Lofts, an approximately 85-unit housing development, is located at 8830
Cinnamon Creek Drive. The development will be targeted specifically for working families
and will consist of 85 tax credit units—10% of units will be reserved for those at 30 percent of
the area median income and below, 40% of units reserved for those making 50 percent of
area median income and below, and 50% of units reserved for those making 60 percent of
area median income and below.
Fiesta Trails
Developer: Fiesta
Trails Ltd., a subsidiary of NRP Lonestar Development LLC / Co-Developer: San Antonio
Housing Authority’s affiliated entity, the San Antonio Housing Facility Corporation (SAHFC)
Fiesta Trails, an approximately 85-unit housing development, is located at 12485 W.
Interstate 10. The development will be targeted specifically for working families and will
consist of 85 tax credit units—10% of units will be reserved for those at 30 percent of the
area median income and below, 40% of units reserved for those making 50 percent of area
median income and below, and 50% of units reserved for those making 60 percent of area
median income and below.
Horizon Point Apartments

Developer: Developer: Streamline / Co-Developer: San Antonio Housing Authority’s
Horizon Point Apartments, an approximately 330-unit multifamily project, is located near
Woodlake Parkway and I-10. The development will target families averaging 60% of the area
median income (AMI), with 10% of the units at 30% AMI.

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Ramsey Road Residences
Developer: Ramsey Road Residences Ltd., a subsidiary of NRP
Lonestar Development LLC / Co-Developer: San Antonio Housing Authority’s affiliated
entity, the San Antonio Housing Facility Corporation (SAHFC)
Ramsey Road Residences, an approximately 85-unit housing development, is located at 610
E. Ramsey Road. The development will be targeted specifically for working families and will
consist of 85 tax credit units—10% of units will be reserved for those at 30 percent of the
area median income and below, 40% of units reserved for those making 50 percent of area
median income and below, and 50% of units reserved for those making 60 percent of area
median income and below.
Salado Cliffs
Developer: Salado Cliffs Ltd., a subsidiary of NRP Lonestar Development LLC /
Co-Developer: San Antonio Housing Authority’s affiliated entity, the San Antonio Housing
Facility Corporation (SAHFC)
Salado Cliffs, an approximately 85-unit housing development, is located at 3330
Nacogdoches. The development will be for 55+ year old Seniors and will consist of 85 tax
credit units—10% of units will be reserved for those at 30 percent of the area median income
and below, 40% of units reserved for those making 50 percent of area median income and
below, and 50% of units reserved for those making 60 percent of area median income and
below.
Snowden Apartments
Developer: SAHA / Co-Developer: San Antonio Housing Authority’s affiliated entity, the San
Antonio Housing Facility Corporation (SAHFC)
Snowden Apartments, an approximately 185-unit housing development, is located at
7223 Snowden Road. The development will be targeted for families -- 100% affordable at
60% area median income or less. The Facility Corporation initially plans to self-develop the
apartment complex, although a private developer might be considered in the future to
provide guarantees and long-term management capability.
EARLY PLANNING
Projects in this phase are in the early planning stages.
Name Location Type
Alazan Courts - Phase I Brazos St. to Colorado Multi-Family / Rental

Alazan Courts - Phase II Colorado to Alazan Creek Multi-Family / Rental
Charity at Springview 210 Grimes Multi-Family / Rental
Mirasol - Westside Reinvestment Initiative Multiple Single-Family / For Sale
St. Phillips College, College Homeless Program TBD Multi-Family / Rental
Victoria Commons - Townhomes (98 lots) Multiple Single-Family
Victoria Commons - Midrise Apartments Refugio Street Multi-Family / Rental
Victoria Commons - Old Admin Bldg 400 Labor Multi-Family / Rental

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Alazan Courts - Phase I
Developer: NRP Group / Co-Developer: Co-Developer: San Antonio Housing Authority’s
As part of the Alazan Redevelopment Plan, Alazan Courts - Phase I, an approximately
324-unit multifamily development, is located on various lots on S. Colorado, Torreon, S.
Brazos and West Cesar Chavez Streets.
Alazan Courts - Phase II

Developer: NRP Group / Co-Developer: Co-Developer: San Antonio Housing Authority’s
As part of the Alazan Redevelopment Plan, Alazan Courts - Phase II, an approximately
324-unit multifamily development, is located on various lots on S. Colorado near Alazan
Creek.
Charity at Springview
Developer: Franklin Development / Co-Developer: Co-Developer: San Antonio Housing
Authority’s affiliated entity, the San Antonio Housing Facility Corporation (SAHFC)
Charity at Springview, an approximately 250-unit multifamily development, is located at the
northeast quadrant of Hedges and Grimes St. The development will target families at 60% of
the area median income.
Mirasol - Westside Reinvestment Initiative

Developer: TBD / Co-Developer: TBD
In 2016, HUD approved an Addendum to the HOPE VI Mirasol Homeownership
Neighborhoods Grant initially developed in the late 1990’s. This program includes four
neighborhoods: Blueridge, Villas de Fortuna, Palm Lake, and Sunflower. Demolition and new
construction of forty (40) homes in Blueridge and twenty-eight (28) in Villas de Fortuna have
been completed. The remaining houses planned for rehabilitation in Palm Lake and Sun
Flower have completed a physical assessment due to severe vandalism. The agency
received a final report recommending demolition. SAHA will be submitting a formal request
for a revision of the Addendum in order to obtain HUD approval to demolish the existing
homes and construct new homes.
St. Phillips College, College Homeless Program
Developer: TBD / Co-Developer: TBD
This project is planned to be sited on SAHA owned raw acreage that will serve homeless
college students attending St. Phillips College. (See Section 4 for more details on the
proposed MTW Activity, FY2020-2: St. Phillips College, College Homeless Program
(SPC-HP)
Victoria Commons - Build out of remaining development parcels

Master Developer: Catellus Development Corporation
Victoria Commons Townhomes Phase IIB will include the construction of at least 98 market
rate townhomes on existing lots previously platted.

Victoria Commons - Midrise Apartments
Developer: TBD
Master Developer will determine viability of using one or both existing stormwater detention
ponds as sites for new mixed-income multi-family housing.

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Victoria Commons - Old Admin Bldg
Developer: TBD
Master Developer will determine the viability of renovating or replacing the existing admin
building for residential or light commercial uses.

ALAZAN COURTS REDEVELOPMENT PLAN
The Agency has procured a developer to begin the master planning of the redevelopment of
501 public housing units at Alazan Courts. The plan is to demolish the Alazan buildings in two
phases. In anticipation of the demolition, SAHA has begun construction on three developments
within the west side community in order to utilize those units for relocation of residents that wish
to stay in the neighborhood. These three sites are Artisan at Ruiz (102 multi-family units), Alazan
Lofts (88 multi-family units) which is located directly adjacent to the Alazan courts and is due to
break ground in June/July 2020, and Tampico Apartments ( 200 multi-family units) due to break
ground September 2020. SAHA proposes utilizing MTW funds to cover relocation costs and will
also be seeking Tenant Protection Vouchers (TPV) to assist with the relocation process.

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3. Dispositions: Asset Disposition Plans
The Agency has a number of planned dispositions. Information below may change and all plans
would be subject to separate Board approval.

Plan Property ID Property Address
Section 32 Program / HOPE VI - Springview Homes 452504 238 CORLISS
Disposition 462032 518 CORLISS
115632 2806 DEL RIO
452413 126 FERRIS
453698 526 J ST
453718 614 J ST
115673 2858 WYOMING
Post Auction/RTC/Former Lease-Purchase Portfolio 314106 7250 GLEN MIST
Disposition 441311 1071 POINSETTIA ST
115411 1411 MONTANA
Public Housing Scattered Site Disposition (see Section 2: 69 PH Scattered Sites
Planned changes to PH housing stock for additional
information)
Victoria Commons Build-out 98 Lots, potential multi-family sites, Administrative Building

Plan Descriptions:
Section 32 Program / HOPE VI - Springview Homes Disposition

The Agency owns seven (7) properties under the Section 32 program. In September 2018,
the Agency requested from HUD to rescind the Section 32 program for these homes.
These properties were originally part of the HOPE VI Springview Grant. As part of the grant,
the properties were designated for SAHA's Lease Purchase Homeownership Program.
The homes were never purchased by a homeowner and the Lease Purchase Program
ended in 2009 which coincidentally, was the beginning of the "housing foreclosure crisis"
across the country. The homes have remained vacant for 10-20 years and have been
severely vandalized. The level of repairs required to bring the homes up to code as
required by Section 32 is currently not feasible for the Agency. It is also the desire of the
neighborhood and overall community that the Agency dispose of these houses and
provide an opportunity for others to acquire and rehabilitate them. These homes have
become a nuisance to the community and unsustainable for the agency.
Because the original intent of the homes was to provide affordable housing to the
community, the Agency will sell the houses with a Declaration of Restrictive Covenants that
requires that the houses remain affordable for families and individuals earning up to 120%
of area median income for 20 years. Due to current market conditions and the condition of
the houses, it is important that we provide affordable housing to individuals that can be
successful.
SAHA received approval from HUD on the recission of the program and submitted an
application for disposition of these houses in FY2020. Currently, SAHA is waiting on
approval from HUD for disposition.

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Post Auction/RTC/Former Lease-Purchase Portfolio Disposition
SAHA has reduced its single family homes/lots portfolio to two (2) vacant homes and one
(1) lot. These properties remain from previous auction sales or were former Lease-Purchase
Program properties. Staff expect to dispose of these in the coming plan year.
Public Housing Scattered Site Disposition

An application for the disposition of 69 scattered sites was approved by the Board in
August 2019. SAHA plans to submit the disposition application to HUD in February-March
2020.

SAHA staff have conducted public meetings with impacted families outlining the project
timeline, relocation benefits, and replacement housing options. Staff continue to assist
clients in securing alternative housing options in the Public Housing Program or Section 8
Program. SAHA has secured updated appraisals and upon final approval by HUD, will
market properties for sale via MLS as units vacate. Net sales proceeds after payment of
transaction related costs will be invested in capital repair and/or replacement projects
designed to preserve and extend the useful life of existing public housing assets.
Victoria Commons 98 Townhome lots & Administrative Building
SAHA will dispose of this property to the Master Developer in order to complete the
Victoria Commons Townhomes described in the expansion plan.

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4. Acquisitions: Asset Acquisition Plans
The Agency has no active acquisition plans, but did complete one unplanned acquisition in
FY2020.
Arroyo Seco: This 200-unit multi-family community was acquired in FY2020. The development
has 10% of the units reserved for families at 60% area median income and 40% of the units
reserved for 80% of area median income. Prior to this acquisition, the development was 100%
market rate.
5. Other Real Estate Holdings

Below is a list of real estate holdings that may be subject to future development or disposition.
Property IDs PROPERTY ADDRESS
109402, 109403 550 Brooklyn
409213, 409067, 409083, 409198 3940 San Fernando
124452 1706 Cincinnati
115595 Springview 2603 Ezell
115602 Springview 2944 E. Commerce
115603 Springview Ezell (Easement Land)
115790 Springview 202 Garcia St.
115610 Springview Garcia St
115807 Springview 651 S. Rio Grande
141735 509 Saltillo St
551676 1822 Arboleda St


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APPENDIX E: THIRD-PARTY LEASE AGREEMENTS

PHA Plan (Annual Plan). PHAs are generally required to include third-party agreements in their
PHA Plans or Significant Amendments to their PHA Plans, based on PHA requirements at 24
CFR part 903. For instance, PHAs are required to include third-party agreements for social
services in their PHA Plan. Similarly, PHAs are required to include third-party agreements that
generate non-rental income in their PHA Plan as a discussion of financial resources and
planned uses of those resources. See 24 CFR part 903.7(c).

Appendix E is reserved for documentation associated with PIH 2017-24. Upon execution of
leases executed after the release of PIH 2017-24, lease information will be listed here.

Generally, funds from third-party leases are used to offset operational costs in their respective
property.

APPENDIX E: Third-Party Lease Agreements

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APPENDIX F: OVERVIEW OF SAHA HOUSING PROGRAMS

The San Antonio Housing Authority's mission is to provide quality affordable housing that is well
integrated into the fabric of neighborhoods and serves as a foundation to improve and advance
resident independence.

SAHA achieves this by providing housing services through a variety of housing affordability
programs -- owning and/or managing over 13,000 units and administering over 13,000 housing
vouchers throughout the city.

Below is a summary of the agencies housing programs. For an interactive experience, see SAHA
Affordable Housing Story Map (link ).
Beacon Communities
SAHA's Beacon Communities portfolio consists of nearly 3,000 units located at 24 communities
across the city. Affordability programs at these communities can include public housing,
tax-credits, project-based vouchers, project-based assistance, HOME, and Bonds.

Partnerships
SAHA's Partnerships portfolio consists of over 5,000 units located at 25 communities across the
city. These communities are tax-credit partnerships the Agency supports. All are managed by
third-party management companies. Affordability programs at these communities can include
public housing, tax-credits, project-based vouchers, project-based assistance, HOME, and
Bonds.

Public Housing Program
SAHA's Public Housing portfolio consists of over 6,000 units located at over 60
communities.Public Housing units can be located at communities with 100% public housing or at
communities that have a mix of public housing and other units. These mixed-income
communities are managed in SAHA's Beacon Communities and Partnerships portfolios.

Assisted Housing Programs
SAHA's largest housing portfolio is the housing voucher program. The Agency provides rental
assistance to residents of privately-owned rental housing. This portfolio is uniquely equipped to
assist renters accessing more housing choices in the private market. Those with voucher
assistance can utilize their voucher at SAHA's Beacon and Partnerships communities as well as
other non-SAHA private market rentals. The Assisted Housing Programs include the Housing
Choice Voucher (HCV) Program, also known as the Section 8 Program, and Special Programs
that target specific populations such as homeless persons or persons with disabilities.

The Housing Choice Voucher (HCV) Program
The Housing Choice Voucher (HCV) Program provides eligible, low-income individuals and
families with the ability to afford decent, safe and sanitary housing in the private market.
Participants are free to choose housing from single-family homes, townhouses and
apartments as long as the units meet the requirements of the program. This freedom of
choice offers participants a chance for a better quality of life by providing them with access
to better job opportunities, schools, transportation and other services. Currently, the Agency
APPENDIX F: Overview of SAHA Housings Program

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is authorized to administer 13,046 vouchers and obligated under its Moving to Work
designation to lease at least 12,146 vouchers. Below is a summary of programs and
allocations the Agency is administering under the HCV authorization.

Modified Project-Based Housing (MPBV) Program
The Modified Project-Based Housing (MPBV) Program was established in 2015 using
SAHA’s MTW flexibility to project-base HCV vouchers to specific properties in the
Agency’s Partnerships portfolio. (See Appendix A for more information)

The Homeless Services Voucher (HSV) Program
The Homeless Services Voucher (HSV) program provides rental voucher assistance
to homeless individuals through a collaborative referral process. Haven for Hope
refers applicants to the City of San Antonio, which then screens the applicants to
ensure they have met all criteria and forwards the application packets to SAHA. A
total of 400 vouchers have been allocated for the HSV program. Case management
and supportive services are provided by Haven for Hope.

The Set Aside Homeless Voucher (SHVP) Program
The Set Aside Homeless Voucher Program (SHVP) provides rental voucher
assistance to homeless individuals through a collaborative referral process. San
Antonio Metropolitan Ministries (SAMMs) and the Center for Health Care Services
(CHCS) screen applicants to ensure they meet all eligibility criteria and then forward
referral packets to SAHA. A total of 200 vouchers have been allocated for the Set
Aside Homeless Voucher Program (SHVP) program. Case management and
supportive services are provided by CHCS and SAMMs. (See Appendix A for more
information)

MDRC Rent Reform Demonstration
The Rent Reform Demonstration applies alternative rent calculation rules to a portion
of participant households with the purpose of reducing the complexity of the HCV
Program while allowing program participants to keep more of their earnings.
Comparisons between the Rent Reform group and families assisted under the
existing rules will show whether the new policy helps tenants increase their income
and save more of their earnings. MDRC has a total of 243 active participants. (See
Appendix A for more information)

THRU Project Program
The THRU Project Program allocates ten (10) project-based vouchers for youth aging
out of the foster care system in support of local non-profit organization, THRU
Project. These project-based units are committed Woodhill Apartments in the
Agency’s Beacon Communities portfolio. (See Appendix A for more information)

Move On Program
The Move On Program provides 40 tenant-based vouchers for families currently
residing in Permanent Supportive Housing (PSH) who are certified as no longer
requiring supportive services by a designated PSH provider currently partnered with
SAHA. (See Appendix A for more information)

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Family Homeless Program
The Family Homeless program is for families certified by a designated social service
agency as homeless and referred to SAHA social service agencies such as Haven for
Hope, San Antonio Metropolitan Ministries and the Center for Health Care Services. A
total of 20 project-based vouchers are allocated for the program. These
project-based units are committed to Towering Oaks Apartments in the Agency’s
Beacon Communities portfolio. (See Appendix A for more information)

Palo Alto Program
The Palo Alto program is for homeless students referred by Palo Alto Community
College who are currently enrolled in at least six (6) credit hours at Palo Alto College
in a degree or certificate program. A total of 20 tenant-based vouchers are allocated
for the program. (See Appendix A for more information)

HUD Special Programs
In addition to the HCV program, the Agency administers HUD special programs. Below is a
summary of these special programs. Currently, the Agency administers 963 vouchers across
three special programs.
The Veterans Affairs Supportive Housing (VASH) Program
The Veterans Affairs Supportive Housing (VASH) program for homeless veterans
combines HCV rental assistance with case management and clinical services
provided by the Department of Veterans Affairs (VA) at VA medical centers and
community-based outreach clinics. Homeless veterans are screened by the VA and
then referred to SAHA. A total of 519 vouchers are allocated for the program.

Mainstream Program
Mainstream program vouchers enable income-eligible disabled families to lease
affordable private housing. Applicant families with a disabled household member
over the age of 18 qualify for the program. A total of 238 vouchers are allocated for
the program.

Moderate Rehabilitation Program
The moderate rehabilitation program provides project-based rental assistance for
low income families. The program was repealed in 1991 and no new projects are
authorized for development. Assistance is limited to properties previously
rehabilitated pursuant to a housing assistance payments (HAP) contract between an
owner and a Public Housing Agency (PHA). Currently, SAHA has 240 units under this
program.


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APPENDIX G: OVERVIEW OF SAHA RESIDENT PROGRAMS

In addition to providing housing services through a variety of housing affordability programs,
the Agency also administers many resident services programs.
Education Opportunities
The Education Investment Foundation (EIF) is committed to the development of educational
opportunities to help break the cycle of poverty among students who reside in the subsidized
properties of the Public Housing and Housing Choice Vouchers Programs.

The EIF is a non-profit 501(c)(3) affiliate of SAHA, dedicated to helping youth who reside in
public housing or HCV properties attain self-sufficiency through educational opportunities,
including:
● Reach Award: Rewarding Educational Achievement, Cultivating Hope (REACH) Awards

are granted to students who reside with families participating in SAHA Federal Housing
Programs.
● EIF Scholarship: EIF provides up to $1,500-a-year renewable scholarships to students

who have shown strong academic, social and extracurricular success.
● Joshua Longoria “Passion for Life” Memorial: EIF Scholarship recipients are eligible for
an additional $500 scholarship which requires a “Passion for Life” Essay.
● Health Progression Opportunity Grants (HPOG): Grants are awarded to SAHA residents
to participate in a health professional certification program.

Self-Sufficiency
Every day, SAHA residents take steps to become homeowners, reach educational goals or
obtain employment. We, as an agency, aim to empower residents and equip them with the
resources they need to reach their goals. Below are the self-sufficiency programs administered
by the Agency.
Family Self-Sufficiency (FSS)

The Family Self-Sufficiency ( FSS) Program aims to help residents achieve economic
independence in five years. The self-paced, voluntary program helps Public Housing
residents and Housing Choice Voucher Program participants set goals to achieve in five
years and earn an escrow check following program completion.
Jobs Plus Program

The Jobs Plus program works with residents and their individual needs. Jobs Plus staff
helps residents identify and accomplish short and long-term employment goals. The
Jobs Plus program helps residents receive training and find employment opportunities.
SAHA partners with Alamo Workforce Solutions to identify in-demand occupations, as
well as employers willing to provide training or educational assistance.
Section 3
APPENDIX F: Overview of SAHA Resident Programs

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The Section 3 Employment Referral program provides free industry training programs
offered by SAHA and its contractors. Individuals in the Section 3 Employment Referral
Program are then referred to hiring managers for employment opportunities with SAHA.

Resident Opportunity Self-Sufficiency (ROSS) Program
The Resident Opportunity Self-Sufficiency (ROSS) Program connects SAHA residents
with training, educational tools and social services. The program is open to all residents
participating in SAHA programs.
ConnectHome
ConnectHome offers six computer training courses and upon completion, residents can
earn a free digital device through ConnectHomeSA. The training is open to all residents
participating in SAHA programs. Children have the opportunity to also receive a hotspot
after completing the program
APPENDIX F: Overview of SAHA Resident Programs

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APPENDIX H: OVERVIEW OF SAHA DEMOGRAPHICS

Appendix H contains an overview of demographics for clients and residents served through the
Agency’s Federal Housing Programs -- Public Housing and Assisted Housing Programs.
.
APPENDIX H: Overview of SAHA Demographics

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SAHA Demographic Tracker
Total User Selection: Total FY13 FY19
FY19 KEY CHARACTERISTICS Monthly Date Range: 7/1/2012 - 6/30/2019
Older (62+) or Median

Children Older Adults Work-able Household Median
Disabled Household
(<18) (62+) Households Size Tenure
Households Income
Population Households % City Renters
2.5 $9,899 6.6 yrs
47,290 18,705 8.2% 48% 10% 53% 47%
52% 90% 47% 53%
FY13 COMPARED TO FY19
FY13: 51,830 FY13: 19,459 FY13: 8.2% FY13: 51% FY13: 07% FY13: 49% FY13: 51% FY13: 2.7 FY13: ** FY13: 5.5
DOWN -4,540 DOWN -754 DOWN -0.6% DOWN -3.18% UP 2.92% UP 3.37% DOWN -3.37% DOWN -0.14 Not Available UP 1.1
MONTHLY TRENDLINE (FY13 - FY19)

Not Available
FY13 - Baseline Year FY19 - Comparison Year FY13-FY19 FY Average

POPULATION
# % # % Bar Chart Trendline Change
Total Residents 51,830 - 47,290 - -4,540▼

Children (0-17) 26,710 51.4% 22,805 48.2% -3.2%▼
Adults (18-61) 21,453 41.3% 19,648 41.5% +0.3%▲
Senior (62 and over) 3,796 7.3% 4,836 10.2% +2.9%▲
Selected Age Categories 129 100.0% 0 100.0%
Infant (0-2) 2,996 5.8% 2,233 4.7% -1.0%▼
Preschool (3-5) 5,097 9.8% 4,031 8.5% -1.3%▼
School Aged (6-12) 12,120 23.3% 10,047 21.2% -2.1%▼
Teenager (13-18) 7,499 14.4% 7,480 15.8% +1.4%▲
Adult (19+) 24,247 46.7% 23,499 49.7% +3.0%▲
Race/Ethnicity 129 100.0% 0 100.0%
Hispanic or Latino 39,843 76.9% 35,586 75.3% -1.6%▼
Non-Hispanic or Latino Anglo/White 2,768 5.3% 2,726 5.8% +0.4%▲
Non-Hispanic or Latino African American/Black 9,053 17.5% 8,714 18.4% +1.0%▲
Non-Hispanic or Latino Asian 82 0.2% 125 0.3% +0.1%▲
Non-Hispanic or Latino Other 83 0.2% 128 0.3% +0.1%▲
Disability
with Disability ** 23.42% 12,043 25.47% +2.0%▲
Children by School District
Alamo Heights ISD 46 0.17% 12 0.05% -0.1%▼
Comal ISD 13 0.05% 0 0.00% 0.0%▼
East Central ISD 319 1.20% 444 1.95% +0.8%▲
Edgewood ISD 1,922 7.20% 1,699 7.45% +0.3%▲
Harlandale ISD 920 3.44% 793 3.48% +0.0%▲
Judson ISD 1,797 6.73% 1,370 6.01% -0.7%▼
Northeast ISD 2,818 10.55% 2,336 10.24% -0.3%▼
Northside ISD 5,312 19.89% 4,133 18.12% -1.8%▼
San Antonio ISD 10,645 39.86% 9,390 41.18% +1.3%▲
Schertz-Cibolo ISD 7 0.03% 9 0.04% +0.0%▲
Somerset ISD 16 0.06% 1 0.00% -0.1%▼
South San ISD 1,449 5.42% 1,148 5.03% -0.4%▼
South West ISD 1,144 4.28% 1,037 4.55% +0.3%▲
Southside ISD 301 1.13% 424 1.86% +0.7%▲
FY13 - Baseline Year FY19 - Comparison Year FY13-FY19 CY Average

HOUSEHOLDERS
Total Householders 19,459 - 18,705 - -754▼

Age
Young (less than 40) 8,280 42.4% 6,963 37.2% -5.2%▼
Middle-Aged (40-54) 5,448 27.9% 4,730 25.3% -2.6%▼
Older (55-61) 2,309 11.8% 2,544 13.6% +1.8%▲
Senior (62 and over) 3,470 17.8% 4,468 23.9% +6.1%▲
Race/Ethnicity 48 100.00% 0 100.0%
Gender 48 100.0% 0 100.0%
Female 15,458 79.4% 14,706 78.6% -0.8%▼
Male 4,002 20.6% 4,000 21.4% +0.8%▲
Presence of Co-Head/Spouse
Single Householder 17,982 92.2% 17,404 93.0% +0.8%▲
Disability and Elderly Status 1 49.3% 0 52.7%
Elderly 3,335 17.1% 4,468 23.9% +6.7%▲
Disabled (Non-Elderly) 6,267 32.2% 5,392 28.8% -3.4%▼
Work-able (Non-Elderly & Non-Disabled) 9,857 50.7% 8,845 47.3% -3.4%▼
Education¹ 0 100.0% 0 100.0%
% Reporting ** ** 16,228 86.7% NA NA
Less than GED/HS Disploma ** ** 6,817 42.0% NA NA
GED/HS Diploma ** ** 6,213 38.3% NA NA
More than GED/HS Diploma ** ** 3,196 19.7% NA NA
Work Status² 0.0% -1 100.0%
Full-time equivalent (>$12,064) ** ** 2,606 28.6% NA NA
Part-time equivalent ($6,032-$12,063) ** ** 1,281 14.0% NA NA
Minimal ($1-$6,032) ** ** 881 9.7% NA NA
Not Employed ($0) ** ** 4,352 47.7% NA NA
Page 1 of 2
Total User Selection: Total FY13 FY19
HOUSEHOLDS
Total Households 19,459 - 18,705 - -754▼

Household Type³
Elderly and/or Disabled with children 2,227 11.4% 1,907 10.2% -1.2%▼
Elderly and/or Disabled with out children 7,548 38.7% 8,006 42.8% +4.1%▲
Work-able with children 8,495 43.5% 7,446 39.8% -3.7%▼
Work-able without children 1,238 6.3% 1,346 7.2% +0.8%▲
Household Size 49 100.0% 0 100.0%
Average Household Size 2.7 2.5 -0.14▼
Small (1-2) 10,307 52.8% 10,709 57.3% +4.4%▲
Medium (3-5) 7,942 40.7% 6,906 36.9% -3.8%▼
Large (6+) 1,259 6.5% 1,090 5.8% -0.6%▼
Tenure⁴ 48 100.0% 0 100.0%
Tenure (median years) 5.5 6.6 +1.1▲
Household with Elderly Householder ** - 9.5 - NA NA
Household with Disabled (Non-Elderly) Householder ** - 6.5 - NA NA
Household with Work-able Householder ** - 5.0 - NA NA
Household Annual Gross Income by bracket⁵
Less than $10,000 8,951 45.9% 9,467 50.6% +4.7%▲
$10,000 to $14,999 4,916 25.2% 4,227 22.6% -2.6%▼
$15,000 to $24,999 4,292 22.0% 3,575 19.1% -2.9%▼
$25,000 to $34,999 1,098 5.6% 1,069 5.7% +0.1%▲
$35,000 to $49,999 214 1.1% 311 1.7% +0.6%▲
$50,000 or more 29 0.1% 56 0.3% +0.2%▲
Household Annual Gross Income⁶ 40 100.0% 0 100.0%
Median Income ** - $9,899 - NA NA
Average Income ** - $12,523 - NA NA
Area Median Income Category⁷
<30% AMI 14,885 76.3% 16,006 85.6% +9.2%▲
30-50% AMI 3,999 20.5% 2,201 11.8% -8.7%▼
50-80% AMI 580 3.0% 465 2.5% -0.5%▼
>80% AMI 35 0.2% 34 0.2% +0.0%▲
Household Income Profile⁸ 40 100.0% 1 100.0%
Earned (with earned income) ** ** 6,017 32.2% NA NA
Median Household Income ** - $16,570 - NA NA
Median Per Capita Income ** - $5,252 - NA NA
Working Household (no children) ** ** 856 4.6% NA NA
Working Family (with children) ** ** 3,744 20.0% NA NA
Other ** ** 1,417 7.6% NA NA
Fixed (with fixed and no earned income) ** ** 9,695 51.8% NA NA
Disabled Household (no children) ** ** 3,457 18.5% NA NA
Disabled Family (with children) ** ** 837 4.5% NA NA
Retiree ** ** 3,579 19.1% NA NA
Work-able Family with E/D dependent (with children) ** ** 742 4.0% NA NA
Other ** ** 1,079 5.8% NA NA
Unearned (with no earned and no fixed income) ** ** 2,993 16.0% NA NA
Work-able Household (no children) ** ** 310 1.7% NA NA
Work-able Family (with children) ** ** 2,302 12.3% NA NA
Other ** ** 380 2.0% NA NA
Household by CoSA District
District 1 2,756 14.1% 2,620 14.0% -0.1%▼
District 2 3,289 16.9% 3,000 16.0% -0.8%▼
District 3 2,663 13.7% 2,792 14.9% +1.3%▲
District 4 1,621 8.3% 1,601 8.6% +0.2%▲
District 5 3,245 16.6% 3,118 16.7% +0.0%▲
District 6 1,380 7.1% 1,345 7.2% +0.1%▲
District 7 2,173 11.1% 2,058 11.0% -0.1%▼
District 8 660 3.4% 628 3.4% 0.0%▼
District 9 202 1.0% 111 0.6% -0.4%▼
District 10 597 3.1% 613 3.3% +0.2%▲
ETJ 920 4.7% 821 4.4% -0.3%▼
General Data Notes
At the end of each month, a snapshot of data in our internal database is taken. Each snapshot reflects all business activity that was complete as of the last day of the month. Households who have ported-out of the Housing Choice Voucher program and live outside
SAHA’s jurisdiction are removed for the purposes of this tracking. It is also important to note that data in this tracker is intended to be used for policy and planning purposes only. SAHA is under various local, state, and federal reporting requirements that have
individual data extraction methods and data definitions. As a result, data reported for those purposes may slightly differ from the data explored in this tracker.
* ACS 5-Year Estimates for total renter-occupied units in San Antonio are not available until December of every year for the prior reporting year.
- Calendar/Fiscal year averages may not add up to the total number of residents, householders, and/or households or total to 100% due to rounding.
¹ Data collection for education started in CY2014; averages are available starting in CY2016. For each householder, the last year of school completed at the time of the household's recertification is captured.
² Data collection for work status started in CY2013 as part of the Agency's Strategic Goal 1 reporting. The definition was developed by the Data & Research Committee. Work status is only tracked for those who were work-able, defined as adults who are non-elderly
(65 years and younger) and non-disabled at time of program recertification. Due to data limitations, thresholds for <PTE (minimal), PTE, and FTE are based on minimum wage ($7.25) and hours per week (less than 16, 16 to 32, and more than 32 hours respectively). The
elderly threshold was increased from the standard 62 to 65 years to account for older adults who are working.
³ Household Type is defined using the elderly and disability status of the head (householder), co-head, and spouse. Any household where at least one head, co-head, spouse is aged 62 years and older is considered an Elderly Household. Any household where at
least one head, co-head, spouse is under the age of 62 years and disabled is considered a Disabled Household. Households where no head, co-head, spouse is aged 62 years and older and/or disabled is considered a non-elderly, non-disabled household or work-
able.
⁴ Tenure is calculated by comparing the date of admission into the households current housing program and the snapshot date.
⁵/⁶ Gross income includes all documented income sources on the 50058-MTW before exclusions.
⁷The FY 2014 Consolidated Appropriations Act changed the definition of extremely low-income (30%) that results in the income thresholds in most cases being the same as very low income (50%). This resulted in some households being effectively moved from the
30-50% AMI category to the <30%AMI category for eligibility purposes. Every year the thresholds are re-published by HUD based on calculations using the area median income of the local metro FMR area. In 2014, the area income had a -4.08 percent change from
2013. In 2015, the area income had a 7.82 percent change from 2014. In 2016, the area income had a -2.05 percent change from 2015; and in 2017, the area income had a +2.25% change from 2016. The impact of these changes in area income and subsequent
changes to AMI thresholds can be seen in the trendlines. Conclusions regarding actual change in the household income of SAHA households compared to the area median income should not be drawn from the AMI categories; rather, the average and median income
year over year should be used.
⁸Definitions for income profiles:
Earned: households where at least one member is earning a wage and/or receiving unemployment benefits. (est. CY14 Income Report)
Fixed:households with at least one member of the household receiving fixed income and no member is receiving earned income and/or unemployment benefits. (est. CY14 Income Report)
Unearned:households receiving unearned income or no income. These households do not have any earned, fixed, or unemployment income. (est. CY14 Income Report)
Each income sub-profile reflects a unique combination of three characteristics: household type defined by the elderly and disabled status of the head and co-head/spouse, presence of children (referred to as family), and presence of a dependent who is elderly
and/or with a disability.
Having issues with the tracker? Need additional information? Notice an error? Please contact Sara Eaves at [email protected]
Produced by Policy & Planning | last updated: 1/4/2019 | v2.0 Page 2 of 2
AHP User Selection: AHP FY13 FY19

Disabled Household
Households Income
2.6 $9,737 7.3 yrs
33,843 13,056 5.8% 48% 9% 52% 48%
52% 91% 48% 52%
FY13: 37,347 FY13: 13,511 FY13: 5.8% FY13: 52% FY13: 06% FY13: 48% FY13: 52% FY13: 2.8 FY13: $10,771 FY13: 5.3
DOWN -3,504 DOWN -455 DOWN -0.4% DOWN -4.13% UP 3.18% UP 4.62% DOWN -4.62% DOWN -0.17 DOWN -$1034 UP 2.1

POPULATION
Total Residents 37,347 - 33,843 - -3,504▼

Children (0-17) 19,512 52.0% 16,213 47.9% -4.1%▼
Adults (18-61) 15,853 42.3% 14,629 43.2% +1.0%▲
Senior (62 and over) 2,135 5.7% 3,002 8.9% +3.2%▲
Selected Age Categories 153 100.0% 0 100.0%
Infant (0-2) 1,885 5.0% 1,310 3.9% -1.2%▼
Preschool (3-5) 3,255 8.7% 2,560 7.6% -1.1%▼
School Aged (6-12) 9,128 24.3% 7,172 21.2% -3.1%▼
Teenager (13-18) 6,065 16.2% 5,959 17.6% +1.4%▲
Adult (19+) 17,168 45.8% 16,842 49.8% +4.0%▲
Race/Ethnicity 153 100.0% 0 100.0%
Non-Hispanic or Latino Asian 65 0.2% 58 0.2% 0.0%▼
Disability
with Disability 8,889 23.80% 8,838 26.12% +2.3%▲
Alamo Heights ISD 46 0.23% 12 0.07% -0.2%▼
Comal ISD 13 0.06% 0 0.00% -0.1%▼
East Central ISD 294 1.51% 428 2.64% +1.1%▲
Edgewood ISD 1,367 7.01% 1,163 7.17% +0.2%▲
Harlandale ISD 689 3.53% 575 3.55% +0.0%▲
Judson ISD 1,716 8.79% 1,302 8.04% -0.8%▼
Northeast ISD 2,392 12.26% 1,929 11.90% -0.4%▼
Northside ISD 4,657 23.87% 3,492 21.54% -2.3%▼
San Antonio ISD 5,444 27.90% 4,698 28.98% +1.1%▲
Schertz-Cibolo ISD 7 0.04% 9 0.05% +0.0%▲
Somerset ISD 16 0.08% 1 0.01% -0.1%▼
South San ISD 1,445 7.41% 1,147 7.07% -0.3%▼
South West ISD 1,124 5.76% 1,024 6.32% +0.6%▲
Southside ISD 301 1.54% 424 2.62% +1.1%▲

HOUSEHOLDERS

Age
Young (less than 40) 5,758 42.4% 4,680 35.8% -6.6%▼
Middle-Aged (40-54) 4,216 31.1% 3,741 28.7% -2.4%▼
Older (55-61) 1,668 12.3% 1,883 14.4% +2.1%▲
Senior (62 and over) 1,928 14.2% 2,752 21.1% +6.9%▲
Race/Ethnicity 59 100.00% 0 100.0%
Gender 59 100.0% 0 100.0%
Female 11,060 81.9% 10,544 80.8% -1.1%▼
Male 2,452 18.2% 2,513 19.2% +1.1%▲
Elderly 1,844 13.6% 2,752 21.1% +7.4%▲
Education¹ 0 100.0% 0 100.0%
% Reporting ** ** 12,051 92.3% NA NA
More than GED/HS Diploma ** ** 2,729 22.7% NA NA
Work Status² 0.0% 0 100.0%
Full-time equivalent (>$12,064) ** ** 1,900 29.7% NA NA
Part-time equivalent ($6,032-$12,063) ** ** 892 13.9% NA NA
Minimal ($1-$6,032) ** ** 608 9.5% NA NA
Page 1 of 2
AHP User Selection: AHP FY13 FY19
HOUSEHOLDS

Household Type³
Elderly and/or Disabled with children 1,823 13.4% 1,589 12.2% -1.3%▼
Work-able with children 6,011 44.3% 5,078 38.9% -5.4%▼
Work-able without children 968 7.1% 1,091 8.4% +1.2%▲
Household Size 59 100.0% 0 100.0%
Small (1-2) 6,822 50.3% 7,254 55.6% +5.3%▲
Medium (3-5) 5,811 42.8% 4,993 38.2% -4.6%▼
Large (6+) 937 6.9% 809 6.2% -0.7%▼
Tenure⁴ 59 100.0% 0 100.0%
Less than $10,000 6,204 45.7% 6,675 51.1% +5.4%▲
$10,000 to $14,999 3,202 23.6% 2,766 21.2% -2.4%▼
$15,000 to $24,999 3,150 23.2% 2,541 19.5% -3.8%▼
$25,000 to $34,999 837 6.2% 820 6.3% +0.1%▲
$35,000 to $49,999 155 1.1% 220 1.7% +0.5%▲
$50,000 or more 20 0.1% 35 0.3% +0.1%▲
Household Annual Gross Income⁶ 56 100.0% 0 100.0%
Median Income $10,771 - $9,737 - -$1034▼
Average Income $12,847 - $12,508 - -$339▼
<30% AMI 10,152 74.8% 11,039 84.6% +9.7%▲
30-50% AMI 2,973 21.9% 1,651 12.6% -9.3%▼
50-80% AMI 423 3.1% 347 2.7% -0.5%▼
>80% AMI 19 0.1% 20 0.2% +0.0%▲
Household Income Profile⁸ 56 100.0% 0 100.0%
Other ** ** 1,125 8.6% NA NA
Disabled Household (no children) ** ** 2,460 18.8% NA NA
Retiree ** ** 2,108 16.1% NA NA
Other ** ** 898 6.9% NA NA
Unearned (with no earned and no fixed income) ** ** 2,002 15.3% NA NA
Work-able Family (with children) ** ** 1,437 11.0% NA NA
Other ** ** 319 2.4% NA NA
District 1 1,195 8.8% 1,175 9.0% +0.2%▲
District 2 2,276 16.8% 2,073 15.9% -0.9%▼
District 3 1,988 14.6% 2,119 16.2% +1.6%▲
District 4 1,598 11.8% 1,581 12.1% +0.3%▲
District 5 1,374 10.1% 1,321 10.1% 0.0%▼
District 6 1,288 9.5% 1,249 9.6% +0.1%▲
District 7 1,740 12.8% 1,630 12.5% -0.3%▼
District 8 539 4.0% 507 3.9% -0.1%▼
District 9 202 1.5% 111 0.8% -0.6%▼
District 10 501 3.7% 520 4.0% +0.3%▲
ETJ 869 6.4% 770 5.9% -0.5%▼
General Data Notes
able.
PH User Selection: PH FY13 FY19

Disabled Household
Households Income
2.4 $10,059 5.4 yrs
13,446 5,649 2.5% 49% 14% 53% 47%
51% 86% 47% 53%
FY13: 14,483 FY13: 5,948 FY13: 2.5% FY13: 50% FY13: 11% FY13: 53% FY13: 47% FY13: 2.4 FY13: $10,438 FY13: 3.8
DOWN -1,037 DOWN -299 DOWN -0.2% DOWN -0.76% UP 2.16% UP 0.85% DOWN -0.55% DOWN -0.06 DOWN -$379 UP 1.6

POPULATION
Total Residents 14,483 - 13,446 - -1,037▼

Children (0-17) 7,198 49.8% 6,593 49.0% -0.8%▼
Adults (18-61) 5,600 38.7% 5,019 37.3% -1.4%▼
Senior (62 and over) 1,661 11.5% 1,834 13.6% +2.2%▲
Selected Age Categories -24 100.0% 0 100.0%
Infant (0-2) 1,111 7.7% 923 6.9% -0.8%▼
Preschool (3-5) 1,842 12.7% 1,471 10.9% -1.8%▼
School Aged (6-12) 2,992 20.7% 2,875 21.4% +0.7%▲
Teenager (13-18) 1,434 9.9% 1,521 11.3% +1.4%▲
Adult (19+) 7,080 49.0% 6,657 49.5% +0.5%▲
Race/Ethnicity -24 100.0% 0 100.0%
Non-Hispanic or Latino Anglo/White 809 5.6% 776 5.8% +0.2%▲
Disability
with Disability 3,252 22.45% 3,205 23.84% +1.4%▲
Alamo Heights ISD 0 0.00% 0 0.00% 0.0% ◄►
Comal ISD 0 0.00% 0 0.00% 0.0% ◄►
East Central ISD 25 0.35% 16 0.24% -0.1%▼
Edgewood ISD 555 7.71% 536 8.14% +0.4%▲
Harlandale ISD 231 3.21% 218 3.31% +0.1%▲
Judson ISD 81 1.13% 68 1.03% -0.1%▼
Northeast ISD 426 5.92% 407 6.17% +0.2%▲
Northside ISD 655 9.10% 641 9.72% +0.6%▲
San Antonio ISD 5,201 72.25% 4,692 71.17% -1.1%▼
Schertz-Cibolo ISD 0 0.00% 0 0.00% 0.0% ◄►
Somerset ISD 0 0.00% 0 0.00% 0.0% ◄►
South San ISD 4 0.06% 1 0.02% 0.0%▼
South West ISD 20 0.27% 13 0.20% -0.1%▼
Southside ISD 0 0.00% 0 0.00% 0.0% ◄►

HOUSEHOLDERS

Age
Young (less than 40) 2,522 42.5% 2,283 40.4% -2.1%▼
Middle-Aged (40-54) 1,232 20.8% 989 17.5% -3.2%▼
Older (55-61) 641 10.8% 660 11.7% +0.9%▲
Senior (62 and over) 1,542 26.0% 1,716 30.4% +4.4%▲
Race/Ethnicity -11 99.99% 0 100.0%
Non-Hispanic or Latino Anglo/White 518 8.7% 467 8.3% -0.5%▼
Non-Hispanic or Latino African American/Black 800 13.5% 823 14.6% +1.1%▲
Gender -11 100.0% 0 100.0%
Female 4,398 73.9% 4,162 73.7% -0.3%▼
Male 1,550 26.1% 1,487 26.3% +0.3%▲
Elderly 1,473 24.8% 1,716 30.4% +5.6%▲
Education¹ -18 99.7% 0 100.0%
% Reporting ** ** 4,177 73.9% NA NA
More than GED/HS Diploma ** ** 467 11.2% NA NA
Work Status² 0.0% -1 100.0%
Full-time equivalent (>$12,064) ** ** 706 25.9% NA NA
Part-time equivalent ($6,032-$12,063) ** ** 389 14.3% NA NA
Minimal ($1-$6,032) ** ** 273 10.0% NA NA
Page 1 of 2
PH User Selection: PH FY13 FY19
HOUSEHOLDS

Household Type³
Elderly and/or Disabled with children 404 6.8% 318 5.6% -1.2%▼
Work-able with children 2,484 41.8% 2,369 41.9% +0.1%▲
Work-able without children 270 4.6% 254 4.5% 0.0%▼
Household Size -11 100.0% 0 100.0%
Small (1-2) 3,484 58.7% 3,455 61.2% +2.5%▲
Medium (3-5) 2,131 35.9% 1,912 33.8% -2.0%▼
Large (6+) 322 5.4% 282 5.0% -0.4%▼
Tenure⁴ -11 100.0% 0 100.0%
Less than $10,000 2,747 46.3% 2,792 49.4% +3.1%▲
$10,000 to $14,999 1,713 28.9% 1,461 25.9% -3.0%▼
$15,000 to $24,999 1,142 19.3% 1,035 18.3% -0.9%▼
$25,000 to $34,999 261 4.4% 249 4.4% 0.0%▼
$35,000 to $49,999 59 1.0% 91 1.6% +0.6%▲
$50,000 or more 9 0.2% 21 0.4% +0.2%▲
Household Annual Gross Income⁶ -16 100.0% 0 100.0%
Median Income $10,438 - $10,059 - -$379▼
Average Income $12,544 - $12,559 - +$15▲
<30% AMI 4,733 79.8% 4,967 87.9% +8.1%▲
30-50% AMI 1,026 17.3% 550 9.7% -7.6%▼
50-80% AMI 158 2.7% 119 2.1% -0.6%▼
>80% AMI 15 0.3% 14 0.2% 0.0%▼
Household Income Profile⁸ -16 100.0% 0 100.0%
Other ** ** 292 5.2% NA NA
Disabled Household (no children) ** ** 997 17.7% NA NA
Retiree ** ** 1,471 26.0% NA NA
Other ** ** 181 3.2% NA NA
Unearned (with no earned and no fixed income) ** ** 991 17.5% NA NA
Work-able Family (with children) ** ** 865 15.3% NA NA
Other ** ** 61 1.1% NA NA
District 1 1,561 26.3% 1,445 25.6% -0.7%▼
District 2 1,013 17.1% 927 16.4% -0.7%▼
District 3 675 11.4% 672 11.9% +0.5%▲
District 4 23 0.4% 20 0.4% 0.0%▼
District 5 1,871 31.5% 1,797 31.8% +0.3%▲
District 6 92 1.5% 96 1.7% +0.1%▲
District 7 433 7.3% 428 7.6% +0.3%▲
District 8 121 2.0% 121 2.1% +0.1%▲
District 9 0 0.0% 0 0.0% 0.0%◄►
District 10 96 1.6% 93 1.7% +0.0%▲
ETJ 51 0.9% 50 0.9% +0.0%▲
General Data Notes
able.
DRAFT
APPENDIX I: HISTORY AND BACKGROUND

Comparison to previous agency strategic plan (2012-2020)
The agency adopted it’s previous strategic plan in June of 2012. This plan established a vision
statement for the agency, updated the mission statement, and adopted six strategic goals for the
following eight years (through 2020).

The six strategic goals were:

1. Empower and equip families to improve their quality of life and achieve economic
stability
2. Invest in our greatest resource – our employees – and establish a track record for
integrity, accountability, collaboration and strong customer service
3. Preserve and improve existing affordable housing resources and opportunities
4. Strategically expand the supply of affordable housing
5. Transform core operations to be a high performing and financially strong organization
6. Develop a local and national reputation for being an effective leader, partner, and
advocate for affordable housing and its residents

This chart compares key features of the old 2012-2020 plan against the new 2020-2025 plan:
OLD PLAN NEW PLAN
Vision (no change): Create dynamic communities where people thrive
Mission (no change): Provide quality affordable housing that is well integrated into the
fabric of neighborhoods and serves as a foundation to improve lives and advance
resident independence
Six Strategic Goals: 1 Impact statement (new): San Antonio Area has a high quality of
one client-focused, life where all are thriving.
one staff-focused, four
operations-focused 2 staff-oriented 5-year outcomes

4 client-oriented 5-year outcomes
Loosely connected to Strategic Plan = MTW Plan = Budget Plan

MTW Plan and budget ● Strategic Plan 5-year Outcomes guide development of new
cycle MTW Activities
● MTW and Strategic Plan content informs annual budget
preparation
● Coordinated annual implementation: planning, funding,
reporting, public notice, public hearing, and board
consideration

APPENDIX I: History and Background

2020–2025 168

DRAFT

Continuity of Plan Elements
The 2020-2025 Strategic Plan makes no changes to key elements such as the vision and
mission statements. The new plan also seeks to continue the successful implementation
practices that were started during the 2012-2020 time period.

These include the following practices:
● Establish long-term outcomes, and work backwards to establish annual goals
● Define indicators in order to track success, for both long-term and annual goals
● Set targets for each indicator
● Detail quarterly and annual action-oriented projects with defined leads and teams
● Report progress quarterly and annually, in work sessions and through scorecards and
dashboards
Update Process Timeline

Jul-Aug 2018 Sr. Team interviews: How to improve plan implementation processes
Oct 23 Strategic plan Steering Committee formed
Jan 23 2019 Q2 Work Session: Assessment of old plan, SWOT exercise
Feb 27 Steering Committee: Adopted Theory of Change (TOC) structure
Apr 5 Board Retreat: Presentation of assessment of plan and areas to improve
Apr 25 Q3 Work Session: Impact Statement, Outcomes, long-term scenarios
May 30 Sr. Team Special Meeting: Maslow hierarchy
Jun-Jul Sr. Team Workshops: Outcome rationale, barriers, and preconditions
Jul 24 Q4 Work Session: Prioritized 5-year outcomes for SAHA clients
Sep 19 Operations Committee: Update
Oct 23 Q1 Work Session: Prioritized 5-year outcomes for staff; community impact
Nov-Dec Client and Staff surveys, presentation to Resident Council
Jan 23, 2020 Operations Committee: Update
Jan 30 Q2 Work Session: Finalized selection of 5-year outcomes
Feb-Apr Teams develop strategies and logic models
Public input
May Final draft of complete Strategic Plan
Jun Final Board consideration
Jul Implementation of New Strategic Plan

Update Process Detail
The strategic plan update process started in July of 2018. At that time, the Senior Team
participated in a series of interviews and discussions to identify ways to improve strategic plan
implementation. The team had been piloting planning, reporting, and dashboarding systems, as
well as work group structures, and this exercise provided an opportunity to reflect on what was
working and what was not.

Key results included the following responses to the question, “what changes would you like to
see in a new strategic plan?”

● Make new plan more strategic...and more effective
● Ability to provide more context in reporting
● Better alignment within and among agency and departmental plans

2020–2025 169

DRAFT
● Improved indicators

The top four things the Senior Team wanted to see in the new strategic plan were:

1. Better integration and alignment
2. Improved high-level plan elements
3. Improved planning elements and project management
4. Greater cross- departmental collaboration

The Strategic Plan Steering Committee was formed in October of 2018. Initial meetings reviewed
the “lessons learned” results of the Senior Team interviews and established expectations for the
plan update process. Early discussions recognized that the agency's Strategic Plan and MTW
Plan could be aligned more closely than they had been in the past, and set that as a goal for this
update cycle. Other decisions included pursuing an update of the strategic plan that
emphasized continuity, and not an overhaul or restructuring. The vision and mission statements
would remain unchanged, with the possible addition of draft agency values. The six strategic
goals would be revisited and updated, and indicators, targets, and implementation processes
would be reworked.

On January 23, 2019, the Senior Team convened for their Q2 Work Session. During this
meeting, the group worked through a number of group exercises designed to assess the
2012-2020 plan from new perspectives. For example, the six strategic goals were categorized
as core functions of the agency, aspirational goals, or impact-oriented goals. Another exercise
explored dependencies between the strategic goals, which revealed a common understanding
that Strategic Goal 2: “Invest in our greatest resource – our employees – and establish a track
record for integrity, accountability, collaboration and strong customer service” was considered
fundamental to all the other goals.

During this meeting, the group also started a SWOT analysis. In this exercise, participants list
Strengths (Internal), Weaknesses (Internal), Opportunities (External), and Threats (External) and
then look for combinations of strengths and opportunities that could address weaknesses and
threats.

On February 27, 2019, the Steering Committee reviewed a number of planning framework
alternatives and selected the Theory of Change (TOC) structure. Alternative frameworks that
were considered included Hoshin, Balanced Scorecard, Objectives and Key Results, and
Result-based Accountability. TOC was selected as the preferred framework for a number of
reasons, including being open source (no specialized software required), relatively simple
elements (impact, outcomes, interventions, indicators), and its ability to visually and logically
connect long-term, large-scale outcomes with short-term strategies and tactics.

On April 5, 2019, the Board of Commissioners held a retreat during which a comprehensive
update of the strategic planning process to date was presented. Discussion included the
lessons learned from the old plan and areas to improve, the SWOT analysis, and the TOC
framework.


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DRAFT
Later that month, on April 25, during the Q3 Work Session, the Senior Team drafted an Impact
Statement to serve as the “north star” for the TOC structure. The group also engaged in very
long-term scenario exercises. Inspired by work that had been shared by SA2020, the Senior
Team cast their imaginations back 80 years to the founding of SAHA, and then 80 years into the
future, in order to get a sense of the scope of change that 80 years represents. This was
followed by similar discussions at 20-year and 5-year scales, and considering best-case and
worst-case economic and demographic scenarios. After this perspective-shifting experience, the
group then drafted an initial list of key outcomes for the next 5 years.

On May 30, the Senior Team met to explore (and ultimately confirm) the idea of combining
Maslow’s Hierarchy of needs with the strategic plan TOC.

During the months of June and July of 2019, a series of open house workshops were organized
and scheduled to develop the detail of the TOC. The process started with the impact statement
and Maslow’s hierarchy, and then worked out a number of TOC iterations. The next version of
the theory of change created outcome language that linked the general Maslow categories to
the specific context of SAHA’s work. Subsequent versions produced deeper chains of
preconditions, as well as potential connections between outcomes at different hierarchy levels.
For each outcome, participants also articulated rationales, barriers, preconditions, assumptions,
and other contextual information.

On July 24, 2019, the Senior Team used the Q4 Work Session to prioritize 5-year outcomes for
SAHA clients. This involved first selecting the criteria that the Senior Team considered important
in an outcome. Then the group used that criteria to rank the importance of each outcome
statement.

An update on the strategic plan update process, including all work done to date, was provided
to the Operations Committee on Sep 19, 2019.

On Oct 23 the Senior Team prioritized 5-year outcomes for staff during the Q1 Work Session.
The process was similar to the one used in July to prioritize client outcomes, with the exception
of not needing to develop separate criteria. The group also discussed alternatives for framing,
capturing, and communicating community impact.

In the months of November and December, SAHA clients and SAHA staff were asked to weigh
in on the priority outcomes. In November, staff polled public housing Resident Council members
regarding key client outcomes. About 40 responses were received. In December, staff
administered two online surveys: one for client outcomes, and one for staff outcomes. In each
survey, respondents were asked to prioritize the list of outcome statements. About 190
responses were received from the staff survey, and about 1150 responses were received from
the client survey.

On January 23, 2020, staff provided an update to the Operations Committee.

On January 30, the Senior Team finalized the selection of 5-year outcomes during the Q2 Work
Session. During the meeting, the group compared the Senior Team rankings of priority

2020–2025 171

DRAFT
outcomes against the various survey results. The analysis showed strong consensus on two
staff-oriented 5-year outcomes:

● SAHA Staff respect and value diversity and inclusion (Sr. Team rank: 1, Survey rank: 2)
● SAHA Staff thrive in career and professional work (Sr. Team rank: 3, Survey rank: 1)

There was also strong consensus on two client-oriented 5-year outcomes:

● SAHA Clients live in quality affordable homes (Sr. Team rank: 2, Resident Council
rank: 3, Survey rank: 2)
● SAHA Clients feel safe (Sr. Team rank: 3, Resident Council rank: 2, Survey rank: 3)

The Senior Team decided to recommend these four high-consensus statements as priority 2025
Strategic Plan outcomes. After additional discussion, the group also decided to recommend
two additional outcomes to the priority list, bringing the total to 6:

● A supply of affordable quality units exist in sufficient quantities for SAHA Clients (Sr.
Team rank: 1, Resident Council rank: 7, Survey rank: 5) Group discussion highlighted the
fact that this outcome statement was ranked highest by the Senior Team, reflecting an
understanding of the extremely high demand for affordable units in San Antonio,
particularly for households that earn less than 30% AMI. A recommendation was made
to survey waitlisted households in the future, to get a sense of how unit demand might
be prioritized differently by households waiting for a unit compared to households who
have already secured one.

● SAHA Clients have access to sufficient utilities (Sr. Team rank: 6, Resident Council
rank: 1, Survey rank: 1) The Senior Team recognized that both the Resident Council and
client survey ranked this as the highest priority outcome statement. Discussion included
possible connections to negative exits, the decreasing average income of residents, and
the potential benefits of focusing on this issue.


2020–2025 172

SAHA Strategic Plan 2020-2025

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SAHA Strategic Plan 2020-2025

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SAHA 2025

IMPACT AND INNOVATION PLAN

DRAFT FOR PUBLIC COMMENT: FEBRUARY 21, 2020

LETTER FROM CHAIR / PRESIDENT & CEO 5

GENERAL AGENCY INFORMATION 6

SAHA 2025 AT A GLANCE 9

SAHA 2025 10

IMPLEMENTATION 2021 28

ALIGNMENT WITH OTHER PLANS 30

PLANNING FRAMEWORK: THEORY OF CHANGE 36

RESEARCH AND LEARNING AGENDA 41

STRATEGIC PLAN UPDATE PROCESS 43

APPENDIX A: HUD INFORMATION REPORTING REQUIREMENTS 45

APPENDIX B: RESOLUTIONS AND CERTIFICATIONS 128

APPENDIX C: PROPOSED PROGRAM IMPLEMENTATION POLICY CHANGES 129

APPENDIX D: ASSET MANAGEMENT PLAN 138

APPENDIX E: THIRD-PARTY LEASE AGREEMENTS 155

APPENDIX F: OVERVIEW OF SAHA HOUSING PROGRAMS 156

APPENDIX G: OVERVIEW OF SAHA RESIDENT PROGRAMS 159

APPENDIX H: OVERVIEW OF SAHA DEMOGRAPHICS 161

APPENDIX I: HISTORY AND BACKGROUND 168

LETTER FROM CHAIR / PRESIDENT & CEO

GENERAL AGENCY INFORMATION

SAHA 2025 AT A GLANCE

Vision: Create dynamic communities where people thrive

Strategies TBD TBD Strategies TBD TBD

A supply of aﬀordable quality 5-year SAHA clients live in quality 5-year

Strategies TBD TBD Strategies TBD TBD

Strategies TBD TBD Strategies TBD TBD

GUIDING PRINCIPLES AND STATEMENTS

● Two Staﬀ-focused outcomes

SAHA staﬀ respect and value diversity and inclusion (S.3.1)

SAHA staﬀ thrive in career and professional work (S.4.2)

○ insuﬃcient government funding for housing subsidy10

SAHA clients live in quality aﬀordable housing (C.2.2)

What we know from research and best practice

SAHA Clients have access to suﬃcient utilities (C.2.3)

● Partner with third-parties for utility assistance

Category Indicator Description

Local economy Impact

ALIGNMENT WITH OTHER PLANS

preservation activities in LIPH over a ﬁve-year period.

SAHA staﬀ respect and value diversity and inclusion

Cost Self Housing

A supply of aﬀordable quality units exist in suﬃcient

SAHA clients have access to suﬃcient utilities [gas,

11-1e- Preservation and Expansion of Aﬀordable Asset Management Plan

11-9- Allocate tenant-based voucher set-asides for Asset Management Plan

SAHA clients feel safe (C.2.4)

TOC Hierarchy Level Self Suﬃciency Housing Choice

6.0 SAA residents work toward the achievement of common

PLANNING FRAMEWORK: THEORY OF CHANGE

structure to the quality of life concept.

RESEARCH AND LEARNING AGENDA

STRATEGIC PLAN UPDATE PROCESS

APPENDIX A: HUD INFORMATION REPORTING REQUIREMENTS

APPENDIX A: HUD Information Reporting Requirements

ANNUAL MTW PLAN

A. TABLE OF CONTENTS See 2025 Strategic Plan - page 2

B. OVERVIEW OF SHORT-TERM AND See 2025 Strategic Plan

APPENDIX A: HUD Information Reporting Requirements | Section 1. Introduction

The Agency is projecting to have 5,938 units in the Low Income Public Housing Program (LIPH,

i. Planned New Public Housing Units