Oklahoma City Housing Authority - Revize

Oklahoma City Housing AuthorityBOARD PACK

for

Special Meeting of the Board of Commissioners of OCHAMonday, February 28, 2022

9:00 AM

Held at:

Default Location

1700 NE 4th Street, Board Room

Generated: 2022-02-23 11:34:40

INDEX

Cover Page

Index

Agenda

Attached Documents:

2.1 a 1-26-22.doc............................................................................................................................ 8

3.1 a Civil Improvements 2-23 Memo.docx..................................................................................... 11

3.1 b Resolution No. 2-22 OCHA.docx............................................................................................ 12

3.2 a Elevators 2-4 Memo.docx....................................................................................................... 15

3.2 b Resolution No. 3-22 (OCHA).docx......................................................................................... 16

3.3 a Mailboxes 2-23 Memo.docx................................................................................................... 19

3.3 b Resolution No. 4-22 (OCHA).docx......................................................................................... 20

3.4 a Compliance Audit Memo.docx................................................................................................ 23

3.4 b Resolution 5-22 (OCHA).docx................................................................................................ 24

3.5 a OCHA Board Memo for Dev Legal Services.docx.................................................................. 27

3.5 b OCHA Board Resolution 6-22.docx........................................................................................ 28

4.1 a Write Off Slide 2021.ppt......................................................................................................... 30

4.2 a 2021 Utilities.pdf..................................................................................................................... 31

4.3 a OCHA MAPS 4 Memo.docx................................................................................................... 36

4.3 b MAPS 4 Proposal FINAL.pdf.................................................................................................. 38

4.3 c MAPS EXCEPTIONS.pdf....................................................................................................... 288

6.1 a Financial Memo for 2-2022.docx............................................................................................ 290

6.1 b COCC for 2-22.docx............................................................................................................... 291

6.1 c PH for 2-2022.docx................................................................................................................ 293

6.1 d FSS for 2-2022.docx.............................................................................................................. 296

6.1 e ROSS for 2-2022.docx........................................................................................................... 297

—Continued—

6.1 f RSDE for 2-2022.docx........................................................................................................... 298

6.1 g HCVP for 2-2022.docx........................................................................................................... 299

6.1 h Mainstream for 2-2022.docx................................................................................................... 301

6.1 i Mod Rehab for 2-2022.docx................................................................................................... 302

6.1 j EHV for 2-2022.docx.............................................................................................................. 303

6.2 a 6 Months Summary memo.docx............................................................................................. 304

6.2 b 2-23-22 page 1 Six Months.pdf.............................................................................................. 305

6.2 c 2-23-22 page 2 Six Months.pdf.............................................................................................. 306

6.2 d OCHA Slides 2-23-22.pdf....................................................................................................... 307

Generated on: 2022-02-23 11:34:24

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AGENDASPECIAL MEETING OF THE BOARD OF COMMISSIONERS OF OCHA

Name: Oklahoma City Housing Authority

Date: Monday, February 28, 2022

Time: 9:00 AM

Location: Default Location, 1700 NE 4th Street, Board Room

Board Members: Alvah Boyd, Annette Jacobi, Jerry Steward, Lillie Swope, Rocky Chavez

Attendees: Alana Facello, Carol Rattigan, Chad Ainsworth, Charles Parks, Daniel Flanagan, David Calvert, Frank Miller, Heather Hintz, Ian Colgan, Jaclyn Sullivan, Joel Everett, Kassy Malone, Kevin Bradbury, Laura Gregory, Marc Edwards, Mark Gillett, Matt Greeson, Matt Mills, Nancy Wilson, Paula Churchill, Richard Marshall, Sherry Hearn, Spencer Matheny, Steve Holmquist, Thomas Henderson, Trish Bryant

Notes: The Commissioners of the Oklahoma City Housing Authority will attend this meeting in person, as required by law, at 1700 Northeast Fourth Street on Monday, February 28, 2022 at 9:00 a.m.In the interest of public health, and to reduce the risk of exposure of the COVID virus, presenters, staff and members of the public are encourage to attend by teleconference via Zoom, an online meeting and web conferencing tool.Presenters, staff, and members of the public may attend and view the Oklahoma City Housing Authority meeting in person or via teleconference by joining from computer, tablet or smartphone using the following link:https://us06web.zoom.us/j/84010227631?pwd=RUNwc3BHbTlOaWl0OWo1YWs0M2NOZz09(passcode: 037325)Presenters, staff and members of the public can also dial in using their phone by dialing: (301)715-8592, Meeting number: 840 1022 7631.

1. Opening Meeting/Call to Order

1.1 Announcement Sherry HearnAnnouncement of Filing of Meeting Notice and Posting of Agenda in Accordance with the Oklahoma Open Meeting Act.

1.2 Roll CallSherry Hearn

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022

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https://us06web.zoom.us/j/84010227631?pwd=RUNwc3BHbTlOaWl0OWo1YWs0M2NOZz09


Agenda : Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022


2. Consent Docket

2.1 Minutes of the Regular Meeting of January 26, 2022Alvah Boyd

Supporting Documents: 2.1.a 1-26-22.doc

3. Action Items

3.1 Civil Site Improvements-AMP 115, Reding Senior CenterSpencer Matheny

Supporting Documents: 3.1.a Civil Improvements 2-23 Memo.docx 3.1.b Resolution No. 2-22 OCHA.docx

3.2 Elevator Upgrade-AMP 111, Marie McGuire PlazaSpencer Matheny

Supporting Documents: 3.2.a Elevators 2-4 Memo.docx 3.2.b Resolution No. 3-22 (OCHA).docx

3.3 Exterior Mailboxes-AMP 115, Reding Senior CenterSpencer Matheny

Supporting Documents: 3.3.a Mailboxes 2-23 Memo.docx 3.3.b Resolution No. 4-22 (OCHA).docx

3.4 Compliance AuditMark Gillett

Supporting Documents: 3.4.a Compliance Audit Memo.docx 3.4.b Resolution 5-22 (OCHA).docx

3.5 Agreement with Reno & Cavanaugh, PLLC and McAfee & TaftIan Colgan

Supporting Documents: 3.5.a OCHA Board Memo for Dev Legal Services.docx 3.5.b OCHA Board Resolution 6-22.docx


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4. Information Report

4.1 2021 Write OffsThomas Henderson

Supporting Documents: 4.1.a Write Off Slide 2021.ppt

4.2 2021 UtilitiesThomas Henderson

Supporting Documents: 4.2.a 2021 Utilities.pdf

4.3 MAPS4 ProposalMark Gillett

Supporting Documents: 4.3.a OCHA MAPS 4 Memo.docx 4.3.b MAPS 4 Proposal FINAL.pdf 4.3.c MAPS EXCEPTIONS.pdf

4.4 Senate Bill 1498 and Senate Bill 1501Mark Gillett

4.5 SEMAPRichard Marshall

4.6 Board Agenda OrderMark Gillett

5. Report of Legal Counsel

5.1 LawsuitsMarc Edwards

5.2 Legal RequestMarc Edwards

6. Reports of the Executive Director

6.1 Financial ReportMark Gillett

Supporting Documents: 6.1.a Financial Memo for 2-2022.docx


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288

290



Supporting Documents: 6.1.b COCC for 2-22.docx 6.1.c PH for 2-2022.docx 6.1.d FSS for 2-2022.docx 6.1.e ROSS for 2-2022.docx 6.1.f RSDE for 2-2022.docx 6.1.g HCVP for 2-2022.docx 6.1.h Mainstream for 2-2022.docx 6.1.i Mod Rehab for 2-2022.docx 6.1.j EHV for 2-2022.docx

6.2 Six Months Summary of OperationsMark Gillett

Supporting Documents: 6.2.a 6 Months Summary memo.docx 6.2.b 2-23-22 page 1 Six Months.pdf 6.2.c 2-23-22 page 2 Six Months.pdf 6.2.d OCHA Slides 2-23-22.pdf

7. New Business

7.1 New BusinessAlvah Boyd"New Business" means "any matter not known about or which could not have been reasonably foreseen prior to the time of the posting" of this agenda, 25 O.S. 2021, § 311(A)(10).

8. Citizens to be Heard

9. Close Meeting

9.1 AdjournmentNext meeting: Regular Meeting of Board of Commissioners - Mar 23, 2022, 9:00 AM


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1/26/221.

MINUTES OF THE REGULAR MEETINGOF THE BOARD OF COMMISSIONERS OF THE

OKLAHOMA CITY HOUSING AUTHORITY

January 26, 2022

The Board of Commissioners of the Oklahoma City Housing Authority met on Wednesday, January 26,

2022 at 9:00 a.m.

The Agenda for this meeting was filed with the Secretary of State and City Clerk for the 2022 meetings on

November 3, 2021. A copy of this agenda was posted at 1700 and 1800 Northeast Fourth Street on January

21, 2022 at 5:15 p.m. in accordance with Oklahoma Open Meeting Statutes, posted on the Authority’s

general web site www.ochanet.org as required by Section 3106.2 of Oklahoma Statute Titles 74, and written

notice via the Agenda was delivered to each Commissioner on January 21, 2022.

Item 1, meeting was called to order by Chairwoman Alvah L. Boyd, who presided.

Item 1.1, Announcement of Filing of Meeting Notice and Posting of the Agenda in Accordance with the Oklahoma Open Meeting Act, was announced by Sherry Hearn.

Item 1.2, Sherry Hearn, Executive Assistant, performed roll call, those present were as follows:

PRESENT: Alvah Boyd, ChairwomanJerry StewardAnnette Jacobi

ABSENT: Rocky ChavezLillie Swope

Item 2, Consent Docket, was introduced by Chairwoman Boyd which included:

Item 2.1. Minutes of Regular Meeting of the Board of Commissioners dated December 15, 2021.

Motion: Steward. Second: Jacobi.AYES: Jacobi, Steward, Boyd. NAYES: None.

Item 3, the following Action items were introduced by Chairwoman Boyd:

Item 3.1, Resolution No. 1-22 approving annual review of Public Housing Utility Allowance Schedule, Supplemental Postings Supplement III

Motion: Jacobi. Second: Steward.AYES: Jacobi, Steward, Boyd. NAYES: None.

Item 3.2, Resolution No. 2-22 staff removed this item from the agenda.

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Minutes of the Regular Meeting of J... 2.1 a

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http://www.ochanet.org/

1/26/222.

Item 4, Information Report

Item 4.1, Mark W. Gillett, Executive Director, gave update on Pension Trust Investment Account

Item 4.2, Mark W. Gillett stated 5 persons attended the PHADA meeting: Matt Mills, Nancy Wilson, Mark W. Gillett, Vice-Chair Jerry L. Steward and Commissioner Rocky Chavez. Vice-Chair Steward discussed what he learned at the meeting. He also handed out copies of things from the meeting to the other Commissioners as well. Mr. Gillett stated the next PHADA meeting will be mid-May in San Antonio. Chairwoman Boyd stated PHADA meetings are the most informative meetings she attends. Commissioners are always informed of what’s going on nationally since Mark has been involved. I’ve felt that the Authority is always ahead of the curve. Mark is doing a magnificent job and is following in the footsteps of Mr. John Johnson with his involvement in PHADA.

Item 4.3, CAREMERGE. Mark W. Gillett introduced Todd Shelton, Manager Coordinator. Mr. Shelton spoke about the program and how it can digitally communicate with the residents immediately. They can post emergency items as well.

Item 4.4, Cyber Security Issue. Mark W. Gillett advised the Commissioners of a breach in our email system in December. Mr. Gillett advised the Authority has Cyber Security insurance through Housing Authority Insurance (HAI). HAI was notified and they have a company they use to handle cyber security and referred OCHA to them. After discussions with our legal counsel, Marc Edwards, to make sure we weren’t going against any Procurement Policies, a contract was signed with the Cyber Security Company to begin the investigation. There were discussions regarding this issue and Vice Chair Steward commented that he appreciated the prompt and decisive action that was taken to address this issue. Legal Counsel commented that he appreciated the fact that staff had the foresight to have cyber security insurance. Not many organizations are that informed and they should be. Commissioner Jacobi stated she saw an alert about watching your data systems because Russia is actively planning small disruptions and irritations on a large scale and maybe OCHA was one of those targeted. David Calvert stated the issue with the email server was a fix which Microsoft had published, we hadn’t received notification to load it. This was for people all over the country.

Item 5, Report of Legal Counsel

Item 5.1, Lawsuits. There were no lawsuits. There was some discussion on a potential claim by a resident when the ceiling fell on her. Will keep you advised on the progression of that

Item 5.2, Legal Requests. Were for the items presented for the Board of Commissioners meeting today. Commissioner Jacobi inquired if OCHA was getting Open Records Requests for a list of vendors. She commented that several State agencies were receiving them. Legal Counsel stated one of the Open Records issues they’re dealing with is working with the local media that is requesting information on evictions of tenants. Watch for that because we are being inundated with those requests.

Item 6, Reports of the Executive Director:

Item 6.1. Financial Statements.

Item 6.2. Six Months Summary of Operations. Mark W. Gillett presented and discussed slides from the Six Months Summary of Operations and Financial Reports.

Item 7, New Business. There was no new business in accordance with 25 O.S. 2021, § 311(A)(10).


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1/26/223.

Item 8, Citizens to be heard. There were no citizens to be heard.

Item 9, Close Meeting

Item 9.1. Adjournment.

Motion: Steward. Second: Jacobi.AYES: Steward, Jacobi, Boyd. NAYES: None.

This meeting adjourned at 9:46 a.m.

The next meeting of this Board will convene at 9:00 a.m. CST February 23, 2022 at the Oklahoma City Housing Authority Central Office, 1700 Northeast Fourth Street, Oklahoma City, Oklahoma.

______________________________Mark W. Gillett, Secretary

ATTEST:

____________________________________Alvah L. Boyd, Chairwoman


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M E M O R A N D U M

DateFebruary 28, 2022

TO: Chairwoman and Members of the Board of Commissioners

FROM: Executive Director

SUBJECT: Civil Site ImprovementsAMP 115, Reding Senior Center

DISCUSSION: Sections of sidewalk, parking lot and grading throughout the property require repairs. A bid opening for Civil Site Improvements at AMP 115, Reding Senior Center, was held on January 18, 2022 with four (4) bids received.

Ellsworth Construction OKC LLC, dba A-Tech Paving, was the low bidder. A- Tech Paving has successfully completed work for the Authority in the past and is prequalified with the City of Oklahoma City as a Class A Paving contractor. Ellsworth Construction recently purchased A-Tech Paving.

Staff recommends award of contract to Ellsworth Construction OKC LLC, dba A-Tech Paving for Civil Site Improvements at AMP 115, Reding Senior Center, in the amount of $587,092.00 with completion time of 120 days.

Funds are available in the 2020 Capital Fund Program budget.

RECOMMENDATION: Adopt attached resolution approving award of contract for Civil Site Improvements at AMP 115, Reding Senior Center, with Ellsworth Construction OKC LLC, dba A-Tech Paving, to repair/replace or construct new sections of sidewalk, parking lot repairs and improve grading at a cost of $587,092.00 in contract amount and 120 days in completion time.

Respectfully submitted,

MWG:SM:cr

Attachments:

Resolution No. 2-22Contract

Mark W. GillettExecutive Director

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Civil Site Improvements-AMP 115, Re... 3.1 a

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RESOLUTION NO. 2-22

RESOLUTION AUTHORIZING AWARD OF CONTRACT TO ELLSWORTH CONSTRUCTION OKC LLC, DBA A-TECH PAVING FOR CIVIL SITE IMPROVEMENTS

AT AMP 115, REDING SENIOR CENTER

WHEREAS, the Oklahoma City Housing Authority (the “Authority”) is a public body

corporate created pursuant to the Oklahoma Housing Act, 63 O.S. § 1051, et seq. (the “Act”),

authorized to exercise its powers pursuant to resolution of the City Council of the City of

Oklahoma City; and

WHEREAS, sections of sidewalk, parking lot and grading throughout the property at AMP

115, Reding Senior Center, require repair; and

WHEREAS, bid documents were prepared as required, and a bid opening was conducted

on January 18, 2022, with four (4) contractors having submitted bids, the low successful bidder

being Ellsworth Construction OKC LLC, dba A-Tech Paving, which contractor has successfully

completed projects for the Authority in the past; and

WHEREAS, staff recommends award of the contract to Ellsworth Construction OKC LLC,

dba A-Tech Paving, to repair sections of sidewalk, parking lot and grading throughout the property

at AMP 115, Reding Senior Center, with a contract cost of $587,092.00, with the contract work to

be completed within one hundred twenty (120) days; and

WHEREAS, the proposed Construction Contract with Ellsworth Construction OKC LLC,

dba A-Tech Paving has been reviewed by Authority staff; and

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Civil Site Improvements-AMP 115, Re... 3.1 b

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WHEREAS, funds for the work contemplated are available in the 2020 Capital Fund

Program budget.

NOW, THEREFORE, BE IT RESOLVED by the Board of Commissioners of the

Oklahoma City Housing Authority that repair of sections of sidewalk, parking lot and grading

throughout the property at AMP 115, Reding Senior Center, is necessary and desirable and in the

best interests of the Authority; and

BE IT FURTHER RESOLVED that the proposal of Ellsworth Construction OKC LLC,

dba A-Tech Paving to repair sections of sidewalk, parking lot and grading throughout the property

at AMP 115, Reding Senior Center, with a contract cost of $587,092.00, with the contract work to

be completed within one hundred twenty (120) days is hereby accepted; and

BE IT FURTHER RESOLVED that the Authority’s Chairwoman and Executive Director

shall be and hereby are authorized and directed to prepare and execute any and all documents

necessary to accept the proposal of Ellsworth Construction OKC LLC, dba A-Tech Paving,

including the attached Construction Contract.

ADOPTED this 28th day of February, 2022.


By Alvah L. Boyd, Chairwoman


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I, Mark W. Gillett, Secretary of the Board of Commissioners of the Oklahoma City Housing Authority, certify that the foregoing Resolution No. 2-22 was duly adopted at a regular meeting of the Board of Commissioners of the Oklahoma City Housing Authority, held at 1700 NE 4th St, Oklahoma City, Oklahoma 73117 on the 28th day of February, 2022; that said meeting was held in accordance with the By-Laws of the Oklahoma City Housing Authority and the Oklahoma Open Meeting Act; that a quorum was present at all times during said meeting; and that the resolution was duly adopted by a majority of those Commissioners present.

Secretary

AYE NAY NOT PRESENTALVAH L. BOYDJERRY L. STEWARDLILLIE SWOPEANNETTE WISK JACOBIROCKY CHAVEZ


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M E M O R A N D U M




SUBJECT: Elevator UpgradeAMP 111, Marie McGuire Plaza

DISCUSSION: An increase in necessary repairs has presented the need to upgrade the two (2)elevators at Marie McGuire Plaza. A bid opening for Elevator Upgrade at AMP111, Marie McGuire Plaza, was held on January 4, 2022 with one (1) bid received.

Staff recommends award of contract to American Elevator Company, Inc., forElevator Upgrade at AMP 111, Marie McGuire Plaza, in the amount of$590,000.00 with completion time of 360 days.


RECOMMENDATION: Adopt attached resolution approving award of contract for Elevator Upgrade atAMP 111, Marie McGuire Plaza, with American Elevator Company, Inc., to upgrade the two (2) elevators at a cost of $590,000.00 in contract amount and360 days in completion time.


MWG:SM:cr

Attachments:



Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022Elevator Upgrade-AMP 111, Marie McG... 3.2 a

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RESOLUTION NO. 3-22

RESOLUTION AUTHORIZING AWARD OF CONTRACT TO AMERICAN ELEVATOR COMPANY, INC. FOR ELEVATOR UPGRADES AT AMP 111, MARIE MCGUIRE PLAZA




Oklahoma City; and

WHEREAS, an increase in necessary repairs has presented the need to upgrade the two

elevators at AMP 111, Marie McGuire Plaza; and

WHEREAS, bid documents were prepared as required, and a bid opening was conducted

on January 4, 2022, with one (1) contractor having submitted a bid; and

WHEREAS, staff recommends award of the contract to American Elevator Company, Inc.,

to upgrade the two elevators at AMP 111, Marie McGuire Plaza, with a contract cost of

$590,000.00, with the contract work to be completed within three hundred sixty (360) days; and

WHEREAS, the proposed Construction Contract with American Elevator Company, Inc.,

has been reviewed by Authority staff; and


Program budget.

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022Elevator Upgrade-AMP 111, Marie McG... 3.2 b

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Oklahoma City Housing Authority that an upgrade of the two elevators at AMP 111, Marie

McGuire Plaza, is necessary and desirable and in the best interests of the Authority; and

BE IT FURTHER RESOLVED that the proposal of American Elevator Company, Inc to

upgrade of the two elevators at AMP 111, Marie McGuire Plaza, with a contract cost of

$590,000.00, with the contract work to be completed within three hundred sixty (360) days is

hereby accepted; and



necessary to accept the proposal of American Elevator Company, Inc including the attached

Construction Contract.





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Secretary



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M E M O R A N D U M




SUBJECT: Exterior MailboxesAMP 115, Reding Senior Center

DISCUSSION: In order to have the resident mailboxes more accessible to both the U.S. Postal employee and residents, they need to be moved to the exterior of the building. A bid opening for Exterior Mailboxes at AMP 115, Reding Senior Center, was held on January 26, 2022 with one (1) bid received.

Rudy Construction Company, was the only bidder and has successfully completed work for the Authority in the past.

Staff recommends award of contract to Rudy Construction Company for Exterior Mailboxes at AMP 115, Reding Senior Center, in the amount of $81,000.00 with completion time of 60 days.


RECOMMENDATION: Adopt attached resolution approving award of contract for Exterior Mailboxes at AMP 115, Reding Senior Center, with Rudy Construction Company, to move residential mailboxes to an exterior location at a cost of $81,000.00 in contract amount and 60 days in completion time.


MWG:SM:cr

Attachments:



Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Exterior Mailboxes-AMP 115, Reding ... 3.3 a

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RESOLUTION NO. 4-22

RESOLUTION AUTHORIZING AWARD OF CONTRACT TO RUDY CONSTRUCTION COMPANY FOR RELOCATION OF RESIDENT MAILBOXES AT AMP 115, REDING

SENIOR CENTER




Oklahoma City; and

WHEREAS, in order for residents’ mailboxes at AMP 115, Reding Senior Center, to be

more accessible to both the U.S. Postal Service and residents, the mailboxes must be moved to the

building’s exterior; and

WHEREAS, bid documents were prepared as required, and the bid opening was conducted

on January 26, 2022, with one (1) contractor having submitted a bid, that bidder being Rudy

Construction Company, which contractor has successfully completed projects for the Authority in

the past and whose bid is reasonable; and

WHEREAS, staff recommends award of the contract to Rudy Construction Company, to

move residents’ mailboxes to the building’s exterior at AMP 115, Reding Senior Center, with a

contract cost of $81,000.00, with the contract work to be completed within sixty (60) days; and

WHEREAS, the proposed Construction Contract with Rudy Construction Company has

been reviewed by Authority staff; and

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Exterior Mailboxes-AMP 115, Reding ... 3.3 b

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Program budget.


Oklahoma City Housing Authority that moving the residents’ mailboxes to the building’s exterior

at AMP 115, Reding Senior Center, is necessary and desirable and in the best interests of the

Authority; and

BE IT FURTHER RESOLVED that the proposal of Rudy Construction Company to move

the residents’ mailboxes to the building’s exterior at AMP 115, Reding Senior Center, with a

contract cost of $81,000.00, with the contract work to be completed within sixty (60) days is hereby

accepted; and



necessary to accept the proposal of Rudy Construction Company including the attached

Construction Contract.





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Secretary



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M E M O R A N D U M




SUBJECT: Compliance Audit

DISCUSSION: The Oklahoma City Housing Authority (OCHA) released a Compliance Audit Request for Proposal (RFP) to seek proposals from qualified firms to perform the internal audit function and provide OCHA and the Board of Commissioners, which may include its instrumentality Community Enhancement Corporation (CEC), with internal audit reports.

The internal audit functions will be performed to ensure that the operating procedures including internal controls are being followed and disbursements of funds are in accordance with laws, regulations and OCHA policy.

The RFP closed on January 1, 2022 and two bids were received.

After review of the proposals, selection of the firm whose proposal is most responsive to the needs, priorities and requirements of OCHA and CEC is appropriate.

RECOMMENDATION: Staff recommends adopting the attached resolution accepting a proposal and approving a contract for Compliance Audit.



MWG:JS:sh

Attachment:

Resolution No. 5-22

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Compliance Audit 3.4 a

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RESOLUTION NO. 5-22

RESOLUTION ACCEPTING BID AND AUTHORIZING CONTRACT TO PERFORM INTERNAL AUDIT FUNCTION AND PRODUCE INTERNAL AUDIT REPORTS




Oklahoma City; and

WHEREAS, performance of an internal audit function is necessary to ensure that the

operating procedures including internal controls are being followed and disbursements of funds

are in accordance with laws, regulations and Authority policy; and

WHEREAS, pursuant to OCHA’s procurement policies and applicable law, the Authority

released a Compliance Audit Request for Proposal (RFP) to seek proposals from qualified firms

to perform the internal audit function and provide the Authority and the Board of Commissioners,

which may include its instrumentality Community Enhancement Corporation (CEC), with internal

audit reports; and

WHEREAS, the RFP closed on January 1, 2022, and two (2) bids were received; and

WHEREAS, having reviewed the proposals, selection of the firm whose proposal is most

responsive to the needs, priorities and requirements of OCHA and CEC is appropriate, to-wit

____________________ with a bid of $________________; and

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Compliance Audit 3.4 b

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WHEREAS, after reviewing the proposal of __________________ management has

determined that it has presented the best and most suitable proposal in response to the RFP, and

that it is desirable and appropriate to accept that proposal to perform an internal audit function as

set out in more detail in the RFP and the response thereto; and


Oklahoma City Housing Authority that the proposal of __________________to perform the

internal audit function and provide the Authority and the Board of Commissioners, which may

include its instrumentality Community Enhancement Corporation, with internal audit reports

should be and is hereby accepted; and

BE IT FURTHER RESOLVED that the OCHA Chair and Executive Director shall be and

hereby are authorized and directed to prepare and execute an engagement agreement with

_________________________ for performance of the internal audit function and provision of

internal audit reports, as more particularly set out in the RFP and response thereto.



By

Alvah L. Boyd, Chairwoman


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Secretary



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M E M O R A N D U MDate

February 28, 2022



SUBJECT: Agreement with Reno & Cavanaugh, PLLC and McAfee & Taft to perform Real Estate Development Legal Services

PURPOSE: Authorize the Oklahoma City Housing Authority (“OCHA”) staff to engage Reno & Cavanaugh, PLLC (“R&C”) and McAfee & Taft (“M&T”, together with R&C, the “Firms”) pursuant to that certain Development Counsel Services Agreement by and among OCHA, Community Enhancement Corporation, R&C, and M&T (the “Agreement”), to be negotiated by OCHA staff.

DISCUSSION: OCHA staff recommends that OCHA approve the Agreement, which Agreement includes four (4) one year extension options. These legal services are focused on real estate development activities, but also cover other areas of OCHA operations.

RECOMMENDATION: Approve attached resolution authorizing and directing the Executive Director and staff to negotiate the Agreement and take such actions as are necessary or appropriate to consummate the Agreement.



MWG:IC

Attachment:

Resolution No. 6-22

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022Agreement with Reno & Cavanaugh, PL... 3.5 a

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RESOLUTION NO. 6-22

RESOLUTION APPROVING LEGAL SERVICES AGREEMENT WITH RENO & CAVANAUGH, PLLC AND MCAFEE & TAFT, A PROFESSIONAL CORPORATION

WHEREAS, the Oklahoma City Housing Authority (“OCHA”) has determined that

it is necessary and desirable to provide for specialized legal representation in matters related to

real estate development (the “Legal Services”); and

WHEREAS, Reno & Cavanaugh, PLLC (“R&C”) and McAfee & Taft, A

Professional Corporation (“M&T”, together with R&C, the “Firms”) previously provided the

Legal Services to OCHA; and

WHEREAS, OCHA staff recommend entering into a Development Counsel

Services Agreement by and among OCHA, Community Enhancement Corporation, R&C, and

M&T (the “Agreement”) to be negotiated by OCHA staff.

NOW, THEREFORE, BE IT RESOLVED by the Board of Commissioners of

OCHA that the Agreement is hereby approved, and that it is desirable and appropriate for OCHA

to authorize the Agreement.

BE IT FURTHER RESOLVED that the staff of OCHA, as appropriate, are

authorized and directed to prepare, negotiate, execute, and deliver the Agreement and such

agreements and documents, as may be appropriate to consummate the Agreement and carry out

the approvals and directives contained in this Resolution.

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022Agreement with Reno & Cavanaugh, PL... 3.5 b

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ADOPTED this 28 day of February, 2022.


By:Alvah L. Boyd, Chair

I, Mark W. Gillett, Secretary of the Board of Commissioners of the Oklahoma City Housing Authority, certify that the foregoing Resolution No. 6-22 was duly adopted at a regular meeting of the Board of Directors of the Community Enhancement Corporation, held at the Board Room of the Oklahoma City Housing Authority offices, 1700 Northeast 4th Street, Oklahoma City, Oklahoma, on the 28 day of February, 2022; that said meeting was held in accordance with the By-Laws of the Oklahoma City Housing Authority; that a quorum was present at all times during said meeting; and that the resolution was duly adopted by a majority of those Commissioners present.

Secretary

AYE NAYALVAH L. BOYDLILLIE SWOPEJERRY STEWARD ANNETTE JACOBIROCKY CHAVEZ

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Accounts Receivable Write-OffsYear Ended December 31, 2021

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M E M O R A N D U M




SUBJECT: MAPS for Homelessness Program

On December 23rd, the City of Oklahoma City issued a request for proposals (RFP) for development partners/operators for the $50 million MAPS for Homelessness program. The Oklahoma City Housing Authority has submitted a proposal to act as the partner/operator on behalf of the City, in partnership with the Homeless Alliance, Mental Health Association of Oklahoma, and Pivot: A Turning Point for Youth.

OCHA’s proposal largely mirrors the presentation given by the OCHA team to City Council in 2019, with some updates given the time that has passed between that presentation/approval of the MAPS program and the prospective implementation of the Homelessness program in 2022. The proposal targets investment in three key areas: 1) Public Housing Recapitalization – where OCHA will utilize MAPS funds to assist in the conversion of public housing properties in combination with other debt and equity raised in similar fashion to other redevelopment and renovation activates of the agency; 2) Construction of a large-scale portfolio of supportive housing for the homeless, representing an expansion of the programs currently managed through CEC; and 3) for-sale and for-rent workforce housing, targeting areas of high housing cost. The proposal establishes benchmarks of ~2,400 recapitalized public housing units, 500 supportive housing units, and 150 workforce housing units. To accomplish this, OCHA will receive funds on behalf of the city, and distribute them to sub-recipients, which include the Community Enhancement Corporation, the Mental Health Association of Oklahoma, and Pivot: A Turning Point for Youth.

The MAPS funds will be released in 5 allocations of $10 million each, with $350,000 going to City administration for each allocation. OCHA has applied for all $50 million in each allocation, and our proposal outlines a targeted development program for each. The first allocation is designed to be implemented expediently, with the inclusion of two public housing recapitalization projects already in planning, and additional investments/acquisitions for supportive housing.

If selected as MAPS Operator, OCHA is accepting a certain level of oversight over the use of city funds. Staff would have to regularly report to the City’s MAPS Office, program consultants, relevant MAPS committees, including the sub-committee and Citizens Advisory Board, and City Council. It is possible there will be additional interest in OCHA projects through citizen comment and attendance at Board Meetings.

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Timing of selection is somewhat unclear, but OCHA staff estimate that if OCHA is selected as the operator, which would include review of the proposal, a potential interview in front of MAPS committee(s) and selection through MAPS committees and possibly the City Council, we would be in a position to negotiate an operating agreement with the City in the summer of 2022, with program implementation beginning in summer/fall of 2022. The MAPS Community Sub-Committee will need to approve of OCHA’s development plans by allocation.



Attachment:

MAPS 4 Homelessness Proposal

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1

FOR

PROPOSAL

PROJECTS M4-MH010, M4-MH020, M4-MH030, M4-MH040, M4-MH050

HOMELESSNESS

Submitted by:

The Oklahoma City Housing Authority / Community Enhancement Corporation

withThe Homeless Alliance

Mental Health Association of OklahomaPivot: A Turning Point for Youth

DEVELOPMENT / OPERATING PARTNER

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Operator / Development Team


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A. COVER LETTER

February 8, 2022Architectural Design GroupMAPS 4 Program Consultant920 W Main StreetOklahoma City, OK 73106

Re: MAPS 4 Homelessness Proposal

On behalf of the Oklahoma City Housing Authority, I am pleased to submit this proposal for Development / Operator for the MAPS 4 Homelessness Program. Together with our partners, which include the Homeless Alliance, Mental Health Association Oklahoma, and Pivot: A Turning Point for Youth, our proposal offers a transformational development program that will not only address current needs within our community, but establish a long-term framework to help our community’s most vulnerable residents.

Since 1965, the Oklahoma City Housing Authority (OCHA) has worked on behalf of the City of Oklahoma City to implement a program of housing construction and management in the interest of the public peace, health, safety, and welfare of the City and its citizens. 57 years later, OCHA manages nearly 3,500 public and affordable housing units and 4,500 housing choice vouchers. On any given day, we provide housing to over 8,000 households and 15,000 residents. Over these years, our housing programs have been an essential supply of units for the homeless, and those at risk of becoming homeless.

The MAPS 4 Homelessness program envisions a substantial investment in affordable housing, and OCHA is the ideal operator for such a program. As a government entity with a Board of Commissioners appointed by the Mayor, and an existing operations agreement with the City, OCHA can and does implement housing programs on behalf of the City. This is a critical balance of local control over MAPS funded housing, and the ability to build and operate housing as a non profit. OCHA is also the local administer of Section 8 funds which provides crucial rental assistance to help those with little to no income afford housing. Our current portfolio offers a base for expansion for supportive housing that can create an effective network of housing serving the homeless, rather than a series of one-off projects with no connectivity to a larger policy goal. Finally, OCHA’s mission and resources creates a publicly accountable system of financial and asset management to ensure long-term sustainability of MAPS funded housing projects.

As the Operator / Development Partner with the City, OCHA will ensure that MAPS funds are allocated responsibly, ensures government control, in a manner that leverages as much outside funding as possible to create as large an impact on the community as possible. However, we will not implement this program alone. We seek to utilize the expertise of MHAOK and Pivot as sub-recipients to assist in the construction and operation of supportive housing, while the Homeless Alliance provides invaluable coordinated entry and case management service that the residents who benefit from MAPS funds will rely upon. Together, our team offers an unparalleled combination of development, operational, and service experience that the MAPS program can benefit from.

I invite you to review our proposal, which calls for the creation or stabilization of approximately 3,000 housing units, utilizing the $50 million MAPS 4 Homelessness allocation to leverage over $500 million in additional public and private investment, and create one of the most progressive networks of housing serving the low income and homeless in the entire country.

Mark GillettExecutive DirectorOklahoma City Housing Authority1700 NE 4th StreetOklahoma City, OK 73117


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C. Development Qualifications and Background

1. Development Team Members2. Projects Completed and/or in Progress3. Consultants and Contractors4. Private Sector Partners5. Letters of Support

D. Operator Qualifications and Background

1. Type of Government Agency2. Experience with Housing and Service Delivery3. Location of Housing Facilities4. Current Service Delivery5. Litigation6. Canceled Grants

E. Financial Capacity

1. Financial Capacity

F. Proposed MAPS Program

1. Oklahoma City’s Need for Affordable Housing2. Program Philosophy and Goals3. Target Populations4. Program Implementation Framework5. Service Delivery6. Housing for Special Needs7. Transit Services

G. Project Specific Details

1. Measurable Benchmarks2. Details of Proposed Housing3. Supportive Housing4. Public Housing Recapitalization5. Workforce Housing6. Summary of Potential Development Program7. Proposed Program by Allocation and Approvals8. Timeline9. Predevelopment Activities and Cost10. Project Locations11. Rental Rates12. Unit Mixture13. Implementation Staff

H. Program-level Communications, Quality Assurance, Risk Management, and Insurance

1. Reporting and Communications2. Community Engagement3. Tenant-Ownership Communication4. Risk Management5. Facility Oversight and Management6. Emergency Preparedness Action Plan7. Insurance8. Crisis Media Management Plan9. Safety Programs

J. EXHIBITS1. Letters of Support2. Resumes3. Financials

B. TABLE OF CONTENTS


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DEVELOPMENT QUALIFICATIONSAND BACKGROUNDC


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PartnerHomeless Alliance

Role: Service provider, manager of coordinated entry system of residents experiencing homelessness into transitional and supportive housing.

The Homeless Alliance began as a group of community volunteers concerned about the fractured and often fractious system of care for the homeless in Oklahoma City. These volunteers visited other communities that had successfully implemented coordinated systems and studied the strategies used by these and several other cities that had drastically reduced their homeless populations.

Initially funded by private foundation grants from the Noble Foundation, the Merrick Foundation, and the Inasmuch Foundation, the Homeless Alliance incorporated in April 2004.

Today, the Homeless Alliance is a nonprofit organization dedicated to rallying our community to end homelessness in Oklahoma City through collaboration with service providers, city government, and local businesses. In order to end long-term homelessness, we focus on the following:

A strategic vision to end homelessness.• Elimination of gaps in services by increasing

collaboration among service providers.• An increased supply of affordable housing and

permanent supportive housing.• As a means of reaching the goal of ending

homelessness, the Homeless Alliance envisions a more collaborative system of care utilizing nationally recognized, research-based best practices that takes advantage of centralized planning and consistent outside evaluation.

Operator Lead: Oklahoma City Housing Authority (OCHA)

Role: MAPS 4 Operator, administrator of funding, project management and oversight, real estate development lead, owner and asset manager of properties, provider of rental assistance, provider of on-site case management services.

Established in 1965, the Oklahoma City Housing Authority (OCHA) is a public housing authority (PHA) and public body corporate responsible for the administration of federal public housing and Section 8 funds within the city limits of Oklahoma City.

OCHA currently owns and manages 2,913 public housing units and administers over 4,500 housing choice vouchers, serving 8,000 households and over 15,000 residents. The vast majority of these units house very low income (VLI) and extremely low income (ELI) residents, ranging from households earning no income up to 50% of area median income. Through the rental subsidies allocated from the Department of Housing and Urban Development (HUD), the programs administered through OCHA are among the only rental assistance programs available to serve residents with no current income.

OCHA has an instrumentality called the Community Enhancement Corporation (CEC), a 501(c)3 non-profit with a focus on developing and managing affordable housing. CEC owns an additional 500 units of affordable housing, focusing on special needs housing including affordable assisted living, a sober living community, and housing first based permanent supportive housing. CEC is the real estate implementation arm of OCHA, responsible for managing all non HUD investment programs.

OCHA employs 220, and has an annual budget of over $50 million.

C1. DEVELOPMENT TEAM MEMBERS


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PartnerPivot: A Turning Point for Youth

Role: Sub recipient and co-developer and service provider for homeless youths / youths aging out of foster care.

Formerly Youth Services of Oklahoma County, Pivot is an organization that has focused on youth and their needs for over 50 years. It’s mission is that No youth should have to navigate life alone. Pivot advocates for those in need, those disadvantaged, those who struggle, and those who may be unseen and unheard.

Pivot staff and programs provide a comprehensive array of services ensuring young people have access to resources. Young people living on their own without parental support are at great risk of being presented with several difficult obstacles that can include increased criminal activity, victimization, unsafe sexual practices, and untreated mental health issues.

When youth between the ages of 12 and 17 need a safe and secure temporary place to live, Pivot’s Family Junction shelter provides that space. Whether in DHS custody, living without parental support or having run away from home, youth who stay with us receive clean beds, nutritious meals, counseling, emotional support, the ability to attend school, tutoring, and recreational and social activities.

Pivot’s Community Intervention Center (CIC) offers assistance to youth brought to us by law enforcement and connects them with needed services like food, clothing, housing, medical, counseling, or mentoring. The CIC helps them understand court proceedings. If they are assigned community service, we connect them to facilities that offer that option.

PartnerMental Health Association Oklahoma

Role: Sub recipient and Co-developer and service provider for people experiencing barriers to mental health.

Mental Health Association Oklahoma (MHAOK) was incorporated as a non-profit 501(c)3 in 1955 and has been continuously in operation ever since. With its roots in Tulsa, working to meet the mental health and affordable housing needs of the community, MHAOK expanded its programs to Oklahoma City in 2013. Starting with a staff of five in 1955, the 2022 Annual budget is now more than $20 million with 200 employees statewide.

MHAOK began developing housing in 1991, utilizing HUD funding through the Continuum of Care, to establish a 12-bed transitional living facility for homeless persons with mental illnesses that is still in operation. Today, MHAOK owns and operates a portfolio of over 1,600 units of affordable and supportive housing statewide that is designed to prevent and end homelessness among vulnerable populations. MHAOK receives funding to provide Affordable Housing, Transitional Housing, Rapid Rehousing and Permanent Supportive Housing in both Oklahoma City and Tulsa.

Funding to provide supportive housing with services is provided through HUD, the U.S. Department of Veterans Affairs, the Oklahoma Department of Mental Health and Substance Abuse Services, the City of Tulsa, Tulsa County, the City of Oklahoma City, the Oklahoma State Department of Commerce, the Substance Abuse and Mental Health Services Administration, the United Way of Central Oklahoma and the Tulsa Area United Way plus many philanthropic foundations and corporate sponsors. MHAOK has won numerous awards including the national Aubrey Nelson award in 2020 for historic preservation and building conversion.


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Projects Completed and/or in progress by the Development Team within the past five years and an overview of funding sources.

C2. PROJECTS COMPLETED AND IN PROGRESS

Property Units Project Type Project Cost Status FundingOklahoma City Housing Authority / Community Enhancement CorporationSooner Haven Apartments 150 (Rehab) Former Public Housing $25,000,000 Completed 2021 LIHTC, TEB, Grants John H Johnson Care Suites 130 (NC) Senior Assisted & Independent Living $25,000,000 Completed 2020 LIHTC, TEBYorktown Apartments 90 (Rehab) private apartments to affordable $4,500,000 Completed 2020 Private Loan, GOLTCreston Park Phase 1 160 (NC) Family and Age Restricuted Units $41,000,000 Project Start 2022 LIHTC, TEB, NHTFThrive on 10th 316 (NC) Senior Assisted & Independent Living $80,000,000 Project Start 2022 LIHTC, TEB, NHTFMental Health Association of OklahomaTaylor Ridge Apartments 54 (Rehab) private apartments to affordable $4,800,000 Project Start 2022 CDBGBalitmore 16 (Rehab) Housing First $340,177 Project Start 2022 HOME, GrantsAltamont 39 (Rehab) Housing First $2,790,444 Completed 2019 HOME, NHTFCity Gardens 131 (Rehab) Housing First $6,142,000 Completed 2020 HOME, GrantsIndianapolis 16 (Rehab) Housing First $276,889 Completed 2019 HOME, GrantsFrontier Apartments 32 (Rehab) private apartments to affordable $1,254,000 Completed 2016 Misc. GrantsPivot: A Turning Point for YouthTiny Homes Phase 3 20 Youths Aging out of Foster Care $999,925.00 Finish 2022 NHTFTiny Homes Phase 2 3 Youths Aging out of Foster Care $354,795.55 Complated 2020 Misc. GrantsTiny Homes Phase 1 3 Youths Aging out of Foster Care $288,543.57 Completed 2019 Misc. Grants

Overview of Funding Sources Used

Low Income Housing Tax Credits (LIHTC)

Also known as the Affordable Housing Tax Credit (AHTC) in Oklahoma, The Low-Income Housing Tax Credit (LIHTC) program is the most important resource for creating affordable housing in the United States today. Created by the Tax Reform Act of 1986, the LIHTC program gives State and local LIHTC-allocating agencies the equivalent of approximately $8 billion in annual budget authority to issue tax credits for the acquisition, rehabilitation, or new construction of rental housing targeted to lower-income households. An average of almost 1,400 projects and 106,400 units were placed in service annually between 1995 to 2018.

LIHTC/AHTC credits are approved through the Oklahoma Housing Finance Agency.

Tax Exempt Bonds (TEB)

Tax-exempts bonds are debt obligations issued by state or local government agencies for multifamily rental housing, infrastructure improvements and other qualified municipal endeavors having a public purpose. The IRS Code (Section 103) allows the purchasers of the bonds to deduct the interest income from the bonds from their federal gross income taxes. Thus the interest rate on tax exempt bonds is lower than conventional bank financing (typically by about 2%), and these savings can promote housing affordability.

Another feature of tax-exempt bonds is that they provide “as-of-right” (non-competitive) 4% Low income Housing Tax Credits for housing projects that meet certain requirements.

Projects completed by the development team including tax exempt bonds issued by the Oklahoma Housing Finance Agency and the Oklahoma County Finance Agency.


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National Housing Trust Fund (NHTF)

The National Housing Trust Fund supplements existing federal, state and local efforts that increase and preserve the supply of affordable housing. Individuals who are low and very low-income, including homeless families, benefit from NHTF developments.

HTF funds may be used for the production or preservation of affordable housing through the acquisition, new construction, reconstruction, and/or rehabilitation of non-luxury housing with suitable amenities. All HTF-assisted units will be required to have a minimum affordability period of 30 years.

Eligible partners include local governments, non-profits, for-profits, Public Housing Authorities, and tribal entities.

NHTF applications are approved through the Oklahoma Housing Finance Agency.

General Obligation - Limited Term (GOLT-AHP)

In its 2017 approval of GOLT funds used for the purpose of economic development, the City of Oklahoma City designated a $10 million portion of GOLT funds for investment in affordable housing. These funds are mostly depleted, but there is the possibility of funding a new investment or revolving loan fund as recommended by the City’s recently completed Housing Affordability and Strategies.

Community Development Block Grants (CDBG)

The Community Development Block Grant (CDBG) Program provides annual grants on a formula basis to states, cities, and counties to develop viable urban communities by providing decent housing and a suitable living environment, and by expanding economic opportunities, principally for low- and moderate-income persons. The program is authorized under Title 1 of the Housing and Community Development Act of 1974, Public Law 93-383, as amended 42 U.S.C. 5301 et seq. The program was designed to reinforce several important values and principles of community development:

Locally, CDBG funds are administered and allocated through the City Planning Department.

HOME Investment Partnerships (HOME)

Participating jurisdictions may use HOME funds for a variety of housing activities, according to local housing needs. Eligible uses of funds include tenant-based rental assistance; housing rehabilitation; assistance to home buyers; and new construction of housing. HOME funding may also be used for site acquisition, site improvements, demolition, relocation, and other necessary and reasonable activities related to the development of non-luxury housing. Funds may not be used for public housing development, public housing operating costs, or for Section 8 tenant-based assistance, nor may they be used to provide non-federal matching contributions for other federal programs, for operating subsidies for rental housing, or for activities under the Low-Income Housing Preservation Act.

Private Loans

A wide variety of debt products are available for affordable housing, randing from HUD/FHA financing, financing products through Fannie Mae and Freddie Mac, and local or national banks.

Misc. Grants

Listed affordable housing projects have used a wide variety of misc. grants that are not called out specifically, but are listed here and are potentially available generally to future projects:

- Oklahoma City Housing Authority (direct investment)- Mental Health Association (direct investment)- Anne and Henry Zarrow Foundation- In As Much Foundation- Homeless Alliance- Impact Oklahoma


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C3. CONSULTANTS AND CONTRACTORSAs described in our work plan, our team proposes the renovation and construction of over two dozen projects. Accordingly, it is premature to identify specific consultants and contractors that will work on all of these projects.

As part of our implementation process, OCHA will issue RFPs to select contractors, architects, engineers, and other consultants to be part of qualified pools of consultants/contractors to be called when needed. These pools may be further delineated by specialty areas, such as expertise in design / renovation of existing properties vs. new construction.

The City and MAPS Office, at its own choice, is welcome to participate in the selection process of these qualified pools.

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C4. PRIVATE SECTOR PARTNERS

The Development Team has no private sector partners envisioned as core team members.

C5. LETTERS OF SUPPORT

Several financial letters of support have been provided as part of this proposal. They can be found in the corresponding section in the Appendix of Documentation.


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Operator Background andQualificationsD


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D1. TYPE OF GOVERNMENT AGENCY

OCHA is a governmental entity created as a public body corporate and politic by a resolution of the City Council of Oklahoma City on June 29, 1965 in accordance with the National Housing Act of 1949 and the Oklahoma Housing Authority Act. Thereafter, the Mayor of Oklahoma City, with the concurrence of the City Council, appointed a five member Board of Commissioners to oversee OCHA. OCHA performs essential governmental functions by providing affordable, sanitary and decent housing to low income persons and their families in and around Oklahoma City. OCHA’s low income housing programs are primarily funded and administered by the U.S. Department of Housing and Urban Development under the U.S. Housing Act of 1937.

The primary tool for real estate implementation is the Community Enhancement Corporation (CEC), a 501(c)3 non profit that is the real estate development arm of OCHA. CEC’s Board of Directors is the same as OCHA’s Board of Commissioners, and CEC staff overlaps with OCHA staff. The use of OCHA / CEC as administrator ensures that taxpayer funds are entrusted to an agency tasked with administering government funds, and which has connectivity to the Mayor through appointments to its Board. CEC’s development strategy also provides advantages in terms of its ability and experience in leveraging and administering additional governmental and other funds for real estate investment.

Oklahoma City Housing AuthorityPublic Body Corporate

Operator

MAPS TRUST

Board of Directors

AppointsFund Allocation

City of Oklahoma City

Limited Liability Corporations

Community Enhancement Corporation

501(c)3

Sub RecipientRelated Agency

Sub RecipientPartner Agency

Mental Health Association of Oklahoma

501(c)3


PIVOT501(c)3

Properties

Mayor’s OfficeOperations Contract

Proposed Structure

Homeless Alliance501(c)3Referrals and

SupportiveServices


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Oklahoma City Housing AuthorityOrganization Chart

Alvah Boyd (Chair)Jerry Steward (Vice Chair)Rocky ChavezAnnette JacobyLillie Swope

Executive DirectorMark Gillett

FinanceThomas Henderson

CFO / Assistant Exec Director

OperationsNancy Wilson

Assistant Executive Director

Planning & DevelopmentIan Colgan

Assistant Executive Director

Department ofAdministration

Departmentof Security

Department ofPublic Housing

Department of Voucher Programs

Department ofTechnical Services

CommunityEnhancementCorporation

Department ofResident Services

Board of Directors


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D2. EXPERIENCE WITH HOUSING PROJECTS AND SERVICE DELIVERYThe Oklahoma City Housing Authority (OCHA) and its instrumentality, the Community Enhancement Corporation (CEC), own and manage over 3,500 affordable housing units that range in location, composition, tenure, and service delivery. This section provides an overview of these different types of properties and the services that are connected to them.

This section focuses primarily on OCHA as the proposed Operator for MAPS 4 funds. Details on partners not included elsewhere in the proposal can be supplied at request.

Public Housing

OCHA is one of the largest Housing Authorities in the country, with 2,913 public housing units. Public Housing is housing owned by OCHA in partnership with HUD, and is constructed, operated, and maintained solely with federal funds. The last public housing property was built in 1979, giving OCHA over 40 years of management history.

OCHA has 17 public housing properties totaling 2,465 units, and 448 scattered site units located across the city. This portfolio is divided between 1,396 age restricted units, typically studio and one bedroom apartments, 50% of which are currently accessible to persons with disabilities of all ages. The remaining 1,517 non age restricted units that range from one to five bedrooms.

Public Housing residents receive a variety of services directly and indirectly from OCHA. “Senior” properties are supported by Senior Service Coordinators, who work to arrange transportation and activities for residents, as well as coordinate outside service providers as needed. OCHA contracts with a third party food supplier so that residents can receive meals if they are otherwise unable to afford food, and has begun setting up local food banks in properties in partnership with the Regional Food Bank.

They also spend a substantial amount of effort on eviction prevention. In 2021, over 800 households were behind on rent due to Covid-19 and other circumstances. To prevent people from being evicted from their homes, OCHA worked with available sources to ensure that almost every tenant was able to stay housed and current with their lease.

Special Needs Housing

OCHA / CEC run a series of special needs housing programs, many of which line up directly with the goals and objectives of this proposal.

CEC owns 24 homes that are dedicated to the homeless, who receive rental subsidy through housing choice vouchers. Through continuum of care (CoC) funding, a case manager is dedicated to working with these individuals to transition them out of homelessness. An additional 65 units are also dedicated as permanent supportive housing.

The Providence Apartments are the largest sober living community in the city, offering 49 units to low income households as a stepping stone out of drug rehabilitation. The property has an on-site case manager who works daily with residents.

The John H Johnson Care Suites is the largest affordable assisted living facility in the state, offering 120 units to low income seniors through a combination of low income housing tax credits, project based Section 8 vouchers, and medicaid waivers.

Workforce Housing

In 2019, CEC expanded its portfolio to address workforce housing needs on top of traditional public housing. It acquired the Yorktown Apartments in western Oklahoma City for the express purpose of renovating them but keeping rents at an affordable rate. The property is now fully occupied, and offers fully renovated units at a rate substantially below market.

Real Estate Development

In 2016, OCHA and CEC embarked on a targeted campaign of reinvestment, identifying 5 properties and 1,000 public housing units for substantial renovation or redevelopment. As of this proposal, one of these projects had been completed (Sooner Haven Apartments, 150 units) and three more are set to close on financing this year (Creston Park - 159 PH units 550 total units, Oak Grove - 342 PH units, 440 total units, Towers Apartments - 138 PH units, 316 total units).


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D3. LOCATION OF HOUSING FACILITIES

Name Address Total Year Built Acres Occupancy Type

Oklahoma City Housing AuthorityAmbassador Courts 800 SE 15th St 200 1971 10.96 FamilyFred Factory Gardens 3901 Dunjee Blvd. 74 1971 12.7 FamilyNE Duplexes 2600 N MLK Ave. 159 1938 15.2 FamilyWill Rogers Courts 1620 Heyman 348 1936 32.5 FamilyScattered Sites Various 448 n/a n/a FamilyOak Grove Apartments 3301 SW 17th St. 288 1971 42 FamilyAndrews Square 2101 S Harvey 201 1972 4.8 SeniorCandle Lake Senior Center 3540 NW 56th St. 101 1977 3.44 SeniorDanforth Senior Center 5301 N Meridian 101 1979 3.1 SeniorClassen Center 913 NW 12th St. 100 1971 1.15 SeniorHillcrest Senior Center 2325 SW 59th St. 101 1976 3.92 SeniorJeltz Senior Center 1225 N Kate 201 1977 2.9 SeniorMarie McGuire Plaza 1316 NE 12th St. 141 1971 2.9 SeniorReding Senior Center 1000 SW 38th St. 101 1975 4.2 SeniorReding Annex 2116 SW 46th St. 10 1995 0.32 SeniorTowers Apartments 135 NW 9th St. 138 1955 0.96 SeniorShartel Towers 5415 S Shartel Ave. 201 1968 3.5 Senior

Total Units 2,913Community Enhancement CorporationSooner Haven Apartments 1444 NE 36th St. 150 1977 17.2 Non Age RestrictedYorktown Apartments 4020 N Meridian Ave. 92 1968 3.5 WorkforceProvidence Apartments 2425 NE 10th St. 49 1979 3.17 PBRA - Sober LivingJohn H Johnson Care Suites 1213 NW 122nd St. 130 2018 10.36 Assisted Living / PBVNE Metro Homes Various 20 n/a n/a PBRAContinuum of Care Various 24 n/a n/a Homelessness

ProgramScattered Sites Various 65 n/a n/a HCV - Priority

Total Units 530

Below is a list of all housing facilities currently owned and operated by the Oklahoma City Housing Authority and the Community Enhancement Corporation.


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D4. CURRENT SERVICE DELIVERY

Resident Opportunities Self Sufficiency

(ROSS)

PUBLIC HOUSING

Elderly / Disabled Service Coordinators

Regional Food Bank of Oklahoma

Resident Opportunities Self Sufficiency

(ROSS)A program for residents living in OCHA’s conventional

public housing family sites by offering supportive services, resident empowerment activities, and

assistance in economic self-sufficiency. ROSS aims to increase earned income, reduce or eliminate the need

for welfare assistance, and increase economic and housing self-sufficiency.

PUBLIC HOUSING

Elderly / Disabled Service Coordinators

OCHA employs Senior Service Coordinators to provide on-site services at OCHA’s conventional senior and designated public housing sites to offer supportive

services and resident empowerment activities assisting residents to age in place independently, without having to move to more expensive assisted care

environments.

Regional Food Bank of Oklahoma

A longstanding partnership between RFBO and OCHA has evolved to provide on-site residential food

pantries called Food Connection. Access to fresh produce, dairy, meats, hygiene products, dry goods,

and frozen prepared meals provide residents living at OCHA senior and designated properties opportunities

to reduce the need for transportation for food and reducing the need for seniors to choose between

paying for food or paying for rent, utilities, prescriptions, etc.

Housing Stability

OCHA provides housing stability services and interventions to all OCHA housing subsidy recipients

increasing long-term housing stability and prevent future homelessness or institutionalization. Supportive services connect residents to necessary providers to reduce barriers to continued housing instability while increasing opportunities to increase economic self-

sufficiency.

GENERAL PROGRAMS

Journey Home

OCHA participates in the community Journey Home efforts by housing individuals and families experiencing chronic and literal homelessness, providing fast track application processes as well as a preference to both

Public Housing and Housing Choice Voucher programs waiting lists. OCHA assists in major liaison and

technical assistance services with multiple community partners to increase housing retention and prevention to adverse housing issues for housed individuals and

families.

The Oklahoma City Housing Authority’s service delivery aims to address the 8 elements of wellness. Focusing on improvement of the lives of our clients holistically; not focusing on one area of need but providing opportunities and services to live fully.


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Continuum of Care (CoC)

OCHA provides case management services assisting individuals and families experiencing chronic and

literal homelessness. Case managers quickly rehouse individuals and families to reduce additional trauma

and optimize opportunities to assist with economic and housing stability service and service connection.


Sober LivingProvidence Sober Living offers a recovery residence

specifically designed to support individuals with substance abuse issues by initiating and sustaining long-term recovery. Supportive services not only include daily Narcotics Anonymous and Alcoholics

Anonymous meetings, but place a heavy emphasis on employment and education to support future economic

and housing self-sufficiency.

Family Self Sufficiency Program

(FSS)Family Self-Sufficiency Program (FSS) – FSS enables households assisted by OCHA’s HCV Program to increase household earned income

and reduce dependency on welfare assistance and rental subsidies by linking households to resources assisting in reducing barriers to self-sufficiency. An interest-bearing escrow account is established by

OCHA for each household and any increase of earned income results in credit to the escrow account.

Upon graduation, households receive the money in the escrow account and may use the money for any purpose which may include activities such as

purchasing a home, paying off debt, improving reliable transportation, and beginning or continuing educational

programs.

SECTION 8 TENANTS


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D6. CANCELED GRANTS

As of the time of this proposal, OCHA is not aware of any grants that have been canceled with our organization.

D5. LITIGATION

The following is a summary of litigation involving the Oklahoma City Housing Authority over the past 10 years.

Incident #1Incident: 12/27/11Summary: Tenant claimed they were injured when stepping out of tub, shower was being replaced, and could not safely use the tub due to disability. Result: Closed. OCHA won case.

Incident #2Incident: 4/11/15Summary: Claimant shot by unknown person after dispute with children throwing mud on a vehicle.Result: Closed. Case settled during litigation.

Incident #3Incident: 9/8/15Summary: Claimant alleges assault by another tenant and that the housing authority failed to prevent the action.Result: Closed. Case was dismissed.

Incident #4Incident: 8/9/17Summary: Tenant allegedly tripped and fell on a metal carpet strip located in the lobby near electric door. Result: Closed. Case was dismissed.

Incident #5Incident: 10/20/18Summary: Bed bug claim. Result: Closed. OCHA resolved bodily injury claim.

Incident #6Incident: 10/28/17Summary: Visitor tripped and fell on a rut in the front yard on way to car. Result: Open


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FINANCIAL CAPACITYE


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The following requested items are in Section J. Additional Information.

1. 2018 OCHA Audit2. 2019 OCHA Audit3. 2020 Unaudited Financials

The Department of Housing and Urban Development extended the 2020 audit due date for Public Housing Authorities to March 31, 2022.

The due date of the proposal on February 9th, 2022 is too early to have audited or unaudited financials ready for submitted.

E1. FINANCIAL CAPACITY


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PROPOSED MAPS PROGRAMF


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Over the past decade, the city of Oklahoma City has managed to remain one of the most affordable major cities and metropolitan areas in the nation while featuring a strong, resilient economy and substantial growth in its urban amenities. This combination has elevated the city to become one of the most livable in the country.

However, this affordability does not extend to all households. According to the Housing Affordability Study completed for the City in 2021, there are more than 68,000 households that spend more than 30 percent of their gross income on housing, one of the most accepted metrics of housing burden and affordability. It is also imbalanced between home owners and renters. Since 2010, the increase in cost burden for home ownership has been lower than the national average. For rental cost burden, however, Oklahoma City exceeded the national average for the same period, and experienced rental growth of 30 percent between 2010-2019.

More importantly, this general affordability does not extend to all income levels. Affordable housing supply for households between 0-31% of area median income falls far below that available for higher income levels. Given that it is instinctively easier to finance and construct housing for those who can pay market-rate rent, this lack of supply for the lowest income tiers makes sense. Indeed, cities across the country are experiencing a similar gap in housing supply for the lowest income ranges.

Oklahoma City appears to demonstrate a unique gap between higher and lower income levels. In 2021, the National Low Income Housing Coalition (NLIHC) released an annual report that showed that Oklahoma City was the most affordable of the 50 largest metropolitan areas in the country with 108 housing units for every 100 households at 80% of AMI or below. Unfortunately, Oklahoma City ranked only 23rd of 50 metropolitan areas for its housing supply for households at or below 31% of area median income.

Local housing affordability is also uneven when it comes to geography. For-sale and renter housing cost has substantially increased in the past decade, but it has increased far more in some neighborhoods than others.

F1. OKLAHOMA CITY’S NEED FOR AFFORDABLE / WORKFORCE HOUSING

Figure F2, highlights census tracts within Oklahoma City that have had increases in median monthly housing costs greater than the city average. When combined with access and proximity to “high opportunity areas”, high opportunity being defined as an area near resources, amenities, employment, schools, and transportation. Housing cost increases have become even more of a barrier for affordable and workforce housing households to locate in or near a higher opportunity area.

In 2019, 42 percent (41,569) of renter households were considered cost burdened in Oklahoma City. 86 percent of those were households at or below 50% of area median income, and 54% were households at or below 31% of area median income. Income growth has not kept up with increased housing cost. When adjusted for inflation home value and rent have surpassed income growth between 2015 - 2019.

MedianHome ValueIncreased

14%Between2015-2019

MedianGross RentIncreased

16%Between2015-2019

PerCapitaIncomeIncreased

7%Between2015-2019

MedianNon-FamilyIncomeIncreased

8%Between2015-2019

MedianHouseholdIncomeIncreased

9%Between2015-2019

Quick Statistics


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Housing Affordability Study August 13, 2021

Economic & Planning Systems, Inc. 52 Final Report

Renter Household Cost-Burden. As a result of the supply insufficiency and mismatches, it is to be expected that portions of households in each AMI category are cost-burdened, again with higher concentrations in lower AMI categories (Table 16). The analysis shows: 1) that 42 percent of renters are cost-burdened, 2) that the total number of cost-burdened renter households increased by 3,300 over time, and 3) that the highest rates of cost-burden are households below 50 percent AMI.

Table 16 Cost-Burdened Renter Households by AMI, 2010-2019

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Total Δ Ann. %

Less than 30% AMI 22,626 23,582 24,074 23,028 23,031 23,903 22,463 21,946 22,104 22,546 -80 0.0%31% to 50% AMI 9,802 10,467 11,204 11,604 12,187 12,946 12,859 13,095 14,110 13,276 3,475 3.4%51% to 60% AMI 3,929 3,902 3,959 4,735 4,517 3,658 3,736 2,875 2,149 2,411 -1,517 -5.3%61% to 80% AMI 1,601 1,816 2,133 2,557 2,766 2,911 3,080 2,966 2,610 2,311 711 4.2%81% to 100% AMI 531 545 496 747 614 505 520 619 723 723 191 3.5%101% to 120% AMI 249 363 382 385 448 414 432 359 305 81 -168 -11.7%Greater than 120% AMI 119 154 157 199 184 143 194 118 198 220 101 7.1%Renter Households 38,857 40,828 42,405 43,256 43,749 44,479 43,285 41,978 42,199 41,569 3,342 0.8%

As % of Renter HHsLess than 30% AMI 81% 80% 81% 80% 79% 80% 79% 78% 79% 77% -4% -0.6%31% to 50% AMI 51% 56% 59% 61% 63% 63% 64% 64% 68% 66% 14% 2.7%51% to 60% AMI 47% 47% 48% 54% 53% 45% 45% 35% 28% 30% -17% -5.0%61% to 80% AMI 15% 16% 18% 21% 22% 22% 23% 22% 20% 18% 3% 2.0%81% to 100% AMI 8% 8% 8% 11% 9% 7% 7% 7% 8% 7% -1% -1.9%101% to 120% AMI 5% 6% 6% 6% 7% 6% 6% 5% 5% 1% -3% -12.3%Greater than 120% AMI 2% 2% 2% 2% 2% 1% 2% 1% 1% 2% 0% 1.6%Renter Households 45% 46% 47% 47% 46% 46% 44% 43% 42% 42% -3% -0.9%

Source: U.S. Census, ACS 5-Year Estimates, B25106; Economic & Planning SystemsZ:\Shared\Projects\DEN\193045-Oklahoma City OK Housing Study\Data\[193045-Housing Gaps.xlsx]Table 8 - Renter CB by AMI

2010-19

Figure F1. Renter Housing Inventory by AMI 2010-2019

Figure F2. OKC Median Housing Cost 2015-2019 5yr American Community Survey Data

Census Tracts with Median Housing Cost Increases Greater than 9%


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F2. PROGRAM PHILOSOPHY AND GOALS

It is our assessment that the city’s largest housing needs are rental units available to households making 50% or less of area median income - with a specific need for those serving 30% or less of AMI - and renters and owners within, or desirous to live in, high opportunity areas that provide a barrier to housing availability due to short-term increases in housing cost.

These needs overlap with two overarching themes that represent the focus of our MAPS 4 proposal:

a) Addressing Market Inefficiencies for Housing Delivery

There are a variety of reasons that create the areas of need identified above. But there is one overarching barrier that prevents an effective solution - a lack of available financial resources to defray barriers to create new supply. The private sector generates the vast majority of new housing supply in the country. Even in the field of affordable housing, the largest funding programs like the Low Income Housing Tax Credit (LIHTC) generate supply through private investors and developers. When there are limited barriers to housing construction, there is a scenario of “efficient market delivery”, where the principles of supply and demand can be met by the private sector with limited to no government financial assistance. In this scenario, land cost, construction cost, and assumed market rents or sales price is sufficient to leverage financing to build new housing supply.

Nationwide, two areas of housing that experience the most “inefficient” market delivery is middle market / workforce housing in high cost areas, and housing for very low and extremely low income households. These areas are defined in more detail in section E.3, but generally deal with land cost and financing issues that either require substantial public investment, or are precluded altogether.

Importantly, our team feels that the MAPS 4 funding should focus on projects that are represented by “inefficient” market delivery. This results in any overlap with public funds and projects and funding that can be generated by the private sector separately. MAPS 4 funds will focus on projects that meet a supply that cannot be provided by the private sector, but which are much needed within the community.

During a citizen survey conducted as part of the 2021 City of Oklahoma City Housing Affordability Study, survey respondents overwhelmingly agreed with this approach. 85% of respondents agreed that the City should be involved in ensuring that there is an adequate supply of affordable and safe housing for everyone, and only 17% agreed that the market will take care of itself and that the City should not be involved in addressing affordable housing (See Figure F3).

Strong Support /

Agreement

Strong Opposition/

Disagreement

Do you agree that the City should be involved in ensuring there is an adequate supply of affordable and safe housing for everyone?

85% 4%

Do you agree that the market will take care of itself and the City should not be involved beyond addressing serious public health and safety problems.

17% 64%

Figure F3. Renter Housing Inventory by AMI 2010-2019

Figure F4. Efficient / Inefficient Delivery of Housing

Luxury Housing

Market Rate Housing

Market Rate HousingHigh Cost Areas

Middle Market

Low Income Housing

Very Low and Extremely Low Income Housing

Supportive Housing

“Effi

cien

t” M

arke

t Del

iver

y

“Inefficient” M

arket Delivery


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b) Homelessness Support and Prevention

The dearth of resources to construct new housing supply serving households at or below 50% of area median income (AMI) overlaps directly with initiatives to assist those currently experiencing homelessness, and prevent future instances of homelessness. This housing bracket serves the most vulnerable citizens of the city, both those most at risk of becoming homeless, and those currently experiencing homelessness.

Fostering, maintaining, and expanding affordable housing serving households below 50% of area median income needs to be a major focus of national municipal housing policy over the next decade. Unfortunately, it is an area that is woefully under resourced. The nation’s largest affordable housing program - the Low Income Housing Tax Credit - is designated to serve households up to 60% of AMI. However, rising land and construction costs nationwide has resulted in this program needing to set rents at the maximum level allowed - 50-60% of AMI. While this does serve a huge need in the market, it nevertheless removes the ability for the program to serve those most in need without additional - and often substantial - public subsidy that varies widely in location as to whether it is available.

Supportive housing for the homeless is even more difficult to construct, as it typically cannot afford private debt, resulting in these types of structures needing 100% grant funding. Regardless of the size and resources of a given municipality, cities across the country struggle to find the funding to meet demand as those resources are limited at the federal level.

When planning for housing to meet these needs, it is important to look holistically. Creating more supply is productive, but these income ranges not only suffer the highest proportion of housing cost burden, but also require a higher level of supportive services to ensure housing and financial stability. This category also encompasses a wide range of household scenarios, from the chronically homeless to those employed but with limited options to earn more. The situation of households in this range can also change quickly. The loss of a job can mean someone who was stably been housed can become homeless. But conversely, with an effective supply of housing and supportive services, someone who is homeless or at risk of being homeless can access opportunities and services

to create a higher level of financial stability. Therefore, an entire network of housing that works cohesively can not only provide a safety net but offer opportunity to current and future generations.

The Oklahoma City Housing Authority currently manages such a network, but there are huge gaps. We have the rental assistance in the form of public housing and housing choice vouchers, and we have various types of supportive housing. However, our supply of supportive housing is too small and needs to be expanded to better serve the needs of those experiencing homelessness or at risk of it. Additionally, the city’s public housing portfolio, which also serves hundreds of households at risk of homelessness, is at risk. The newest public housing in Oklahoma City is now 43 years old, and the majority of the portfolio is over 50 years old. Our industry has seen 20 years of declining funding from Congress to operate and maintain public housing. Meanwhile, deferred maintenance and capital needs accrue at an ever increasing rate. For a inventory of nearly 3,000 units, OCHA has deferred capital needs that exceed $100 million, yet it receives only $5-6 million per year from HUD to address those needs. If no steps are taken, it is very possible that OCHA may have to take public housing units off-line in the next decade, meaning a net loss of housing serving the most vulnerable.

It is our belief that recapitalization of the city’s public housing stock, combined with a massive investment in new supportive housing, will not only provide the network that Oklahoma City needs to serve its most vulnerable, but establish a progressive, integrated network of housing and supportive services that is a national model. MAPS dollars can provide essential funding that work in tandem with existing and new federal subsidies to build supportive housing that otherwise could not be built to any level of scale. It also allows OCHA to leverage hundreds of millions of private investment to not only recapitalize existing public housing, but look at opportunities to fully redevelop and expand its affordable housing portfolio.


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STRATEGY:

Maintain and Expand Housing Serving Vulnerable and Low Income Populations Which Require Unique Funding Sources to be

Constructed.

OBJECTIVES:

Preservation of 2,418 Public Housing Units

Create a Substantially Expanded Network of Housing Serving the Homeless

1Preserve the Existing Network of Federally Assisted Housing That Serves the Homeless and Prevents Homelessness

2Create Homeownership and Rental Opportunities for Middle Market / Workforce Households in High Cost Areas.

3

Adding a New Supply of 500+

Permanent Supportive and

Transitional Housing Units

300+ Additional Affordable Housing

Units

Construction of 150-200 Workforce Homes

GOALS:

STRATEGIC PLAN


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F3. TARGET POPULATIONS

WORKFORCE HOUSING• 70-90% Homeownership• 70-90% Rental

Housing Affordability Study August 13, 2021

Economic & Planning Systems, Inc. 45 Final Report

Categories. Figure 36 illustrates possible definitions Oklahoma City could use in local policy development to associate housing types with different income levels using HUD AMI data for a 3-person household. The graphic displays the AMI level, the income, affordable monthly rent, and the affordable home purchase price. As such, the following descriptions are provided for guidance.

• Supportive Services. This category can be referred to as Service-Enriched Housing, or housing with supportive services, such as substance abuse, counseling, and emergency assistance. It addresses needs at or below 30 percent AMI, households who are employed, unemployed, retired, or homeless. Housing built at this level can be “transitional” housing, intended to assist people transitioning out of homelessness or recovering from domestic violence, for example. As will be discussed in the Funding & Implementation section in the final chapter, housing with supportive services requires considerable subsidy.

• Affordable Housing. This category often refers to households earning 30 to 60 percent AMI but does not usually require the integration of supportive services. Housing built at this income level requires subsidy, but less than housing with supportive services. It is most common for federal resources, such as HOME funds or Low-Income Housing Tax Credits to be used to subsidize this income range.

• Workforce Housing. This category is applied with the least consistency from city to city. For Oklahoma City, the preceding analysis makes clear that most of the city’s workforce falls within this 60 to 100 percent AMI range. Federal resources can be applied for development of units at 60 or even up to 80 percent AMI, but not more. Local resources and tools are required to incentivize, fund, or finance units between 80 and 100 percent AMI.

• Market-Rate Housing. The category is typically defined by the point at which the for-profit housing producers supply the market with for-sale and rental housing. For Oklahoma City, approximately 65 percent of new homes sold were priced at 100 percent AMI or higher, and 86 percent of new homes sold were priced above 80 percent AMI. Using MLS data, new homes were defined as those built after 2015.

Figure 36 AMI Categories, 2020

Affordable housing terminology and possible AMI categories for a 3-person household (2020)Source: HUD; Economic & Planning Systems

30% AMI = $$1177,,330000

$430$26,900

60% AMI = $$4400,,220000$1,000

$124,700

80% AMI = $$5533,,555500$1,340

$181,900

100% AMI = $$6677,,000000$1,670

$239,300 120% AMI = $$8800,,440000$2,010

$296,600

150% AMI = $$110000,,550000

$2,510$382,500

200% AMI = $$113344,,000000

$3,350$525,700

% AMI = [IINNCCOOMMEE]

[Affordable Rent][Affordable

Purchase Price]

0-30% AMI

31-50% AMI

70-90% AMI

RENOVATED / REDEVELOPED PUBLIC HOUSING AND AFFORDABLE HOUSING

• 0-30% AMI• 0-50% AMI• 30-70% AMI

HOMELESSNESS• General Homeless• Mental Health• Youths• Veterans

Figure F5. Graphic of Affordable Housing Terminology (from City Housing Affordability Study)

Though not officially defined like affordable housing categories, “workforce” housing is typically defined as households between 80-120% of area median income. However, we believe that this range applies more to large coastal cities with vastly more expensive housing markets than Oklahoma City. We will be targeting households between 70-90% of AMI for rental and for-sale housing in this category, subject to adjustment as needed.

Those experiencing homeless can be categorized in a number of ways as described in this proposal. In addition to creating housing for the general homeless - any period of time without any specific service needs, we propose to focus on three sub-groups that require targeted and specific services; 1) Mental Health; 2) Youths; and 3) Veterans. These are three homelessness subgroups that we can leverage immediate housing and service assistance, and achieve the most in terms of reaching functional zero homelessness within those groups. This proposal does not specifically exclude any group, but shifts them to the general homelessness program unless resources are such that additional targeted hosing can be provided.

The rental assistance attached to public housing and converted public housing targets residents at or below 50% of area median income. In many properties, OCHA has, and will, designate units to serve those at 30% or below of AMI, to ensure a necessary supply of housing serving those income ranges. These units will serve both seniors and families.

As discussed in the development program, OCHA will be able to build new units as part of some public housing redevelopment. These units will be offered to a variety of income ranges, from 30-70% AMI to both create new supply and create mixed-income communities.


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OCHA proposes the following program implementation framework to ensure successful project development, long-term operational and financial sustainability, and effective service delivery.

Project Implementation

As proposed operator and eligible government agency, the Oklahoma City Housing Authority will be the primary organization to receive and administer MAPS funding. Subsequently, it will allocate the funds to certain sub-recipients / development entities responsible for project level implementation.

Our development team includes three specific sub-recipients which are the previously identified in this proposal - Community Enhancement Corporation, the Mental Health Association, and Pivot. These entities will be responsible for project design, financing, and construction.

Despite the detailed development program discussed in the following section, the MAPS 4 Homelessness program will take years to complete, and with constantly moving policy and funding programs for the homeless, it is impossible to foresee all possibilities related to the long term goals of this program. Accordingly, it is appropriate to leave open the opportunity of other experienced non profit sub-recipients, developments or operators if they present compelling projects for the allocation of MAPS funds.

Property Operations - Income, Ownership and Asset Management

A crucial component of housing for extremely low income residents, including the homeless, is the provision of rental assistance, as the majority of these households do not have the income to pay the rent required to support sustainable operations. As the local administrator of over 4,500 housing choice vouchers and the owner of over 350 units with project based rental assistance, the Oklahoma City Housing Authority is one of only two entities in the State capable of providing this rental assistance.

F4. PROGRAM IMPLEMENTATION FRAMEWORK

For all recapitalized public housing, and permanent supportive housing in this proposal, the Oklahoma City Housing Authority plans to allocate rental assistance through several program options to ensure that the facilities have sufficient income to cover expenses without outside grants. These will come from a combination of project based rental assistance, and housing choice vouchers designated for special populations.

Not all projects within our proposal will include rental assistance. Workforce housing consists of income ranges that will not qualify for rental assistance, and certain types of shorter term transitional housing are inappropriate for long-term rental assistance based on federal rules.

Similarly important is long-term ownership of the future MAPS portfolio. While there are numerous entities, public, private, and non-profit, that can construct housing, there are very few capable of retaining that housing long-term for the public benefit. Given OCHA’s core mission, experience with housing management, and relationship to the City of Oklahoma City, we consider ourselves the ideal long-term steward of these assets. All other MAPS facilities are city-owned, and we believe that the use of OCHA as MAPS operator offers an ideal bridge between public control and private operations.

It is OCHA’s intent that every project that utilizes MAPS funding be either directly owned by CEC (and thus the Housing Authority), or ground leased to another ownership entity. This, along with other controls, ensures that the Housing Authority - and by extension the City - always has the power to step in and address issues at MAPS facilities. With its ownership and operations of a large housing portfolio, OCHA can utilize its cash reserves to address short-term financial problems. These abilities are not necessarily true of other entities - both for and non profit - who are in the housing development and management world.

OCHA will also provide asset management to all of the properties it owns, including those operated by partners and third parties. This ensures that OCHA is the central point to where the City can review and potentially audit long term financial feasibility and compliance of the MAPS portfolio.


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Oklahoma CityHousing Authority

Community EnhancementCorporation

Public HousingRedevelopment

WorkforceHousing

Project Implementation

Permanent Supportive &

Transitional Housing

Operator

MAPS TRUST

Sub RecipientRelated Agency



Sub RecipientOutside Organization

Mental Health Association of

OklahomaPIVOT

Misc. Projects

TBD

Housing for People Experiencing Barriers

to Mental Health

Youths Aging Out of Foster Care

CEC, OCHA’s instrumentality, will be the primary implementation

agent of the MAPS 4 program, focusing on all proposed project types.

MHAOK is a partner and intended subrecipient of

MAPS 4 funds. It will focus on housing for people

experiencing mental health barriers, but may also be a

sub-recipient / developer for other types of housing.

PIVOT is a partner and intended subrecipient of

MAPS 4 funds. It will focus on housing for homeless

youths.

Despite the detailed implementation plan in

this proposal, the length of implementation means that the chosen operator should

not ignore opportunities to meet program goals

that were not conceived at the time of proposal.

Additional non profits with homelessness experience

may be considered for additional sub recipients. leveraged funding


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Asset Management

RENTAL ASSISTANCE

Almost all permanent supportive housing and public housing redevelopment projects require project based rental assistance. This will be

provided through Section 8 vouchers, which the Oklahoma City Housing Authority is responsible for

administering within the City of Oklahoma City.

PROPERTY OWNERSHIP

All projects implemented by OCHA / CEC will be directly owned or controlled by OCHA / CEC. For projects implemented for sub-recipients, OCHA will require them to enter into a ground lease and agreement for asset management. This ensures ownership and financial control for both OCHA and the City of Oklahoma City.

direct ownership ground lease

$$$$$ASSET MANAGEMENT

OCHA staff will conduct thorough asset management activities on all of its properties,

including those run by third-parties. This involves a review of financial performance,

compliance, and coordination of financial audits.


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Housing First

Oklahoma City Housing Authority has proven to be an integral asset in the Housing First model as well as other programs assisting clients grappling with social and/or behavioral issues that can often lead to homelessness. Historically, service providers across the nation required individuals and families experiencing homelessness to become Housing Ready. Housing Ready required individuals and families to address social and/or behavioral issues prior to moving into housing. Using the Housing First philosophy requires systems to adjust systematically utilizing cross sector partnerships, encouraging client choice, and expecting flexibility from service providers. Oklahoma City’s Continuum of Care (COC), community partners, and associated programming currently engages in Housing First making the system of services attainable and sustainable. With the service foundation laid, OCHA will only build on the existing model by utilizing the Coordinated Entry process. Each individual or family interested in housing completes an assessment to assess vulnerability. Results and situations from the assessment determine which By Name List to use and where to place the individual or family on the By Name List. As case managers have an available case management spot, clients are then assigned to a case manager to prepare for a housing referral building goals along the way which include housing stability, self-sufficiency, and other holistic goals. OCHA will follow the Housing First Model by offering permanent supportive housing to individuals and families in need with the understanding participation in services is voluntary. Along with housing, OCHA will work with community partners by offering services utilizing best practices. Services will work on a continuum with the understanding flexibility is required meaning not all clients will continue moving on a positive trajectory and may require additional support to begin moving in a positive direction again. Services offered will consist of several layers of intervention and based on client choice.

Regardless of previous housing situations, residents are encouraged to evolve by focusing on improving physical, intellectual, financial, environmental, spiritual, social wellness, occupational, and emotional wellness. The aforementioned dimensions allow for clients to have a broad choice in improving wellness, reduce social determinants of health, and ultimately lead to housing stability and economic self-sufficiency. New or established residents have direct access to coordinators which assist

by providing supportive services, empowerment activities, and ongoing case management support. As residents begin to benefit from Oklahoma City’s diverse landscape of service providers, residents begin to experience an increase in wellness and self-sufficiency reducing the risk of poor heath, homelessness, institutionalism, and generational poverty. As residents become more self-sufficient, residents can then voluntarily choose to begin working on a different housing placement. The resident can move on to utilize Housing Choice Vouchers, Public Housings, private rental market, and homeownership to allow for others to benefit from supportive housing.

Community Partners

OCHA works with a large array of service providers. Partnerships in this narrative is not an all-inclusive list of providers providing wrap around support services for residents in need yet offering a glimpse of providers showing sustainability and longevity in partnership with OCHA. OCHA holds partnerships with education, employment, health, community, and service experts. As OCHA continues to utilize wrap around supports for residents, OCHA ultimately meets needs of residents along the spectrum of assisting those moving into housing for the first time or those working to make a living wage and interested in homeownership.

Each service provider has various eligibility requirements; therefore, providing access to benefits is key to providing services. For example, OCHA partners with Oklahoma Department Human Services (OKDHS) in providing immediate access to benefits such as Supplemental Nutrition Assistance Program (SNAP), Temporary Assistance for Needy Families (TANF), or Advantage applications. An embedded team of specialists assist residents in application; therefore, forgoing the sometimes weeks long wait for approval to 30 minutes for access to OKDHS benefits, if approved. Again, this allows for OCHA to make referrals to partners listed in this narrative as well as other partners not listed without residents facing additional barriers.

Community Health Centers of Oklahoma Family Health and Dental Clinics (Community Health) is a Federally Qualified Health Center providing health services locally to uninsured, underinsured, and insured. Community

F5. SERVICE DELIVERY


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04

03

02

01

05

Connection to Coordinated Entry System

Name Placed on by Name List

Prioritization Assessment

Determine Route of Housing

Referral to Housing

Homeless Alliance acts as a HUB for services for individuals experiencing homelessness in OKC.

Homeless Alliance oversees the coordinated entry system, HMIS data collection and entry, and maintains the official By Name list for Oklahoma City,

and ensures referrals are appropriate for the Continuum of Care (CoC) program.

The Homeless Alliance in addition to other agencies provide case management

services. Prior to receiving a housing referral clients are matched with a Case

Manager to determine resources needed.

Coordinated Entry System

Supportive Housing

PublicHousing

Private Housing


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Health provides health services to clients, even offering free transportation. OCHA has worked with Community Health for over seven years by offering health services directly to our residents, providing case management needs, prevention services, and health education services to residents living in Public Housing.

Opportunities Industrialization Center of Oklahoma County, Inc. (OIC) provides a diverse platform of educational opportunities for clients. OIC offers Adult Basic Education, learning and improving reading skills, high school diploma education and testing, English as a Second Language, and mentorship. In 1966, OKC opened the first OIC and has continued offering educational opportunities to those 16 and older in Oklahoma City. OCHA’s ongoing partnership continues today. OIC provides on site high school diploma classes and ESL classes to residents.

Financial Wellness is often at the forefront of resident’s minds. OCHA has offered various types of programming in the past to assist residents in engaging in financial wellness services; however, services were often not meeting residents where they were in their financial journey. During the fall of 2020, OCHA partnered with MidFirst Bank and Community Action Agency (CAA) to offer “Money and Me” Workshops for interested residents covering topics such as budgeting, spending, credit, retirement, or home ownership. Information is presented utilizing real life examples and covers entry level information.

OCHA works with several agencies providing employment services with direct referrals to services. SNAP Oklahoma by OKDHS offers SNAP Employment and Training Program. Individuals receiving SNAP benefits, looking for a job, and not receiving TANF are eligible to participate. OK SNAP Works provides job skills in professional, technical, or vocational programs, improve Adult Basic Education, resume and interview services, and transportation. COWIB is a nonprofit organization established in compliance with the Workforce Investment Act of 1998. OCHA and COWIB have a longtime partnership for wrap around employment services including streamline referrals for services, skills assessments, career exploration, placement services, retention, and follow up services to individuals and

families interested in entering, reentering, or increasing employment.

As residents move through their journey of self-sufficiency, residents may benefit from other rewarding self-sufficiency programs such as OCHA’s Family Self-Sufficiency (FSS) Program or CAA’s Individual Development Accounts (IDA). The FSS program offers an opportunity for residents to join and become economic self-sufficient by increasing the household’s earned income. As households earned income increases, OCHA begins depositing funding into an escrow account. Once the FSS participate graduates by maintaining employment and remain cash welfare free, graduates will receive all the money in the escrow account. Households choose to complete their journey to homeownership, reducing debt, and continuing or completing educational programs. FSS participants are welcome to open an IDA where CAA matches up to $2 per $1 dollar saved by the participant up to $2,250. IDA funding is used to assist in purchasing a home, expanding a viable small business, or obtaining higher education.

The Homeless Alliance, Mental Health Association of Oklahoma, and Pivot partner with additional resources to establish a broad and comprehensive services network available to our residents.

Service Delivery (continued)


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F6. HOUSING FOR SPECIAL NEEDS

OCHA dedicates a substantial amount of housing for those with special needs, and that typically falls into two categories; physical disabilities and non-physical disabilities. Indeed it is a primary goal of our MAPS proposal to expand the city’s portfolio of special needs housing.

OCHA offers a large portion of its public housing units to people with certain disabilities, and currently has specialized housing such as assisted living and sober living. The proposed supportive housing program, detailed in the following section, it is designed in large part to offer services to a wide variety of residents, expanding specific services to people experiencing mental health barriers, and youths aging out of foster care.

OCHA ensures that it remains ADA compliant, and when building new housing establishes goals for expanding ADA compliant units beyond the minimum requirements. We also make sure to be compliant with Section 504 of the Rehabilitation Act in considering the needs of residents that cannot access available ADA units.

F7. TRANSIT SERVICES

Transit access is an important consideration in the development of new affordable and supportive housing. Currently, bus lines run by most existing public housing sites, creating an advantage for rehabilitation and redevelopment on-site for many properties. Currently proposed off-site redevelopment projects by OCHA have targeted sites adjacent to current or proposed transit lines, and we anticipate using the same prioritization in future projects.

As part of Embark’s goal of providing transportation, OCHA receives almost 200 bus passes each year to assist with residents transportation needs.

Additionally, OCHA offers some supplemental paratransit to its senior independent and assisted living sites, and we anticipate expanding this program with its program of future investments. This will create an on-demand service that effectively supplements the city’s existing transit network without having to anticipate service adjustments or expansion.


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PROJECT SPECIFIC DETAILSG


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G1. MEASURABLE BENCHMARKS

OCHA has identified certain objectives for our development program as identified in this section. However, given the unpredictability of how our proposed program will unfold over the lifespan of MAPS 4, we have established the following benchmarks from which the City of Oklahoma City can measure the success of the MAPS 4 Homelessness program.

For a $48,250,000 investment in funds, OCHA and its team will achieve the following:

500 SUPPORTIVE HOUSING UNITSconsisting of permanent supportive housing, transitional housing, or other similar housing offering on-site, intensive services that are new to the market.

2,418* RECAPITALIZED PUBLIC HOUSING UNITSconsisting of the preservation of all the remaining public housing units not currently engaged in redevelopment initiatives into equivalent rental assistance and owned / controlled by the Oklahoma City Housing Authority.

* as discussed on page 39, our team will reallocate any funds that are unnecessary to implement the public housing program to supportive and workforce housing. The total benchmark for this section will therefore need to be adjusted.

150 WORKFORCE HOUSING UNITSconsisting of a mixture of rental and for-sale units serving the target population for workforce housing.


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Supportive Housing

This proposal uses the term “Supportive Housing” to describe any type of housing that combines rental units with targeted supportive services, often on site. These units would specifically target those experiencing homelessness. It could reference permanent supportive housing, transitional housing, or a combination of the two. Some residents of this portfolio may end up as long-term residents, others may use it as a stepping stone to get off the street and into stable housing.

OCHA envisions an expansion of supportive housing that would create a robust network that could ensure regular housing availability to the homeless. This will take time to create as properties are acquired, and short-term considerations are balanced with the long-term. There are many different classifications of the homeless, and they deal not only with circumstance but length of time without housing. It is our long-term goal to create housing to serve all of these needs, but given that MAPS funds are not infinite, we believe it is appropriate to target certain subgroups that have both significant need, but also existing service delivery in place to assist.

Our team proposes to target three specific subgroups within the overall “Homelessness” world; 1) Veterans; 2) Youths and Youths aging out of foster care; and 3) People experiencing mental health barriers. We want to deliver as many units as possible to address these areas. A fourth category of focus is more general - those experiencing homeless with no specific needs other than housing. This would encompass meeting both the short and long term housing needs for those experiencing homelessness.

Public Housing Recapitalization

Oklahoma City’s current Public Housing portfolio is the largest inventory of housing that serves very low and extremely low income households. It has some overlap with supportive housing given the availability of the homeless to access housing and services within it, and it also represents a stable stepping stone for households emerging from supportive housing.

G2. DETAILS OF PROPOSED HOUSING

Long neglected by the federal government, there are nevertheless substantial opportunities in a proposed recapitalization of the city’s public housing portfolio. Not only would MAPS assist OCHA’s efforts to substantially renovate public housing so that it can offer safe and appealing housing for the next generation, but renovation and redevelopment afford opportunities to expand this portfolio through rental assisted units, affordable units, or workforce housing / market-rate units.

Together with the proposed supportive housing, a revamped public housing inventory offers a powerful network of rental and service assisted housing to create stability and sustainability for our city’s most vulnerable.

Workforce Housing

OCHA envisions three strategies to implement a meaningful workforce housing program without diverting substantial resources from either of the two programs targeting the homeless and extremely low income households.

The first is the creation of workforce housing as part of public housing redevelopment. This allows for higher leverage of funding sources to assist in construction, and creates mixed-income neighborhoods properties and neighborhoods which are more sustainable and desirable. Income ranges would be targeted to the specific neighborhood where the project is located.

The second is creating targeted workforce rental housing, or utilizing market-rate housing to assist in the creation of workforce housing.

A third, and featured workforce housing program is the construction of for-sale housing. This would be designed and priced to workforce housing incomes, while utilizing long-term controls to ensure that the unit is sold to future income-restricted residents and tenants moving on may recoup some portion of equity.


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Project MAPS Allocation1 Units1 Target Public

Leverage2Target Private

Leverage3TotalCost1

Supportive Housing Project #1 $3,000,000 100 $4,000,000 $0 $7,000,000Supportive Housing Project #2 $2,000,000 75 $3,500,000 $0 $5,500,000Supportive Housing Project #3 $650,000 15 $1,000,000 $0 $1,650,000Supportive Housing Project #4 $2,500,000 75 $3,000,000 $0 $5,500,000Supportive Housing Project #5 $2,000,000 75 $3,000,000 $0 $5,000,000Supportive Housing Project #6 $2,000,000 75 $3,000,000 $0 $5,000,000Supportive Housing Project #7 $3,000,000 75 $3,000,000 $0 $6,000,000Supportive Housing Project #8 $2,000,000 50 $2,500,000 $0 $4,500,000Supportive Housing Project #9 $2,000,000 50 $2,500,000 $0 $4,500,000Supportive Housing Project #10 $2,000,000 50 $2,500,000 $0 $4,500,000Supportive Housing Project #11 $650,000 15 $1,000,000 $0 $1,650,000

$21,800,000 6554 $29,000,000 $50,800,0001

Total Leverage 2.3

G3. SUPPORTIVE HOUSING

Overview

We propose approximately 8-12 supportive housing projects ranging from 15-100+ units. The total number and investment per project will range depending on property availability. Generally, we are targeting the construction or acquisition of small projects to ensure operational stability for the target populations, as well as to increase qualify of life for the tenants.

Investment and Leverage

Supportive Housing carries a lot of additional operating expenses that are not included in typical multi-family housing, namely additional service staff, food, and other on site resources. Accordingly, net operating income is low, and these projects cannot support any long-term debt. This means that 100% of funds to acquire/construct/rehab these facilities must come from grants or special affordable housing funds. This reduces the comparative leverage of outside dollars vs. public housing recapitalization

/ workforce housing, but it is crucial for the long-term sustainability of the properties.

In order to stretch the MAPS dollars as far as possible, OCHA proposes to allocate no more than 30-50% of MAPS funds into each project, seeking the balance from outside sources. We have targeted a per unit cost of $75,000 - $80,000 per unit, which will vary by project and over time.

There are two primary and two secondary sources of funding that the development team will target for supportive housing:

Primary: HOME-ARP National Housing Trust Funds

Secondary: HOME Low Income Housing Tax Credits.

1 Total investment, cost, and unit size are based on an internal analysis of typical acquisition / construction costs of available properties, and available funding. 2 “Public” leverage include local, state and federal grants and loans targeted for affordable housing, including HOME, CDBG, TIF, and NHTF, as well as investments made by development team members. 3 “Private” leverage includes debt, equity, and low income housing tax credit equity.4 Target goal is at least 500 units, but the development team believes more can be created.


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G4. PUBLIC HOUSING RECAPITALIZATION

Overview

OCHA envisions the allocation of MAPS funds to provide “gap” funding for the renovation or redevelopment of 12 property clusters within its portfolio. Debt and Equity provided through the 4% LIHTC / Tax Exempt Bond program provides non-competitive opportunities for debt and equity to provide the majority of the funding necessary to complete construction. However, these funds always leave a “gap” that must be filled between 10-20% of total project costs that need to come from other sources. The availability of MAPS funds to fill this gap allows OCHA to leverage substantial amounts of private debt and equity.

The scale of both the proposed units (2,418 units over 150 acres of land) and financing allows for opportunities for additional units as well. As part of the public housing recapitalization portion of MAPS, we estimate that we can generate at least 500 additional units of affordable and workforce housing.

Project MAPS Allocation1

PublicHousing

AffordableHousing

WorkforceHousing

SupportiveHousing

Target Public Leverage2

Target Private Leverage3

TotalCost1

Creston Park Phase 2 $2,000,000 64 166 30 $1,750,000 $57,250,000 $61,000,000Oak Grove $1,000,000 342 100 $3,570,000 $75,700,000 $80,270,000Danforth-Candlelake $1,000,000 202 $22,500,000 $23,500,000Fred Factory $2,000,000 74 84 $1,250,000 $28,250,000 $30,250,000Jeltz-McGuire-Classen $2,150,000 442 $1,250,000 $56,300,000 $59,700,000PHA Scattered Sites 1 $1,500,000 125 $10,000,000 $12,750,000Andrews Square $1,000,000 201 $23,500,000 $24,500,000Ambassador Courts $2,150,000 200 $33,250,000 $35,400,000PHA Scattered Sites 2 $1,500,000 75 50 $8,000,000 $9,500,000PHA Scattered Sites 3 $1,500,000 144 $18,000,000 $19,500,000Will Rogers Courts $2,500,000 348 100 $3,000,000 $74,500,000 $80,000,000Shartel Tower $1,000,000 201 $1,000,000 $29,650,000 $31,650,000

$19,300,000 2,418 450 30 50 $11,820,000 $436,900,000 $468,020,000

Total Leverage 25.3

1 Total investment, cost, and project size are based on existing properties, and internal analysis and experience with similar projects.2 “Public” leverage include local, state and federal grants and loans targeted for affordable housing, including HOME, CDBG, TIF, and NHTF, as well as investments made by development team members. 3 “Private” leverage includes debt, equity, and low income housing tax credit equity.

Investment and Leverage

Approximately 80-90% of funding for the public housing recapitalization will come from private debt and Low Income Housing Tax Credit (LIHTC) equity. The remaining 10-20% will come from a combination of MAPS and other public sources, such as NHTF, HOME, CDBG, and other sources.

A conservative but realistic estimate is that approximately $19 million in MAPS funds, along with some additional public funds, can leverage over $450 million in private investment. Given increases in construction cost over time, this may increase by the time MAPS is complete.

Given the availability of additional resources over the next decade, it is possible that OCHA may be able to supplement or replace MAPS funds in the public housing projects. If these opportunities arise, OCHA proposes to reallocate these funds into additional supportive housing and workforce housing.


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G5. WORKFORCE HOUSING

Overview

This proposal envisions three primary workforce housing components supported by four allocations of MAPS dollars.

1) A new construction workforce multi-family housing project, possibly built in conjunction with market-rate housing;

2) A combined affordable housing (>60% AMI) and workforce housing multi-family project built on OCHA owned land; and

3) A for-sale workforce housing program constructing single family and single family attached home types.

Project MAPS Allocation1

PublicHousing

AffordableHousing

WorkforceHousing

SupportiveHousing

Target Public Leverage2

Target Private Leverage3

TotalCost1

Workforce Rental $1,500,000 50 $5,500,000 $8,000,000Workforce For-Sale $2,000,000 40 $2,000,000PH Redevelopment $2,000,000 50 50 $1,000,000 $17,500,000 $20,500,000Phase 2 $1,650,000 25 $1,650,000

$7,150,000 50 155 $1,000,000 $23,000,000 $32,150,000

Total Leverage 4.4

1 Total investment, cost, and unit size are based on an internal analysis of typical acquisition / construction costs of avail-able properties, and available funding. 2 “Public” leverage include local, state and federal grants and loans targeted for affordable housing, including HOME, CDBG, TIF, and NHTF, as well as investments made by development team members. 3 “Private” leverage includes debt, equity, and low income housing tax credit equity.4 Target goal is at least 500 units, but the development team believes more can be created.

We envision that for the sales portion of this program, MAPS funds will be used as a rolling construction fund which will be replenished upon sale of the unit to its intended buyer. For example, with $2 million, 8 units could be built at a cost of $250,000, sold for the same, and used to build 8 more units. This program has been modeled to assume a partial write-off in construction cost vs. sales, as well as increasing construction costs (i.e. a $250,000 house may cost $300,000 to build in 10 years). However, with minimal write-offs and additional contributions from other sources, this program could, in theory, be implemented long past the completion date of MAPS 4, making it a potential long-term funding tool.

We envision an initial allocation of $2 million, with a supplement of $1.65 million when the upfront predevelopment fund is re-invested into the development program.


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G6. SUMMARY OF POTENTIAL DEVELOPMENT PROGRAM

Project MAPS Allocation1 Units1 Target Public

Leverage2Target Private

Leverage3TotalCost1

Supportive Housing Project #1 $3,000,000 100 $4,000,000 $0 $6,000,000Supportive Housing Project #2 $2,000,000 75 $3,500,000 $0 $5,500,000Supportive Housing Project #3 $650,000 15 $1,000,000 $0 $1,650,000Supportive Housing Project #4 $2,500,000 75 $3,000,000 $0 $5,500,000Supportive Housing Project #5 $2,000,000 75 $3,000,000 $0 $5,000,000Supportive Housing Project #6 $2,000,000 75 $3,000,000 $0 $5,000,000Supportive Housing Project #7 $3,000,000 75 $3,000,000 $0 $6,000,000Supportive Housing Project #8 $2,000,000 50 $2,500,000 $0 $4,500,000Supportive Housing Project #9 $2,000,000 50 $2,500,000 $0 $4,500,000Supportive Housing Project #10 $2,000,000 50 $2,500,000 $0 $4,500,000Supportive Housing Project #11 $650,000 15 $1,000,000 $0 $1,650,000Creston Park Phase 2 $2,000,000 260 $1,750,000 $57,250,000 $61,000,000Oak Grove $1,000,000 442 $3,570,000 $75,700,000 $80,270,000Danforth-Candlelake $1,000,000 202 $22,500,000 $23,500,000Fred Factory $2,000,000 160 $1,250,000 $28,250,000 $30,250,000Jeltz-McGuire-Classen $2,150,000 442 $1,250,000 $56,300,000 $59,700,000PHA Scattered Sites 1 $1,500,000 125 $10,000,000 $12,750,000Andrews Square $1,000,000 201 $23,500,000 $24,500,000Ambassador Courts $2,150,000 200 $33,250,000 $35,400,000PHA Scattered Sites 2 $1,500,000 125 $8,000,000 $9,500,000PHA Scattered Sites 3 $1,500,000 144 $18,000,000 $19,500,000Will Rogers Courts $2,500,000 448 $3,000,000 $74,500,000 $80,000,000Shartel Tower $1,000,000 201 $1,000,000 $29,650,000 $31,650,000Workforce Rental $1,500,000 50 $5,500,000 $8,000,000Workforce For-Sale $2,000,000 40 $2,000,000PH Redevelopment $2,000,000 50 $1,000,000 $17,500,000 $20,500,000Workforce For-Sale phase 2 $1,650,000 25 $1,650,000

$48,250,000 3,770 $41,820,000 $459,900,000 $549,970,000

Total Leverage 11.4


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G7. PROPOSED DEVELOPMENT PROGRAM BY ALLOCATION & APPROVALS

First Allocation

Project MAPS Allocation PublicHousing

AffordableHousing

WorkforceHousing

SupportiveHousing

Creston Park Phase 2 $2,000,000 64 166 30Oak Grove $1,000,000 342 100Supportive Housing Project #1 $1,000,000 100Supportive Housing Project #2 $2,000,000 75Predevelopment Fund* $1,650,000 n/aCity Administration $1,500,000 n/a

$10,000,000 406 266 30 175

Second Allocation


AffordableHousing

WorkforceHousing

SupportiveHousing

Supportive Housing Project #3 $650,000 15Supportive Housing Project #4 $2,500,000 75Supportive Housing Project #5 $2,000,000 75Danforth-Candlelake $1,000,000 202Workforce Rental $1,500,000 50Workforce For Sale $2,000,000 40City Administration $350,000

$10,000,000 202 0 80 165

The proposed development program will be split into the 5 MAPS 4 allocations of $10 million each. This section identifies our initial proposal for each allocation, subject to adjustment as the program moves forward through implementation.

Our team has projects and funding identified for immediate implementation in the First Allocation. With the proposed public housing recapitalization program, there are many other “knowns” within the 10 year program, but flexibility is anticipated for supportive housing and workforce housing programs that do not all have previously identified sites.

The OCHA team anticipates bringing each allocation forward to the Sub-committee for approval of funds. Our team will present the prospective projects and how funding is anticipated to be used and leveraged. Due to the length of time it takes to implement real estate development projects, and the timing of funding (some projects need upfront funds, while others need funding on the back end up upfront allocations), we anticipate seeking approval of future allocations after each component of the previous allocation is allocated or drawn down, not after each project is completed.

* Predevelopment Fund: Real estate development projects require a substantial amount of capital upfront to move forward. This includes architectural & engineering, legal fees, environmental studies, and other similar expenses. OCHA and its partners are willing to invest our own funds to assist with predevelopment costs, but we believe that an additional amount of funds will be required to move the MAPS Homelessness program forward at a reasonable pace. Predevelopment funds are to be re-couped at the closing of each project, then re-invested in future projects. At the completion of the program, we propose investing these funds into a second phase of workforce for-sale housing, ensuring that all $48,250,000 of funds are allocated to physical units.


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Third Allocation


AffordableHousing

WorkforceHousing

SupportiveHousing

Fred Factory Gardens $2,000,000 74 86PH Redevelopment $2,000,000 50 50Jeltz-McGuire-Classen $2,150,000 442PHA Scattered Sites $1,500,000 125Supportive Housing Project #6 $2,000,000 75City Administration $350,000 n/a

$10,000,000 567 50 50 75

Fourth Allocation


AffordableHousing

WorkforceHousing

SupportiveHousing

Shartel Towers $1,000,000 201Ambassador Courts $2,150,000 200PHA Scattered Sites $1,500,000 75 50Supportive Housing Project #7 $2,000,000 75Supportive Housing Project #8 $2,150,000 50City Administration $350,000 n/a

$10,000,000 476 175

Fifth Allocation


AffordableHousing

WorkforceHousing

SupportiveHousing

PHA Scattered Sites $1,500,000 144Will Rogers Courts $2,500,000 348 100Andrews Square $1,000,000 201Supportive Housing Project #9 $2,000,000 50Supportive Housing Project #10 $2,000,000 50Supportive Housing Project #11 $650,000 15PH Redevelopment - Workforce $1,650,000** 40City Administration $350,000 n/a

$11,650,000 693 100 25 115

** At the end of the MAPS program, the predevelopment fund will be invested back into projects


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G8. TIMELINE

2022 2023 2024 2025 2026Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

First AllocationCreston Park Phase 2Oak GroveSupportive Housing Project #1Supportive Housing Project #2

Supportive Housing Project #3Supportive Housing Project #4Supportive Housing Project #5Danforth-CandlelakeWorkforce RentalWorkforce For Sale

Fred Factory GardensPH RedevelopmentJeltz-McGuire-ClassenPHA Scattered SitesSupportive Housing Project #6

Shartel TowersAmbassador CourtsPHA Scattered SitesSupportive Housing Project #7Supportive Housing Project #8

PHA Scattered SitesWill Rogers CourtsAndrews SquareSupportive Housing Project #9Supportive Housing Project #10Supportive Housing Project #11PH Redevelopment - Workforce


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2027 2028 2029 2030 2031 2032Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4


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G9. PREDEVELOPMENT / PREPARATORY ACTIVITIES AND COSTS

Predevelopment Funds

Each real estate project in this proposal will require a certain amount of capital to outlaid before any construction program be initiative or projects delivered for occupancy. These funds are called predevelopment funds.

Our proposal calls for a capitalized predevelopment fund in the first allocation to assist with those costs, as the management of multiple large scale real estate development projects requires a substantial amount of working capital before financing is assembled. We anticipate utilizing a combination of these funds in addition to sub-recipient funds to implement this program.

As requested in the proposal addendum, we are

Activites Supportive Housing Public Housing (LIHTC)Architecture & Engineering4-5% of total hard costs $50,000 - $100,000 $500,000 - $2,000,000

Market Study & Appraisal $2,000 - $10,000 (if required) $2,500 - $20,000Legal Fees $30,000 - $50,000 $50,000 - $100,000Environmental $1,500 - $5,000 $1,500 - $5,000+Zoning (if applicable) $2,500 - $10,000 $2,500 - $10,000Survey / Geotech $5,000 - $20,000 $5,000 - $40,000LIHTC / Bond Reservation Fees n/a $100,000 - $250,000Building Permits & Impact Fees $25,000 - $50,000 $50,000 - $150,000

$110,000 - $250,000 $700,000 - $2,500,000

identifying the estimated cost of predevelopment funds over the program. It is difficult to estimate these expenditures by allocation, as it may be necessary to invest certain funds in advance of fund availability, but here are our best estimates to demonstrate use and scale.

Predevelopment funds are included in the overall budget of a project. For projects that leverage financing such as debt and equity, those sources pay for the upfront predevelopment investment at closing. For projects that exclusively or primarily from grant funds, such as supportive housing, these funds can be spent in advance of assembling all grant sources, or spent from grant sources. For purposes of this assessment, we are assuming the former.

First AllocationProject Estimated Predevelopment Expenditure

Creston Park Phase 2 $1,750,000Oak Grove $2,500,000Supportive Housing Project #1 $100,000Supportive Housing Project #2 $150,000

Below is an estimate of the total predevelopment investment for the First Allocation prior to each project being under construction.


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G10. PROJECT LOCATIONS

Areas of Investment

OCHA will utilize the following framework for prioritization of project locations:

1) The urban core of Oklahoma City, as defined by Medium Intensity Land Use Typology Area (LUTA) and higher in density in the City’s Comprehensive Plan (identified in red on figure G1).

2) Locations with frontage on Major Arterial Street Typologies, as defined by the City’s Comprehensive Plan.

3) Census Tracts that have experienced over 8% increase in housing cost (rental and for sale) with a population density of over 500 people per square mile.

Figure G1 illustrates these areas, though just because they are prioritized does not mean that MAPS related housing will be located in all areas. A site selection criteria will be used to further target specific areas.

Site Selection Criteria

For site selection, a system will be used that evaluates a number of factors, such as proximity to education, poverty rates, public assistance rates, employment, walking / biking trails, grocery stores and commercial areas, sidewalks, and access to transit, among others. These factors will adjust based on household size and type of housing being acquired / constructed (i.e. senior vs. family, transitional / supportive housing vs. affordable housing).

Other AreasMatching Criteria

Priority - Medium Intensity

Highest Priority

Identified Project Location

Figure G1. Proposed Areas of MAPS Investment


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G11. RENTAL RATESUnits Under Rental Assistance

The majority of the housing proposed is will have long-term rental assistance contracts, inclusive of the recapitalized public housing and supportive housing. This means project or tenant based Section 8 rental assistance supplied through OCHA.

These vouchers carry a maximum value that is set annually, adjusted based on prevailing market rents for each neighborhood or general area of the city. For example, in 2021, the “payment standard”, for a one bedroom section 8 voucher is $753. However, the amount the tenant pays varies entirely on their own income. According to program guidelines, households pay no more than 30% of adjusted gross income towards rent. To achieve this rate, tenants are additional not responsible for the payment of utilities. Some properties pay all utilities, others offer a partial or full utility “allowance” to the tenant, thus reducing their Total Tenant Payment (TTP), with the property paying for the balance.

Because of this, and because qualified tenants must earn less than 50% of area median income, rental income is almost always split between a TTP and additional subsidy. Figure G2 show HUD income limits for 2021 by household, and estimated TTPs for one person households among a range of incomes.

Affordable Housing

Units terms “affordable” in this proposal are those created from the Low Income Housing Tax Credit (LIHTC) program, and typically target households at 50-60% of AMI. The LIHTC program has its own established income limits with the same utility allowance methodology described above. Unlike units with federal rental assistance, tenants are expected to pay 100% of the LIHTC rent less the utility allowance.

Figure G3 shows the 2021 LIHTC rents for the Oklahoma City Metropolitan Area. They adjust annually.

Workforce Housing

As discussed in the Target Population section, this development program proposes to focus on 70-90% of area median income for workforce housing. We anticipate using as similar formula of 30-35% of gross

Household Size1 2 3 4

HUD Income Limits (2021)15% AMI $7,695 $8,790 $9,885 $10,98030% AMI $15,400 $17,600 $21,960 $26,50050% AMI $25,650 $29,300 $32,950 $36,600

Rents Based on Income Limits*0% AMI $0 $0 $0 $015% AMI $192 $220 $247 $27530% AMI $385 $440 $549 $66350% AMI $641 $733 $824 $915

60% AMI 50% AMI

LIHTC Rents for Oklahoma City Metro AreaStudio $769One Bedroom $824 $675Two Bedroom $985 $830Three Bedroom $1,150 $950Four Bedroom $1,275 $1,070

Figure G2. HUD Income Limits and Estimated Rents for Extremely Low to Very Low Income Households

Figure G3. Example LIHTC Rents (2021)

Figure G4. Estimated Workforce Housing Rents/Prices: 70-90% Area Median Income

Household Size1 2 3 4

Monthly Payments (Rents or PITI)

$900-$1,150

$1,000 - $1,300

$1,150 - $1,450

$1,250 - $1,650

Sales Price Equivilent $150,000 - $225,000 $185,000 - $350,000

income to establish rents, and the PITI payment for for-sale housing (Payment, Interest, Taxes, Insurance). These rates adjust annually with the adjustment of income.


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G12. UNIT MIXTURE

Property / Project Total Studio One Bedroom

TwoBedroom

ThreeBedroom

FourBedroom

FiveBedroom

Ambassador Courts 200 28 76 64 24 8Fred Factory Gardens 74 4 40 24 5 1

Fred Factory Expansion* 86 10 35 34 5Creston Park Phase 2 260 90 70 80 20Will Rogers Courts 348 12 182 132 22

Will Rogers Expansion 100 20 30 30 20Scattered Sites 448 10 69 337 30 2Oak Grove Apartments 288 10 63 161 46 8

Oak Grove Expansion 100 60 10 10 20Andrews Square 201 200 1Candle Lake Senior Center 101 100 1Danforth Senior Center 101 100 1Classen Center 100 58 42Jeltz Senior Center 201 200 1Marie McGuire Plaza 141 140 1Shartel Towers 201 120 80 1Supportive Housing Project #1* 100 100Supportive Housing Project #2* 75 60 10 5Supportive Housing Project #3* 15 15Supportive Housing Project #4* 75 50 25Supportive Housing Project #5* 75 50 25Supportive Housing Project #6* 75 70 5Supportive Housing Project #7* 75 60 10 5Supportive Housing Project #8* 50 50Supportive Housing Project #9* 50 40 10Supportive Housing Project #10* 50 50Supportive Housing Project #11* 15 15Workforce Rental* 50 25 25Workforce For-Sale* 65 30 35PH Redevelopment* 100 30 50 10

3,820 750 1,386 596 842 215 19

Below is a proposed mixture of units, inclusive of known / existing unit mixes at public housing sites, proposed unit expansions, and estimates for supportive / workforce housing. This represents a target unit mix, but the final unit mix will differ based on properties acquired, and any adjusted goals as the overall program is implemented.


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G13. IMPLEMENTATION STAFFA list of key staff is below. Resumes for each member can be found in the Appendix of this proposal.

Name TitleOklahoma City Housing Authority / Community Enhancement CorporationMark Gillett Executive DirectorIan Colgan Assistant Executive Director - Planning & DevelopmentKassy Malone Real Estate Development ManagerChad Ainsworth Director of Asset ManagementLaura Gregory Resident Services ManagerMental Health Association of OklahomaTerri White Chief Executive OfficerGregory Shinn, MSW Associate Director / Chief Housing OfficerMark Brewer Director of Housing DevelopmentPivot: A Turning Point for YouthJennifer Goodrich, LPC, LADC President and CEOGregory Shannon Senior Director of DevelopmentHomeless AllianceDan Straughn Chief Executive DirectorMeghan Mueller Associate DirectorJay Bridwell Director of Support Services


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PROGRAM LEVEL COMMUNICATIONS, QUALITY ASSURANCE, RISK MANAGEMENT, AND INSURANCE

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H1. REPORTING AND COMMUNICATIONS

OCHA/CEC staff anticipate working closely with MAPS Office and Program Consultant staff to ensure that those responsible for the administration of MAPS funds are sufficiently updated on the progress of the Homelessness program. Our team is flexible in designing a program of reporting that meets the needs of the MAPS program.

We anticipate a two-step system of regular reporting. The first expands on our existing reporting system to the CEC Board of Directors, where staff submit monthly real estate development activity. The second includes a formal reporting system of bi-annual or quarterly reports to the MAPS 4 Subcommittee.

We anticipate additional reporting subcommittee on an as needed basis. Our team will attempt to staff as many subcommittee meetings as possible to answer questions that arise. Our team will attend Subcommittee, Citizens Advisory Board, and City Council meetings as needed.

H2. COMMUNITY ENGAGEMENT

With OCHA as the Operator of MAPS 4 Homeless funds, there is an extensive series of opportunities for the public to engage in the process, both to be updated on the implementation of the program, and to ask questions.

Both of the meetings of the Board of Commissioners for the Oklahoma City Housing Authority and the Board of Directors for the Community Enhancement Corporation are public meetings where the public can attend. It is anticipated that MAPS 4 program implementation will be discussed at at least three other levels of public meetings, including the MAPS 4 Subcommittee, the MAPS Citizens Advisory Board, and the City Council.

Our team envisions periodic meetings held at least annually with the Oklahoma City community to provide an update on the progress of the MAPS 4 Homelessness program and to answer questions.

Our team also envisions holding neighborhood level meetings regarding intended construction or rehabilitation within the MAPS 4 program. These meetings are intended to convey information to neighborhood residents while also engaging residents to envision opportunities for neighborhood stabilization and revitalization.

Globally, the OCHA team is open to discussions with the City in regards to constructive community engagement. If necessary, our team can develop a more detailed community engagement plan utilizing consultants and/or partnerships with the city.


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H3. TENANT-OWNERSHIP COMMUNICATION

The Housing Authority has an existing framework for tenant - ownership communication that it will utilize and expand for MAPS 4. This plan is predicated on the assumption that the Housing Authority will either be the direct owner of properties, or an asset manager reviewing hired managers.

Property Level - each property has management staff that are the first level of communication with residents, particularly related to their lease or general propert issues. Select public housing and all permanent supportive housing sites will have case managers that are an additional resource.

Where appropriate, the Authority plans to establish property specific Resident Councils that include elected representatives to discuss property issues with ownership. We are hopeful that this will create a level of “ownership” of residents over the property, rather than the simple transactional relationship between owner and tenant.

Authority Level - Issues with either property management or resident services that are unresolved at the property level are typically raised to the regional manager level, then the director level, and possibly to the executive level. Board meetings at OCHA and CEC are public meetings, and residents are always welcome to communicate with board members as appropriate.

H4. RISK MANAGEMENT

The Housing Authority works regularly with its insurance company, HAI Group, to maintain a system of risk management. HAI Group is a housing authority member owned insurance company, of which OCHA is a member. It has a Risk Control Manual that guides recommended risk management policies and procedures, and offers both on-line and on-site training to its members.

In addition to standard risk management practices implemented at the property level, OCHA holds a quarterly agency-wide meeting to discuss safety and risk management issues. Staff are encouraged to identify potential issues, and management staff work to determine if action needs to be taken on those issues.


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compliance paperwork to HUD, OHFA, the City, and any other required administrator of special funding and grants included in the construction of maintenance of properties.

Asset Management also manages the long term physical condition of properties, investing in scheduled capital repairs as needed and required by OCHA and investors.

Resident Services

Resident services varies by property and need, ranging from embedded case workers and service coordinators to services coordinated by property managers.

Supportive Housing will typically always have on-site case managers, with the exception of any scattered site properties where being on site isn’t possible. Some types of supportive housing involve intense case management where case managers have daily interaction with residents, and others have case managers as resources.

Senior housing will vary, and most non age-restricted housing will receive service opportunities from the central office. Workforce housing is unlikely to require regular access to services but they are available as needed.

H5. FACILITY OVERSIGHT AND MANAGEMENTOCHA / CEC utilizes a system of facility management and oversight that includes three distinct components; 1) Property Management; 2) Asset Management; and 3) Resident Services. All three are crucial to the long term stability of each property, as well as the creation of opportunity and advancement of our residents.

Property Management

The property management component deals with the day to day operations of a particular property. Each property will include a property manager at a minimum, and depending on size may also include assistant property managers and/or administrative clerks. Property Management directs the activities of maintenance staff, on site payables and receivables, leasing (as appropriate), and enforcement of leases. Managers report to Property Directors, each of whom manages a group of properties.

Asset Management

Asset Management focuses on financial stability and program compliance for all properties. Asset Management establishes property budgets, monitors adherence to those budgets, manages property and portfolio level accounting, and submits required financial reporting to investors and lenders. Asset Management also submits required

Asset ManagerCase Management Coordinator Property Director

Director of Housing Director of Asset Management

Director of Resident Services

Property ManagerCase Manager

Executive Staff


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H6. EMERGENCY PREPAREDNESS ACTION PLAN

Oklahoma City Housing Authority utilizes an emergency action plan to educate and guide staff in an emergency situation with the goal of everyone maintaining safety and reducing risk of harm of injury or death. OCHA’s Emergency Action Plan details emergency personnel names and contact information as well as corresponding utility, medical, and emergency company contact information. OCHA is prepared to offer emergency support to residents and staff in the events such as medical, fire, severe weather, bomb threat, chemical spill, structure climbing/descending, extended power loss, etc. All properties have notable emergency exits, evacuation routes, locations of fire extinguishers, fire alarm pull station locations, and assembly points posted and visible. Appropriate training is offered to all emergency personnel and all staff are notified, provided, and charged with becoming familiar with emergencies and appropriate solutions.

H7. INSURANCEOCHA has reviewed the insurance requirements included in the RFP, and we will be able to meet these requirements at the time we sign an operator agreement with the City.


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H8. CRISIS MEDIA MANAGEMENT PLAN

Although OCHA does routinely interact with the media about events on its properties, it does not have a specific crisis media management plan. We are, however, willing to create one if desired by the City.

H9. SAFETY PROGRAMSOCHA understands the necessity for safety programs, training, and proper implementation regarding risk mitigation planning; therefore, OCHA acknowledges the existence of risks while making a deliberate decision to monitor and incorporate measures to avoid, adjust, or control risks. OCHA participates in a series of training for staff. To ensure ongoing knowledge of risk mitigation, staff participate in a series of trainings which may include conflict resolution, identification of mental health episodes, active shooter training (run, hide, and fight), CPR and first aid, basic office safety such as office arrangement, etc., human trafficking awareness, working alone safely, and fire safety including use of portable fire extinguishers. All documentation of training is placed in each employee’s file kept with OCHA’s Human Resource. In order to implement training properly, OCHA will dedicate one staff to coordinator to ensure all safety measures are followed and training is offered in a timely manner; therefore, a schedule is kept to ensure each quarter training is offered to staff or on an as needed basis or if additional risks are identified.


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J Exhibits


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Letters of Support


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Architectural Design Group

MAPS 4 Program Consultant

920 W Main St

Oklahoma City, OK 73106

To Whom it May Concern,

The Housing and Community Development Division of the City of Oklahoma City Planning

Department manages a number of entitlement programs administered through the Department of

Housing and Urban Development that are targeted towards affordable housing. On an annual

basis, these include the Community Development Block Grant (CDBG) funds, and the HOME

Investment Partnership program. These programs have funded the Oklahoma City Housing

Authority in various ways over the years consistent with their mission to provide housing for

families with low income.

Recently, it was announced that the City would be receiving $8.4 million in HOME-ARP money

from the American Rescue Plan to be targeted specifically towards homelessness initiatives. Given

the goals of the MAPS 4 Homelessness program, I would anticipate that many of the proposed

projects would qualify for these funds to assist with implementation.

Sincerely,

Chris R. Varga, Division Manager

Housing & Community Development

Planning Department

420 W Main

OKC 73101

[email protected]

The City of

OKLAHOMA CITY


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mailto:[email protected]

42 Equity Partners, LLC | 2660 EastChase Lane, Suite 100 | Montgomery | Alabama | 36117 | www.42equity.com

January 17, 2022

Architectural Design Group MAPS 4 Program Consultant 920 W Main St Oklahoma City, OK 73106

To Whom it May Concern,

42 Equity Partners is currently working with the Community Enhancement Corporation (CEC) to facilitate the

investment of Low-Income Housing Tax Credit (LIHTC) equity into a number of housing developments. These

include the recently completed John H Johnson Care Suites, and an apartment community set to start construction

in 2022 – Thrive on 10th.

We believe in the mission of the Oklahoma City Housing Authority (OCHA) and the Community Enhancement

Corporation to renovate its public housing portfolio and introduce needed affordable assisted living into the local

market. We look forward to partnering with OCHA and CEC on future LIHTC developments.

Thank you,

Constantine J. Chigounis Managing Director 42 Equity Partners, LLC


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RBC Capital Markets RBC Community Investments

6805 Morrison Blvd, Suite 100 Charlotte, NC 28211

Telephone: 980-233-6440

January 21, 2022

To Whom it May Concern: RBC Community Investments has worked with the Community Enhancement Corporation (CEC) on the rehabilitation of the Sooner Haven Apartments, a 150 unit former public housing complex converted through the Rental Assistance Demonstration (RAD) program. RBC facilitated the investment of approximately $8.1 million in equity for the Low Income Housing Tax Credits for the facility. We have been pleased working with staff of CEC and the Oklahoma City Housing Authority, and would be interested in investing in future projects. By: Name: Harry Tepper Title: Director


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Resumes - Oklahoma City Housing Authority/Community Enhancement Corporation


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OKLAHOMA CITY HOUSING AUTHORITY - RESUMEMARK GILLETT PRESIDENT / CEO

Mark Gillett is the Executive Director at the Oklahoma City Housing Authority and thePresident/CEO of the Community Enhancement Corporation. With over 25 years at the Housing Authority, Mark has dedicated his career to serving low income residents of Oklahoma City, leading a team of 225 employees that provides affordable housing to over 15,000 residents.

Between 2003 and 2015, Mark expanded the role of the CEC, leading efforts to construct and purchase 80 units of housing dedicated to homeless services. In 2016, he created a new program for the organization that called for the development of an Affordable Assisted Living Facility and development assistance to the Housing Authority to redevelop 1,000 public housing units.

Mark earned his Bachelor’s degree in Political Science from Phillips University in Enid, OK and a Masters Degree in Political Science/Public Administration from Wichita State University.

IAN COLGANASSISTANT EXECUTIVE DIRECTOR

Ian serves as project director for the Oklahoma City Housing Authority (OCHA) and Community Enhancement Corporation (CEC) development activities, managing all aspects of project conceptualization and completion, including predevelopment, financing and construction.

As Assistant Executive Director of the Oklahoma City Housing Authority, Ian is leading the implementation of the Authority’s transformative strategic investment plan, which calls for historic levels of investment in public housing and affordable housing targeting extremely low income populations. He also leads policy and planning initiatives, examining the relationship between housing units and surrounding neighborhoods, the inter-connectivity of housing and services, and partnering to leverage new affordable housing opportunities throughout the city.

Previously Assistant Planning Director with the City of Oklahoma City, Ian helped complete the recently adopted Comprehensive Plan, a Downtown Development Framework, and the creation of new tax increment finance (TIF) districts. He is also the former Managing Principal of Development Concepts, Inc., an Indianapolis-based consulting firm focusing on neighborhood redevelopment and market economics.

Ian earned a Master of Urban Planning degree from the University of Washington in Seattle, Washington, a Master of Business Administration degree from Anderson University in Anderson, Indiana, and a Bachelor of Arts - History from Kalamazoo College in Kalamazoo, Michigan.


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KASSY MALONEREAL ESTATE DEVELOPMENT MANAGER

Kassy earned her Masters in Regional and City Planning and Bachelors in Environmental Design from the University of Oklahoma.

For the past 5 years Kassy has worked for the Oklahoma City Housing Authority assisting in the implementation of the Authority’s transformative strategic investment plan, which calls for historic levels of investment in public housing and affordable housing targeting extremely low income populations.

Prior to that Kassy worked for the City of Oklahoma City, Planning Department as a Downtown, Special Projects, and Urban Redevelopment Planner. Kassy helped complete the Downtown Development Framework, various district specific studies and plans, and the creation of new tax increment finance (TIF) districts.

As Real Estate Development Manager, Kassy is responsible for assisting with real estate planning and implementation. Kassy will coordinate with Architects, Engineers, HUD, and staff for all development activities, and monitor the project schedules. Kassy also supervises the Resident Outreach Coordinator - this team coordinates Resident Outreach services throughout redevelopment / conversion.

CHAD AINSWORTHDIRECTOR OF ASSET MANAGEMENT

Chad joined the Oklahoma City Housing Authority as the Community Enhancement Corporation (CEC) Finance/Asset Manager in 2019. Chad is currently responsible for the CEC’s accounting and operating platform including property operations, financial and revenue management, asset management.

Chad received his Bachelors and M.A. from East Central University in Oklahoma and previously held a various operational positions for AIMCO, one of the largest REITs in the United States.

Chad has over 25 years of experience in affordable property management and has held positions of compliance specialist, regional manager, and asset manager. As well, he independently held multiple management, accounting and consulting contracts for third party owners and management companies in Oklahoma, California and Arkansas.

OKLAHOMA CITY HOUSING AUTHORITY - RESUME (continued)


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LAURA GREGORYRESIDENT SERVICES MANAGER

Laura Gregory has 2.5 years working in government social services, 8.5 years working in nonprofit mental health services, 6 years working in public health services with an emphasis on housing and social determinants of health. She has been with the Oklahoma City Housing Authority (OCHA) for 6 years, she holds a M.S in Wellness Management, Health Studies and Bachelors of Science in Community Health with a minor in Substance Abuse Studies and Human Environmental Science from the University of Central Oklahoma.

Laura has written, secured, or managed over $3,000,000 in grant and contract funding for services. Experience in assessing, developing, implementing, and evaluating social service, in particular programming to reduce social determinants of health for marginalized communities and target populations.

Laura assists in the development of the community wide partnerships and strategies introducing housing, specifically with educational, employment, social justice, mental health, and homeless providers.

Laura is the supervisor of the OCHA/CEC Resident Services Division (RSD), and serves as the community liaison for building and maintaining community partnerships. These community partners will provide programing and services for the Family Resource Center and other community space within the development.

OKLAHOMA CITY HOUSING AUTHORITY - RESUME (continued)


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Resumes - Homeless Alliance


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DAN STRAUGHN Executive Director Homeless Alliance A lifelong resident of central Oklahoma, Dan was born and raised here in Oklahoma City and currently lives in Norman. He attended Putnam City Schools and got both his degrees from the University of Oklahoma.

Dan spent ten years as a manager at the Federal Reserve Bank of Oklahoma City before joining United Way in 1997 where he served as Vice President for Agency Relations, Allocations and Community Investment.

Dan became the founding Executive Director of the Homeless Alliance in 2004 to build the community’s capacity to better care for the homeless. The Alliance has developed and implemented a networked computer database that allows agencies serving the homeless to share data on shared clients, developed and implemented community standards for homeless shelters, , and developed the WestTown Homeless Resources Campus, a “one-stop shop” covering a city block with Oklahoma City’s only day shelter serving 300 homeless people daily, a resource center filled with comprehensive services available for the homeless and those at-risk of homelessness and housing for chronically homeless individuals, veterans, families with children, transition-age youth, and survivors of domestic violence. Dan has served as President of the Governor’s Interagency Council on Homelessness (GICH) and president of the United Way of Central Oklahoma Agency Directors Association.


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Meghan E. Mueller LSW- Administration

[email protected] (405) 627-9458

Personal Statement of Experience Skills

I am a social worker who specializes in administrative and community practice; I am passionate about effecting social change at the macro level. I have worked with youth, people in in poverty, and people experiencing homelessness. I believe strongly in the intrinsic value and worth of the person, and believe that practice should reflect that value. I have extensive experience building collaborative relationships with social service providers in Oklahoma City, and I am always trying to learn more in order to deliver services as effectively and efficiently as possible.

Program Development, Program Evaluation, Program Management and Administration, Supervision, Team Leading, Public Speaking, Client Intake, Client Assessment, Case Management, Data Collection and Reporting, Volunteer Recruiting, Volunteer Coordination, Speaking Spanish, Grant writing. Collaborating.

Education

University of Oklahoma Masters in Social Work

May 2014

University of Oklahoma Bachelor of Arts in Spanish

Minor in International Area Studies December 2009

Employment & Internships

Homeless Alliance Oklahoma City, OK Associate Executive Director January 2021-Present Director of Community Capacity Building August 2017-January 2021 Journey Home OKC Program Director August 2015 to July 2017 Program Manager: Coordinated Case Management March 2014 to July 2015 Practicum Student Aug. 2013 to May 2014 University of Oklahoma Norman, OK Adjunct Professor, Anne and Henry Zarrow Graduate School of Social Work Fall 2020 to Current Graduate Research Assistant Jan. 2013 to May 2014 Urban Mission Oklahoma City, OK Practicum Student May 2013 to Aug. 2013

Activities & Honors

Anne and Henry Zarrow School of Social Work Preceptor and Practicum Instructor Spring 2015 to Current Field Educator of the Year 2020 YMCA Downtown OKC Leadership Council Fall 2019-Present Homeless Youth Alliance President Summer 2017 to 2019 Coalition to End Poverty Secretary Summer 2015 to Summer 2017 Veteran’s Task Force OKC Secretary March 2016 to March 2017 Leadership Education in Neurodevelopmental & Related Disabilities Long-Term Program Fellow Fall 2013 to Spring 2014 Sooner Mosaic: Social Justice Symposium Executive Committee Member: Logistics Spring 2013 to Spring 2014 Whiz Kids Tutor & Mentor Fall 2010 to Spring 2018 Project Transformation Jeremy Basset Visionary Award Recipient AmeriCorps Member Summer 2009


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JAMES BRIDWELL

1513 NW 176th Street, Edmond, OK 73012⬥ Mobile - 410-869-2839 ⬥ [email protected]

Profile: Mental Health Care Manager and LeaderSuccessfully led, developed and managed diverse workforce providing inpatient alcohol rehabilitation, outpatientmental health and substance abuse, housing and correctional facility counseling services. 30 years of sustainedsuperior performance leading a wide variety of program and workforce development efforts in the health careindustry. Fully compliant with Joint Commission Accreditation in Behavioral Health Care, ethical standards, andgovernmental policy, guidance and instructions. Accomplished mentor with strong track record of identifying,developing and promoting award-winning personnel to leadership positions.

QUALIFICATION SUMMARY

⬥ Human Resources Management ⬥ Staff Training & Development ⬥ Team Building & Leadership ⬥ Policy &Procedure Development ⬥ Clinical Operations Management ⬥ Interagency Collaboration ⬥ OverseasDeployments ⬥ Communication Skills ⬥ Conflict Resolution

PROFESSIONAL EXPERIENCE

HOMELESS ALLIANCE

DIRECTOR OF SUPPORT SERVICES – OKLAHOMA CITY, OK Sep 2019 – Present Responsible foroversight and support for all of the agency’s direct services staff including case managers and West TownApartment staff. Provides regular case consultation meetings with support staff, providing clinical and referralsupport. With consultation from Leasing Director and Compliance Director, strategizes entry and exiting of clientswithin 4 various housing programs. Provides oversight of 23 staff members.

● Increased revenues to the agency by bringing rent for 20 resident WestTown Apartments more in linewith Fair Market value due to increased operational costs; increase of $4K per month

● Implemented Safety Review Committee integrating safety best practices to reduce critical incidents

NORTHCARE

TEAM LEAD, COURT SERVICES – OKLAHOMA CITY, OK Jan 2014 – Sep 2019 Responsible for overseeing thecompletion mental health, substance abuse and risk assessment screenings to individuals in the criminal justicesystem for qualification in various prison diversion programs to include Mental Health Court and Drug Court.Responsible for Re-Entry of clients from the Department of Corrections to stable communities. Provides liaisonservices to participants in the Oklahoma County Veteran's Diversion Program, as well as other Veterans engaged inservices at NorthCare. Provides direct oversight for 6 staff members within 4 programs. Provides training for all staffmembers regarding consumer non-violent interventions.

⬥ Increased revenues to the agency by hiring and training 3 staff; networking with various community partnersin Oklahoma County; increase of $20K revenue per month;

⬥ Reduction of overcrowding in Oklahoma County Jail revamping processes to assist those with mentalhealth or substance abuse needs be released into a supervised treatment program; saved OklahomaCounty taxpayers an average of $13K per month

⬥ Effortless transition for clients via expert pooling of resources throughout the metropolitan Oklahoma Cityarea; managed budget of $35K for housing, hygiene and transportation needs for Re-entry clients


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James D. Bridwell Page 2 of 3

UNITED STATES AIR FORCE

MENTAL HEALTH CLINIC MANAGER – SEYMOUR JOHNSON AFB, NC Jan 2009 – Dec 2013 Directlysupervised 7 paraprofessionals and provided support to two clinical social workers, one psychiatrist, and twopsychologists assigned to the Mental Health Clinic and Alcohol and Drug Abuse Prevention and Treatment Program(ADAPT). Implemented and evaluated training, workforce development, and employee recognition programs.Served on advisory councils, boards, and clinical and departmental staff meetings. Trained diversified health careerfields on Self-Aid and Buddy Care, as well as Advanced Lifesaver techniques.

⬥ Orchestrated clinical and administrative operation of Outpatient Services directing the activities of a 23multidisciplinary staff

⬥ Partnered with peers across internal departments and other agencies to support 20K member community ⬥Provided counseling and after-care services in one-on-one, group and crisis intervention settings ⬥Integrated/enforced safety/clinical standards earning Clinic Patient Safety Program of the Year Award ⬥Executed clinical administrative services budget and equipment in excess of $64K annually ⬥ Reviewed,planned and implemented employee training and education program to meet governing standardsaccomplishing training ahead of those established standards

ALCOHOL & SUBSTANCE ABUSE PROGRAM MANAGER – FALLS CHURCH, VA Mar 2006 – Jan 2009 Servedas a primary consultative resource on substance abuse treatment, management and policy compliance issues.Executed duties as liaison between the Air Force Medical Operations Agency, the Air Force Surgeon General, theDepartment of Defense and major international, regional and functional organizations. Participated in seniorexecutive staff meetings and on advisory, promotion and employee recognition boards. Administered the Air ForceDrug Counselor Certification Program as a member of the International Certification Reciprocity Consortium.

⬥ Managed $20M budget allocated to support Alcohol Dependency Prevention and Treatment and Drug AbuseDemand Reduction programs executed by 450 professional and paraprofessional staff members ⬥ Coordinated

enterprise-wide utilization of the Substance Use Assessment Tool and standardized Alcoholand Drug Assessment methodology across 84 globally dispersed healthcare treatment facilities ⬥

Developed and managed web-based data systems to assess substance abuse program efficiency andidentify opportunities for continuous program improvement

ALCOHOL & SUBSTANCE ABUSE PROGRAM SUPERVISOR – Eglin AFB, FL Oct 2003 – Mar 2006 As SeniorProgram Administrator, managed 5-member multi-disciplinary team mental health (MH) professionals assigned toAlcohol and Drug Abuse Prevention and Treatment program. Planned, directed, organized and evaluated programactivities providing outpatient addiction services for 393,000 beneficiaries. Supervised one direct report andprovided oversight of annual MH operations budget in excess of $100K in services.

⬥ Created comprehensive, synergistic operation by integrating administration, education, operations, andprovider personnel into one cohesive team.

⬥ Prepared new employees for effective operations by conducting orientation and articulating standards ⬥Developed treatment plans to assist clients in reaching their specific goals

OUTPATIENT MENTAL HEALTH SERVICES SUPERVISOR – Anderson AFB, Guam Aug 2001 – Oct 2003Responsible for the oversight and the provision of mental health services for an isolated overseas tri-service militarycommunity of 1,500 personnel. Planned, managed, and evaluated service delivery in the areas of mental health,substance abuse, Family Advocacy and the Exceptional Family Member Program (EFMP).

⬥ Boosted morale, performance and productivity by introducing scenario-based hands-on training, drivingrevisions to training curriculum and aligning community quality of life projects with organizational objectives ⬥Played key role shaping community health and safety as Chief, Community Suicide Prevention Program andmember of the Critical Incident Stress Management Team⬥ Conducted intake and assessment providing one-one-one and group counseling and referral services in


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compliance with local, state and federal standardsJames D. Bridwell Page 3 of 3

SUBSTANCE ABUSE COUNSELOR – FORT LEAVENWORTH, KS Nov 1995 – Aug 2001 Responsible for casemanagement of 50 inmates in DoD’s only Maximum Security facility. Provided substance abuse andpsycho-educational education. Directed discharge planning services for 25 inmate-manned Trustee Unit. Providedone-on-one counseling, group, crisis intervention, and aftercare services.

⬥ Established and maintained environment of trust and cooperation with inmate population, security andprovider staff in uniquely challenging maximum security environment

⬥ Conducted case management to Trustees seeking employment, further treatment and housing ⬥ Leadtrainer on interpersonal skills for 250 correctional officers enabling to reduce inmate/officer conflicts

EDUCATION

University of Oklahoma – Master of Social Work and Master of Public AdministrationNorman, Oklahoma, 2018

University of Kansas – Bachelor of Arts in General Studies, PsychologyLawrence, Kansas, 2000

Licensed Masters Social Worker- Oklahoma Board of Licensed Social WorkersOklahoma City, OK, expires 12/31/2020

International Certification and Reciprocity Consortium – Alcohol and Drug Counselor CertificateHarrisburg, Pennsylvania, expires Jun 30, 2020

COMMUNITY INVOLVEMENT

Vice President - Griffin Park Homeowners Association - July 2019Board Member - National Association for Mental Illness-Oklahoma - July 2018

Mental Health Advisor - Warriors for Freedom - November 2020


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Resumes - Mental Health Association


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Terri L. White 716 N.W. 15th Street

Oklahoma City, Oklahoma 73103

EXPERIENCE Chief Executive Officer for Mental Health Association Oklahoma August 2020 – present

Direct the administration of Mental Health Association Oklahoma, a $20 million nonprofit with more than 1,500 safe and affordable housing units.

Serve as CEO for Oklahoma’s premier boots-on-the-ground nonprofit providing service, support and housing programs that reach more than 30,000 Oklahomans in need each year.

Inspire, oversee and direct MHAOK’s statewide and grassroots advocacy efforts related to mental health, homelessness, substance abuse and criminal justice.

Direct the administration of MHAOK’s housing, suicide prevention, mental health education, support groups, pro bono counseling, mental health screening and referral, peer-to-peer recovery services, employment placement and support, integrated mobile medical intervention, and criminal justice advocacy programs.

Oversee and direct the preparation of the Association’s annual budget. Direct, aid and oversee the Association’s development efforts. Develop, institute and administer such administrative and professional

policies as may be necessary to guarantee effective, efficient and uniform operation of the Association.

Oversee the development and execution of Oklahoma’s and the region’s premier mental health and substance abuse conference the Zarrow Mental Health Symposium.

Act as Mental Health America’s Oklahoma affiliate/chapter. Inspire, develop and oversee community partnerships, collaborations

and connections with city, county, state and federal governments including elected officials, policy making bodies and grant awarding agencies; nonprofit and for-profit partner service agencies; philanthropic foundations and entities; partner associations such as the Hospital Association, Sheriff’s Association, Chief’s of Police Association, and District Attorney’s Council; first responders including law enforcement, fire and emergency medical; common and higher education institutions, healthcare service providers including hospital, primary and specialty care providers of all types; the judiciary, DAs and public defenders; communities of faith; advocacy groups; armed service branches; media; and most importantly individuals and families in need.

Commissioner for the Oklahoma Department of Mental Health and

Substance Abuse Services May 2007 – February 2020

Direct the administration of the Department of Mental Health and Substance Abuse Services, a $450 million organization with more than 300 community behavioral health private provider contracts.

Direct Oklahoma’s Behavioral Health Medicaid System, with more than 1,250 Medicaid contracted providers.

Direct the administration of ten state-operated treatment facilities, including five adult psychiatric inpatient hospitals, one adult forensic


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psychiatric inpatient hospital, one children’s psychiatric inpatient hospital, two adult crisis stabilization facilities, one residential substance abuse treatment facility and multiple outpatient mental health and substance treatment programs staffed by approximately 1,700 full-time employees.

Prepare and submit for appropriate legislative and gubernatorial action budget requests sufficient to carry on the functions of the Department.

Develop, institute and administer such administrative and professional policies as may be necessary to guarantee effective, efficient and uniform operation of the Department and its facilities.

Aid, assist and cooperate with the other state agencies, institutions of higher learning, public schools, and a multitude of other organizations and associations regarding the issues of mental health and addiction in the establishment of a sound system in the State of Oklahoma.

Oversee a statewide network of criminal justice court diversion services, many of which have won national awards.

Act as the official agency of this state in all matters relating to mental health or substance abuse which require or authorize cooperation of Oklahoma with the federal government or any federal agency; and with other states, on matters pertaining to mental health and substance abuse, and entering into agreements for such purpose.

In FY2019, ODMHSAS provided mental health and substance abuse treatment services to more than 195,000 Oklahomans across the lifespan.

The department provides outpatient services, urgent and crisis care, hospital care, an array of substance abuse treatment options, court related services and jail diversion, services that impact children and families in the foster-care system, services that support the education system, forensic services, prevention services, certification and training, specialized housing needs, transitional care, peer recovery support, along with a variety of other specialized care.

Oklahoma Secretary of Health January 2009 – January 2011

Served on the Governor’s Cabinet as the Secretary of Health. Served as the chief public health officer of the State and chief advisor to

the Governor on public health issues and needs. Oversaw vaccinations, disease prevention, mental health services,

substance abuse treatment, and emergency health responses. Responsible for regulation of the State health delivery system as well as

overseeing the State's Medicaid program. Oversaw 4,812 full-time employees and responsible for an annual budget

of over $5.2 billion. Oversaw the Oklahoma State Department of Health, Oklahoma

Department of Mental Health and Substance Abuse Services, Oklahoma Health Care Authority and the Tobacco Settlement Endowment Trust.

Deputy Commissioner for Communications and Prevention for the

Oklahoma Department of Mental Health and Substance Abuse Services 2007

Plan, manage and coordinate the State’s substance abuse prevention system including supervising the Department’s Prevention Division.


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Plan, manage and coordinate all phases of Provider Certification, Policy, and Public Information including supervising the Department’s Director of Provider Certification, and Director of Public Information.

Serve as the Department’s Legislative Liaison. Represent ODMHSAS before the media, other state agencies and

organizations; serving on special boards and commissions as required. Guide and assist supervisors and managers in directing and reporting

operations more uniformly and effectively statewide. Determine cost effectiveness of proposed and existing programs.

Director of Communications and Public Policy for the Oklahoma

Department of Mental Health and Substance Abuse Services 2005-2006

Plan, manage and coordinate all phases of Provider Certification, Policy, Administrative Rules and Public Information including supervising the Department’s Director of Provider Certification, Director of Public Information, Policy Analyst, and HIPAA Coordinator.

Serve as the Department’s Legislative Liaison. Develop and implement statewide rules, policies and procedures

applicable to programs and services. Represent ODMHSAS before the media, other state agencies and

organizations; serving on special boards and commissions as required. Guide and assist supervisors and managers in directing and reporting

operations more uniformly and effectively statewide. Determine cost effectiveness of proposed and existing programs.

Management Analyst for the Oklahoma Department of Mental Health

and Substance Abuse Services 2001-2005

Analyze the organizations processes, management, structure, and resources in order to recommend improvements and changes as necessary to improve and/or standardize departmental operations and service delivery.

Serve as the Department’s Legislative Liaison. Investigate concerns identified by the Chief Operating Officer, other

management, or self and make recommendations based on investigation. Provide support to and collaborate with all agency divisions and facilities

by responding to their requests for evaluation and recommendations as appropriate.

Interim Executive Director for Tulsa Center for Behavioral Health Co-occurring Unit a Department of Mental Health and Substance Abuse Services’ Facility

November 2004-February 2005 Provide the leadership, oversight and direction of the delivery of

residential co-occurring treatment services for adult male and female unit (28 beds).

Responsible for a staff of approximately 25. Develop, monitor and direct the expenditure and maintenance of $1.6

million budget annually. Evaluate and improve facility functioning related to consumer services


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including the integration of evidence-based, recovery focused, consumer-driven, co-occurring services.

Provide and encourage staff development through training, support, direction and example.

Interim Executive Director for Central Oklahoma Community Mental Health Center a Department of Mental Health and Substance Abuse Services’ Facility

Aug. 2003-February 2004 Provide the leadership, oversight and direction for the delivery of

community-based mental health services to Cleveland and McClain Counties (nearly 1,000 consumers annually).

Responsible for a staff of approximately 80. Develop, monitor and direct the expenditure and maintenance of $4

million budget annually. Work with local communities to provide outreach, partnership, services,

education and de-stigmatization activities. Evaluate and improve facility functioning related to consumer services

including the integration of evidence-based, recovery focused, consumer-driven, co-occurring services.

Provide and encourage staff development through training, support, direction and example.

Fiscal Analyst for the Oklahoma Senate

1998-2001 Staffed the Health and Human Services Appropriations Subcommittee,

prior experience as the Fiscal Analyst for the General Government and Transportation Appropriations Subcommittee.

Reviewed state agency operations and expenditures. Provided recommendations on budget proposals. Drafted appropriations legislation, analyze and track substantive bills for

fiscal impact, prepare bill summaries for Legislators. Developed program performance measures with agencies.

EDUCATION Master of Social Work University of Oklahoma – Norman, OK

B.A. in Social Work with minors in Psychology and Zoology University of Oklahoma – Norman, OK

PROFESSIONAL AFFILIATIONS Mental Health America Member Affiliate - current National Association of State Mental Health Program Directors, Board

Member -2007-2020 National Association of State Alcohol and Drug Abuse Directors, Board Member -2007-2020

Leadership Oklahoma, Class XIX Volunteer Faculty, University of Oklahoma School of Medicine -2007-current AWARDS/HONORS

Oklahoma Medal of Freedom – 2020


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The Journal Record “Healthcare Heroes” – 2020 Lifetime Achievement Award (awarded by Oklahoma Drug Courts) - 2020 Visionary Award (awarded by the Oklahoma Coalition of Advocates) – 2019 Distinguished Alumnus, University of Oklahoma College of Arts and Sciences – 2017 Compassionate Citizen of the Year (awarded by the Oklahoma Foundation for the Disabled) – 2017 Honorary Member of the Oklahoma National Guard Association – 2017

Henry Toll Fellowship (awarded by the Council of State Governments) – 2015 Recovery Choice Award (awarded by the Oklahoma Conference of Churches)

– 2015 Contributions to the Field of Public Health (awarded by the Oklahoma Public

Health Association (OPHA)) – 2015 The 2014 Kate Bernard Award Recipient (given by Oklahoma Commission on

the Status of Women) – 2014 Recovery Choice Award (awarded by the Oklahoma Citizen Advocates for

Recovery and Treatment Association (OCARTA)) – 2013 The Journal Record “Achievers Under 40” – 2012 Anne and Henry Zarrow OU School of Social Work Hall Fame Inductee – 2011 The Journal Record Women Leaders’ “Circle of Excellence” – 2011 The Journal Record “50 Women Making a Difference” – 2011 The Journal Record “50 Women Making a Difference” – 2008 Oklahoma Sheriffs Association Recognition Award – 2008 The Journal Record “50 Women Making a Difference” – 2007 Mental Health Association of Tulsa “William Packard Housing Award” - 2007


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GREGORY A. SHINN, MSW EXPANSION OF AFFORDABLE HOUSING

COMMUNITY PLANNING & DEVELOPMENT

Transforming affordable housing, community planning & development performance and targeting the most vulnerable within the community utilizing visionary executive leadership, global clinical experience and

statewide leadership as Chair of Governor’s Interagency Council Homelessness.

Accomplished Chief Housing Officer for Mental Health Association Oklahoma promoting innovation and reform through advocacy and education and driving investment to expand access to mental health services and affordable housing opportunities.

An Executive Leader with strong ability to influence state‐wide outreach, drive unprecedented growth, funding sustainability, and instill mission, vision, and values to create a high‐performance culture.

HIGHLIGHTS

Instill a team‐wide approach to investment of organization vision, staff, and mission that serves the most vulnerable within the community.

30 Years delivering mental health, homeless services, and nonprofit administrative leadership. Former President of the Oklahoma Coalition for Affordable Housing. Acknowledged nationally by HUD, USICH, NAEH, SAMHSA and VA for expertise in community planning,

development of sustainable business models for affordable housing, accurate mapping of homeless reduction and community ROI.

PROFESSIONAL EXPERIENCE

Mental Health Association Oklahoma (MHAOK), Tulsa/Oklahoma City, OK | 2001 ‐ Present A private nonprofit organization with the vision to promote mental health, prevention of mental disorders, and achievement of victory over mental illness through advocacy, education, research, service, and housing.

ASSOCIATE DIRECTOR / CHIEF HOUSING OFFICER

Leverage a career history of team leadership, nonprofit program vision, and smart business acumen to oversee and direct all phases of agency operations that include 25 programs of affordable housing and services. Services are provided to adults living with serious mental illnesses and other disabilities, the homeless, and other very low‐income populations. Successful in fundraising, strategic short‐ and long‐term program planning and sustainability.

Direct operations for Housing Development, Property Management and Operations for all locations including, construction, rehab, maintenance and all leasing activities.

Work with 40‐member Board of Directors and co‐develop and implement an annual budget of over $20 million.

Participate in the orchestration and leading of quality assurance and utilization review processes, HR/Workforce development, and all areas of media and public relations.

Oversee site search, acquisition, sale, and planning of housing and property.

Expert in grant writing, strategic contract negotiations, program development, and implementation.

Manage funding compliance from local, state, and federal authorities including HUD Continuum of Care, CDBG, HOME, LIHTC, ODMHSAS, SAMSHA, VA, Federal Home Loan Bank, United Way, and Private Philanthropic Foundations.

Successful expansion of portfolio of affordable housing programs from 50 units in Tulsa to 26 locations and 1,600+ units in Tulsa and Oklahoma City from 2001 to 2022.

Recognized nationally by HUD, USICH, NAEH, SAMHSA and VA for expertise in community planning and development with an emphasis on sustainable business models for affordable housing and systems for measuring homeless reduction and return on investment for the community.

22547 South Dogwood Ct. | Claremore, OK 74019

H: 918‐342‐2732 | C: 918‐850‐6685

[email protected]

www.linkedin.com/in/gregoryshinn2020


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GREGORY A. SHINN, MSW [email protected]

pg. 2

Creative Housing Solutions, Claremore, OK | 2013 – President Delivers consulting services for government units and communities in design and implementation plans for ending homelessness through the development of affordable housing and services. PRESIDENT/OWNER Provide subject matter expertise, advice, and support as a consultant for communities and government units in design of sustainable plans focused on ending homelessness by developing affordable housing and services. Bring to light a community integration and collaboration mindset, how to stabilize the neighborhood,

possible funding solutions, grant management, job development, possible economic impact and ROI. Assisted numerous communities and presented at national conferences nationwide on topics of mental

health, homelessness, and affordable housing. Serve in a number of key leadership and advisement roles including the following:

CONSULTANT, HOMELESS AND HOUSING RESOURCE NETWORK

Chair | Oklahoma Governor’s Interagency Council on Homelessness | 2013 ‐ Present Board of Directors | Oklahoma Coalition for Affordable Housing | 2014 ‐ Present Advocate Human Potential (AHP) Substance Abuse and Mental Health Services Administration (SAMHSA, Washington D.C.) | 2011 ‐ Present Served on the Development Team for SAMHSA’s Permanent Supporting Housing Toolkit. Provided consultancy to communities in development of Permanent Supportive Housing and Evidence

Based Practices as well as technical assistance for conference presentations, workshop facilitation, webinars, and additional learning forums.

Housing Partners of Tulsa, Tulsa, OK | 2007 – 2009 Provide a wide‐range of affordable housing options for low to moderate income individuals and promote programs leading to self‐sufficiency and home ownership.

PROGRAM AND OPERATIONS CONSULTANT

Served as a key member of the Development Team that oversaw site location, housing design, development and implementation of affordable housing programs. Influenced acquisition, rehabilitation, and new construction programs designed to end chronic homelessness and sustained neighborhoods that included the Yale Apartments. Key contributor in the Development Team for “Building Tulsa/Building Lives” initiative 2007. Demonstrated expertise in nonprofit administration, community planning, affordable housing designs that

supported ending of homelessness, poverty, and assisted families/individuals to become self‐sufficient.

John Heuss House/Trinity Episcopal Church, New York, NY | 1993 – 2001 Served 20,000 clients within this drop‐in shelter that operated in partnership with Trinity Wall Street and NYC.

DIRECTOR OF SOCIAL SERVICES

Managed daily operations for a 24‐hour shelter for homeless adults with mental illness and substance abuse disorders. Served as the leader and developer of all clinical services that included case management, day programming, therapeutic groups, intake, assessment, referrals, and placement. Oversaw on‐site medical and psychiatric clinics and directed/trained all social work staff. Managed Q.A. and U.R., grand writing, contract negotiations, policy planning within the Business

Improvement District, and Law Enforcement. Point of contact and Agency Representative at all governmental levels including NYC Dept. of Mental Health

and Dept. of Homeless Services, NY State Office of Mental Health and HUD. Served in a number of key roles including Technology Committee; Consultant to NY State Office of

Temporary Disability; Consultant to Center for Technology in Government; Executive Committee, Association of Service Providers for Homeless Adults; and Board of Directors of fresh art!

BRC Human Services, New York, NY | 1990‐ 1992 New York City's nonprofit organizations providing housing and services to thousands of vulnerable New Yorkers.

SENIOR CASE MANAGER

Provided street outreach to homeless adults with mental illnesses/disorders and housing placement/screening.


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EDUCATION / L ICENSURE

MSW – New York University, May 1993 / 4.0 GPA NY State Licensure Certification (CSW): 6/19/93

BSW – New York University, May 1990 / 4.0 GPA / Class Rank #1

Liberal Arts Major – Cleveland State University, Cleveland, OH Guitar Performance Major / Audio Engineering Minor – Berklee College of Music, Boston, MA

Oklahoma, LSW Admin, #2667 – 2001 ‐ Present

New York, CSW #047465‐1, 1993 – 2005

CONSULTING / PUBLIC SPEAKING / AWARDS

─ National Alliance to End Homelessness (Oakland, CA. 2020) ─ Florida Supportive Housing Summit (Orlando, FL. 2018) ─ Oklahoma Affordable Housing Conference (Oklahoma City. 2018) ─ National Alliance To End Homelessness (Washington, DC. 2012, 2013, 2017) ─ Sarasota Chamber of Commerce (Sarasota, FL. 2015) ─ Osceola County Summit on Homelessness (Celebration, FL. 2014) ─ Housing First Partners Conferences (Pathways to Housing/ DESC) (New Orleans, 2012, Chicago, 2014, Los Angeles.

2016, Denver. 2018) ─ State of Texas Housing Policy Academies (Austin, TX. Houston, TX. 2011) ─ Crisis As Opportunity: Supporting Housing Retention (Providence, RI. 2011) ─ 1st Place The ONE Awards: Best Non‐profit In Oklahoma (Tulsa, OK. 2010) ─ US Interagency Council on Homelessness – Innovation Award (Washington DC. 2008) ─ 1st Place, National Housing Competition, Eli Lilly Awards (Atlanta, GA. 2003) ─ National Zarrow Mental Health Symposium Housing Conference, (Tulsa, OK. 2004, 2012 and 2016) ─ Nebraska State Home Developers Association (Lincoln, NE, 2004) ─ Oklahoma HUD Homeless Conference Tulsa, OKC, OK (2006 – 2010, 2014, 2017) ─ Oklahoma Housing Finance Agency, Statewide Conference, Oklahoma City, (2016)

RESEARCH PUBLICATIONS

An Analysis of Chronic and Veteran Homeless Cohorts in San Bernardino County: Fiscal Impacts and Market

Demand for Sustainable Housing Solutions (2020) The Economic Impact of Chronic Homelessness in Seminole County Florida (2016) The Cost of Long‐Term Homelessness in Central Florida: The Current Crisis and the Economic Impact of Providing

Sustainable Housing Solutions (2014) The Relative Cost of Homelessness in the Suncoast Region of Florida (2015) The Relative Cost of Homelessness in Tulsa, Ok (Consultant, 2008)

PRESENTATIONS

1) Partnering with Providers of Mental and Behavioral Health to Support At‐Risk and Homeless Populations (2020) 2) Homelessness – Understanding Causes and Evidence‐Based Solutions to Multi‐Sector Problems (2019) 3) Housing, Landlords and Systems (Shinn/Denton) (SAMHSA, 2019) 4) Housing First Fidelity and Health Outcomes (2018) 5) Beyond Housing First: Investment Strategies for Vulnerable Populations (2018) 6) Risk from a Unique Perspective – A New Definition of Insurance (2017, 2018) 7) What Does Effective Case Management Really Mean? (Shinn/Zapata‐Alma) (SAMHSA, 2017)


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8) Building Partnerships Between Housing Providers and Behavioral Health Practitioners (Shinn/Brose) (SAMHSA, 2017)

9) Housing Development: Two Successful Examples (Shinn/Cipriano) (SAMHSA, 2017) 10) EBP Spotlight: Permanent Supportive Housing (Shinn/Minervino) (SAMHSA, 2016) 11) Ending Homelessness through Housing First – Implications for Community Investment and Economic Impacts

(Shinn/Major) (2016, 2017) 12) You Say You Want A Revolution? Systems Change and Paradigm Shift in the Arts and 13) In the Social Sciences (Shinn/Tsemberis/Olivet/Kaufman) (2016) 14) Housing First, Community Planning and Health Outcomes (2015, 2016, 2017) 15) Strategies for Eviction Prevention: How Instilling Hope through Housing First Options Can Empower Tenants

Toward Success in Housing (Shinn/ Brose) (2014) 16) Tulsa’s Plan to End Chronic Homelessness: Getting to Zero by 2015 (2012, 2013) 17) Housing First: Determinants of Program Fidelity (Shinn/Tsemberis) (2012) 18) Permanent Supportive Housing: Fidelity to the Model ‐ Access, Integration and Flexible Supports and Services

(Shinn/ Denton/ Gross) (SAMHSA, 2011) 19) Development of Affordable Housing: Strategies for Ending and Preventing Homelessness in Your Community

(Shinn/Packard) (2012) 20) Creating Sustainable Housing – The Debt Free Model (2012) 21) Developing Affordable Housing – The Housing Trust Fund Model (2009) 22) A Way Home for Tulsa – Strategic Planning for Service Integration (2009, 2010) 23) Affordable Housing for the Homeless – An Economic Development Plan for Your Community (2008, 2009, 2010) 24) Creating Sustainable Housing – Using the Mixed Income Model (2008, 2010, 2011) 25) Advocacy and Community Planning ‐ A Systems Perspective (2008, 2009, 2010) 26) Housing Trust Funds (2007) 27) Partnering to Create a Continuum of Care (2006)

ADDITIONAL PROFESSIONAL CONSULTING IN COMMUNITY PLANNING & DEVELOPMENT

San Bernardino County, CA. (2018 – 2020) Broward County, FL. (2019) Orlando, FL, (2018, 2021) Seminole County, FL. (2016) Sarasota, FL (2015) North Carolina (2013) Central Florida (2013, 2014) Fort Worth, TX (2013) Wichita, KS (2013) Philadelphia, PA (2013) Kansas City, KS (2012) Providence, RI (2012) Mental Health America and NASMHPD (2011) Fannie Mae (2011) Billings, MT (2011) State of Texas (2011) Houston, TX, (2010) Ardmore, OK (2008/09) Burlington, VA (2006) Abilene, TX (2006) Oklahoma City, OK (2006) Norman, OK (2006) Lincoln, NE (2004)

AFFIL IATIONS

Member, Board of Directors, Oklahoma Coalition for Affordable Housing

Chair, Oklahoma Governor's Interagency Council on Homelessness Member, Leadership Council, Center for Housing Solutions, Tulsa, OK Member, Mayor's Task Force on Homelessness, Oklahoma City, OK


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Mark A. Brewer [email protected]

918-852-8270 SUMMARY A skilled project construction manager, financial analyst, and real estate broker with over ten years professional experience. Providing leadership for construction team management, financial acquisition, and overseeing multimillion dollar capital budgets for the benefit of a large multi-family real estate portfolio. PROFESSIONAL EXPERIENCE

Director Housing Development

Mental Health Association Oklahoma 2014-Present ❖ Provide leadership to Project Management Team (PMT) oversight of $54 million multi-family real estate portfolio ❖ Implemented contractual risk management policy’s for all construction projects and activities ❖ Interfaced with contractors, architects, engineers for best construction practices ❖ Oversight construction project managers and respective projects providing due diligence and direction ❖ Responsible for all procurement activities using governmental funds and contracts ❖ Developed $6.0 million new construction for corporate headquarters while managing multiple construction projects ❖ Provided feasibility analysis associated with HOME Funding & LIHTC projects ❖ Continued professional relationships with key City of Tulsa individuals, community leaders, and philanthropic stakeholders

Development Analyst/ Construction Coordinator 2006-2014 Housing Authority of the City of Tulsa

❖ Responsible for project & construction coordination, cost estimates, procurements, negotiation and contract execution ❖ Comprehensive knowledge of appraisals, abstracts and title searches, identification of legal descriptions ❖ Considerable knowledge and understanding of real estate contracts, negotiations and practices ❖ Understanding and knowledge of local property values and ability to research detailed valuations ❖ Responsible for $6 million purchase of housing development, contract, financing and board approval ❖ Developed new construction on $10 million YMCA replacement housing; concept to construction ❖ Provided feasibility analysis and presentation for over $20 million in multifamily real estate developments ❖ Interfaced with city officials, INCOG staff, community leaders and philanthropic community

Real Estate Manager 2004-2006 First Preston Management, Tulsa, OK

❖ Oversight of 20 professional real estate staff, appraisers, title and abstract personnel, closing agents, and contract agents ❖ Accountable for analysis and implementation of procedures according to HUD government contracts ❖ Monitored and addressed compliance issues according to federal government contracts and guidelines ❖ Responsible for marketing and closing of HUD-REO properties Kansas, Missouri, Oklahoma ❖ Managed $88 million real estate portfolio with over 300 listings & closings monthly ❖ Comprehensive review of all contracts before signatory approvals

Real Estate Agent 2002-2004 Coldwell Banker, Tulsa, OK

❖ Planned marketing for new construction, commercial, multifamily, and existing residential real estate ❖ Responsible for negotiating writing effective purchase agreement contracts for targeted real estate ❖ Sales production exceeding $4 million in sales and listing transactions annually ❖ Implemented and organized successful marketing campaigns with new technologies ❖ Prospected and strategically planned sales and marketing efforts to satisfy customer objective ❖ Planned financial strategies with finance professionals including both mortgage brokers and bankers

Executive Vice President -Principal 1999-2001 Mercury Media, Inc.

❖ Principal investor securing over $2 million equity investment and creative financing for company ❖ Developed $7 million in leasing contracts with major convenience stores and oil companies ❖ Produced over $10 million advertising revenue streams with technology rich media company ❖ Oversight and developed specific strategic support functions for 15 employees ❖ Negotiated multimillion dollar contracts with high level management CEO’s and CFO’s ❖ Responsible for daily operations requiring interface with employees, shareholders, and institutions

EDUCATIONAL BACKGROUND University of Tulsa – BSBA - Finance / Business Administration Oklahoma Real Estate Commission (OREC) Oklahoma License Real Estate Broker


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mailto:[email protected]

Resumes - PIVOT


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3 2 0 9 E A G L E P A S S L A N E • E D M O N D , O K L A H O M A • 7 3 0 1 3 P H O N E C E L L 4 0 5 - 4 1 4 - 4 2 5 6 H O M E 4 0 5 - 4 7 8 - 3 9 4 0 •

J G O O D R I C H 3 6 0 @ G M A I L . C O M

Jennifer L. Goodrich, LPC, LADC PROFESSIONAL EXPERIENCE

PIVOT, INC. A TURNING POINT FOR YOUTH, Oklahoma City, OK (FORMERLY KNOWN AS YOUTH SERVICES FOR OKLAHOMA COUNTY) President and CEO 12/18 - Present

· Responsible for the overall functioning of the organization, including financial, outreach, strategic vision, team management, program development and implementation.

· Communicates on behalf of the organization, leads in the development of short and long term goals and strategy, evaluates the work of the organization, creates awareness in the community, key builder of relationships. Assesses risks and responds accordingly.

· Ensures trauma focused and responsive services are provided with high fidelity. PIVOT, INC. A TURNING POINT FOR YOUTH, Oklahoma City, OK (FORMERLY KNOWN AS YOUTH SERVICES FOR OKLAHOMA COUNTY) Vice President of Programs 2/18 – 12/18

· Responsible for oversight of the five key programs of Pivot. · Oversaw implementation of client services, client satisfaction, program development and

execution, evaluation, and quality assurance. · Oversight of employee relations and supervision of program leads.

YOUTH SERVICES FOR OKLAHOMA COUNTY, INC., Oklahoma City, OK Clinical Director 7/16 – 2/18 · Responsible for managing the day-to-day operation of all out-patient behavioral health

(OPBH). · Encourage and practice the following critical competencies: organization and priority

setting, flexibility, two-way communication, teamwork, relationship building, valuing diversity, developing self and others, critical thinking and judgment, and technical expertise.

· Plan, implement, monitor, and evaluate annual program goals and outcomes. · Confers with administrative personnel and reviews activity and operations to determine

changes in program or operations required to maximize results.

YOUTH SERVICES FOR OKLAHOMA COUNTY, INC., Oklahoma City, OK Assessment Therapist/LPC Supervisor 10/06 – 7/16 · Provide clinical assessment of individual and family, including bio-psychosocial, substance

abuse, independent living, depression, anxiety, anger, and problem behavior assessments. Assignment of appropriate DSM-IV TR diagnosis and review of informed consent issues including confidentiality, rights, ethics and HIPAA, development and implementation of treatment plans and numerous agency requirements.

· Provide one-on-one supervision to Licensed Professional Counselor candidates, addressing clinical, ethical, and administrative concerns.

YOUTH SERVICES FOR OKLAHOMA COUNTY, INC., Oklahoma City, OK Clinical Director 11/99 – 10/06 · Responsible for managing the day-to-day operation of all out-patient behavioral health

(OPBH). · Encourage and practice the following critical competencies: organization and priority

setting, flexibility, two-way communication, teamwork, relationship building, valuing diversity, developing self and others, critical thinking and judgment, and technical expertise.

· Plan, implement, monitor, and evaluate annual program goals and outcomes. · Confers with administrative personnel and reviews activity and operations to determine

changes in program or operations required to maximize results.


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UNIVERSITY OF PHOENIX, OKLAHOMA CITY CAMPUS, Oklahoma City, OK

8/09 – 8/17 Area Chair for Human Services Fulfill lead faculty requirements including mentoring new faculty, providing trainings to the community and UPX staff, faculty assessments, AQAV's, attend CAM’s, general faculty and other related meetings.

· IRN: 9022106838 UNIVERSITY OF PHOENIX, OKLAHOMA CITY CAMPUS, Oklahoma City, OK Faculty 6/08 – 8/17

· Provide instruction to students in the approved areas of behavioral health, health services, criminal justice and psychology. Instruct both in the traditional classroom and directed studies on-line.

DEACONESS PREGNANCY AND ADOPTION SERVICES, Oklahoma City, OK Home Study Provider Contract 4/09 – 8/2011

· Provide home study services to prospective adoptive parents. Interviewing the husband and wife separately and then jointly. Completing required court report and safety checklist for the home

· Provide post-placement visit services, which include three separate interviews to monitor development of child, attachment between parents and other family members with child and adjustment within the family.

APS HEALTHCARE, Oklahoma City, OK Outpatient Reviewer 10/08 – 10/2011 Contract ended

· Provide medical necessity review of outpatient behavioral health preauthorization requests.

COMMUNITY COUNSELING CENTER, Oklahoma City, OK

6/93 – 11/99 Director of School Based Services (2/98 – 11/99) · Responsibilities included the development and implementation of outpatient services

within five school districts. · Directed summer program for youth with severe and special behavioral health needs. · Clinical and administrative director for 8-10 therapists.

Home and Community Based Services, Supervisor (11/94 – 2/98) · Responsibilities included those of a Family Support Specialist, along with the clinical and

administrative supervision of 4-6 therapists.

Family Support Specialist (6/93 – 11/94) · Provided individual, family and group therapy in the home and community settings. · Completed intakes, assessments, diagnosis and treatment planning. · Experienced with a wide variety of clinical issues and a diverse population.


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EDUCATION

UNIVERSITY OF CENTRAL OKLAHOMA Master of Education, Community Counseling May 1993

CENTRAL STATE UNIVERSITY Bachelor of Arts in Psychology May 1991

LICENSURES & CERTIFICATIONS

· Licensed Professional Counselor, State of Oklahoma, #1685, since 1997 · Approved LPC Supervisor · Licensed Alcohol and Drug Counselor, # 732, since 7/2009 · Certified Case Manager · TF-CBT Certified (Trauma Focused – Cognitive Behavioral Therapy), since 2014 · EMDR trained

REFERENCES Excellent references available upon request


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Gregory Shannon 10209 Cardiff Circle | Yukon, OK 73099 | (580) 595-0966 | [email protected]

Chief Executive Officer/Project Manager/Social Services Over 25 years of experience in management and supervision. Highly effective in promoting a positive, productive environment with a reputation for excellence and high-quality service to clients. A good eye for detail; well organized and skilled at setting priorities. Resourceful and self-confident; can get the job done and do it well. Highly motivated to achieve set goals. Effective and persuasive with all segments of the community. Has strong interpersonal and communication skills and will remain calm and work well under demanding conditions. Equally effective working independently and in cooperation with others. A proven record of innovative and effective staff development with a strong commitment to vision and leadership.

Skills Summary Project Management Media Projects Human Resources Public Speaking

Computer Astute Reports/Statistics Professional Presentations Fundraising

Customer Service Budgeting Grant Preparation Development Resources

Professional Experience PIVOT, INC. – Oklahoma City, OK Sr. Director of Development, November 2021 to Current Areas of Achievement

• Increased grant awards by over 40% in the first year, overall giving by 60%. • Prepared a Development Strategic Plan structure to monitor progress of the department. • Developed and produced the Annual Report to distribute to donors, foundations and public.

COMANCHE COUNTY MEMORIAL HOSPITAL FOUNDATION – Lawton, OK Development Associate, April 2019 to November 2021 Areas of Achievement

• Initiated and implemented the first Yellow Dot program for Oklahoma in Comanche county. • Applied to over 20 grants in the first two months. • Developed a Grant Interest form for departments needing funds.

STATE OF TEXAS HEALTH AND HUMAN SERVICES COMMISSION – Wichita Falls, TX Texas Works Advisor I, II, III – Social Worker, November 2016 to April 2019 Areas of Achievement

• Selected by the Program Manager to serve on the Regional Quality Workgroup Committee, and four months later was chosen by the Regional Director to be the Lead.

• Was selected out of over 600 candidates for the QUEST Leadership Academy that met one week a month in a different Texas city for leadership development over a span of nine months.

THINK OF IT – Wichita Falls, TX Project Manager/Sales, January 2016 to March 2018 Areas of Achievement

• Secured the 2nd largest account as the technology specialist at the Lawton Chamber of Commerce. • Developed first balanced budget in the company and completed the first fiscal year with a profit.


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Gregory Shannon

10209 Cardiff Circle | Yukon, OK 73099 | (580) 595-0966 | [email protected]

Professional Experience Continued NORTH TEXAS AREA UNITED WAY – Wichita Falls, TX CEO/President, July 2013 to November 2015 Areas of Achievement

• Identified and successfully applied for grants from local foundations and state government to develop and operate new education programs in the county in excess of $2.4 million a year.

• Increased campaign revenue from $500,000 to $1 million in less than two years by re-branding the promise of the organization for community impact.

• Became the first in the country to conduct a county-wide survey of emotional intelligence of early childhood education to identify neighborhoods with greatest vulnerabilities for educational success.

THE SALVATION ARMY – Wichita, KS; St. Louis, MO; Williamsburg, VA; Harrisonburg, VA; Atlanta, GA; Houston, TX; Dallas, TX; Wichita Falls, TX CEO/Senior Pastor/Administrator/Corps Officer, July 1995 to July 2013 Areas of Achievement

• Increased program participation within the community by over 70% in two years time in Houston Tx, and over 75% in three years in Dallas, TX

• Conducted a Capital Campaign and raised over $1 million to purchase property and develop plans for the first local Salvation Army in Williamsburg, VA

• Secured government funding to renovate and operate a 112 bed homeless shelter and expand to three thrift stores to financially support a work program for the homeless in Harrisonburg, VA

Education FRIENDS UNIVERSITY – Wichita, KS BA Degree in Church Music, 1993

FRIENDS UNIVERSITY – Wichita, KS MA Degree in Christian Ministry, 1995

TREVECCA NAZARENE UNIVERISITY – Nashville, TN Continuing Education Classes in Business and Counseling, 2003-2008

HARVARD BUSINESS SCHOOL FOR EXECUTIVES – Boston, MA Certificate in Strategic Perspectives in Nonprofit Management, 2015

Interests and Hobbies The Salvation Army Advisory Board Member – Lawton, OK State of Texas Leadership Academy – Austin, TX Community Health Coalition Member – Wichita Falls, TX Volunteer Organizations Active in Disasters Chair – Wichita Falls, TX and 11 Surrounding Counties Communications (Direct Mail) Steering Committee Member– State of Virginia Leadership Historical Triangle – Williamsburg, VA Singing Quakers 1988-95 – toured Europe, National Cathedral in Washington DC and area, Crystal

Cathedral in California and area, Carnegie Hall in New York and area, Florida, Texas, and Colorado Avid traveler – Israel, Sweden, Norway, 5 European Countries, Mexico, Canada, and 29 United States Foster Parent and Licensed Care – State of Virginia


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Financial CapacityIncluded: 2018 & 2019 Audits for OCHA 2020 unaudited financials for OCHA


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Financial Statements December 31, 2018 and 2017

Oklahoma City Housing Authority

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Oklahoma City Housing Authority Table of Contents

December 31, 2018 and 2017

Independent Auditor’s Report ................................................................................................................................... 1

Management’s Discussion and Analysis .................................................................................................................... 4

Financial Statements

Statement of Net Position ................................................................................................................................... 10 Statement of Revenues, Expenses and Changes in Net Position ......................................................................... 14 Statements of Cash Flows .................................................................................................................................... 16 Notes to Financial Statements ............................................................................................................................. 18

Supplementary Information

Schedule of Expenditures of Federal Awards ...................................................................................................... 37 Notes to Schedule of Expenditures of Federal Awards ....................................................................................... 38 Combining Statement of Net Position ................................................................................................................. 39 Combining Statement of Revenues, Expenses and Changes in Net Position ...................................................... 43

Other Information

Independent Auditor’s Report on Internal Control Over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards ................................................................................................................................................................. 45

Independent Auditor’s Report on Compliance For Each Major Federal Program; Report on Internal Control Over Compliance Required By the Uniform Guidance ..................................................................................................... 47

Schedule of Findings and Questioned Costs ............................................................................................................ 49


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1

Independent Auditor’s Report To the Board of Commissioners Oklahoma City Housing Authority Oklahoma City, Oklahoma Report on the Financial Statements We have audited the accompanying financial statements of the business‐type activities and the aggregate discretely presented component units of the Oklahoma City Housing Authority (the Authority) as of and for the years ended December 31, 2018 and 2017, which collectively comprise the Authority’s basic financial statements as listed in the table of contents. Management’s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor’s Responsibility Our responsibility is to express opinions on the financial statements based on our audits. We did not audit the financial statements of Sooner Haven, LLC, a discretely presented component unit, which represents 52% of the assets, 56% of the net position, and 100% of the revenues of the discretely presented component units. Those statements were audited by other auditors whose report has been furnished to us, and our opinion, insofar as it relates to the amounts included for Sooner Haven, LLC is based solely on the report of the other auditors. We conducted our audits in accordance with auditing standards generally accepted in the United States of America, and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risk of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Authority’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Authority’s internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

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We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions. Opinions In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the business‐type activities and the aggregate discretely presented component units of the Authority as of December 31, 2018 and 2017, and the respective changes in its financial position and, where applicable, cash flows thereof for the years then ended, in accordance with accounting principles generally accepted in the United States of America. Other Matters Required Supplementary Information Accounting principles generally accepted in the United States of America require that the management’s discussion and analysis on pages 4 through 9 be presented to supplement the basic financial statements. Such information, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board, who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. We have applied certain limited procedures to the management discussion and analysis in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance. Other Information Our audit was conducted for the purpose of forming opinions on the financial statements that collectively comprise the Oklahoma City Housing Authority’s financial statements. The accompanying supplementary schedules on pages 39 ‐ 44 are presented for purposes of additional analysis and are not a required part of the basic financial statements. The accompanying Schedule of Expenditures of Federal Awards is presented for purposes of additional analysis, as required by the Title 2 U.S. Code of Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), and is not a required part of the financial statements. The supplementary schedules on pages 39 ‐ 44 and the Schedule of Expenditures of Federal Awards are the responsibility of management and were derived from and relate directly to the underlying accounting and other records used to prepare the financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the supplementary schedules on pages 39 – 44 and the Schedule of Expenditures of Federal Awards is fairly stated, in all material respects, in relation to the financial statements as a whole.


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Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated September 19, 2019 on our consideration of the Authority’s internal control over financial reporting and our tests of its compliance with certain provisions of laws, regulations, contracts and grant agreements and other matters. The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Authority’s internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Authority’s internal control over financial reporting and compliance.

Bismarck, North Dakota September 19, 2019


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Oklahoma City Housing Authority Management’s Discussion and Analysis


The discussion and analysis of the Authority’s financial performance provides an overview of the Authority’s financial activities for the years ended December 31, 2018 and 2017. Please read it in conjunction with the Authority’s financial statements. Financial Highlights 2018

The Authority added approximately $11,566,000 in capital assets relating to land, building improvements and renovations during 2018.

The Authority’s net position increased by $5,758,988 or 8% during the year ended December 31, 2018, from $69,329,226 at December 31, 2017 to $75,088,214 at December 31, 2018.

Total operating revenues of the Authority increased by $5,539,220 or 12% for the year ended December 31, 2018, from $46,747,533 for the year ended December 31, 2017 to $52,286,753 for the year ended December 31, 2018.

Total operating expenses of the Authority increased by $632,900 or 1% for the year ended December 31, 2018, from $51,698,490 for the year ended December 31, 2017 to $52,331,390 for the year ended December 31, 2018.

Total nonoperating revenue (expense), including capital grants, increased by $3,514,750 for the year ended December 31, 2018, from $2,288,875 for the year ended December 31, 2017 to $5,803,625 for the year ended December 31, 2018.

2017


The Authority entered into an agreement for long‐term debt of $6,461,893 during 2017 for Phase II of the Energy Performance Contract.

The Authority’s net position decreased by $2,662,082 or 4% during the year ended December 31, 2017, from $71,991,308 at December 31, 2016 to $69,329,226 at December 31, 2017.

Total operating revenues of the Authority decreased by $3,976,901 or 8% for the year ended December 31, 2017, from $50,724,434 for the year ended December 31, 2016 to $46,747,533 for the year ended December 31, 2017.

Total operating expenses of the Authority decreased by $3,088,631 or 6% for the year ended December 31, 2017, from $54,787,121 for the year ended December 31, 2016to $51,698,490 for the year ended December 31, 2017.

Total nonoperating revenue (expense), including capital grants, increased by $2,209,489 for the year ended December 31, 2017, from $79,386 for the year ended December 31, 2016 to $2,288,875 for the year ended December 31, 2017.


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Overview of Financial Statements The following summarizes the content of the Authority’s financial statements, which include its blended component unit, Community Enhancement Corporation ("CEC"). Separate financial statements for CEC may be obtained at the Authority's administrative offices.

1. Management Discussion and Analysis 2. Financial Statements, including the Statements of Net Position on page ten, the Statements of

Revenues, Expenses and Changes in Net Position on page fourteen, and the Statements of Cash Flows on page sixteen.

3. Statements of Net Position which presents information on all of the Authority's assets and liabilities,

with the difference between the two reported as net position. Over time, increases or decreases in net position usually serve as a useful indicator of whether the change in the financial position of the Authority is improving or deteriorating.

4. Statements of Revenues, Expenses, and Changes in Net Position which presents information showing how the Authority's net position changed during the most recent period. This statement shows the total revenues and total expenses of the Authority and the difference between them is the Authority's net income.

5. Statements of Cash Flows which presents changes in cash and cash equivalents resulting from operations, capital and noncapital financing activities, and investing activities.

6. Notes to Financial Statements, which provide additional information essential to the understanding of the Authority's financial statements.

The primary focus of the Authority’s financial statements is on the Authority as a whole. This perspective allows the user to address relevant questions, broaden a basis for comparison and enhance the Authority’s accountability. Entity Wide Financial Statements The Authority engages in only business‐type activities. The financial statements are designed to be corporate‐like in that all business‐type activities are consolidated to a total for the entire entity. The Authority’s major business activities include the following:

Rental of real estate under a low‐rent public housing contract. Provide rental assistance and Family Self Sufficiency counseling under Section 8 voucher contracts, and also through CEC’s Section 8 housing.

Provision of tenant services funded from both low‐rent public housing contracts and grant funding.

Through CEC, the acquisition and rehabilitation of rental units to provide Section 8 housing funded by federal grant programs.


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Statements of Net Position The following table reflects the condensed Statements of Net Position compared to prior years.

2018 2017 2016

Current Assets 18,612,402$ 23,243,915$ 23,738,656$ Capital Assets 63,551,128 56,646,085 54,996,894 Other Assets 6,275,349 1,063,135 ‐

Total assets 88,438,879 80,953,135 78,735,550

Current Liabilities 4,058,553 4,653,652 5,742,629

Noncurrent Liabilities 9,292,112 6,970,257 1,001,614

Total liabilities 13,350,665 11,623,909 6,744,243

Net PositionNet investment in capital assets 54,665,714 62,281,862 54,709,726 Restricted 879,554 ‐ ‐ Unrestricted 19,542,946 7,047,364 17,281,582

Total Net Position 75,088,214$ 69,329,226$ 71,991,307$

For more detailed information, see pages 10‐13 for the Statements of Net Position. Major Factors Affecting the Statements of Net Position 2018 Current assets decreased by $4,631,513 primarily due to a decrease in cash that was used to pay for energy efficiency improvements. Other assets increased by $5,212,214 primarily due to the note receivable from Sooner Haven, LLC. Capital assets increased by $6,905,043 due to capital asset purchases offset by depreciation. Current liabilities decreased by $595,00 primarily to a decrease in accounts payable. Noncurrent liabilities increased $2,321,855 primarily due to the long‐term debt related to the acquisition and renovation of Yorktown Apartments. 2017 Other assets increased by $564,047 for costs incurred relating to investments in future developments. Capital assets increased by $1,649,190 due to capital asset purchases offset by depreciation. Current liabilities decreased by $1,048,990 primarily to a decrease in amounts due to HUD for prepayment of Section 8 voucher revenue. Noncurrent liabilities increased $5,928,656 primarily due to new energy loan obtained during the year.


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Change in Unrestricted Net Position

2018 2017

Unrestricted Net Position, Beginning of Year 7,047,364$ 17,281,582$

Change in Unrestricted Net Position 12,495,582 (10,234,218)

Unrestricted Net Position, End of Year 19,542,946$ 7,047,364$

While the results of operations are a significant measure of the Authority's activities, the analysis of the changes in unrestricted net position provides a clearer change in financial well‐being. Statements of Revenues, Expenses and Changes in Net Assets The following schedule compares the revenues and expenses for the current and previous fiscal years. As stated before, the Authority engages in only business‐type activities.

2018 2017 2016

RevenuesOperating grants and subsidies 42,703,911$ 39,049,033$ 43,233,885$ Capital grants 1,908,373 2,303,205 ‐ Tenant rental and other revenue 6,896,548 7,152,591 7,266,818 Investment income 81,028 85,863 101,385 Interest income 41,310 ‐ ‐ Other 6,685,440 568,076 223,887

Total revenues 58,316,610 49,158,768 50,825,975

ExpensesAdministrative services 6,238,920 6,381,746 5,532,652 Tenant services 2,161,857 2,181,405 2,438,556 Utilities 2,445,074 2,530,687 2,373,178 Maintenance 8,502,771 8,939,983 11,881,789 Protective services 2,091,040 2,047,699 1,934,457 Section 8 Housing assistance payments 25,557,664 24,602,198 25,419,707 Depreciation 3,822,187 3,698,378 3,666,139 Insurance 1,200,368 1,035,388 967,489 Interest 226,232 122,360 22,155 Other 311,509 281,006 573,154

Total expenses 52,557,622 51,820,850 54,809,276

Change in Net Position 5,758,988$ (2,662,082)$ (3,983,301)$


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Major Factors Affecting the Statement of Revenues, Expenses and Changes in Net Position 2018 Operating grants and subsidies, including HUD capital grants, increased by $3,260,046, due primarily to an increase in funding for the Housing Choice Voucher program of approximately $1.8 million and the Public Housing program of approximately $1.5 million. Other revenue increased by $6,117,364, primarily due to the receipt of settlement funds from a lawsuit, gain on sale of Sooner Haven Apartments to Sooner Haven, LLC, and an increase in developer fee income. Total expenses increased by $736,772 driven mainly by an increase in Housing Assistance Payments. 2017 Operating grants and subsidies, including HUD capital grants, decreased by $1,881,647, due primarily to a decrease in funding under Section 8 programs of approximately $1 million, along with a decrease of approximately $330,000 from a SAMHSA grant which expired in 2016. Other revenue increased by $350,918, primarily due to $191,000 in revenue related a future assisted living facility and increase miscellaneous income. Total expenses decreased by $2,989,876 driven mainly by a decrease in maintenance expense of $2,937,794, largely due to various repairs which took place in 2016. Capital Assets and Debt Administration

2018 2017 2016

Land 5,804,884$ 5,307,144$ 4,504,322$ Construction in progress 5,321,969 ‐ ‐ Buildings and improvements 155,349,881 150,575,127 146,284,823Furniture and equipment 5,581,438 5,671,120 5,572,787

Total cost of assets 172,058,172 161,553,391 156,361,932

Accumulated depreciation (108,507,044) (104,907,306) (101,365,037)

Net 63,551,128$ 56,646,085$ 54,996,895$


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The following summarizes the changes in capital assets:

2018 2017

Balance, beginning of year 56,646,085$ 54,996,895$

Additions 11,566,490 5,347,568

Disposals (839,260) ‐

Depreciation (3,822,187) (3,698,378)

Balance, end of year 63,551,128$ 56,646,085$

See Note 5 of the financial statements for additional information related to capital assets. Debt Outstanding During 2018, the Authority made principal payments of $695,31 and incurred additional debt of $2,490,244. The proceeds of the debt were used to finance the acquisition and renovation of Yorktown Apartments. See Note 6 of the financial statements for additional information relating to long‐term debt. Economic Factors Significant economic factors affecting the entity are as follows:

Federal funding from the Department of Housing and Urban Development (or applicable agency)

Local labor supply and demand, which can affect salary and wage rates

Local inflationary, recessionary, and employment trends, which can affect resident incomes, and therefore the amount of rental income

Inflationary pressure on utility rates, supplies, and other costs

Financial Contact The individual to be contacted regarding this report is Thomas Henderson, Chief Financial Officer of the Oklahoma City Housing Authority, at (405) 239‐7551. Specific requests may also be submitted to Thomas Henderson, at 1700 Northeast Fourth Street, Oklahoma City, Oklahoma, 73117‐3800.


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See Notes to Financial Statements 10

Oklahoma City Housing Authority Statement of Net Position

December 31, 2018

Discretely

Presented

Primary ComponentGovernment Units

Assets

Current AssetsCash and cash equivalents

Unrestricted 10,961,335$ 88,002$ Restricted ‐ tenant security deposits 516,756 ‐ Restricted ‐ other 939,334 16,904,244

Total cash and cash equivalents 12,417,425 16,992,246

Investments ‐ unrestricted 3,970,000 ‐ Accounts receivable

Tenants, net of allowance for doubtful accounts of $39,609 47,203 65,239

Intergovernmental 170,253 ‐ Interest 42,650 43,640 Developer fees 500,000 ‐ Other 158,834 ‐

Prepaid expenses and other assets 1,062,376 ‐ Prepaid land lease, current portion ‐ 14,597 Inventory 243,661 ‐

Total current assets 18,612,402 17,115,722

Capital AssetsNon‐depreciable 11,126,853 16,575,462 Depreciable, net 52,424,275 4,904,782

Total capital assets 63,551,128 21,480,244

Other AssetsPrepaid land lease, noncurrent portion ‐ 773,628 Other assets ‐ 183,161 Notes receivable 5,400,000 ‐ Investment in future developments 875,349 ‐

Total other assets 6,275,349 956,789

88,438,879$ 39,552,755$


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December 31, 2018

Discretely

Presented


Liabilities and Net Position

Current LiabilitiesCurrent maturities of long‐term debt 737,665$ 25,210$ Accounts payable

Vendors and contractors 652,308 120,183 Intergovernmental 118,418 ‐ Construction 521,054 1,558,886 Developer fee payable ‐ 500,000 Due to primary government ‐ 27,003

Accrued liabilitiesSalaries, wages, and payroll taxes 693,716 ‐ Compensated absences, current portion 112,719 ‐ Accrued interest 59,647 96,562 Other 535,788 ‐

Tenant security deposits payable 516,756 26,175 Unearned land lease revenue, current portion 14,597 ‐ Unearned revenue 95,885 ‐

Total current liabilities 4,058,553 2,354,019

Long‐Term DebtMortgage notes payable 6,876,695 5,978,068 Bonds payable ‐ 28,124,329

Total long‐term debt 6,876,695 34,102,397

Compensated Absences, Non‐Current 982,009 ‐

Unearned Land Lease, Non‐Current 1,373,628 ‐

Other Non‐Current Liabilities 59,780 ‐

Total liabilities 13,350,665 36,456,416

Net PositionUnrestricted 19,542,946 1,389,089 Restricted 879,554 ‐ Net investment in capital assets 54,665,714 1,707,250

Total net position 75,088,214 3,096,339

88,438,879$ 39,552,755$


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December 31, 2017

Discretely

Presented


Assets


Unrestricted 14,156,416$ ‐$ Restricted ‐ tenant security deposits 507,860 ‐ Restricted ‐ other 41,424 13,665,856



Intergovernmental 675,383 ‐ Tenants, net of allowance for doubtful accounts

of $‐0‐ 36,701 ‐ Interest ‐ ‐ Other 143,719 ‐

Prepaid expenses and other assets 569,157 ‐ Prepaid land lease, current portion ‐ 14,597 Inventory 203,255 ‐


Capital AssetsNon‐depreciable 5,307,144 4,128,720 Depreciable, net 51,338,941 ‐


Other AssetsPrepaid land lease, noncurrent portion ‐ 788,225 Investment in future developments 1,063,135 ‐


80,953,135$ 18,597,398$


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December 31, 2017

Discretely

Presented



Current LiabilitiesCurrent maturities of long‐term debt 695,310$ ‐$ Accounts payable

Vendors and contractors 1,819,267 ‐ Intergovernmental 20,106 ‐ Construction ‐ 1,214,370

Accrued liabilitiesSalaries, wages, and payroll taxes 739,025 ‐ Compensated absences, current portion 110,541 ‐ Accrued interest 28,224 ‐ Other 718,722 ‐

Tenant security deposits payable 507,860 ‐ Unearned land lease revenue, current portion 14,597 ‐


Long‐Term DebtMortgage notes payable 5,124,119 ‐ Bonds payable ‐ 16,000,000



Unearned Land Lease, Non‐Current 788,225 ‐



Net PositionUnrestricted 7,047,364 ‐ Net investment in capital assets 62,281,862 1,383,028


80,953,135$ 18,597,398$


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Oklahoma City Housing Authority Statement of Revenues, Expenses and Changes in Net Position

Year Ended December 31, 2018

Discretely

Presented


Operating RevenuesDirect HUD contributions and grants Public housing operating subsidies 11,391,281$ ‐$ Public housing modernization 1,792,681 ‐ Section 8 grants and subsidies

Vouchers 28,498,386 ‐ Family Self Sufficiency 38,243 ‐ Section 8 ‐ Other 802,154 ‐ Other 131,166 ‐

Other governmental grants 50,000 ‐ Tenant rental revenue 6,510,403 163,070 Other tenant revenue 386,145 ‐ Developer fees 625,000 ‐ Other operating revenue 2,061,294 ‐

Total operating revenues 52,286,753 163,070

Operating ExpensesHousing assistance payments 25,557,664 ‐ Administrative services 5,778,768 11,595 Tenant services 2,161,857 ‐ Utilities 2,445,074 10,083 Ordinary maintenance and operations 8,502,771 22,456 Protective services 2,091,040 ‐ Insurance 1,200,368 ‐ Bad debts 352,322 ‐ Payment in lieu of taxes 209,494 ‐ Other general 102,015 581 Management fees 107,830 428 Depreciation 3,822,187 25,229

Total operating expenses 52,331,390 70,372

Operating Income (Loss) (44,637) 92,698

Nonoperating Revenue (Expense)Investment income 81,028 ‐ Interest income 41,310 ‐ Interest expense (226,232) (8,502) Gain on sale of capital assets 3,999,146 ‐

Total nonoperating revenue (expense) 3,895,252 (8,502)

Change in Net Position Before Capital Grants and Equity Contributions 3,850,615 84,196

HUD capital grants 1,908,373 ‐ Equity contributions ‐ 1,629,115

Change in Net Position 5,758,988 1,713,311

Net Position, Beginning of Year 69,329,226 1,383,028

Net Position, End of Year 75,088,214$ 3,096,339$


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Discretely

Presented



Vouchers 26,600,445 ‐ Family Self Sufficiency 35,358 ‐ Section 8 ‐ Other 22,777 ‐ Other 1,114,290 ‐

Other governmental grants 62,401 ‐ Tenant rental revenue 6,611,765 ‐ Other tenant revenue 508,308 ‐ Other operating revenue 578,427 ‐

Total operating revenues 46,747,533 ‐

Operating ExpensesHousing assistance payments 24,602,198 ‐ Administrative services 6,008,038 ‐ Tenant services 2,181,405 ‐ Utilities 2,530,687 ‐ Ordinary maintenance and operations 8,939,983 ‐ Protective services 2,047,699 ‐ Insurance 1,035,388 ‐ Bad debts 373,708 ‐ Payment in lieu of taxes 209,767 ‐ Other general 71,239 ‐ Depreciation 3,698,378 ‐

Total operating expenses 51,698,490 ‐

Operating Loss (4,950,957) ‐

Nonoperating Revenue (Expense)Investment income 85,863 ‐ Interest expense (122,360) ‐ Gain on sale of capital assets 22,167 ‐

Total nonoperating revenue (expense) (14,330) ‐

Change in Net Position Before Capital Grants and Equity Contributions (4,965,287) ‐

HUD capital grants 2,303,205 ‐ Equity contributions ‐ 1,383,028

Change in Net Position (2,662,082) 1,383,028

Net Position, Beginning of Year 71,991,308 ‐



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Oklahoma City Housing Authority Statements of Cash Flows

Years Ended December 31, 2018 and 2017

2018 2017

Operating ActivitiesCash received from operating grants and subsidies 43,163,574$ 36,408,731$ Cash received from tenants 6,886,046 7,146,021 Cash received from other sources 2,404,734 1,240,097 Cash payments to housing assistance payments (25,557,664) (24,602,198) Cash payments to employees for services (10,428,412) (10,264,792) Cash payments for goods or services (14,466,942) (12,364,414)

Net Cash from (used for) Operating Activities 2,001,336 (2,436,555)

Capital and Related Financing ActivitiesHUD capital grants 1,908,373 2,303,205 Principal payments on long‐term debt (695,313) (929,633) Proceeds from issuance of long‐term debt 2,490,244 6,461,893 Purchases of capital assets (11,045,436) (5,349,018) Proceeds from the sale of capital assets 39,856 22,167 Interest payments on mortgage notes and bonds payable (194,809) (96,084)

Net Cash (used for) from Capital and Related Financing Activities (7,497,085) 2,412,530

Investing ActivitiesInvestments in future developments (601,027) (564,047) Payments received on investments in future developments 788,813 ‐ Purchase of investments (1,470,000) (2,205,000) Sales and maturities of investments 4,410,000 4,410,000 Investment income 79,688 105,998

Net Cash from Investing Activities 3,207,474 1,746,951

Net Change in Cash and Cash Equivalents (2,288,275) 1,722,926

Cash and Cash Equivalents, Beginning of Year 14,705,700 12,982,774

Cash and Cash Equivalents, End of Year 12,417,425$ 14,705,700$

Primary Government


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2018 2017

Reconciliation of Operating Loss to Net Cash From (Used For) Operating Activities

Operating loss (44,637)$ (4,950,957)$ Adjustments to reconcile operating loss to

net cash from (used for) operating activities Depreciation 3,822,187 3,698,378 Changes in assets and liabilities

Accounts receivable (163,858) (273,193) Inventory (40,406) 27,349 Prepaid expenses and other assets (493,219) (260,712) Accounts payable ‐ Intergovernmental grants 98,312 (2,459,211) Accounts payable (2,331,168) 801,722 Accrued liabilities 929,466 177,247 Unearned revenue 224,659 802,822

Net Cash from (used for) Operating Activities 2,001,336$ (2,436,555)$

Supplemental Schedule of Noncash Capital and Related Financing ActivitiesIncrease in capital assets from accounts payable ‐ construction 521,054$ ‐$

Increase in notes receivable from the sale of capital assetsIncrease in notes receivable 5,400,000$ ‐$ Gain on sale of capital assets 4,378,703 ‐

Decrease in capital assets 1,021,297$ ‐$

Primary Government


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Oklahoma City Housing Authority Notes to Financial Statements December 31, 2018 and 2017

Note 1 ‐ Summary of Significant Accounting Policies Nature of the Organization The Oklahoma City Housing Authority (the “Authority”) is a municipal entity organized in 1965 for the development, operation and administration of low‐rent housing programs. The programs are administered through the U.S. Department of Housing and Urban Development (“HUD”) under the U.S. Housing Act of 1937, as amended. The primary purpose of the programs is to provide safe, decent and sanitary housing for low‐income families in Oklahoma City, Oklahoma. The Authority operates its programs primarily with grants and subsidies received from HUD under contractual agreements and with rental proceeds received from tenants. Funds for the acquisition, development or modernization of dwelling units have generally been derived from HUD through the sale of notes and bonds and from HUD grants. Reporting Entity The Authority’s financial statements include the accounts of all Authority operations. The criteria for including organizations as component units within the Authority reporting entity, as set forth in Section 2100 of the Governmental Accounting Standards Board’s (GASB) Codification of Government Accounting and Financial Reporting Standards, include whether:

The organization is legally separated (can sue and be sued in their own name).

The Authority holds the corporate powers of the organization. The Authority appoints a voting majority of the organization’s board.

The Authority is able to impose its will on the organization.

The organization has the potential to impose a financial benefit/burden on the Authority.

There is fiscal dependency by the organization on the Authority. Based on the aforementioned criteria, the Authority is not a component unit within another reporting entity. Blended Component Units Included within the reporting entity is the Community Enhancement Corporation (“CEC”), which is an Oklahoma not‐for‐profit corporation formed June 15, 1984, in an effort to expand into charitable housing programs offered to lower‐income citizens of Oklahoma City. In 1994, CEC acquired from HUD, at a nominal price, several single‐family homes and a multi‐family apartment complex. CEC receives housing assistance payments for these projects pursuant to Section 8 of the U.S. Housing Act of 1937. In addition, CEC receives Federal funds used for the purchase and rehabilitation of Section 8 rental units. There are separate financial statements for CEC, which may be obtained at the Authority’s administrative offices. Included within the reporting entity of the Authority, through CEC, as blended component units are JHJ GP, LLC and Sooner Haven MM, LLC. JHJ GP, LLC and Sooner Haven MM, LLC are wholly owned by CEC. JHJ GP, LLC is the managing general partner of John H Johnson ALF, LP, a discretely presented component unit. Sooner Haven MM, LLC is the managing member of Sooner Haven, LLC, a discretely presented component unit. Separate set of financial statements for JHJ GP, LLC and Sooner Haven MM, LLC are not issued.


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Discretely Presented Component Units The component unit column in the financial statements include the financial data of the Authority’s discretely presented component units as of December 31, 2018 and 2017. The component units are reported in a separate column to emphasize that they are legally separate from the Authority. John H. Johnson ALF, LP (the Partnership or JHJ, LP) was formed for the purpose of owning and operating a 130‐unit low‐income housing project in Oklahoma City, Oklahoma. As previously mentioned, JHJ GP, LLC is the managing general partner of the Partnership, and has on ownership percentage of 0.01% in the Partnership. Sooner Haven, LLC was formed for the purpose of owning and operating an existing 150‐unit low‐income Rental Assistance Demonstration (RAD) project in Oklahoma City, Oklahoma. As mentioned above, Sooner Haven MM, LLC is the managing general partner of Sooner Haven, LLC and has an ownership percentage of 0.01% in Sooner Haven, LLC. The financial statements of the discretely presented component units are presented in CEC’s basic financial statements. Separate financial statements for the Partnership are not issued. Complete financial statements for Sooner Haven, LLC can be obtained from CEC’s administrative offices at 1700 N E 4 St., Oklahoma City, Oklahoma, 73117‐3800. Program Accounting The accounts of the Authority are organized on the basis of programs, each of which is considered a separate accounting entity. The operations of each program are accounted for with a separate set of self‐balancing accounts that comprise its assets, liabilities, net position, revenues, and expenses. The Authority classifies its programs as proprietary. Basis of Accounting and Measurement Focus The Department of Housing and Urban Development Real Estate Assessment Center (REAC) assesses the financial condition of Public Housing Authorities (PHA’s). To uniformly and consistently assess the PHA’s, REAC requires that PHA’s financial statements conform to Generally Accepted Accounting Principles (GAAP). The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All proprietary funds are accounted for using the economic resources measurement focus. With this measurement focus, all assets and liabilities associated with the operation of these funds are included on the statement of net position. Net position is segregated into invested in capital assets, restricted and unrestricted components. The statement of revenues, expenses and changes in net position presents increases (e.g., revenues) and decreases (e.g., expenses) in total net position. When both restricted and unrestricted net position is available for use, generally it is the Authority’s policy to use restricted net position first, and then unrestricted net position as it is needed. The statement of cash flow presents the cash flows for operating activities, investing activities, capital and related financing activities and non‐capital financing activities.


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Use of Estimates The preparation of financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the financial statements and reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. Cash and Cash Equivalents The Authority's cash deposits can only be invested in HUD approved investments: direct obligations of the Federal Government backed by the full faith and credit of the United States, obligations of government agencies, securities of government sponsored agencies, demand and savings deposits, time deposits, repurchase agreements, and other securities approved by HUD. For the purpose of the statement of cash flows, the Authority considers cash deposits and highly liquid investments with a maturity of three months or less when purchased to be cash equivalents. Accounts Receivable Revenues are recorded when earned and are reported as accounts receivable until collected. Accounts receivable are expensed as bad debts at the time they are determined to be uncollectible. Management has established an allowance for doubtful accounts for amounts that may not be collectible in the future. Receivables are reported net of the related allowance. Investments Investments, including restricted investments, if any, consist of certificates of deposit as of December 31, 2018 and 2017. The investments are recorded at cost, which approximates market. Restricted investments, if any, generally include amounts restricted for Section 8 Housing Assistance payments and Section 8 Family Self Sufficiency (“FSS”) funds. Section 8 FSS funds are offset by FSS liabilities. Inventory Inventory consists of expendable materials and supplies and is stated at weighted‐average cost. Capital Assets Capital assets are recorded at cost, which is comprised of development and modernization costs funded by capital grants, the fair value of donated assets, and property additions from operations. The Authority uses a capitalization threshold of $5,000 or more and useful life of more than one year. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend lives are not expensed as incurred. Upon sale or retirement, the costs are removed from the accounts, and the resulting gain or loss is included in revenue or expense.


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Depreciation of capital assets is provided using the straight‐line method over the estimated lives of the respective assets as follows: Buildings and improvements 20 ‐ 40 years Furniture and equipment 5 ‐ 10 years Long‐lived assets held and used by an entity are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable. No impairment loss has been recognized for the years ended December 31, 2018 and 2017. Notes and Interest Receivable Notes and interest receivable are carried at amounts advanced, net of reserve for uncollectible accounts, if any. As of December 31, 2018 and 2017, the Authority considered all notes and interest receivables to be fully collectable. Investment in Future Developments Investments in future developments represents costs incurred by the Authority for future developments and are recorded at cost until a project is established. If a potential project is no longer deemed to be feasible, the costs are charged to expense in the year the project is abandoned. Compensated Absences Vested personal leave is recorded as an expense as the benefits accrue to employees. Unearned Revenue Unearned revenue consists primarily of advance rental payments received from tenants. Unearned Land Leases Unearned land lease revenue for the Authority is being amortized over the terms of the leases using the straight‐line method of amortization (Note 8). Income Taxes The Authority, as a governmental entity, is not liable for federal and state income taxes. However, the Authority does make annual payments in lieu of taxes (“PILOT”) to local school districts. CEC is an organization exempt from federal income taxes under Internal Revenue Code Section 501(c)(3).


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Components of Net Position Components of net position include the following:

Net Investment in Capital Assets – Consists of capital assets, net of accumulated depreciation and reduced by outstanding balances of debt issued to finance the acquisition, improvement, or construction of those assets.

Restricted Net Position – Consists of assets and deferred outflows less related liabilities and deferred inflows reported in the basic statement of net position that are subject to restraints on their use by HUD. As of December 31, 2018 and 2017, restricted net position totaled $879,554 and $0, respectively. Restricted net position consists of Section 8 Choice Voucher payments received from HUD but not yet paid to eligible individuals.

Unrestricted Net Position – Consists of assets and deferred outflows less related liabilities and deferred inflows reported in the basic statement of net position that are not subject to restraints on their use.

Donated Services The Authority has agreements with certain nonprofit organizations to provide services to the residents of its projects. The Authority provides space at the projects for use by these organizations at no charge. Operating Revenues and Expenses The Authority considers all revenues and expenses (including HUD intergovernmental revenues and expenses) as operating items with the exception of interest expense, interest revenue, and gain/loss on disposal of capital assets which are considered non‐operating for financial reporting purposes. Restricted and Unrestricted Resources The Authority applies restricted resources first when an expense is incurred for purposes for which both restricted and unrestricted resources are available. Fraud Recovery HUD requires the Authority to account for monies recovered from tenants who committed fraud or misrepresentation in the application process for rent calculations and now owe additional rent for prior periods or retroactive rent as fraud recovery. The monies recovered are shared by HUD and the local authority.


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Note 2 ‐ Cash and Cash Equivalents Primary Government Deposits It is the Authority’s policy to invest in those securities which are authorized by HUD. Such investments generally consist of obligations of the U.S. government and its agencies and instrumentalities, collateralized or insured certificates of deposit or other bank deposits, and certain other commercial instruments. The primary objectives of the Authority’s investment policy are safety, liquidity, yield, and administrative costs. Custodial Credit Risk Custodial credit risk that, in the event of a bank failure, the Authority’s deposits may not be returned to it. As of December 31, 2018 and 2017, the Authority's deposits were not exposed to custodial credit risk, as all deposits were insured by the Federal Deposit Insurance Commission (FDIC) and collateralized with securities held by a pledging financial institution in accordance with PDPA. At December 31, 2018, the Authority’s carrying amount of deposits was $16,387,425, including cash and cash equivalents, and certificates of deposit, and the bank balance was $16,568,286. Of the bank balances, $4,658,896 was covered by Federal Depository Insurance. Of the remaining balances for 2018, $11,909,390 was collateralized with securities held by a pledging financial institution’s agent in the Authority’s or CEC’s name. At December 31, 2017, the Authority’s carrying amount of deposits was $21,615,700, including cash and cash equivalents, and certificates of deposit, and the bank balance was $21,737,340. Of the bank balances, $5,660,000 were covered by Federal Depository Insurance. Of the remaining balances for 2017, $16,077,340 were collateralized with securities held by a pledging financial institution’s agent in the Authority’s or CEC’s name. Included in cash and cash equivalents are replacement reserves of approximately $127,000 as of December 31, 2018 and 2017. Discretely Presented Component Units Credit Risk Custodial credit risk is the risk that, in the event of a bank failure, the Partnership’s deposits may not be returned to it. As of December 31, 2018 and 2017, the JHJ, LP had carrying amounts and bank balances in excess of the federally insured limit of $250,000. As of December 31, 2018, Sooner Haven, LLC had carrying amounts and bank balances in excess of the federally insured limit of $250,000. Management monitors the financial ratings of such financial institutions and does not believe that the deposits are exposed to a significant level of risk.


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Note 3 ‐ Restricted Cash Primary Government Restricted cash as of December 31, 2018 consists of $516,756 in tenant security deposits, $59,780 in the housing choice voucher program for FSS escrow, and $879,554 in the housing choice voucher program for unspent vouchers. Restricted cash as of December 31, 2017 consist of $507,860 in tenant security deposits and $41,424 in the housing choice voucher program for FSS escrow. Discretely Presented Component Units

Restricted cash consists of various bond trust accounts as required by the bond documents (Note 6), tenant security deposits, and various reserves and escrows required by HUD and the partnership/operating agreements. Total restricted cash as of December 31, 2018 and 2017 was $16,904,244 and $13,665,856, respectively.

Note 4 ‐ Accounts Receivable‐Intergovernmental Accounts receivable‐intergovernmental consists of the following as of December 31, 2018 and 2017:

2018 2017

HUD

Capital fund program 108,392$ 169,447$

Supportive housing program ‐ 26,765

Community Development Block Grant 35,485 60,996

Section 8 and other housing programs ‐ 418,175

Total HUD 143,877 675,383

Continuum of Care 26,376 ‐

170,253$ 675,383$


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Note 5 ‐ Capital Assets Primary Government The following is a summary of property, structures and equipment for the years ended December 31, 2018 and 2017:

January 1, December 31,2018 Increases Decreases 2018

Non‐Depreciable Capital AssetsLand 5,307,144$ 497,740$ ‐$ 5,804,884$ Construction in progress ‐ 5,321,969 ‐ 5,321,969

Total Non‐Depreciable Assets 5,307,144 5,819,709 ‐ 11,126,853

Depreciable Capital AssetsBuildings and improvements 150,575,127 5,606,764 (832,010) 155,349,881 Furniture and equipment 5,671,120 140,017 (229,699) 5,581,438

Total Depreciable Assets 156,246,247 5,746,781 (1,061,709) 160,931,319

Less Accumulated Depreciation (104,907,306) (3,822,187) 222,449 (108,507,044)

Net Depreciable Capital Assets 51,338,941 1,924,594 (839,260) 52,424,275

Net Capital Assets 56,646,085$ 7,744,303$ (839,260)$ 63,551,128$


Non‐Depreciable Capital AssetsLand 4,504,322$ 802,822$ ‐$ 5,307,144$

Total Non‐Depreciable Assets 4,504,322 802,822 ‐ 5,307,144

Depreciable Capital AssetsBuildings and improvements 146,284,824 4,290,303 ‐ 150,575,127 Furniture and equipment 5,572,786 217,590 (119,256) 5,671,120

Total Depreciable Assets 151,857,610 4,507,893 (119,256) 156,246,247


Net Depreciable Capital Assets 50,492,573 809,515 36,853 51,338,941

Net Capital Assets 54,996,895$ 1,612,337$ 36,853$ 56,646,085$


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The Authority has entered into a construction contract with Constellation New Energy, Inc. for making energy efficiency improvements in the amount of $6,461,893. As of December 31, 2018, $5,045,342 has been incurred in connection with the contract. CEC has entered into a construction contract with Red Oak Contractors, LLC for the rehabilitation of Yorktown Apartments in the amount of $1,114,329. As of December 31, 2018, $70,365 has been incurred in connection with the contract. Discretely Presented Component Units The following is a summary of property, structures and equipment for the year ended December 31, 2018:

1/1/2018 Increases Decreases 12/31/2018

Non‐Depreciable Capital Assets

Land ‐$ 615,964$ ‐$ 615,964$

Construction in progress 4,128,720 11,830,778 ‐ 15,959,498

Total nondepreciable 4,128,720 12,446,742 ‐ 16,575,462

Depreciable Capital Assets

Buildings and improvements ‐ 4,927,710 4,927,710

Total depreciable ‐ 4,927,710 ‐ 4,927,710

Less Accumulated Depreciation ‐ (22,928) ‐ (22,928)

Net Depreciable Capital Assets ‐ 4,904,782 ‐ 4,904,782

Net Capital Assets 4,128,720$ 17,351,524$ ‐$ 21,480,244$



Construction in progress ‐$ 4,128,720$ ‐$ 4,128,720$

Net Capital Assets ‐$ 4,128,720$ ‐$ 4,128,720$

JHJ, LP has entered into a construction contract with Regent Construction Group, Inc. for construction of the assisted living facility in the amount of $13,325,414. As of December 31, 2018, $9,412,078 had been incurred in connection with the contract.


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Sooner Haven, LLC has entered into a construction contract with Red Oak Contractors, LLC for the rehabilitation of a low‐income housing development in the amount of $13,984,790. As of December 31, 2018, $433,921 has been incurred in connection with the contract.

Note 6 ‐ Long‐Term Debt Primary Government The Authority has obtained financing for the purpose of modernizing its public housing dwellings with improvements that improve energy efficiency. The decrease in utility costs to the Authority is used to service the debt. During 2018, CEC financed the purchase and renovation of Yorktown Apartments. Long term debt as of December 31, 2018 and 2017 consists of:

2018 2017


2.91% note payable, due in quarterly installments of $220,000

including interest, to October 2019, increased by 2.5% each

year, with final installment due October 2024, secured by

building improvements 5,124,116$ 5,819,429$


5.0% bridge loan with Mabry Bank, unpaid principal and interest

due August 2020, secured by a mortgage and deed of trust on

Yorktown Apartments 2,490,244 ‐

7,614,360 5,819,429

Less current maturities (737,665) (695,310)

Long‐term debt, less current maturities 6,876,695$ 5,124,119$


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Activity in long‐term debt for the primary government is as follows for the years ended December 31, 2018 and 2017:

2018 2017

Balance, Beginning of Year 5,819,429$ 287,169$

Proceeds from Issuance 2,490,244 6,461,893

Principal Payments (695,313) (929,633)

Balance, End of Year 7,614,360$ 5,819,429$

A summary of payments due for the long‐term debt is as follows: Year Ended December 31, Principal Interest Total

2019 737,665$ 318,111$ 1,055,776$ 2020 3,271,994 237,166 3,509,160 2021 827,632 95,919 923,551 2022 875,368 71,318 946,686 2023 925,026 45,307 970,333 2024 ‐ 2028 976,675 17,828 994,503

7,614,360$ 785,649$ 8,400,009$

Discretely Presented Component Units Bonds Payable JHJ, LP is financing the construction of the assisted living facility in part with variable rate (6.5% at December 31, 2018) Series 2017 Multifamily Housing Revenue Bonds issued by Oklahoma Housing Finance Agency in the amount of $16,000,000. The bonds payable are secured by a deed of trust on all property and equipment. Monthly interest only payments are due through the Stabilization Date, as defined in the Bond Indenture, when the construction bonds are expected to be converted into permanent financing. The bonds have a maturity date of September 1, 2034, at which time unpaid principal and interest is due and payable. The bonds have a final maturity date of September 1, 2034. The outstanding balance of construction bonds payable was $16,000,000 at December 31, 2018 and 2017. During 2018, JHJ, LP incurred interest of $949,000 on the bonds, which has been capitalized and included in construction in progress (Note 5).


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Sooner Haven, LLC (Sooner Haven) is financing the construction and rehabilitation of the low‐income housing development renovation project in part with 2.35% Series 2018 Collateralized Revenue Bonds issued by Oklahoma Housing Finance Agency in the amount of $12,500,000. The bonds payable are secured by a deed of trust on all property and equipment. Interest only payments are due each April 1 and October 1 beginning October 1, 2018 through maturity. The bonds have an initial mandatory tender date of October 1, 2020 and a maturity date of October 1, 2021, at which time unpaid principal and interest is due and payable. The outstanding balance of construction bonds payable was $12,500,000 at December 31, 2018 (excluding unamortized debt issuance costs of $350,461). During 2018, Sooner Haven incurred interest of $55,252 on the bonds, which has been capitalized and included in construction in progress (Note 5), net of interest earned on bond proceeds held in escrow of $32,213. As of December 31, 2018, accrued interest on the bonds was $55,252. Mortgage Notes Payable Sooner Haven has entered into a loan agreement in the principal amount of $8,991,000 with Lancaster Pollard Mortgage Company, LLC that is insured by HUD under Section 221(d)(4) of the National Housing Act (HUD Loan). The HUD Loan is evidenced by a promissory note and is secured by property and equipment. The HUD Loan has a rehabilitation term of 14 months and a permanent term of 40 years. Interest accrues at 4.8% per year plus a mortgage insurance premium of 0.25%. Monthly installments of interest only are due and payable during the rehabilitation period. Beginning January 1, 2020 monthly installments of principal and interest are due and payable in an amount sufficient to fully amortize the HUD Loan over the remaining term ($42,170 pursuant to the promissory note). The HUD loan matures December 1, 2059, at which time any unpaid principal and interest is due and payable. Pursuant to the terms of the HUD Loan agreement, the principal balance may not be prepaid prior to January 1, 2020. Prepayments made after January 1, 2020 through December 1, 2030 are subject to prepayment premiums. As of December 31, 2018, outstanding principal on the HUD Loan was $899,726 (excluding unamortized debt issuance costs of $321,658). For the period October 23, 2018 to December 31, 2018, Sooner Haven incurred interest of $8,158 on the HUD Loan, which has been capitalized and included in construction in progress (Note 5). As of December 31, 2018, accrued interest on the HUD Loan was $0. On October 1, 2018, Sooner Haven entered into a loan agreement in the principal sum of $5,400,000 with CEC (the “Seller Loan”) (Note 8). The Seller Loan is evidenced by a promissory note and secured by the property and equipment. The Seller Loan accrues interest at a fixed rate of 3.06% per year, compounded annually. The Seller Loan matures December 1, 2059, at which time unpaid principal and interest is due and payable. The Seller Loan is payable from surplus cash, as defined in the operating agreement, and represents the second mortgage on the property. Sooner Haven has the option at any time to prepay all or any portion of the entire unpaid principal balance of the Seller Loan and all accrued interest at any time, without charge or penalty. As of December 31, 2018, outstanding principal on the Seller Loan was $5,400,000. During the period beginning October 23, 2018 and ending December 31, 2018, interest expense was $41,310. As of December 31, 2018, accrued interest on the Seller Loan was $41,310. In connection with the Seller Loan, CEC, as landlord, and Sooner Haven executed a ground lease agreement (Note 8). The principal sum of the Seller Loan represents amounts owed by Sooner Haven to CEC under the Ground Lease and the bill of sale for Sooner Haven’s acquisition of the improvements of the project.


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On October 1, 2018, Sooner Haven entered into a loan agreement in the principal sum of $2,551,022 with the Authority (the “OCHA Loan”). The OCHA Loan is evidenced by a promissory note and secured by the property and equipment. The OCHA Loan accrues interest at a fixed rate of 2% per year, compounded annually. The OCHA Loan matures December 1, 2059, at which time any outstanding principal and interest is due and payable. The OCHA Loan is payable from surplus cash, as defined in the operating agreement, and represents the third mortgage on the property. Sooner Haven has the option at any time to prepay all or any portion of the entire unpaid principal balance of the OCHA Loan and all accrued interest at any time, without charge or penalty. As of December 31, 2018, no proceeds been drawn on the OCHA Loan (Note 8). Activity in long‐term debt for the discretely presented component units is as follows for the years ended December 31, 2018 and 2017:

Balance Balance Due Within1/1/2018 Increases Decreases 12/31/2018 One Year

Bonds payable 16,000,000$ 12,149,539$ ‐$ 28,149,539$ 25,210$ Long‐term debt ‐ 5,978,068 ‐ 5,978,068 ‐

16,000,000$ 18,127,607$ ‐$ 34,127,607$ 25,210$


Bonds payable ‐$ 16,000,000$ ‐$ 16,000,000$ ‐$

The estimated debt requirements to maturity as of December 31, 2018 are as follows:

Amount

2019 25,210$ 2020 112,526 2021 12,620,047 2022 127,943 2023 136,365

Thereafter 21,105,516

34,127,607$

Year ended December 31,


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Note 7 ‐ Compensated Absences Activity in compensated absences is as follows for the years ended December 31, 2018 and 2017:

Balance Balance Current12/31/2017 Increases Decreases 12/31/2018 Portion

Compensated absences 1,080,688$ 188,651$ (174,611)$ 1,094,728$ 112,719$



Note 8 ‐ Related Party Transactions Developer Fees The Authority, through CEC, has entered into a development service agreement in the amount of $1,900,000 in connection with the development and construction of JHJ, LP. No developer fees were earned form JHJ, LP during 2018. During 2017, the Authority earned and received $191,000 in developer fees. The remaining developer fees of $1,709,000 are expected to be earned and received upon meeting certain criteria as specified in the agreement. The Authority, through CEC, has entered into a development service agreement in the amount of $1,250,000 in connection with the development and construction of Sooner Haven, LLC. During 2018, CEC earned $625,000 in developer fees, of which $125,000 was received. As of December 31, 2018, CEC is owed $500,000 for developer fees earned and unpaid. The remaining developer fees of $625,000 are expected to be earned and received upon meeting certain criteria as specified in the agreement. Notes Receivable, Interest Receivable, Interest Income, and Sale of Capital Assets During 2018, CEC sold capital assets with a carrying value of $832,010 to Sooner Haven, LLC for $4,800,000. CEC recognized a gain on sale in the amount of $3,967,990 in 2018. The sale was financed with a $5,400,000 promissory note (Note 6). The note receivable is secured by the capital assets. Interest on the note accrues at a fixed rate of 3.06% per year, compounded annually. Principal and interest payments on the note receivable are based on surplus cash, as defined in the operating agreement for Sooner Haven, LLC. Any unpaid principal and interest is due at maturity, December 1, 2059. Sooner Haven, LLC has the option at any time to prepay all or any portion of the entire unpaid principal balance of the note payable and all accrued interest at any time, without charge or penalty. As of December 31, 2018, the outstanding principal balance of the note receivable was $5,400,000. During the period beginning October 23, 2018 and ending December 31, 2018, CEC earned interest income of $41,310 on the note receivable. As of December 31, 2018, CEC was owed accrued interest $41,310 on the note receivable.


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On October 1, 2018, Sooner Haven entered into a loan agreement in the principal sum of $2,551,022 with the Authority (the “OCHA Loan”). The OCHA Loan is evidenced by a promissory note and secured by the property and equipment. The OCHA Loan accrues interest at a fixed rate of 2% per year, compounded annually. The OCHA Loan matures December 1, 2059, at which time any outstanding principal and interest is due and payable. The OCHA Loan is payable from surplus cash, as defined in the operating agreement, and represents the third mortgage on the property. Sooner Haven has the option at any time to prepay all or any portion of the entire unpaid principal balance of the OCHA Loan and all accrued interest at any time, without charge or penalty. As of December 31, 2018, no proceeds been drawn on the OCHA Loan (Note 6). Due from Related Parties As of December 31, 2018 and 2017, Sooner Haven, LLC owed $27,003 and $0, respectively to the Authority for property management fees, disbursements related to Sooner Haven, LLC’s operations, and other advances. The advances bear no interest, are unsecured, and are due upon demand. Subsidy Revenue Sooner Haven, LLC is party to a rental assistance payments contract with the Department of Housing and Urban Development (HUD) under a Section 8 Project Based Voucher Rent Assistance Demonstration Contract for 113 units, for a term of 20 years. The contract is administered by OCHA and provides direct assistance payments to Sooner Haven on behalf of qualified low‐income tenants and expires December 2038. During 2018, Sooner Haven received subsidy payments of $87,678 from OCHA. Leases The Authority, through CEC, entered into a ground lease with Sooner Haven, LLC, pursuant to which Sooner Haven agreed to rehabilitate the existing property for use as a Section 8 low income housing tax credit project under the Rental Assistance Demonstration (RAD) program administered by HUD. The ground lease commenced on October 1, 2018 and will terminate 65 years after the commencement date. The Company has the option to renew the ground lease for 2 successive 10‐year periods following the lease term. The rent for the first year of the lease term is $600,000, due and payable in accordance with the terms of the Seller Loan (Note 6). Thereafter, annual rent payments of $10 are required for the remainder of the lease. The first‐year rent payment of $600,000 was recorded as unearned revenue by CEC in 2018 and is being amortized over the 65‐year term of the lease. The Authority, through CEC, has entered into a land lease agreement with JHJ, LP to lease the land on which the project is being built. The term of the lease commenced on September 20, 2017 and shall terminate 55 years after the commencement date. A single payment of $802,822 was made by JHJ, LP and received by the Authority on the commencement date and was recorded as deferred revenue by the Authority and a prepaid land lease by JHJ, LP. The unearned land lease revenue for CEC and the prepaid land lease for JHJ, LP is being amortized over the 55‐year term of the lease.


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As of December 31, 2018 and 2017, the land lease balance was $1,388,225 and $802,822, respectively. Future amortization of the unearned land leases are as follows:

Sooner Haven JHJAmount Amount Total

2019 9,231$ 14,597$ 23,828$ 2020 9,231 14,597 23,828 2021 9,231 14,597 23,828 2022 9,231 14,597 23,828 2023 9,231 14,597 23,828 Thereafter 553,845 715,240 1,269,085

600,000$ 788,225$ 1,388,225$

Year Ended December 31,

Note 9 ‐ Defined Contribution Pension Plan The Authority provides pension benefits for all of its full‐time employees through a contributory defined savings plan pursuant to Section 401(k) of the Internal Revenue Service Code, through the Savings Incentive Plan for employees of Oklahoma City Housing Authority. Employees are eligible to participate beginning six months from the date of employment. Participating employees may contribute up to the IRS allowable limit, and the Authority will match 100% of the employee contribution, up to a percentage of employee compensation to be determined annually by the Board of Commissioners. This percentage for 2018 and 2017 was 5%. Employee contributions to the plan vest immediately. The Authority’s contributions for each employee vest at the rate of 20% per year and are fully vested after five years of continuous service. The Authority’s contribution balances allocated to employees who leave employment before becoming fully vested can be used to reduce the Authority’s current period contribution requirement. Plan assets can be placed in various investment funds at the direction of each employee. The Authority’s contributions to the pension plan were approximately $344,000 and $327,000 in 2018 and 2017, respectively.

Note 10 ‐ Commitments and Contingencies The Authority is a defendant in several claims and lawsuits; however, Authority management is of the opinion that the ultimate outcome of all litigation will not have a material effect on the future operations or financial position of the Authority.


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The activities of the Authority and CEC are currently funded in large part by the Federal Government and future operations of the Authority and CEC are reliant on continuation of this funding from the Federal Government. Amounts received or receivable from HUD are subject to audit and adjustment by HUD. Any disallowed expenses may constitute a liability of the Authority. The amount of expenses which may be disallowed by HUD, if any, cannot be determined at this time, although the Authority expects such amounts to be immaterial. As the general partner in JHJ, LP, CEC has certain rights and obligations under the partnership agreement, including guarantees relating to operating and construction guarantees. As the managing member in Sooner Haven, LLC, CEC has certain rights and obligations under the operating agreement, including guarantees relating to operating and construction guarantees.

Note 11 ‐ Condensed Blended Component Unit Information Condensed blended component unit financial information for CEC as of and for the years ended December 31, 2018 and 2017 is as follows: Condensed Statements of Net Position

2018 2017

AssetsCurrent assets 4,072,586$ 1,907,192$ Capital assets, net 8,512,634 4,993,316 Other assets 6,275,349 1,063,135

Total assets 18,860,569$ 7,963,643$

LiabilitiesDue to OCHA 468,711$ 202,930$ Current liabilities ‐ other 199,217 413,619 Noncurrent liabilities 4,613,872 788,225


Net PositionUnrestricted 8,306,379 1,565,553 Net investment in capital assets 5,272,390 4,993,316


Total Liabilities and Net Position 18,860,569$ 7,963,643$


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Condensed Statements of Revenues, Expenses and Changes in Net Position

2018 2017

Operating RevenuesHUD and other operating grants 872,986$ 848,018$ Net tenant rental revenue 330,461 232,264 Other 2,463,510 253,247

Total operating revenues 3,666,957 1,333,529

Operating ExpensesDepreciation 213,295 205,869 Other 1,399,435 1,421,860

Total operating expenses 1,612,730 1,627,729

Net Operating Loss 2,054,227 (294,200)

Nonoperating RevenueOther 3,944,376 7,654

Total nonoperating revenue 3,944,376 7,654

Transfers from the Primary Government 1,021,297

Change in Net Position 7,019,900 (286,546)




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Condensed Statement of Cash Flows

2018 2017

Net Cash used for Operating Activities 1,635,456$ 824,129$

Net Cash used for Capital and Related Financing Activities (303,083) (818,376)

Net Cash from Investing Activities 187,786 (578,939)

Net Change in Cash and Cash Equivalents 1,520,159 (573,186)




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Supplementary Information December 31, 2018 and 2017


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See Notes to Schedule of Expenditures of Federal Awards 37

Oklahoma City Housing Authority Schedule of Expenditures of Federal Awards


Pass‐throughFederal EntityCFDA Identifying

Federal Grantor/Program Title Number Number Expenditures

U.S. Department of Housing and Urban Development

Expended Directly by the Authority

Public and Indian Housing 14.850 11,391,281$

Public Housing Capital Fund 14.872 3,701,054

Section 8 Moderate Rehabilitation Single Room Occupancy 14.249 >A 24,810

Section 8 Housing Choice Vouchers 14.871 28,414,519

Family Self‐Sufficiency Program 14.896 38,243

Supportive Housing for Persons With Disabilities 14.181 124,498

Community Development Block Grants/Entitlement Grants(Passed through the City of Oklahoma City) 14.218 Not available 44,485

Total Expended directly by the Authority 43,738,890

Expended Directly by CEC

Section 8 Housing Assistance Payments Program 14.195 >A 736,713

Supportive Housing Program(Passed through the City of Oklahoma City) 14.235 61L61021607 86,273

Total Expended directly by CEC 822,986

Total U.S. Department of Housing and Urban Development 44,561,876

U.S. Department of Health and Human Services

CEC ‐ Block Grants for Prevention and Treatment of SubstanceAbuse (Passed through the Oklahoma Department of Mental Health and Substance Abuse Services 93.959 4529055021 50,000

Total U.S. Department of Health and Human Services 50,000

Total Expenditures of Federal Awards 44,611,876$

A> Section 8 Project‐Based Cluster, total $761,523


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Oklahoma City Housing Authority Notes to Schedule of Expenditures of Federal Awards


Note 1 ‐ Basis of Presentation The accompanying schedule of expenditures of federal awards (the Schedule) includes the federal award activity of the Oklahoma City Housing Authority, including its component unit, Community Enhancement Corporation (the Authority), under programs of the federal government for the year ended December 31, 2018. The information is presented in accordance with the requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Because the schedule presents only a selected portion of the operations of the Authority, it is not intended to and does not present the financial position, changes in net position, or cash flows of the Authority.

Note 2 ‐ Summary of Significant Accounting Policies Expenditures reported in the Schedule are reported on the accrual basis of accounting. Such expenditures are recognized following the cost principles contained in the Uniform Guidance, wherein certain types of expenditures are not allowed or are limited as to reimbursement. No federal financial assistance has been provided to subrecipients.

Note 3 ‐ Indirect Cost Rate The Authority has not elected to use the 10% de minimis cost rate and does not draw for indirect administrative expenses.


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Oklahoma City Housing Authority Combining Statement of Net Position

December 31, 2018

Oklahoma Community Total

City Housing Enhancement PrimaryAuthority Corporation Eliminations Government

Assets


Unrestricted 7,641,907$ 3,319,428$ ‐$ 10,961,335$ Restricted ‐ tenant security deposits 485,854 30,902 ‐ 516,756 Restricted ‐ other 939,334 ‐ ‐ 939,334

Total cash and cash equivalents 9,067,095 3,350,330 ‐ 12,417,425

Investments ‐ unrestricted 3,970,000 ‐ ‐ 3,970,000 Accounts receivable

Tenants, net of allowance for doubtful accounts of $36,609 45,082 2,121 ‐ 47,203

Intergovernmental 287,248 26,376 (143,371) 170,253 Interest 1,340 41,310 ‐ 42,650 Developer fees ‐ 500,000 ‐ 500,000 Other 605,833 21,712 (468,711) 158,834

Prepaid expenses and other assets 931,639 130,737 ‐ 1,062,376 Prepaid land lease, current portion ‐ ‐ ‐ ‐ Inventory 243,661 ‐ ‐ 243,661

Total current assets 15,151,898 4,072,586 (612,082) 18,612,402

Capital AssetsNon‐depreciable 9,194,284 1,932,569 ‐ 11,126,853 Depreciable, net 45,844,210 6,580,065 ‐ 52,424,275

Total capital assets 55,038,494 8,512,634 ‐ 63,551,128

Other AssetsPrepaid land lease, noncurrent portion ‐ ‐ ‐ ‐ Other assets ‐ ‐ ‐ ‐ Notes receivable 750,000 5,400,000 (750,000) 5,400,000 Investment in future developments ‐ 875,349 ‐ 875,349

Total other assets 750,000 6,275,349 (750,000) 6,275,349

70,940,392$ 18,860,569$ (1,362,082)$ 88,438,879$


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Current LiabilitiesCurrent maturities of long‐term debt 737,665$ ‐$ ‐$ 737,665$ Accounts payable

Vendors and contractors 533,385 118,923 ‐ 652,308 Intergovernmental 118,418 ‐ ‐ 118,418 Construction 521,054 ‐ ‐ 521,054 Developer fee payable ‐ ‐ ‐ ‐ Due to primary government ‐ 468,711 (468,711) ‐

Accrued liabilitiesSalaries, wages, and payroll taxes 693,716 ‐ ‐ 693,716 Compensated absences, current portion 112,719 ‐ ‐ 112,719 Accrued interest 24,852 34,795 ‐ 59,647 Other 535,788 ‐ ‐ 535,788

Tenant security deposits payable 485,854 30,902 ‐ 516,756 Unearned land lease revenue, current portion ‐ 14,597 ‐ 14,597 Unearned revenue 239,256 ‐ (143,371) 95,885

Total current liabilities 4,002,707 667,928 (612,082) 4,058,553

Long‐Term DebtNotes payable 4,386,451 3,240,244 (750,000) 6,876,695 Bonds payable ‐ ‐ ‐ ‐

Total long‐term debt 4,386,451 3,240,244 (750,000) 6,876,695

Compensated Absences, Non‐Current 982,009 ‐ ‐ 982,009

Deferred Land Lease, Non‐Current ‐ 1,373,628 ‐ 1,373,628

Other Non‐Current Liabilities 59,780 ‐ ‐ 59,780

Total liabilities 9,430,947 5,281,800 (1,362,082) 13,350,665

Net PositionUnrestricted 11,236,567 8,306,379 ‐ 19,542,946 Restricted 879,554 ‐ ‐ 879,554 Net investment in capital assets 49,393,324 5,272,390 ‐ 54,665,714

Total net position 61,509,445 13,578,769 ‐ 75,088,214

70,940,392$ 18,860,569$ (1,362,082)$ 88,438,879$


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Assets


Unrestricted 12,326,245$ 1,830,171$ ‐$ 14,156,416$ Restricted ‐ tenant security deposits 507,860 ‐ ‐ 507,860 Restricted ‐ other 41,424 ‐ ‐ 41,424



Tenants, net of allowance for doubtful accounts of $‐0‐ 30,171 6,530 ‐ 36,701

Intergovernmental 649,892 25,491 ‐ 675,383 Due from discretely presented component unit ‐ ‐ ‐ ‐ Interest ‐ ‐ ‐ ‐ Developer fees ‐ ‐ ‐ ‐ Other 143,719 ‐ ‐ 143,719

Prepaid expenses and other assets 524,157 45,000 ‐ 569,157 Prepaid land lease, current portion ‐ ‐ ‐ ‐ Inventory 203,255 ‐ ‐ 203,255

Total current assets 21,336,723 1,907,192 ‐ 23,243,915



Other AssetsPrepaid land lease, noncurrent portion ‐ ‐ ‐ ‐ Investment in future developments ‐ 1,063,135 ‐ 1,063,135

Total other assets ‐ 1,063,135 ‐ 1,063,135

72,989,492$ 7,963,643$ ‐$ 80,953,135$ ‐


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Vendors and contractors 1,434,463 384,804 ‐ 1,819,267 Intergovernmental (182,824) 202,930 ‐ 20,106 Construction ‐ ‐ ‐ ‐

Accrued liabilitiesSalaries, wages, and payroll taxes 739,025 ‐ ‐ 739,025 Compensated absences, current portion 110,541 ‐ ‐ 110,541 Interest 28,224 ‐ ‐ 28,224 Other 718,722 ‐ ‐ 718,722

Tenant security deposits payable 493,642 14,218 ‐ 507,860 Unearned land lease revenue, current portion ‐ 14,597 ‐ 14,597

Total current liabilities 4,037,103 616,549 ‐ 4,653,652

Long‐Term DebtNotes payable 5,124,119 ‐ ‐ 5,124,119 Bonds payable ‐ ‐ ‐ ‐

Total long‐term debt 5,124,119 ‐ ‐ 5,124,119


Deferred Land Lease, Non‐Current ‐ 788,225 ‐ 788,225


Total liabilities 10,219,135 1,404,774 ‐ 11,623,909

Net PositionUnrestricted 5,481,811 1,565,553 ‐ 7,047,364 Net investment in capital assets 57,288,546 4,993,316 ‐ 62,281,862


72,989,492$ 7,963,643$ ‐$ 80,953,135$


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Oklahoma City Housing Authority Combining Statement of Revenues, Expenses and Changes in Net Position

December 31, 2018



Operating RevenuesDirect HUD contributions and grants Public housing operating subsidies 11,391,281$ ‐$ ‐$ 11,391,281$ Public housing modernization 1,792,681 ‐ ‐ 1,792,681 Section 8 grants and subsidies

Vouchers 28,498,386 ‐ ‐ 28,498,386 Family Self Sufficiency 38,243 ‐ ‐ 38,243 Section 8 ‐ Other 65,441 736,713 ‐ 802,154 Other (5,107) 136,273 ‐ 131,166

Other governmental grants 50,000 ‐ ‐ 50,000 Tenant rental revenue 6,179,942 330,461 ‐ 6,510,403 Other tenant revenue 386,145 ‐ ‐ 386,145 Developer fees ‐ 625,000 625,000 Other operating revenue 222,784 1,838,510 ‐ 2,061,294

Total operating revenues 48,619,796 3,666,957 ‐ 52,286,753

Operating ExpensesHousing assistance payments 25,557,664 ‐ ‐ 25,557,664 Administrative services 5,628,226 150,542 ‐ 5,778,768 Tenant services 1,975,083 186,774 ‐ 2,161,857 Utilities 2,205,149 239,925 ‐ 2,445,074 Ordinary maintenance and operations 7,992,823 509,948 ‐ 8,502,771 Protective services 1,978,642 112,398 ‐ 2,091,040 Insurance 1,200,368 ‐ ‐ 1,200,368 Bad debts 352,322 ‐ ‐ 352,322 Payment in lieu of taxes 209,494 ‐ ‐ 209,494 Other general 9,997 92,018 ‐ 102,015 Management fees ‐ 107,830 ‐ 107,830 Depreciation 3,608,892 213,295 ‐ 3,822,187

Total operating expenses 50,718,660 1,612,730 ‐ 52,331,390

Operating Income (Loss) (2,098,864) 2,054,227 ‐ (44,637)

Nonoperating Revenue (Expense)Investment income 81,028 ‐ ‐ 81,028 Interest income ‐ 41,310 ‐ 41,310 Interest expense (158,431) (67,801) ‐ (226,232) Gain on disposition of capital assets 28,279 3,970,867 ‐ 3,999,146

Total nonoperating revenue (expense) (49,124) 3,944,376 ‐ 3,895,252

Change in Net Position Before Capital Grantsand Equity Contributions (2,147,988) 5,998,603 ‐ 3,850,615

HUD capital grants 1,908,373 ‐ ‐ 1,908,373 Transfers (1,021,297) 1,021,297 ‐ ‐ Equity contributions ‐ ‐ ‐ ‐

Change in Net Position (1,260,912) 7,019,900 ‐ 5,758,988

Net Position, Beginning of Year 62,770,357 6,558,869 ‐ 69,329,226

Net Position, End of Year 61,509,445$ 13,578,769$ ‐$ 75,088,214$


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December 31, 2017




Vouchers 26,600,445 ‐ ‐ 26,600,445 Family Self Sufficiency 35,358 ‐ ‐ 35,358 Section 8 ‐ Other 22,777 ‐ ‐ 22,777 Other 266,272 848,018 ‐ 1,114,290

Other governmental grants 62,401 ‐ ‐ 62,401 Tenant rental revenue 6,379,501 232,264 ‐ 6,611,765 Other tenant revenue 508,308 ‐ ‐ 508,308 Other operating revenue 325,180 253,247 ‐ 578,427

Total operating revenues 45,414,004 1,333,529 ‐ 46,747,533

Operating ExpensesHousing assistance payments 24,602,198 ‐ ‐ 24,602,198 Administrative services 5,887,741 120,297 ‐ 6,008,038 Tenant services 1,994,816 186,589 ‐ 2,181,405 Utilities 2,319,402 211,285 ‐ 2,530,687 Ordinary maintenance and operations 8,402,507 537,476 ‐ 8,939,983 Protective services 1,941,818 105,881 ‐ 2,047,699 Insurance 1,035,388 ‐ ‐ 1,035,388 Bad debts 373,708 ‐ ‐ 373,708 Payment in lieu of taxes 209,767 ‐ ‐ 209,767 Other general (189,093) 260,332 ‐ 71,239 Depreciation 3,492,509 205,869 ‐ 3,698,378

Total operating expenses 50,070,761 1,627,729 ‐ 51,698,490

Operating Loss (4,656,757) (294,200) ‐ (4,950,957)

Nonoperating Revenue (Expense)Investment income 78,209 7,654 ‐ 85,863 Interest expense (122,360) ‐ ‐ (122,360) Gain on disposition of capital assets 22,167 ‐ ‐ 22,167

Total nonoperating revenue (expense) (21,984) 7,654 ‐ (14,330)

Change in Net Position Before Capital Grantsand Equity Contributions (4,678,741) (286,546) ‐ (4,965,287)

HUD capital grants 2,303,205 ‐ ‐ 2,303,205 Equity contributions ‐ ‐ ‐ ‐

Change in Net Position (2,375,536) (286,546) ‐ (2,662,082)


Net Position, End of Year 62,770,357$ 6,558,869$ ‐$ 69,329,226$ ‐


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Other Information December 31, 2018 and 2017


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Independent Auditor’s Report on Internal Control Over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with

Government Auditing Standards To the Board of Commissioners Oklahoma City Housing Authority Oklahoma City, Oklahoma We have audited, in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States, the financial statements of the business‐type activities and the aggregate discretely presented component units of the Oklahoma City Housing Authority (the Authority), which comprise the statement of net position as of December 31, 2018, and the related statements of revenues, expenses and changes in net position, and cash flows, where applicable, for the year then ended, and the related notes to the financial statements, and have issued our report thereon dated September 19, 2019. We did not audit the financial statements of Sooner Haven, LLC. This report does not include the results of the other auditors’ testing of internal control over financial reporting or compliance and other matters that are reported on separately by those auditors. Internal Control over Financial Reporting In planning and performing our audit of the financial statements, we considered the Authority’s internal control over financial reporting (internal control) to determine the audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Authority's internal control. Accordingly, we do not express an opinion on the effectiveness of the Authority's internal control. A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance. Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control over financial reporting that might be material weaknesses or significant deficiencies and therefore, material weaknesses or significant deficiencies may exist that have not been identified. We did identify a certain deficiency in internal control, described in the accompanying schedule of findings and questioned costs as item 2018‐001 that we consider to be a material weakness.




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Compliance and Other Matters As part of obtaining reasonable assurance about whether the Authority’s financial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts and grant agreements, noncompliance with which could have a direct and material effect on the determination of financial statement amounts. However, providing an opinion on compliance with those provisions was not an objective of our audit, and, accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards. Entity’s Response to Finding The Authority’s response to the finding identified in our audit is described in the accompanying schedule of findings and questioned costs. The Authority’s response was not subjected to the auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on it. Purpose of This Report The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Authority’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Authority’s internal control and compliance. Accordingly, this communication is not suitable for any other purpose.



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Independent Auditor’s Report on Compliance For Each Major Federal Program; Report on Internal Control Over Compliance Required By the Uniform Guidance

To the Board of Commissioners Oklahoma City Housing Authority Oklahoma City, Oklahoma Report on Compliance for Each Major Federal Program We have audited the compliance of the Oklahoma City Housing Authority, including the aggregate discretely presented component units, (the Authority) with the types of compliance requirements described in the OMB Compliance Supplement that could have a direct and material effect on the Authority's major federal programs for the year ended December 31, 2018. The Authority’s major federal programs are identified in the summary of auditor’s results section of the accompanying schedule of findings and questioned costs. Management’s Responsibility The Authority’s management is responsible for compliance with federal statutes, regulations, and the terms and conditions of its federal awards applicable to its federal programs. Auditor’s Responsibility Our responsibility is to express an opinion on compliance for the Authority’s major federal programs based on our audit of the types of compliance requirements referred to above. We conducted our audit of compliance in accordance with auditing standards generally accepted in the United States of America; the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States; and the audit requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Those standards and the Uniform Guidance require that we plan and perform the audit to obtain reasonable assurance about whether noncompliance with the types of compliance requirements referred to above that could have a direct and material effect on a major federal program occurred. An audit includes examining, on a test basis, evidence about the Authority’s compliance with those requirements and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion on compliance for the major federal program. However, our audit does not provide a legal determination on the Authority’s compliance.




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Opinion on Each Major Federal Program In our opinion, the Authority complied, in all material respects, with the compliance requirements referred to above that could have a direct and material effect on its major federal programs for the year ended December 31, 2018. Report on Internal Control over Compliance Management of the Authority is responsible for establishing and maintaining effective internal control over compliance with the types of compliance requirements referred to above. In planning and performing our audit of compliance, we considered the Authority’s internal control over compliance with the types of requirements that could have a direct and material effect on each major federal program to determine the auditing procedures that are appropriate in the circumstances for the purpose of expressing our opinion on compliance for each major federal program and to test and report on the internal control over compliance in accordance with the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, we do not express an opinion on the effectiveness of the Authority's internal control over compliance. A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, noncompliance with a type of compliance requirement of a federal program on a timely basis. A material weakness in internal control over compliance is a deficiency, or combination of deficiencies, in internal control over compliance, such that there is a reasonable possibility that material noncompliance with a compliance requirement will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance with a type of compliance requirement of a federal program that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance. Our consideration of internal control over compliance was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control over compliance that might be material weaknesses or significant deficiencies. We did not identify any deficiencies in internal control over compliance that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified. The purpose of this report on internal control over compliance is solely to describe the scope of our testing of internal control over compliance and the results of that testing based on requirements of the Uniform Guidance. Accordingly, this report is not suitable for any other purpose.



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Oklahoma City Housing Authority Schedule of Findings and Questioned Costs


Section I – Summary of Auditor’s Results

Financial Statements Type of independent auditors’ report issued: Unmodified Internal control over financial reporting: Material weakness identified? Yes Significant deficiencies identified not considered to be material weakness? None reported Noncompliance material to financial statements noted? No Federal Awards Internal control over major programs: Material weakness identified? No Significant deficiencies identified not considered to be material weakness? None reported Type of auditors’ report issued on compliance for major federal programs: Unmodified Any audit findings disclosed that are required to be reported in accordance with Uniform Guidance 2 CFR 200.516? No Identification of Major Federal Programs Name of Federal Program CFDA Number Public and Indian Housing 14.850 Public Housing Capital Fund 14.872 Dollar threshold used to distinguish between Type A and Type B Programs: $1,338,356 Auditee qualified as low‐risk auditee? Yes


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December 31, 2018

Section II – Financial Statement Findings

2018‐001 Adjusting Journal Entries and Preparation of Financial Statements

Material Weakness in Internal Control over Financial Reporting

Criteria: A good system of internal control contemplates an adequate system for recording and processing adjusting journal entries significant to the financial statements.

Condition: As part of our audit, we proposed material audit adjustments to the financial statements that were not detected by management.

Cause: Due to oversight by management, certain adjustments or transactions relating to the development of new properties were not recorded in the financial statements. Effect: The control deficiency could result in a misstatement to the financial statements that would not be prevented or detected.

Recommendation: We recommend that all necessary adjustments and transactions are recorded by management prior to our audit.

View of Responsible Officials: Management agrees with the finding.

Section III – Federal Award Findings and Questioned Costs

None noted


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Financial Statements December 31, 2019 and 2018


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Oklahoma City Housing Authority Table of Contents


Independent Auditor’s Report ................................................................................................................................... 1

Management’s Discussion and Analysis ................................................................................................................ 4

Financial Statements

Statement of Net Position ................................................................................................................................... 11 Statement of Revenues, Expenses and Changes in Net Position ......................................................................... 15 Statements of Cash Flows .................................................................................................................................... 17 Notes to Financial Statements ............................................................................................................................. 19

Supplementary Information

Schedule of Expenditures of Federal Awards ...................................................................................................... 40 Notes to Schedule of Expenditures of Federal Awards ....................................................................................... 41 Combining Statement of Net Position ................................................................................................................. 42 Combining Statement of Revenues, Expenses and Changes in Net Position ...................................................... 46 Statement of Certification of Actual Modernization Cost – Certificate Project Number OK56P002501‐16 ....... 48

Other Information

Independent Auditor’s Report on Internal Control Over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards ................................................................................................................................................................. 49

Independent Auditor’s Report on Compliance for Each Major Federal Program; Report on Internal Control Over Compliance Required by the Uniform Guidance ..................................................................................................... 51

Schedule of Findings and Questioned Costs ............................................................................................................ 54


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Independent Auditor’s Report To the Board of Commissioners Oklahoma City Housing Authority Oklahoma City, Oklahoma Report on the Financial Statements We have audited the accompanying financial statements of the business‐type activities and the aggregate discretely presented component units of the Oklahoma City Housing Authority (the Authority) as of and for the years ended December 31, 2019 and 2018, which collectively comprise the Authority’s basic financial statements as listed in the table of contents. Management’s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor’s Responsibility Our responsibility is to express opinions on the financial statements based on our audits. We did not audit the financial statements of Sooner Haven, LLC, a discretely presented component unit, which represents 52% of the assets, 56% of the net position, and 100% of the revenues of the discretely presented component units as of and for the year ended December 31, 2019 and 52% of the assets, 56% of the net position, and 100% of the revenues of the discretely presented component units as of and for the year ended December 31, 2018. Those statements were audited by other auditors whose report has been furnished to us, and our opinion, insofar as it relates to the amounts included for Sooner Haven, LLC is based solely on the report of the other auditors. We conducted our audits in accordance with auditing standards generally accepted in the United States of America, and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risk of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Authority’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Authority’s internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.




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We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions. Opinions In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the business‐type activities and the aggregate discretely presented component units of the Authority as of December 31, 2019 and 2018, and the respective changes in its financial position and, where applicable, cash flows thereof for the years then ended, in accordance with accounting principles generally accepted in the United States of America. Correction of Error As discussed in Note 13 to the financial statements, a certain error resulting in understatement of amounts previously reported for capital assets and accounts payable as of December 31, 2018 were discovered during the current year. Accordingly, amounts reported for capital assets and accounts payable have been restated in the 2018 financial statements now presented. Our opinion is not modified with respect to that matter. Other Matters Required Supplementary Information Accounting principles generally accepted in the United States of America require that the management’s discussion and analysis on pages 4 through 10 be presented to supplement the basic financial statements. Such information, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board, who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. We have applied certain limited procedures to the management discussion and analysis in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance. Other Information Our audit was conducted for the purpose of forming opinions on the financial statements that collectively comprise the Oklahoma City Housing Authority’s financial statements. The accompanying supplementary schedules on pages 42 ‐ 48 are presented for purposes of additional analysis and are not a required part of the basic financial statements. The accompanying Schedule of Expenditures of Federal Awards is presented for purposes of additional analysis, as required by the Title 2 U.S. Code of Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance) and are not a required part of the financial statements.


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The supplementary schedules on pages 42 ‐ 48 and the Schedule of Expenditures of Federal Awards are the responsibility of management and were derived from and relate directly to the underlying accounting and other records used to prepare the financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the supplementary schedules on pages 42 – 48 and the Schedule of Expenditures of Federal Awards is fairly stated, in all material respects, in relation to the financial statements as a whole. Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated March 17, 2021 on our consideration of the Authority’s internal control over financial reporting and our tests of its compliance with certain provisions of laws, regulations, contracts and grant agreements and other matters. The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Authority’s internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Authority’s internal control over financial reporting and compliance.

Bismarck, North Dakota March 17, 2021


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The discussion and analysis of the Authority’s financial performance provides an overview of the Authority’s financial activities for the years ended December 31, 2019 and 2018. Please read it in conjunction with the Authority’s financial statements. Financial Highlights 2019


The Authority’s net position decreased by $3,840,240 or 5% during the year ended December 31, 2019, from $75,088,214 at December 31, 2018 to $71,247,974 at December 31, 2019.

Total operating revenues of the Authority decreased by $3,971,468 or 8% for the year ended December 31, 2019, from $52,172,603 for the year ended December 31, 2018 to $48,201,135 for the year ended December 31, 2019.

Total operating expenses of the Authority increased by $1,935,151 or 4% for the year ended December 31, 2019, from $52,217,240 for the year ended December 31, 2018 to $54,152,240 for the year ended December 31, 2019.

Total nonoperating revenue (expense), including capital grants, decreased by $3,692,609 for the year ended December 31, 2019, from $5,803,625 for the year ended December 31, 2018 to $2,111,016 for the year ended December 31, 2019.

2018


The Authority’s net position increased by $5,758,988 or 8% during the year ended December 31, 2018, from $69,329,226 at December 31, 2017 to $75,088,214 at December 31, 2018.

Total operating revenues of the Authority increased by $5,425,070 or 12% for the year ended December 31, 2018, from $46,747,533 for the year ended December 31, 2017 to $52,172,603 for the year ended December 31, 2018.

Total operating expenses of the Authority increased by $518,750 or 1% for the year ended December 31, 2018, from $51,698,490 for the year ended December 31, 2017 to $52,217,240 for the year ended December 31, 2018.

Total nonoperating revenue (expense), including capital grants, increased by $3,514,750 for the year ended December 31, 2018, from $2,288,875 for the year ended December 31, 2017 to $5,803,625 for the year ended December 31, 2018.


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Overview of Financial Statements The following summarizes the content of the Authority’s financial statements, which include its blended component unit, Community Enhancement Corporation ("CEC"). Separate financial statements for CEC may be obtained at the Authority's administrative offices.

1. Management Discussion and Analysis 2. Financial Statements, including the Statements of Net Position on page ten, the Statements of

Revenues, Expenses and Changes in Net Position on page fourteen, and the Statements of Cash Flows on page sixteen.

3. Statements of Net Position which presents information on all of the Authority's assets and liabilities,

with the difference between the two reported as net position. Over time, increases or decreases in net position usually serve as a useful indicator of whether the change in the financial position of the Authority is improving or deteriorating.

4. Statements of Revenues, Expenses, and Changes in Net Position which presents information showing how the Authority's net position changed during the most recent period. This statement shows the total revenues and total expenses of the Authority and the difference between them is the Authority's net income.

5. Statements of Cash Flows which presents changes in cash and cash equivalents resulting from operations, capital and noncapital financing activities, and investing activities.

6. Notes to Financial Statements, which provide additional information essential to the understanding of the Authority's financial statements.

The primary focus of the Authority’s financial statements is on the Authority as a whole. This perspective allows the user to address relevant questions, broaden a basis for comparison and enhance the Authority’s accountability. Entity Wide Financial Statements The Authority engages in only business‐type activities. The financial statements are designed to be corporate‐like in that all business‐type activities are consolidated to a total for the entire entity. The Authority’s major business activities include the following:

Rental of real estate under a low‐rent public housing contract. Provide rental assistance and Family Self Sufficiency counseling under Section 8 voucher contracts, and also through CEC’s Section 8 housing.

Provision of tenant services funded from both low‐rent public housing contracts and grant funding.

Through CEC, the acquisition and rehabilitation of rental units to provide Section 8 housing funded by federal grant programs.


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Statements of Net Position The following table reflects the condensed Statements of Net Position compared to prior years.

2019 2018 2017

Current Assets 11,304,803$ 18,612,402$ 23,243,915$ Capital Assets 64,875,832 64,935,679 56,646,085 Other Assets 8,868,656 6,275,349 1,063,135

Total assets 85,049,291 89,823,430 80,953,135

Current Liabilities 4,223,383 5,443,104 4,653,652

Noncurrent Liabilities 9,577,934 9,292,112 6,970,257

Total liabilities 13,801,317 14,735,216 11,623,909

Net PositionNet investment in capital assets 56,756,694 54,665,714 62,281,862 Restricted ‐ 879,554 ‐ Unrestricted 14,491,280 19,542,946 7,047,364

Total Net Position 71,247,974$ 75,088,214$ 69,329,226$

For more detailed information, see pages 11‐14 for the Statements of Net Position. Major Factors Affecting the Statements of Net Position 2019 Current assets decreased by $7,307,599 primarily due to a decrease in cash. This reduction was due in part to paying for expenses booked in the previous year but paid in 2019, cash outlays in future development, loan to Sooner Haven and the spending of funds to reduce operating reserves closer to the HUD recommended levels. Other assets increased by $2,593,307 primarily due to a loan to Sooner Haven. Capital assets decreased by $59,847 due to depreciation in excess of capital asset purchases offset by depreciation. Current liabilities decreased by $1,219,721 primarily due to a reduction in construction in progress related to the Energy Performance Contract. Noncurrent liabilities increased $285,822 primarily due to an increase in unearned land lease.


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2018 Current assets decreased by $4,631,513 primarily due to a decrease in cash that was used to pay for energy efficiency improvements. Other assets increased by $5,212,214 primarily due to the note receivable from Sooner Haven, LLC. Capital assets increased by $6,905,043 due to capital asset purchases offset by depreciation. Current liabilities decreased by $595,000 primarily to a decrease in accounts payable. Noncurrent liabilities increased $2,321,855 primarily due to the long‐term debt related to the acquisition and renovation of Yorktown Apartments. Change in Unrestricted Net Position

2019 2018

Unrestricted Net Position, Beginning of Year 19,542,946$ 7,047,364$

Change in Unrestricted Net Position (5,051,666) 12,495,582

Unrestricted Net Position, End of Year 14,491,280$ 19,542,946$

While the results of operations are a significant measure of the Authority's activities, the analysis of the changes in unrestricted net position provides a clearer change in financial well‐being.


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Statements of Revenues, Expenses and Changes in Net Assets The following schedule compares the revenues and expenses for the current and previous fiscal years. As stated before, the Authority engages in only business‐type activities.

2019 2018 2017

RevenuesOperating grants and subsidies 41,114,582$ 42,703,911$ 39,049,033$ Capital grants 2,558,767 1,908,373 2,303,205 Tenant rental and other revenue 6,842,243 6,896,548 7,152,591 Investment income 66,931 81,028 85,863 Interest income 197,875 41,310 ‐ Other 379,175 6,571,290 568,076

Total revenues 51,159,573 58,202,460 49,158,768

ExpensesAdministrative services 5,841,994 6,125,465 6,381,746 Tenant services 2,381,712 2,161,857 2,181,405 Utilities 2,327,606 2,445,074 2,530,687 Maintenance 10,173,648 8,502,771 8,939,983 Protective services 1,856,963 2,091,040 2,047,699 Section 8 Housing assistance payments 25,598,109 25,557,664 24,602,198 Depreciation 4,411,892 3,822,187 3,698,378 Insurance 1,220,058 1,200,368 1,035,388 Interest 254,908 226,232 122,360 Other 932,923 310,814 281,006

Total expenses 54,999,813 52,443,472 51,820,850

Change in Net Position (3,840,240)$ 5,758,988$ (2,662,082)$

Major Factors Affecting the Statement of Revenues, Expenses and Changes in Net Position 2019 Operating grants and subsidies, including HUD capital grants decreased by $939,935 primarily due to a reduction in Section 8 funds. Other revenue decreased by $6,192,115 primarily due to receiving one time settlement funds, proceeds from the sale of Sooner Haven and developer fees in 2018 that did not occur in 2019. Total expenses increased by $2,474,976 primarily due to increases in Maintenance and Operations costs from various contract work as well as increases in depreciation expenses due to a full year of depreciation on assets acquired the previous year and the addition of assets acquired under the Energy Performance Contract.


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2018 Operating grants and subsidies, including HUD capital grants, increased by $3,260,046, due primarily to an increase in funding for the Housing Choice Voucher program of approximately $1.8 million and the Public Housing program of approximately $1.5 million. Other revenue increased by $6,046,009, primarily due to the receipt of settlement funds from a lawsuit, gain on sale of Sooner Haven Apartments to Sooner Haven, LLC, and an increase in developer fee income. Total expenses increased by $736,772 driven mainly by an increase in Housing Assistance Payments. Capital Assets and Debt Administration

2019 2018 2017

Land 6,493,203$ 5,804,884$ 5,307,144$ Construction in progress 1,503,339 6,706,520 ‐ Buildings and improvements 153,359,916 155,349,881 150,575,127Furniture and equipment 11,915,345 5,581,438 5,671,120

Total cost of assets 173,271,803 173,442,723 161,553,391

Accumulated depreciation (108,395,971) (108,507,044) (104,907,306)

Net 64,875,832$ 64,935,679$ 56,646,085$

The following summarizes the changes in capital assets:

2019 2018

Balance, beginning of year 64,935,679$ 56,646,085$

Additions 4,352,045 12,951,041

Disposals ‐ (839,260)

Depreciation (4,411,892) (3,822,187)

Balance, end of year 64,875,832$ 64,935,679$

See Note 5 of the financial statements for additional information related to capital assets.


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Debt Outstanding During 2019, the Authority made principal payments of $737,663 and incurred additional debt of $492,441. The proceeds of the debt were used to finance the renovation of Yorktown Apartments. During 2018, the Authority made principal payments of $695,31 and incurred additional debt of $2,490,244. The proceeds of the debt were used to finance the acquisition and renovation of Yorktown Apartments. See Note 6 of the financial statements for additional information relating to long‐term debt. Economic Factors Significant economic factors affecting the entity are as follows:

Federal funding from the Department of Housing and Urban Development (or applicable agency)

Local labor supply and demand, which can affect salary and wage rates

Local inflationary, recessionary, and employment trends, which can affect resident incomes, and therefore the amount of rental income

Inflationary pressure on utility rates, supplies, and other costs

Financial Contact The individual to be contacted regarding this report is Thomas Henderson, Chief Financial Officer of the Oklahoma City Housing Authority, at (405) 239‐7551. Specific requests may also be submitted to Thomas Henderson, at 1700 Northeast Fourth Street, Oklahoma City, Oklahoma, 73117‐3800.


198



December 31, 2019

Discretely

Presented


Assets


Unrestricted 5,536,551$ 825,392$ Restricted ‐ tenant security deposits 526,420 14,775 Restricted ‐ other 90,948 12,954,117



Tenants, net of allowance fordoubtful accounts of $88,762 40,367 14,095

Intergovernmental 398,392 26,841 Interest 239,185 42,204 Developer fees 500,000 ‐ Other 317,604 ‐

Prepaid expenses and other assets 1,007,273 39,521 Prepaid land lease, current portion ‐ 14,597 Inventory 148,063 5,775






Total Assets 85,049,291$ 49,092,963$


199



December 31, 2019

Discretely

Presented




Trade 862,844 131,635 Intergovernmental 511,966 ‐ Construction 314,573 4,852,945 Developer fee payable ‐ 500,000 Due to primary government ‐ 25,157

Accrued liabilitiesSalaries, wages, and payroll taxes 413,440 39,727 Compensated absences, current portion 172,528 ‐ Accrued interest 21,274 413,184 Other 533,316 6,083

Tenant security deposits payable 526,420 14,775 Unearned land lease revenue, current portion 34,293 ‐ Unearned revenue 50,977 14,737






Other Non‐Current Liabilities ‐ ‐


Net PositionUnrestricted 14,491,280 1,268,444 Restricted ‐ ‐ Net investment in capital assets 56,756,694 2,562,009




200



December 31, 2018

Discretely

Presented

Primary ComponentGovernment Units(As Restated)

Assets


Unrestricted 10,961,335$ 88,002$ Restricted ‐ tenant security deposits 516,756 ‐ Restricted ‐ other 939,334 16,904,244



Tenants, net of allowance for doubtfulaccounts of $36,609 47,203 65,239

Intergovernmental 170,253 ‐ Interest 42,650 43,640 Developer fees 500,000 ‐ Other 158,834 ‐

Prepaid expenses and other assets 1,050,281 ‐ Prepaid land lease, current portion ‐ 14,597 Inventory 255,756 ‐






Total Assets 89,823,430$ 39,552,755$


201



December 31, 2018

Discretely

Presented

Primary ComponentGovernment Units(As Restated)



Trade 634,769 120,183 Intergovernmental 118,418 ‐ Construction 1,905,605 1,558,886 Developer fee payable ‐ 500,000 Due to primary government ‐ 27,003

Accrued liabilitiesSalaries, wages, and payroll taxes 694,727 ‐ Compensated absences, current portion 112,719 ‐ Accrued interest 59,647 96,562 Other 547,593 ‐

Tenant security deposits payable 516,756 26,175 Unearned land lease revenue, current portion 14,597 ‐ Unearned land revenue 100,608 ‐








Net PositionUnrestricted 19,542,946 1,389,089 Restricted 879,554 ‐ Net investment in capital assets 54,665,714 1,707,250




202




Discretely

Presented




Other governmental grants 370,437 ‐ Tenant rental revenue 6,328,958 1,053,339 Other tenant revenue 513,285 19,792 Developer fees ‐ ‐ Other operating revenue 244,310 ‐


Operating ExpensesHousing assistance payments 25,598,109 ‐ Administrative services 5,415,721 512,500 Tenant services 2,381,712 ‐ Utilities 2,327,606 144,965 Ordinary maintenance and operations 10,173,648 129,197 Protective services 1,856,963 ‐ Insurance 1,220,058 88,950 Bad debts 426,273 8,511 Payment in lieu of taxes 236,684 ‐ Other general 103,725 27,794 Management fees ‐ 44,694 Depreciation 4,411,892 125,844


Operating Income (Loss) (5,951,256) (9,324)

Nonoperating Revenue (Expense)Investment income 66,931 178,239 Interest income 197,875 354 Interest expense (254,908) (165,240) Other income (expense) ‐ 1,071 Predevelopment expenses (592,514) ‐ Donations of real property 96,568 ‐ Gain on sale of capital assets 38,297 ‐

Total nonoperating revenue (expense) (447,751) 14,424

Change in Net Position Before Capital Grants and Equity Contributions (6,399,007) 5,100

HUD capital grants 2,558,767 ‐ Equity contributions ‐ 729,014

Change in Net Position (3,840,240) 734,114




203




Discretely

Presented




Other governmental grants 50,000 ‐ Tenant rental revenue 6,510,403 163,070 Other tenant revenue 386,145 ‐ Developer fees 625,000 ‐ Other operating revenue 1,947,144 ‐

Total operating revenues 52,172,603 163,070

Operating ExpensesHousing assistance payments 25,557,664 ‐ Administrative services 5,772,448 11,595 Tenant services 2,161,857 ‐ Utilities 2,445,074 10,083 Ordinary maintenance and operations 8,502,771 22,456 Protective services 2,091,040 ‐ Insurance 1,200,368 ‐ Bad debts 353,017 ‐ Payment in lieu of taxes 209,494 ‐ Other general 101,320 581 Management fees ‐ 428 Depreciation 3,822,187 25,229

Total operating expenses 52,217,240 70,372

Operating Loss (44,637) 92,698

Nonoperating Revenue (Expense)Investment income 81,028 ‐ Interest income 41,310 ‐ Interest expense (226,232) (8,502) Gain on disposition of capital assets 3,999,146 ‐

Total nonoperating revenue (expense) 3,895,252 (8,502)

Change in Net Position Before Capital Grants and Equity Contributions 3,850,615 84,196

HUD capital grants 1,908,373 ‐ Transfers ‐ ‐ Equity contributions ‐ 1,629,115

Change in Net Position 5,758,988 1,713,311




204




2019 2018

Operating ActivitiesCash received from government grants and subsidies 40,415,589$ 43,163,574$ Cash received from tenants 6,528,312 6,886,046 Cash received from other sources 1,184,495 2,404,734 Cash payments to housing assistance payments (24,875,892) (25,557,664) Cash payments to employees for services (10,716,341) (10,428,412) Cash payments for goods or services (13,364,171) (14,466,942)

Net Cash (used for) from Operating Activities (828,008) 2,001,336

Capital and Related Financing ActivitiesHUD capital grants 2,558,767 1,908,373 Principal payments on long‐term debt (737,663) (695,313) Proceeds from issuance of long‐term debt 492,441 2,490,244 Purchases of capital assets (5,846,509) (11,045,436) Proceeds from the sale of capital assets 38,297 39,856 Interest payments on mortgage notes and bonds payable (293,281) (194,809)

Net Cash used for Capital and Related Financing Activities (3,787,948) (7,497,085)

Investing ActivitiesInvestments in future developments (677,299) (601,027) Payments received on investments in future developments 42,500 788,813 Issuance of notes receivable (2,551,022) ‐ Purchase of investments ‐ (1,470,000) Sales and maturities of investments 1,470,000 4,410,000 Investment income 35,636 79,688

Net Cash (used for) from Investing Activities (1,680,185) 3,207,474

Net Change in Cash and Cash Equivalents (6,296,141) (2,288,275)



Primary Government


205




2019 2018(As Restated)

Reconciliation of Operating Loss to Net Cash (Used For) From Operating Activities

Operating loss (5,951,256)$ (44,637)$ Adjustments to reconcile operating loss to

net cash (used for) from operating activities Depreciation 4,411,892 3,822,187 Changes in assets and liabilities

Accounts receivable (380,073) (163,858) Inventory 107,693 (40,406) Prepaid expenses and other assets 43,008 (493,219) Accounts payable ‐ Intergovernmental grants 393,548 98,312 Accounts payable 228,075 (2,340,064) Accrued liabilities (289,811) 929,466 Tenant security deposits payable 9,664 8,896 Unearned revenue 599,252 224,659

Net Cash (used for) from Operating Activities (828,008)$ 2,001,336$

Supplemental Schedule of Noncash Capital and Related Financing ActivitiesIncrease in capital assets from accounts payable ‐ construction 314,573$ 1,905,605$

Increase in notes receivable from the sale of capital assetsIncrease in notes receivable 612,082$ 5,400,000$ Gain on sale of capital assets 1,224,164 4,378,703

Decrease in capital assets (612,082)$ 1,021,297$

Primary Government


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Note 1 ‐ Summary of Significant Accounting Policies Nature of the Organization The Oklahoma City Housing Authority (the “Authority”) is a municipal entity organized in 1965 for the development, operation and administration of low‐rent housing programs. The programs are administered through the U.S. Department of Housing and Urban Development (“HUD”) under the U.S. Housing Act of 1937, as amended. The primary purpose of the programs is to provide safe, decent and sanitary housing for low‐income families in Oklahoma City, Oklahoma. The Authority operates its programs primarily with grants and subsidies received from HUD under contractual agreements and with rental proceeds received from tenants. Funds for the acquisition, development or modernization of dwelling units have generally been derived from HUD through the sale of notes and bonds and from HUD grants. Reporting Entity The Authority’s financial statements include the accounts of all Authority operations. The criteria for including organizations as component units within the Authority reporting entity, as set forth in Section 2100 of the Governmental Accounting Standards Board’s (GASB) Codification of Government Accounting and Financial Reporting Standards, include whether:

The organization is legally separated (can sue and be sued in their own name).

The Authority holds the corporate powers of the organization. The Authority appoints a voting majority of the organization’s board.

The Authority is able to impose its will on the organization.

The organization has the potential to impose a financial benefit/burden on the Authority.

There is fiscal dependency by the organization on the Authority. Based on the aforementioned criteria, the Authority is not a component unit within another reporting entity. Blended Component Units Included within the reporting entity is the Community Enhancement Corporation (“CEC”), which is an Oklahoma not‐for‐profit corporation formed June 15, 1984, in an effort to expand into charitable housing programs offered to lower‐income citizens of Oklahoma City. In 1994, CEC acquired from HUD, at a nominal price, several single‐family homes and a multi‐family apartment complex. CEC receives housing assistance payments for these projects pursuant to Section 8 of the U.S. Housing Act of 1937. In addition, CEC receives Federal funds used for the purchase and rehabilitation of Section 8 rental units. There are separate financial statements for CEC, which may be obtained at the Authority’s administrative offices. Included within the reporting entity of the Authority, through CEC, as blended component units are JHJ GP, LLC and Sooner Haven MM, LLC. JHJ GP, LLC and Sooner Haven MM, LLC are wholly owned by CEC. JHJ GP, LLC is the managing general partner of John H Johnson ALF, LP, a discretely presented component unit. Sooner Haven MM, LLC is the managing member of Sooner Haven, LLC, a discretely presented component unit. Separate set of financial statements for JHJ GP, LLC and Sooner Haven MM, LLC are not issued.


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Discretely Presented Component Units The component unit column in the financial statements include the financial data of the Authority’s discretely presented component units as of December 31, 2019 and 2018. The component units are reported in a separate column to emphasize that they are legally separate from the Authority. John H. Johnson ALF, LP (the Partnership or JHJ, LP) was formed for the purpose of owning and operating a 130‐unit low‐income housing project in Oklahoma City, Oklahoma. As previously mentioned, JHJ GP, LLC is the managing general partner of the Partnership, and has on ownership percentage of 0.01% in the Partnership. Sooner Haven, LLC was formed for the purpose of owning and operating an existing 150‐unit low‐income Rental Assistance Demonstration (RAD) project in Oklahoma City, Oklahoma. As mentioned above, Sooner Haven MM, LLC is the managing general partner of Sooner Haven, LLC and has an ownership percentage of 0.01% in Sooner Haven, LLC. The financial statements of the discretely presented component units are presented in CEC’s basic financial statements. Separate financial statements for the Partnership are not issued. Complete financial statements for Sooner Haven, LLC can be obtained from CEC’s administrative offices at 1700 N E 4 St., Oklahoma City, Oklahoma, 73117‐3800. Program Accounting The accounts of the Authority are organized on the basis of programs, each of which is considered a separate accounting entity. The operations of each program are accounted for with a separate set of self‐balancing accounts that comprise its assets, liabilities, net position, revenues, and expenses. The Authority classifies its programs as proprietary. Basis of Accounting and Measurement Focus The Department of Housing and Urban Development Real Estate Assessment Center (REAC) assesses the financial condition of Public Housing Authorities (PHA’s). To uniformly and consistently assess the PHA’s, REAC requires that PHA’s financial statements conform to Generally Accepted Accounting Principles (GAAP). The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All proprietary funds are accounted for using the economic resources measurement focus. With this measurement focus, all assets and liabilities associated with the operation of these funds are included on the statement of net position. Net position is segregated into invested in capital assets, restricted and unrestricted components. The statement of revenues, expenses and changes in net position presents increases (e.g., revenues) and decreases (e.g., expenses) in total net position. When both restricted and unrestricted net position is available for use, generally, it is the Authority’s policy to use restricted net position first, and then unrestricted net position as it is needed. The statement of cash flow presents the cash flows for operating activities, investing activities, capital and related financing activities and non‐capital financing activities.


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Use of Estimates The preparation of financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the financial statements and reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. Cash and Cash Equivalents The Authority's cash deposits can only be invested in HUD approved investments: direct obligations of the Federal Government backed by the full faith and credit of the United States, obligations of government agencies, securities of government sponsored agencies, demand and savings deposits, time deposits, repurchase agreements, and other securities approved by HUD. For the purpose of the statement of cash flows, the Authority considers cash deposits and highly liquid investments with a maturity of three months or less when purchased to be cash equivalents. Accounts Receivable Revenues are recorded when earned and are reported as accounts receivable until collected. Accounts receivable are expensed as bad debts at the time they are determined to be uncollectible. Management has established an allowance for doubtful accounts for amounts that may not be collectible in the future. Receivables are reported net of the related allowance. Investments Investments, including restricted investments, if any, consist of certificates of deposit as of December 31, 2019 and 2018. The investments are recorded at cost, which approximates market. Restricted investments, if any, generally include amounts restricted for Section 8 Housing Assistance payments and Section 8 Family Self Sufficiency (“FSS”) funds. Section 8 FSS funds are offset by FSS liabilities. Inventory Inventory consists of expendable materials and supplies and is stated at weighted‐average cost. Capital Assets Capital assets are recorded at cost, which is comprised of development and modernization costs funded by capital grants, the fair value of donated assets, and property additions from operations. The Authority uses a capitalization threshold of $5,000 or more and useful life of more than one year. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend lives are not expensed as incurred. Upon sale or retirement, the costs are removed from the accounts, and the resulting gain or loss is included in revenue or expense.


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Depreciation of capital assets is provided using the straight‐line method over the estimated lives of the respective assets as follows: Buildings and improvements 20 ‐ 40 years Furniture and equipment 5 ‐ 10 years Long‐lived assets held and used by an entity are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable. No impairment loss has been recognized for the years ended December 31, 2019 and 2018. Land Leases Unearned land lease revenue is being amortized over the terms of the leases using the straight‐line method of amortization (Note 9). Notes and Interest Receivable Notes and interest receivable are carried at amounts advanced, net of reserve for uncollectible accounts, if any. As of December 31, 2019 and 2018, the Authority considered all notes and interest receivables to be fully collectable. Investment in Future Developments Investments in future developments represents costs incurred by the Authority for future developments and are recorded at cost until a project is established. If a potential project is no longer deemed to be feasible, the costs are charged to expense in the year the project is abandoned. Compensated Absences Vested personal leave is recorded as an expense as the benefits accrue to employees. Unearned Revenue Unearned revenue consists primarily of advance rental payments received from tenants. Unearned Land Leases Unearned land lease revenue for the Authority is being amortized over the terms of the leases using the straight‐line method of amortization (Note 9). Income Taxes The Authority, as a governmental entity, is not liable for federal and state income taxes. However, the Authority does make annual payments in lieu of taxes (“PILOT”) to local school districts. CEC is an organization exempt from federal income taxes under Internal Revenue Code Section 501(c)(3).


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Components of Net Position Components of net position include the following:

Net Investment in Capital Assets – Consists of capital assets, net of accumulated depreciation and reduced by outstanding balances of debt issued to finance the acquisition, improvement, or construction of those assets.

Restricted Net Position – Consists of assets and deferred outflows less related liabilities and deferred inflows reported in the basic statement of net position that are subject to restraints on their use by HUD. As of December 31, 2019 and 2018, restricted net position totaled $) and $879,554, respectively. Restricted net position consists of Section 8 Choice Voucher payments received from HUD but not yet paid to eligible individuals.

Unrestricted Net Position – Consists of assets and deferred outflows less related liabilities and deferred inflows reported in the basic statement of net position that are not subject to restraints on their use.

Operating Revenues and Expenses The Authority considers all revenues and expenses (including HUD intergovernmental revenues and expenses) as operating items with the exception of interest expense, interest revenue, and gain/loss on disposal of capital assets which are considered non‐operating for financial reporting purposes. Restricted and Unrestricted Resources The Authority applies restricted resources first when an expense is incurred for purposes for which both restricted and unrestricted resources are available. Fraud Recovery HUD requires the Authority to account for monies recovered from tenants who committed fraud or misrepresentation in the application process for rent calculations and now owe additional rent for prior periods or retroactive rent as fraud recovery. The monies recovered are shared by HUD and the local authority.


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Note 2 ‐ Cash and Cash Equivalents Primary Government Deposits It is the Authority’s policy to invest in those securities which are authorized by HUD. Such investments generally consist of obligations of the U.S. government and its agencies and instrumentalities, collateralized or insured certificates of deposit or other bank deposits, and certain other commercial instruments. The primary objectives of the Authority’s investment policy are safety, liquidity, yield, and administrative costs. Custodial Credit Risk Custodial credit risk that, in the event of a bank failure, the Authority’s deposits may not be returned to it. As of December 31, 2019 and 2018, the Authority's deposits were not exposed to custodial credit risk, as all deposits were insured by the Federal Deposit Insurance Commission (FDIC) and collateralized with securities held by a pledging financial institution in accordance with PDPA. At December 31, 2019, the Authority’s carrying amount of deposits was $8,653,919, including cash and cash equivalents and certificates of deposit, and the bank balance was $9,448,113. Of the bank balances, $1,377,208 was covered by Federal Depository Insurance and the remaining balance of $8,096,053 was collateralized with securities held by a pledging financial institution’s agent in the Authority’s or CEC’s name. At December 31, 2018, the Authority’s carrying amount of deposits was $16,387,425, including cash and cash equivalents and certificates of deposit, and the bank balance was $16,568,286. Of the bank balances, $4,658,896 were covered by Federal Depository Insurance and the remaining balance of $11,909,390 was collateralized with securities held by a pledging financial institution’s agent in the Authority’s or CEC’s name. Included in cash and cash equivalents are replacement reserves of approximately $127,000 as of December 31, 2019 and 2018. Discretely Presented Component Units Credit Risk Custodial credit risk is the risk that, in the event of a bank failure, the Partnership’s deposits may not be returned to it. As of December 31, 2019, JHJ, LP’s bank balances were covered by Federal Depository Insurance. As of December 31, 2018, the JHJ, LP had carrying amounts and bank balances in excess of the federally insured limit of $250,000. As of December 31, 2019 and 2018, Sooner Haven, LLC had carrying amounts and bank balances in excess of the federally insured limit of $250,000. Management monitors the financial ratings of such financial institutions and does not believe that the deposits are exposed to a significant level of risk.


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Note 3 ‐ Restricted Cash Primary Government Restricted cash as of December 31, 2019 consists of $526,420 in tenant security deposits, $90,948 in the housing choice voucher program for FSS escrow, and $0 in the housing choice voucher program for unspent vouchers. Restricted cash as of December 31, 2018 consists of $516,756 in tenant security deposits, $59,780 in the housing choice voucher program for FSS escrow, and $879,554 in the housing choice voucher program for unspent vouchers. Discretely Presented Component Units

Restricted cash consists of various bond trust accounts as required by the bond documents (Note 6), tenant security deposits, and various reserves and escrows required by HUD and the partnership/operating agreements. Total restricted cash as of December 31, 2019 and 2018 was $12,968,117 and $16,904,244, respectively.

Note 4 ‐ Accounts Receivable‐Intergovernmental Accounts receivable‐intergovernmental consists of the following as of December 31, 2019 and 2018:

2019 2018

HUD

Capital fund program 337,712$ 108,392$

Community Development Block Grant 34,359 35,485

Resident Opportunity and Supportive Services 14,836 ‐

Total HUD 386,907 143,877

Sober Living 8,333 ‐

Continuum of Care 3,152 26,376

398,392$ 170,253$


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Note 5 ‐ Capital Assets (As Restated) Primary Government The following is a summary of property, structures and equipment for the years ended December 31, 2019 and 2018:


Non‐Depreciable Capital AssetsLand 5,804,884$ 688,319$ ‐$ 6,493,203$ Construction in progress 6,706,520 1,258,712 (6,461,893) 1,503,339

Total Non‐Depreciable Assets 12,511,404 1,947,031 (6,461,893) 7,996,542

Depreciable Capital AssetsBuildings and improvements 155,349,881 1,981,851 (3,971,816) 153,359,916 Furniture and equipment 5,581,438 6,885,056 (551,149) 11,915,345


Less Accumulated Depreciation (108,507,044) (4,411,892) 4,522,965 (108,395,971)

Net Depreciable Capital Assets 52,424,275 4,455,015 ‐ 56,879,290

Net Capital Assets 64,935,679$ 6,402,046$ (6,461,893)$ 64,875,832$


Non‐Depreciable Capital AssetsLand 5,307,144$ 497,740$ ‐$ 5,804,884$ Construction in progress ‐ 6,706,520 ‐ 6,706,520

Total Non‐Depreciable Assets 5,307,144 7,204,260 ‐ 12,511,404

Depreciable Capital AssetsBuildings and improvements 150,575,127 5,606,764 (832,010) 155,349,881 Furniture and equipment 5,671,120 140,017 (229,699) 5,581,438



Net Depreciable Capital Assets 51,338,941 1,924,594 (839,260) 52,424,275

Net Capital Assets 56,646,085$ 9,128,854$ (839,260)$ 64,935,679$


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CEC has entered into a construction contract with Red Oak Contractors, LLC for the rehabilitation of Yorktown Apartments in the amount of $1,714,329, including change orders. As of December 31, 2019, $857,600 has been incurred in connection with the contract. Discretely Presented Component Units The following is a summary of property, structures and equipment for the year ended December 31, 2019:



Land ‐$ ‐$ ‐$ ‐$




Buildings and improvements 5,543,674 4,273,670 ‐ 9,817,344

Furniture and equipment ‐ 118,686 ‐ 118,686

Total depreciable 5,543,674 4,392,356 ‐ 9,936,030

Less Accumulated Depreciation (22,928) (125,844) ‐ (148,772)

Net Depreciable Capital Assets 5,520,746 4,266,512 ‐ 9,787,258


Sooner Haven, LLC has entered into a construction contract with Red Oak Contractors, LLC for the rehabilitation of a low‐income housing development in the amount of $14,763,633, including change orders. As of December 31, 2019, $7,555,390 has been incurred in connection with the contract.


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Land ‐$ ‐$ ‐$ ‐$




Buildings and improvements ‐ 5,543,674 5,543,674

Total depreciable ‐ 5,543,674 ‐ 5,543,674

Less Accumulated Depreciation ‐ (22,928) ‐ (22,928)

Net Depreciable Capital Assets ‐ 5,520,746 ‐ 5,520,746


Note 6 ‐ Long‐Term Debt Primary Government The Authority has obtained financing for the purpose of modernizing its public housing dwellings with improvements that improve energy efficiency. The decrease in utility costs to the Authority is used to service the debt. During 2018, CEC obtained financing for the purpose of acquiring and renovating Yorktown Apartments. During 2019, CEC financed additional renovations at Yorktown Apartments.


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Long term debt as of December 31, 2019 and 2018 consists of:

2019 2018


2.91% note payable, due in quarterly installments of $220,000

including interest, increased by 2.5% each year, with final

installment due October 2024, secured by building

improvements 4,386,453$ 5,124,116$


Variable rate (4.75% at 12/31/2019), $3,536,000 bridge loan with

Mabry Bank, due in monthly payments of interest only, unpaid

principal and interest due February 2021, secured by a mortgage

and deed of trust on Yorktown Apartments 2,982,685 2,490,244

7,369,138 7,614,360

Less current maturities (781,752) (737,665)

Long‐term debt, less current maturities 6,587,386$ 6,876,695$

Activity in long‐term debt for the primary government is as follows for the years ended December 31, 2019 and 2018:

2019 2018

Balance, Beginning of Year 7,614,360$ 5,819,429$

Proceeds from Issuance 492,441 2,490,244

Principal Payments (737,663) (695,313)

Balance, End of Year 7,369,138$ 7,614,360$


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A summary of payments due for the long‐term debt is as follows: Year Ended December 31, Principal Interest Total

2020 781,752$ 294,569$ 1,076,321$ 2021 3,810,317 125,877 3,936,194 2022 875,368 71,318 946,686 2023 925,026 45,307 970,333 2024 976,675 17,828 994,503 2025 ‐ 2029 ‐ ‐ ‐

7,369,138$ 554,899$ 7,924,037$

Discretely Presented Component Units Bonds Payable JHJ, LP is financing the construction of the assisted living facility in part with variable rate (6.5% at December 31, 2019) Series 2017 Multifamily Housing Revenue Bonds issued by Oklahoma Housing Finance Agency in the amount of $16,000,000. The bonds payable are secured by a deed of trust on all property and equipment. Monthly interest only payments are due through the Stabilization Date, as defined in the Bond Indenture, when the construction bonds are expected to be converted into permanent financing. The bonds have a maturity date of September 1, 2034, at which time unpaid principal and interest is due and payable. The bonds have a final maturity date of September 1, 2034. The outstanding balance of the bonds payable was $15,981,908 and $16,000,000 at December 31, 2019 and 2018, respectively. During 2019 and 2018, JHJ, LP incurred interest of $1,066,613 and $949,000, respectively, on the bonds, which has been capitalized and included in construction in progress (Note 5). Sooner Haven, LLC (Sooner Haven) is financing the construction and rehabilitation of the low‐income housing development renovation project in part with 2.35% Series 2018 Collateralized Revenue Bonds issued by Oklahoma Housing Finance Agency in the amount of $12,500,000. The bonds payable are secured by a deed of trust on all property and equipment. Interest only payments are due each April 1 and October 1 beginning October 1, 2018 through maturity. The bonds have an initial mandatory tender date of October 1, 2020 and a maturity date of October 1, 2021, at which time unpaid principal and interest is due and payable. The outstanding balance of construction bonds payable was $12,500,000 as of December 31, 2019 and 2018 (excluding unamortized debt issuance costs of $225,914 as of December 31, 2019 and $350,461 as of December 31, 2018). During 2019 and 2018, Sooner Haven incurred interest of $296,967 and $55,252, respectively, on the bonds, which has been capitalized and included in construction in progress (Note 5), net of interest earned on bond proceeds held in escrow of $174,000 and $32,213, respectively. As of December 31, 2019 and 2018, accrued interest on the bonds was $74,219 and $55,252, respectively.


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Mortgage Notes Payable Sooner Haven has entered into a loan agreement in the principal amount of $8,991,000 with Lancaster Pollard Mortgage Company, LLC that is insured by HUD under Section 221(d)(4) of the National Housing Act (HUD Loan). The HUD Loan is evidenced by a promissory note and is secured by property and equipment. The HUD Loan has a rehabilitation term of 14 months and a permanent term of 40 years. Interest accrues at 4.8% per year plus a mortgage insurance premium of 0.25%. Monthly installments of interest only are due and payable during the rehabilitation period. Beginning January 1, 2020 monthly installments of principal and interest are due and payable in an amount sufficient to fully amortize the HUD Loan over the remaining term ($42,170 pursuant to the promissory note). The HUD loan matures December 1, 2059, at which time any unpaid principal and interest is due and payable. Pursuant to the terms of the HUD Loan agreement, the principal balance may not be prepaid prior to January 1, 2020. Prepayments made after January 1, 2020 through December 1, 2030 are subject to prepayment premiums. As of December 31, 2019 and 2018, outstanding principal on the HUD Loan was $3,377,517 and $899,726, respectively, (excluding unamortized debt issuance costs of $320,266 as of December 31, 2019 and $321,658 as of December 31, 2018). For the year ended December 31, 2019 and for the period October 23, 2018 to December 31, 2018, Sooner Haven incurred interest of $69,599 and $8,158, respectively, on the HUD Loan, which has been capitalized and included in construction in progress (Note 5). As of December 31, 2019 and 2018, accrued interest on the HUD Loan was $11,711 and $0, respectively. On October 1, 2018, Sooner Haven entered into a loan agreement in the principal sum of $5,400,000 with CEC (the “Seller Loan”) (Note 8). The Seller Loan is evidenced by a promissory note and secured by the property and equipment. The Seller Loan accrues interest at a fixed rate of 3.06% per year, compounded annually. The Seller Loan matures December 1, 2059, at which time unpaid principal and interest is due and payable. The Seller Loan is payable from surplus cash, as defined in the operating agreement, and represents the second mortgage on the property. Sooner Haven has the option at any time to prepay all or any portion of the entire unpaid principal balance of the Seller Loan and all accrued interest at any time, without charge or penalty. As of December 31, 2019 and 2018, outstanding principal on the Seller Loan was $5,400,000. For the year ended December 31, 2019 and for the period beginning October 23, 2018 and ending December 31, 2018, interest expense was $165,240 and $41,310, respectively. As of December 31, 2019 and 2018, accrued interest on the Seller Loan was $206,550 and $41,310, respectively. In connection with the Seller Loan, CEC, as landlord, and Sooner Haven executed a ground lease agreement (Note 9). The principal sum of the Seller Loan represents amounts owed by Sooner Haven to CEC under the Ground Lease and the bill of sale for Sooner Haven’s acquisition of the improvements of the project. On October 1, 2018, Sooner Haven entered into a loan agreement in the principal sum of $2,551,022 with the Authority (the “OCHA Loan”). The OCHA Loan is evidenced by a promissory note and secured by the property and equipment. The OCHA Loan accrues interest at a fixed rate of 2% per year, compounded annually. The OCHA Loan matures December 1, 2059, at which time any outstanding principal and interest is due and payable. The OCHA Loan is payable from surplus cash, as defined in the operating agreement, and represents the third mortgage on the property. Sooner Haven has the option at any time to prepay all or any portion of the entire unpaid principal balance of the OCHA Loan and all accrued interest at any time, without charge or penalty. As of December 31, 2019 and 2018, outstanding principal on the OCHA Loan (Note 8) was $2,551,022 and $0, respectively. For the year ended December 31, 2019 and for the period October 23, 2018 to December 31, 2018, Sooner Haven incurred interest of $32,635 and $0, respectively, on the OCHA Loan, which has been capitalized and included in construction in progress (Note 5). As of December 31, 2019 and 2018, accrued interest on the OCHA Loan was $32,635 and $0, respectively.


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Activity in long‐term debt for the discretely presented component units is as follows for the years ended December 31, 2019 and 2018:


Bonds payable 28,149,539$ 124,547$ (18,092)$ 28,255,994$ 105,028$ Notes payable 5,978,068 5,030,205 ‐ 11,008,273 28,205

34,127,607$ 5,154,752$ (18,092)$ 39,264,267$ 133,233$


Bonds payable 16,000,000$ 12,149,539$ ‐$ 28,149,539$ 25,210$

Notes payable ‐ 5,978,068 ‐ 5,978,068 ‐

16,000,000$ 18,127,607$ ‐$ 34,127,607$ 25,210$

The estimated debt requirements to maturity as of December 31, 2019 are as follows:

Amount

2020 133,233$ 2021 12,642,111 2022 151,090 2023 160,648 2024 170,368

Thereafter 26,006,817

39,264,267$

Year ended December 31,


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Note 7 ‐ Compensated Absences Activity in compensated absences is as follows for the years ended December 31, 2019 and 2018:



Balance Balance Current

12/31/2017 Increases Decreases 12/31/2018 Portion


Note 8 ‐ Related Party Transactions Developer Fees The Authority, through CEC, has entered into a development service agreement in the amount of $1,900,000 in connection with the development and construction of JHJ, LP. No developer fees were earned form JHJ, LP during 2019 and 2018. Remaining developer fees of $1,709,000 are expected to be earned and received upon meeting certain criteria as specified in the agreement. The Authority, through CEC, has entered into a development service agreement in the amount of $1,250,000 in connection with the development and construction of Sooner Haven, LLC. No developer fees were earned from Sooner Haven, LLC in 2019. During 2018, CEC earned $625,000 in developer fees, of which $125,000 was received. As of December 31, 2019 and 2018, CEC is owed $500,000 for developer fees earned and unpaid. The remaining developer fees of $625,000 are expected to be earned and received upon meeting certain criteria as specified in the agreement. Notes Receivable, Interest Receivable, Interest Income, and Sale of Capital Assets During 2018, CEC sold capital assets with a carrying value of $832,010 to Sooner Haven, LLC for $4,800,000. CEC recognized a gain on sale in the amount of $3,967,990 in 2018. The sale was financed with a $5,400,000 promissory note (Note 6). The note receivable is secured by the capital assets. Interest on the note accrues at a fixed rate of 3.06% per year, compounded annually. Principal and interest payments on the note receivable are based on surplus cash, as defined in the operating agreement for Sooner Haven, LLC. Any unpaid principal and interest is due at maturity, December 1, 2059. Sooner Haven, LLC has the option at any time to prepay all or any portion of the entire unpaid principal balance of the note payable and all accrued interest at any time, without charge or penalty. As of December 31, 2019 and 2018, the outstanding principal balance of the note receivable was $5,400,000. For the year ended December 31, 2019 and for the period beginning October 23, 2018 and ending December 31, 2018, CEC earned interest income of $165,240 and $41,310, respectively, on the note receivable. As of December 31, 2019 and 2018, CEC was owed accrued interest $206,550 and $41,310, respectively, on the note receivable.


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On October 1, 2018, Sooner Haven entered into a loan agreement in the principal sum of $2,551,022 with the Authority (the “OCHA Loan”). The OCHA Loan is evidenced by a promissory note and secured by the property and equipment. The OCHA Loan accrues interest at a fixed rate of 2% per year, compounded annually. The OCHA Loan matures December 1, 2059, at which time any outstanding principal and interest is due and payable. The OCHA Loan is payable from surplus cash, as defined in the operating agreement, and represents the third mortgage on the property. Sooner Haven has the option at any time to prepay all or any portion of the entire unpaid principal balance of the OCHA Loan and all accrued interest at any time, without charge or penalty. As of December 31, 2019 and 2018, the outstanding principal balance of the note receivable was $2,551,022 and $0, respectively (Note 6). For the year ended December 31, 2019 and for the period beginning October 23, 2018 and ending December 31, 2018, CEC earned interest income of $32,635 and $0, respectively, on the note receivable. As of December 31, 2019 and 2018, CEC was owed accrued interest $32,635 and $0, respectively, on the note receivable. Due from Related Parties As of December 31, 2019 and 2018, Sooner Haven, LLC owed $25,157 and $27,003, respectively, to the Authority for property management fees, disbursements related to Sooner Haven, LLC’s operations, and other advances. The advances bear no interest, are unsecured, and are due upon demand. Due to Related Parties As of December 31, 2019 and 2018, CEC owed Sooner Haven, LLC $26,841 and $0, respectively, for advances. The advances bear no interest, are unsecured, and are due upon demand.

Note 9 ‐ Leases The Authority, through CEC, has entered into a ground lease agreement with Oklahoma City Housing Associates, L.P., an unrelated party. The term of the lease commenced on September 20, 2017 and shall terminate 65 years after the commencement date. A single payment of $680,251 was made by Oklahoma City Housing Associates, L.P. and received by CEC on the commencement date and was recorded as unearned revenue by CEC. The unearned land lease revenue for CEC is being amortized over the 65‐year term of the lease. The Authority, through CEC, entered into a ground lease with Sooner Haven, LLC, pursuant to which Sooner Haven agreed to rehabilitate the existing property for use as a Section 8 low income housing tax credit project under the Rental Assistance Demonstration (RAD) program administered by HUD. The ground lease commenced on October 1, 2018 and will terminate 65 years after the commencement date. Sooner Haven, LLC has the option to renew the ground lease for 2 successive 10‐year periods following the lease term. The rent for the first year of the lease term is $600,000, due and payable in accordance with the terms of the Seller Loan (Note 6). Thereafter, annual rent payments of $10 are required for the remainder of the lease. The first‐year rent payment of $600,000 was recorded as unearned revenue by CEC in 2018 and is being amortized over the 65‐year term of the lease.


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The Authority, through CEC, has entered into a land lease agreement with JHJ, LP to lease the land on which the project is being built. The term of the lease commenced on September 20, 2017 and shall terminate 55 years after the commencement date. A single payment of $802,822 was made by JHJ, LP and received by CEC on the commencement date and was recorded as unearned revenue by CEC and a prepaid land lease by JHJ, LP. The unearned land lease revenue for CEC and the prepaid land lease for JHJ, LP is being amortized over the 55‐year term of the lease. As of December 31, 2019 and 2018, unearned revenue from the land leases were $2,037,108 and $1,388,225, respectively. Future amortization of the unearned land leases are as follows:

OKC Housing Sooner Haven JHJAssociates Amount Amount Total

2020 10,465$ 9,231$ 14,597$ 34,293$ 2021 10,465 9,231 14,597 34,293 2022 10,465 9,231 14,597 34,293 2023 10,465 9,231 14,597 34,293 2024 10,465 9,231 14,597 34,293 Thereafter 622,692 542,308 700,643 1,865,643

Total 675,017$ 588,463$ 773,628$ 2,037,108$

Year Ended December 31,

Note 10 ‐ Defined Contribution Pension Plan The Authority provides pension benefits for all of its full‐time employees through a contributory defined savings plan pursuant to Section 401(k) of the Internal Revenue Service Code, through the Savings Incentive Plan for employees of Oklahoma City Housing Authority. Employees are eligible to participate beginning six months from the date of employment. Participating employees may contribute up to the IRS allowable limit, and the Authority will match 100% of the employee contribution, up to a percentage of employee compensation to be determined annually by the Board of Commissioners. This percentage for 2019 and 2018 was 5%. Employee contributions to the plan vest immediately. The Authority’s contributions for each employee vest at the rate of 20% per year and are fully vested after five years of continuous service. The Authority’s contribution balances allocated to employees who leave employment before becoming fully vested can be used to reduce the Authority’s current period contribution requirement. Plan assets can be placed in various investment funds at the direction of each employee. The Authority’s contributions to the pension plan were approximately $344,100 and $343,600 in 2019 and 2018, respectively.


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Note 11 ‐ Commitments and Contingencies The Authority is a defendant in several claims and lawsuits; however, Authority management is of the opinion that the ultimate outcome of all litigation will not have a material effect on the future operations or financial position of the Authority. The activities of the Authority and CEC are currently funded in large part by the Federal Government and future operations of the Authority and CEC are reliant on continuation of this funding from the Federal Government. Amounts received or receivable from HUD are subject to audit and adjustment by HUD. Any disallowed expenses may constitute a liability of the Authority. The amount of expenses which may be disallowed by HUD, if any, cannot be determined at this time, although the Authority expects such amounts to be immaterial. As the general partner in JHJ, LP, CEC has certain rights and obligations under the partnership agreement, including guarantees relating to operating and construction guarantees. As the managing member in Sooner Haven, LLC, CEC has certain rights and obligations under the operating agreement, including guarantees relating to operating and construction guarantees.


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Note 12 ‐ Condensed Blended Component Unit Information Condensed blended component unit financial information for CEC as of and for the years ended December 31, 2019 and 2018 is as follows: Condensed Statements of Net Position

2019 2018

AssetsCurrent assets 2,840,303$ 4,072,586$ Capital assets, net 9,635,212 8,512,634 Other assets 6,317,634 6,275,349

Total assets 18,793,149$ 18,860,569$

LiabilitiesDue to OCHA 130,892$ 468,711$ Current liabilities ‐ other 689,863 199,217 Noncurrent liabilities 5,735,500 4,613,872


Net PositionUnrestricted 6,334,367 8,306,379 Restricted ‐ ‐ Net investment in capital assets 5,902,527 5,272,390




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Condensed Statements of Revenues, Expenses and Changes in Net Position

2019 2018

Operating RevenuesHUD and other operating grants 698,993$ 872,986$ Net tenant rental revenue 548,310 330,461 Other 33,442 2,463,510


Operating ExpensesDepreciation 471,219 213,295 Other 1,703,320 1,399,435


Net Operating Loss (893,794) 2,054,227

Nonoperating RevenueOther (448,081) 3,944,376

Total nonoperating revenue (448,081) 3,944,376

Transfers from the Primary Government ‐ 1,021,297

Change in Net Position (1,341,875) 7,019,900




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Condensed Statement of Cash Flows

2019 2018

Net Cash from Operating Activities 121,161$ 1,635,456$

Net Cash used for Capital and Related Financing Activities (842,385) (303,083)

Net Cash (used for) from Investing Activities (634,799) 187,786

Net Change in Cash and Cash Equivalents (1,356,023) 1,520,159



Note 13 ‐ Correction of Error The 2018 financial statements have been restated to correct errors in the recording of capital assets and accounts payable. As a result of the restatement, the following changes were made to the financial statements.

As Previously

Reported Adjustment As Restated

Statement of Net Position, December 31, 2018

Capital Assets

Non‐depreciable 11,126,853$ (1,384,551)$ 12,511,404$

Total capital assets 63,551,128 (1,384,551) 64,935,679

Total Assets 88,438,879 (1,384,551) 89,823,430

Accounts Payable

Construction 521,054 (1,384,551) 1,905,605

Total Current Liabilities 4,058,553 (1,384,551) 5,443,104

Total Liabilities 13,350,665 (1,384,551) 14,735,216

Total Liabilities and Net Position 88,438,879 (1,384,551) 89,823,430

Statement of Cash Flows, December 31, 2018

Supplemental Schedule of Noncash Capital and Related Financing Activities

Increase in capital assets from

accounts payable ‐ construction 521,054$ (1,384,551)$ 1,905,605$


227

Supplementary Information December 31, 2019 and 2018


eidebailly.com


228

See Notes to Schedule of Expenditures of Federal Awards 40

Oklahoma City Housing Authority Schedule of Expenditures of Federal Awards


Pass‐throughFederal EntityCFDA Identifying

Federal Grantor/Program Title Number Number Expenditures

U.S. Department of Housing and Urban Development

Expended Directly by the Authority

Public and Indian Housing 14.850 11,345,960$

Public Housing Capital Fund 14.872 4,274,885

Section 8 Moderate Rehabilitation Single Room Occupancy 14.249 >A 27,178

Section 8 Housing Choice Vouchers 14.871 26,637,905

Family Self‐Sufficiency Program 14.896 29,084

Supportive Housing for Persons With Disabilities 14.181 287,732

Resident Opportunity and Supportive Services 14.870 51,974

Community Development Block Grants/Entitlement Grants(Passed through the City of Oklahoma City) 14.218 Not available 293,463

Total Expended directly by the Authority 42,948,181

Expended Directly by CEC

Section 8 Housing Assistance Payments Program 14.195 >A 605,550

Supportive Housing Program(Passed through the City of Oklahoma City) 14.235 61L61021607 43,443

Total Expended directly by CEC 648,993

Total U.S. Department of Housing and Urban Development 43,597,174

U.S. Department of Health and Human Services

CEC ‐ Block Grants for Prevention and Treatment of SubstanceAbuse (Passed through the Oklahoma Department of Mental Health and Substance Abuse Services 93.959 4529055021 50,000

Total U.S. Department of Health and Human Services 50,000

Total Expenditures of Federal Awards 43,647,174$

A> Section 8 Project‐Based Cluster, total $632,728


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Oklahoma City Housing Authority Notes to Schedule of Expenditures of Federal Awards


Note 1 ‐ Basis of Presentation The accompanying schedule of expenditures of federal awards (the Schedule) includes the federal award activity of the Oklahoma City Housing Authority, including its component unit, Community Enhancement Corporation (the Authority), under programs of the federal government for the year ended December 31, 2019. The information is presented in accordance with the requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Because the schedule presents only a selected portion of the operations of the Authority, it is not intended to and does not present the financial position, changes in net position, or cash flows of the Authority.

Note 2 ‐ Summary of Significant Accounting Policies Expenditures reported in the Schedule are reported on the accrual basis of accounting. Such expenditures are recognized following the cost principles contained in the Uniform Guidance, wherein certain types of expenditures are not allowed or are limited as to reimbursement. No federal financial assistance has been provided to subrecipients.

Note 3 ‐ Indirect Cost Rate The Authority has not elected to use the 10% de minimis cost rate and does not draw for indirect administrative expenses.


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December 31, 2019



Assets





Tenants, net of allowance for doubtful accountsof $77,209 and $11,553, respectively 26,229 14,138 ‐ 40,367

Intergovernmental 395,240 3,152 ‐ 398,392 Interest 32,635 206,550 ‐ 239,185 Developer fees ‐ 500,000 ‐ 500,000 Other 430,307 18,189 (130,892) 317,604

Prepaid expenses and other assets 912,797 94,476 ‐ 1,007,273 Prepaid land lease, current portion ‐ ‐ ‐ ‐ Inventory 138,572 9,491 ‐ 148,063




Other AssetsPrepaid land lease, noncurrent portion ‐ ‐ ‐ ‐ Other assets ‐ ‐ ‐ ‐ Notes receivable 3,301,022 5,400,000 (750,000) 7,951,022 Investment in future developments ‐ 917,634 ‐ 917,634

Total other assets 3,301,022 6,317,634 (750,000) 8,868,656

Total Assets 67,137,034$ 18,793,149$ (880,892)$ 85,049,291$


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December 31, 2019





Trade 610,197 252,647 ‐ 862,844 Intergovernmental 511,966 130,892 (130,892) 511,966 Construction ‐ 314,573 ‐ 314,573 Developer fee payable ‐ ‐ ‐ ‐ Due to primary government ‐ ‐ ‐ ‐

Accrued liabilitiesSalaries, wages, and payroll taxes 397,171 16,269 ‐ 413,440 Compensated absences, current portion 156,791 15,737 ‐ 172,528 Accrued interest 21,274 ‐ ‐ 21,274 Other 518,812 14,504 ‐ 533,316

Tenant security deposits payable 495,435 30,985 ‐ 526,420 Unearned land lease revenue, current portion ‐ 34,293 ‐ 34,293 Unearned revenue 40,122 10,855 ‐ 50,977






Other Non‐Current Liabilities ‐ ‐ ‐ ‐

Total liabilities 8,125,954 6,556,255 (880,892) 13,801,317

Net PositionUnrestricted 8,156,913 6,334,367 ‐ 14,491,280 Restricted ‐ ‐ ‐ ‐ Net investment in capital assets 50,854,167 5,902,527 ‐ 56,756,694


Total Liabilities and Net Position 67,137,034$ 18,793,149$ (880,892)$ 85,049,291$


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December 31, 2018



Assets





Tenants, net of allowance for doubtfulaccounts of $36,609 45,082 2,121 ‐ 47,203

Intergovernmental 287,248 26,376 (143,371) 170,253 Interest 1,340 41,310 ‐ 42,650 Developer fees ‐ 500,000 ‐ 500,000 Other 605,833 21,712 (468,711) 158,834

Prepaid expenses and other assets 931,639 118,642 ‐ 1,050,281 Prepaid land lease, current portion ‐ ‐ ‐ ‐ Inventory 243,661 12,095 ‐ 255,756




Other AssetsPrepaid land lease, noncurrent portion ‐ ‐ ‐ ‐ Other assets ‐ ‐ ‐ ‐ Notes receivable 750,000 5,400,000 (750,000) 5,400,000 Investment in future developments ‐ 875,349 ‐ 875,349

Total other assets 750,000 6,275,349 (750,000) 6,275,349

Total Assets 72,324,943$ 18,860,569$ (1,362,082)$ 89,823,430$


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December 31, 2018





Trade 533,385 101,384 ‐ 634,769 Intergovernmental 118,418 ‐ ‐ 118,418 Construction 1,905,605 ‐ ‐ 1,905,605 Developer fee payable ‐ ‐ ‐ ‐ Due to primary government ‐ 468,711 (468,711) ‐

Accrued liabilities ‐ Salaries, wages, and payroll taxes 693,716 1,011 ‐ 694,727 Compensated absences, current portion 112,719 ‐ ‐ 112,719 Interest 24,852 34,795 ‐ 59,647 Other 535,788 11,805 ‐ 547,593

Tenant security deposits payable 485,854 30,902 ‐ 516,756 Unearned land lease revenue, current portion ‐ 14,597 ‐ 14,597 Unearned revenue 239,256 4,723 (143,371) 100,608







Total liabilities 10,815,498 5,281,800 (1,362,082) 14,735,216

Net PositionUnrestricted 11,236,567 8,306,379 ‐ 19,542,946 Restricted 879,554 ‐ ‐ 879,554 Net investment in capital assets 49,393,324 5,272,390 ‐ 54,665,714


Total Liabilities and Net Position 72,324,943$ 18,860,569$ (1,362,082)$ 89,823,430$


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46






Vouchers 26,959,678 ‐ ‐ 26,959,678 Family Self Sufficiency 29,084 ‐ ‐ 29,084 Section 8 ‐ Other (5,688) 605,550 ‐ 599,862 Other 93,443 ‐ 93,443

Other governmental grants 370,437 ‐ ‐ 370,437 Tenant rental revenue 5,810,085 518,873 ‐ 6,328,958 Other tenant revenue 483,848 29,437 ‐ 513,285 Developer fees ‐ ‐ ‐ Other operating revenue 293,684 33,442 (82,816) 244,310

Total operating revenues 47,003,206 1,280,745 (82,816) 48,201,135

Operating ExpensesHousing assistance payments 25,598,109 ‐ ‐ 25,598,109 Administrative services 5,128,849 286,872 ‐ 5,415,721 Tenant services 2,161,966 219,746 ‐ 2,381,712 Utilities 2,085,377 242,229 ‐ 2,327,606 Ordinary maintenance and operations 9,469,327 704,321 ‐ 10,173,648 Protective services 1,814,340 42,623 ‐ 1,856,963 Insurance 1,162,491 57,567 ‐ 1,220,058 Bad debts 385,204 41,069 ‐ 426,273 Payment in lieu of taxes 230,049 6,635 ‐ 236,684 Other general 84,283 19,442 ‐ 103,725 Management fees ‐ 82,816 (82,816) ‐ Depreciation 3,940,673 471,219 ‐ 4,411,892

Total operating expenses 52,060,668 2,174,539 (82,816) 54,152,391

Operating Income (Loss) (5,057,462) (893,794) ‐ (5,951,256)

Nonoperating Revenue (Expense)Investment income 66,931 ‐ ‐ 66,931 Interest income 32,635 165,240 ‐ 197,875 Interest expense (137,533) (117,375) ‐ (254,908) Other income (expense) ‐ ‐ ‐ ‐ Predevelopment expenses ‐ (592,514) ‐ (592,514) Donations of real property ‐ 96,568 ‐ 96,568 Gain on disposition of capital assets 38,297 ‐ ‐ 38,297

Total nonoperating revenue (expense) 330 (448,081) ‐ (447,751)

Change in Net Position Before Capital Grantsand Equity Contributions (5,057,132) (1,341,875) ‐ (6,399,007)

HUD capital grants 2,558,767 ‐ ‐ 2,558,767 Transfers ‐ ‐ ‐ ‐ Equity contributions ‐ ‐ ‐ ‐

Change in Net Position (2,498,365) (1,341,875) ‐ (3,840,240)




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47






Vouchers 28,498,386 ‐ ‐ 28,498,386 Family Self Sufficiency 38,243 ‐ ‐ 38,243 Section 8 ‐ Other 65,441 736,713 ‐ 802,154 Other (5,107) 136,273 ‐ 131,166

Other governmental grants 50,000 ‐ ‐ 50,000 Tenant rental revenue 6,179,942 330,461 ‐ 6,510,403 Other tenant revenue 386,145 ‐ ‐ 386,145 Developer fees ‐ 625,000 625,000 Other operating revenue 222,784 1,838,510 (114,150) 1,947,144

Total operating revenues 48,619,796 3,666,957 (114,150) 52,172,603

Operating ExpensesHousing assistance payments 25,557,664 ‐ ‐ 25,557,664 Administrative services 5,628,226 144,222 ‐ 5,772,448 Tenant services 1,975,083 186,774 ‐ 2,161,857 Utilities 2,205,149 239,925 ‐ 2,445,074 Ordinary maintenance and operations 7,992,823 509,948 ‐ 8,502,771 Protective services 1,978,642 112,398 ‐ 2,091,040 Insurance 1,125,009 75,359 ‐ 1,200,368 Bad debts 337,218 15,799 ‐ 353,017 Payment in lieu of taxes 209,494 ‐ ‐ 209,494 Other general 100,460 860 ‐ 101,320 Management fees ‐ 114,150 (114,150) ‐ Depreciation 3,608,892 213,295 ‐ 3,822,187

Total operating expenses 50,718,660 1,612,730 (114,150) 52,217,240

Operating Income (Loss) (2,098,864) 2,054,227 ‐ (44,637)

Nonoperating Revenue (Expense)Investment income 81,028 ‐ ‐ 81,028 Interest income ‐ 41,310 ‐ 41,310 Interest expense (158,431) (67,801) ‐ (226,232) Gain on disposition of capital assets 28,279 3,970,867 ‐ 3,999,146

Total nonoperating revenue (expense) (49,124) 3,944,376 ‐ 3,895,252

Change in Net Position Before Capital Grantsand Equity Contributions (2,147,988) 5,998,603 ‐ 3,850,615

HUD capital grants 1,908,373 ‐ ‐ 1,908,373 Transfers (1,021,297) 1,021,297 ‐ ‐ Equity contributions ‐ ‐ ‐ ‐

Change in Net Position (1,260,912) 7,019,900 ‐ 5,758,988




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Oklahoma City Housing Authority Statement of Certification of Actual Modernization Cost – Certificate Project Number OK56P002501‐16


1. The actual development cost of the project is as follows: Classification OK56P002501‐16

1406 Operations $ 705,391 1410 Administration 263,032 1430 Fees and Costs 149,060 1450 Site Improvement 196,443 1460 Dwelling Structures 1,956,015 1470 Non‐dwelling Structures 298,524 1485 Demolition 4,426 1504 RAD‐CFP 117,000 $3,689,891

2. The distribution of costs by major cost accounts as shown above and the actual modernization cost

certificate submitted to HUD on July 24, 2019 are in agreement with the Authority’s records. 3. All modernization costs and related liabilities have been paid.

4. The Authority had no budget overruns. Funds approved $3,689,891 Funds advanced 3,689,891 Excess of funds approved $ ‐

Funds advanced $3,689,891 Funds expended 3,689,891 Excess of funds advanced $ ‐


237

Other Information December 31, 2019 and 2018


eidebailly.com


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49

Independent Auditor’s Report on Internal Control Over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government

Auditing Standards To the Board of Commissioners Oklahoma City Housing Authority Oklahoma City, Oklahoma We have audited, in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States, the financial statements of the business‐type activities and the aggregate discretely presented component units of the Oklahoma City Housing Authority (the Authority), which comprise the statement of net position as of December 31, 2019, and the related statements of revenues, expenses and changes in net position, and cash flows, where applicable, for the year then ended, and the related notes to the financial statements, and have issued our report thereon dated March 17, 2021. We did not audit the financial statements of Sooner Haven, LLC. This report does not include the results of the other auditors’ testing of internal control over financial reporting or compliance and other matters that are reported on separately by those auditors. Internal Control over Financial Reporting In planning and performing our audit of the financial statements, we considered the Authority’s internal control over financial reporting (internal control) to determine the audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Authority's internal control. Accordingly, we do not express an opinion on the effectiveness of the Authority's internal control. Our consideration of internal control over financial reporting was for the limited purpose described in the preceding paragraph and was not designed to identify all deficiencies in internal control over financial reporting that might be material weaknesses or significant deficiencies and therefore, material weaknesses or significant deficiencies may exist that have not been identified. However, as described in the accompanying schedule of findings and questioned costs, we identified certain deficiencies in internal control that we consider to be material weaknesses and significant deficiencies. A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented or detected and corrected on a timely basis. We consider the deficiency described in the accompanying schedule of findings and questioned costs as finding 2019‐001 to be a material weakness.




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50

A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance. We consider the deficiency described in the accompanying schedule of findings and responses as item 2019‐002 to be a significant deficiency. Compliance and Other Matters As part of obtaining reasonable assurance about whether the Authority’s financial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts and grant agreements, noncompliance with which could have a direct and material effect on the determination of financial statement amounts. However, providing an opinion on compliance with those provisions was not an objective of our audit, and, accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards. Entity’s Responses to Findings The Authority’s responses to the findings identified in our audit are described in the accompanying schedule of findings and questioned costs. The Authority’s responses were not subjected to the auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on them. Purpose of This Report The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Authority’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Authority’s internal control and compliance. Accordingly, this communication is not suitable for any other purpose.



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51

Independent Auditor’s Report on Compliance for Each Major Federal Program; Report on Internal Control Over Compliance Required by the Uniform Guidance

To the Board of Commissioners Oklahoma City Housing Authority Oklahoma City, Oklahoma Report on Compliance for Each Major Federal Program We have audited the compliance of the Oklahoma City Housing Authority, including the aggregate discretely presented component units, (the Authority) with the types of compliance requirements described in the OMB Compliance Supplement that could have a direct and material effect on the Authority's major federal programs for the year ended December 31, 2019. The Authority’s major federal programs are identified in the summary of auditor’s results section of the accompanying schedule of findings and questioned costs. Management’s Responsibility The Authority’s management is responsible for compliance with federal statutes, regulations, and the terms and conditions of its federal awards applicable to its federal programs. Auditor’s Responsibility Our responsibility is to express an opinion on compliance for the Authority’s major federal programs based on our audit of the types of compliance requirements referred to above. We conducted our audit of compliance in accordance with auditing standards generally accepted in the United States of America; the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States; and the audit requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Those standards and the Uniform Guidance require that we plan and perform the audit to obtain reasonable assurance about whether noncompliance with the types of compliance requirements referred to above that could have a direct and material effect on a major federal program occurred. An audit includes examining, on a test basis, evidence about the Authority’s compliance with those requirements and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion on compliance for the major federal program. However, our audit does not provide a legal determination on the Authority’s compliance.




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52

Opinion on Each Major Federal Program In our opinion, the Authority complied, in all material respects, with the compliance requirements referred to above that could have a direct and material effect on its major federal programs for the year ended December 31, 2019. Report on Internal Control over Compliance Management of the Authority is responsible for establishing and maintaining effective internal control over compliance with the types of compliance requirements referred to above. In planning and performing our audit of compliance, we considered the Authority’s internal control over compliance with the types of requirements that could have a direct and material effect on each major federal program to determine the auditing procedures that are appropriate in the circumstances for the purpose of expressing our opinion on compliance for each major federal program and to test and report on the internal control over compliance in accordance with the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, we do not express an opinion on the effectiveness of the Authority's internal control over compliance. A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, noncompliance with a type of compliance requirement of a federal program on a timely basis. A material weakness in internal control over compliance is a deficiency, or combination of deficiencies, in internal control over compliance, such that there is a reasonable possibility that material noncompliance with a compliance requirement will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance with a type of compliance requirement of a federal program that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance. Our consideration of internal control over compliance was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control over compliance that might be material weaknesses or significant deficiencies. We did not identify any deficiencies in internal control over compliance that we consider to be material weaknesses. However, we identified a certain deficiency in internal control over compliance, described in the accompanying schedule of findings and questioned costs as item 2019‐003 that we consider to be a significant deficiency.

The Authority’s response to the internal control over compliance finding identified in our audit is described in the accompanying schedule of findings and questioned costs. The Authority’s response was not subjected to the auditing procedures applied in the audit of compliance and, accordingly, we express no opinion on the response.


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53

The purpose of this report on internal control over compliance is solely to describe the scope of our testing of internal control over compliance and the results of that testing based on requirements of the Uniform Guidance. Accordingly, this report is not suitable for any other purpose.



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54



Section I – Summary of Auditor’s Results

Financial Statements Type of independent auditors’ report issued: Unmodified Internal control over financial reporting: Material weakness identified? Yes Significant deficiencies identified not considered to be material weakness? Yes Noncompliance material to financial statements noted? No Federal Awards Internal control over major programs: Material weakness identified? No Significant deficiencies identified not considered to be material weakness? Yes Type of auditors’ report issued on compliance for major federal programs: Unmodified Any audit findings disclosed that are required to be reported in accordance with Uniform Guidance 2 CFR 200.516? Yes Identification of Major Federal Programs Name of Federal Program CFDA Number Section 8 Housing Choice Vouchers 14.871 Dollar threshold used to distinguish between Type A and Type B Programs: $1,309,415 Auditee qualified as low‐risk auditee? No


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Section II – Financial Statement Findings

2019‐001 Adjusting Journal Entries, Preparation of Financial Statements, Preparation of the SEFA, and

Account Reconciliations

Material Weakness in Internal Control over Financial Reporting

Criteria: A good system of internal control contemplates an adequate system for recording and processing adjusting journal entries significant to the financial statements and internally preparing the Authority’s financial statements, accompanying notes to the financial statements, and the schedule of expenditures of federal awards.

Condition: As part of our audit, we proposed material audit adjustments to the financial statements and to the schedule of expenditures of federal awards that were not detected by management.

Cause: Failure to properly reconcile general ledger accounts to subsidiary records and posting all transactions and entries prior to the audit. Effect: The control deficiency could result in a misstatement to the financial statements that would not be prevented or detected.

Recommendation: We recommend that all necessary adjustments and transactions are recorded by management prior to our audit.



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2019‐002 Journal Entries Significant Deficiency in Internal Control over Financial Reporting

Criteria: A good system of internal control restricts activities and access to technology to authorized users commensurate with their job responsibilities and to protect the organization’s assets.

Condition: During our audit, we inquired of accounting staff who indicated that there are no restrictions on who can initiate and post journal entries in the general ledger.

Cause: Due an oversight by management.

Effect: Improper journal entries could be posted, which could lead to errors in the financial statements or misappropriation of assets.

Recommendation: We recommend that the Authority review their IT controls and restrict access to only those individuals authorized to initiate journal entries.



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Section III – Federal Award Findings and Questioned Costs

2019‐003 U. S. Department of Housing and Urban Development – CFDA #14.871 Section 8 Housing Choice Vouchers Applicable Federal Award Number and Year – Housing Choice Vouchers – 2019

Special Tests and Provisions – HQS Enforcement Significant Deficiency in Internal Control over Compliance

Criteria: For units under the HAP contract that fail to meet HQS, the Authority must require the owner to correct any life threatening HQS deficiencies within 24 hours after the inspections and all other HQS deficiencies within 30 calendar days or within a specified PHA‐approved extension.

Condition: Of the 65 failed HQS inspections we tested, 64 of the inspections were completed later than 30 days and the Authority was not able to provide documentation of an extension. None of the inspections were completed later than 60 days.

Cause: Lack of internal controls over failed inspections.

Effect: The Authority is not in compliance with program requirements. Questioned Costs: N/A

Context/Sampling: N/A Repeat Finding from Prior Year: No

Recommendation: The Authority should implement processes to ensure all failed inspections are completed timely and there is proper documentation of approved extensions.



247

Housing Authority of the City of Oklahoma City (OK002)

Entity Wide Balance Sheet Summary

12/31/2020 Unaudited/Single Audit Fiscal Year End:Submission Type:

Oklahoma City, OK

$1,500 $412,088 $102,720 $1,998,227 111 Cash - Unrestricted$0 $0 112 Cash - Restricted - Modernization and Development$0 $0 $2,165,504 113 Cash - Other Restricted

$518,165 $0 $17,322 $8,107 114 Cash - Tenant Security Deposits$0 $0 115 Cash - Restricted for Payment of Current Liabilities

$519,665 $412,088 $0 $2,285,546 $2,006,334 100 Total Cash

$0 $0 121 Accounts Receivable - PHA Projects$2,036,073 $1,189,350 122 Accounts Receivable - HUD Other Projects

$0 $0 $248,200 $269,951 124 Accounts Receivable - Other Government$241,434 $71,581 $19,979 $6,599,391 125 Accounts Receivable - Miscellaneous$291,956 $0 $115,000 $295,561 126 Accounts Receivable - Tenants-$250,382 $0 $0 -$12,190 126.1 Allowance for Doubtful Accounts -Tenants

$0 $0 $0 $0 126.2 Allowance for Doubtful Accounts - Other$0 $0 127 Notes, Loans, & Mortgages Receivable - Current$0 $0 128 Fraud Recovery$0 $0 128.1 Allowance for Doubtful Accounts - Fraud

$28,616 $0 129 Accrued Interest Receivable$2,347,697 $1,260,931 $0 $383,179 $7,152,713 120 Total Receivables, Net of Allowances for Doubtful Accounts

$10,839,974 $4,574,938 131 Investments - Unrestricted$0 $0 132 Investments - Restricted$0 $0 135 Investments - Restricted for Payment of Current Liability

$310,751 $104,066 $23,620 $363,404 142 Prepaid Expenses and Other Assets$92,935 $0 $26,384 $8,996 143 Inventories

Project Total14.871 Housing

Choice Vouchers

14.218 CommunityDevelopment BlockGrants/Entitlement

Grants

6.1 Component Unit -Discretely Presented

6.2 Component Unit -Blended

1


248




Oklahoma City, OK

$0 $0 $0 $0 143.1 Allowance for Obsolete Inventories$1,123,510 $0 $680,597 $3,195,664 144 Inter Program Due From

$0 $0 145 Assets Held for Sale$15,234,532 $6,352,023 $0 $3,399,326 $12,727,111 150 Total Current Assets

$4,851,708 $0 $750,767 $1,873,848 161 Land$139,411,182 $377,488 $34,480,878 $6,400,225 162 Buildings$9,718,929 $0 $825,043 163 Furniture, Equipment & Machinery - Dwellings

$0 $414,657 $240,484 164 Furniture, Equipment & Machinery - Administration$0 $0 165 Leasehold Improvements

-$105,151,608 -$252,386 -$742,157 -$2,821,047 166 Accumulated Depreciation$1,119,524 $0 $28,452,982 167 Construction in Progress

$0 $0 168 Infrastructure$49,949,735 $539,759 $0 $63,767,513 $5,693,510 160 Total Capital Assets, Net of Accumulated Depreciation

$2,236,882 $0 171 Notes, Loans and Mortgages Receivable - Non-Current$0 $0 172 Notes, Loans, & Mortgages Receivable - Non Current - Past$0 $0 173 Grants Receivable - Non Current$0 $0 $272,515 174 Other Assets$0 $0 176 Investments in Joint Ventures

$52,186,617 $539,759 $0 $64,040,028 $5,693,510 180 Total Non-Current Assets

$0 $0 200 Deferred Outflow of Resources

$67,421,149 $6,891,782 $0 $67,439,354 $18,420,621 290 Total Assets and Deferred Outflow of Resources


Choice Vouchers


Grants



2


249




Oklahoma City, OK

$0 $0 311 Bank Overdraft$642,873 $11,932 $933,939 $837,827 312 Accounts Payable <= 90 Days

$0 $0 $165,125 313 Accounts Payable >90 Days Past Due$86,616 $22,259 $89,338 $22,377 321 Accrued Wage/Payroll Taxes Payable$117,791 $30,057 $25,447 322 Accrued Compensated Absences - Current Portion

$0 $0 324 Accrued Contingency Liability$0 $0 $320,813 325 Accrued Interest Payable

$408,556 $0 $169,677 331 Accounts Payable - HUD PHA Programs$0 $0 332 Account Payable - PHA Projects$0 $1,337,420 333 Accounts Payable - Other Government

$518,165 $0 $16,527 $26,694 341 Tenant Security Deposits$549,037 $0 $220,314 $1,366,516 342 Unearned Revenue$924,179 $0 $188,161 343 Current Portion of Long-term Debt - Capital

$0 $0 344 Current Portion of Long-term Debt - Operating Borrowings$224,128 $91,580 $368,300 $15,069 345 Other Current Liabilities$320,647 $115 346 Accrued Liabilities - Other

$4,963,885 $3,768,143 $470,076 347 Inter Program - Due To$0 $0 348 Loan Liability - Current

$8,755,877 $5,261,506 $0 $2,302,517 $2,933,683 310 Total Current Liabilities

$2,746,429 $0 $46,319,615 351 Long-term Debt, Net of Current - Capital Projects/Mortgage$0 $0 352 Long-term Debt, Net of Current - Operating Borrowings$0 $0 $12,775,749 $63,446 353 Non-current Liabilities - Other

$392,325 $127,148 354 Accrued Compensated Absences - Non Current$0 $0 355 Loan Liability - Non Current$0 $0 356 FASB 5 Liabilities


Choice Vouchers


Grants



3


250




Oklahoma City, OK

$0 $0 357 Accrued Pension and OPEB Liabilities$3,138,754 $127,148 $0 $59,095,364 $63,446 350 Total Non-Current Liabilities

$11,894,631 $5,388,654 $0 $61,397,881 $2,997,129 300 Total Liabilities

400 Deferred Inflow of Resources

508.3 Nonspendable Fund Balance$46,669,789 $539,759 $17,248,026 $5,693,510 508.4 Net Investment in Capital Assets

509.3 Restricted Fund Balance

510.3 Committed Fund Balance

511.3 Assigned Fund Balance$968,658 $0 511.4 Restricted Net Position

512.3 Unassigned Fund Balance$8,856,729 -$5,289 $0 -$11,206,553 $9,729,982 512.4 Unrestricted Net Position$55,526,518 $1,503,128 $0 $6,041,473 $15,423,492 513 Total Equity - Net Assets / Position

$67,421,149 $6,891,782 $0 $67,439,354 $18,420,621 600 Total Liabilities, Deferred Inflows of Resources and Equity -


Choice Vouchers


Grants



4


251




Oklahoma City, OK

$31,506 $25,523 111 Cash - Unrestricted

112 Cash - Restricted - Modernization and Development

113 Cash - Other Restricted

114 Cash - Tenant Security Deposits

115 Cash - Restricted for Payment of Current Liabilities$0 $0 $31,506 $0 $25,523 100 Total Cash

121 Accounts Receivable - PHA Projects$15,097 122 Accounts Receivable - HUD Other Projects

$25,000 124 Accounts Receivable - Other Government

125 Accounts Receivable - Miscellaneous

126 Accounts Receivable - Tenants

126.1 Allowance for Doubtful Accounts -Tenants$0 $0 126.2 Allowance for Doubtful Accounts - Other

127 Notes, Loans, & Mortgages Receivable - Current

128 Fraud Recovery

128.1 Allowance for Doubtful Accounts - Fraud

129 Accrued Interest Receivable$15,097 $0 $0 $25,000 $0 120 Total Receivables, Net of Allowances for Doubtful Accounts

131 Investments - Unrestricted

132 Investments - Restricted

135 Investments - Restricted for Payment of Current Liability$186 142 Prepaid Expenses and Other Assets

143 Inventories

143.1 Allowance for Obsolete Inventories

14.896 PIH FamilySelf-Sufficiency

Program

14.870 ResidentOpportunity and

Supportive Services

14.249 Section 8Moderate

Rehabilitation SingleRoom Occupancy

2 State/Local8 Other Federal

Program 1

5


252




Oklahoma City, OK

144 Inter Program Due From

145 Assets Held for Sale$15,097 $0 $31,692 $25,000 $25,523 150 Total Current Assets

161 Land$233,200 162 Buildings

163 Furniture, Equipment & Machinery - Dwellings

164 Furniture, Equipment & Machinery - Administration

165 Leasehold Improvements-$93,591 166 Accumulated Depreciation

167 Construction in Progress

168 Infrastructure$0 $139,609 $0 $0 $0 160 Total Capital Assets, Net of Accumulated Depreciation

171 Notes, Loans and Mortgages Receivable - Non-Current

172 Notes, Loans, & Mortgages Receivable - Non Current - Past

173 Grants Receivable - Non Current

174 Other Assets

176 Investments in Joint Ventures$0 $139,609 $0 $0 $0 180 Total Non-Current Assets

200 Deferred Outflow of Resources

$15,097 $139,609 $31,692 $25,000 $25,523 290 Total Assets and Deferred Outflow of Resources

311 Bank Overdraft


Program


Supportive Services




Program 1

6


253




Oklahoma City, OK

$81 $154 $25,000 $120 312 Accounts Payable <= 90 Days

313 Accounts Payable >90 Days Past Due$68 321 Accrued Wage/Payroll Taxes Payable

$125 322 Accrued Compensated Absences - Current Portion

324 Accrued Contingency Liability

325 Accrued Interest Payable

331 Accounts Payable - HUD PHA Programs

332 Account Payable - PHA Projects$1,151 333 Accounts Payable - Other Government

341 Tenant Security Deposits$25,403 342 Unearned Revenue

343 Current Portion of Long-term Debt - Capital

344 Current Portion of Long-term Debt - Operating Borrowings

345 Other Current Liabilities$2 346 Accrued Liabilities - Other

$15,016 $2,869 347 Inter Program - Due To

348 Loan Liability - Current$15,097 $0 $4,369 $25,000 $25,523 310 Total Current Liabilities

351 Long-term Debt, Net of Current - Capital Projects/Mortgage

352 Long-term Debt, Net of Current - Operating Borrowings

353 Non-current Liabilities - Other

354 Accrued Compensated Absences - Non Current

355 Loan Liability - Non Current

356 FASB 5 Liabilities

357 Accrued Pension and OPEB Liabilities


Program


Supportive Services




Program 1

7


254




Oklahoma City, OK

$0 $0 $0 $0 $0 350 Total Non-Current Liabilities

$15,097 $0 $4,369 $25,000 $25,523 300 Total Liabilities


508.3 Nonspendable Fund Balance

508.4 Net Investment in Capital Assets



511.3 Assigned Fund Balance

511.4 Restricted Net Position

512.3 Unassigned Fund Balance$0 $139,609 $27,323 $0 $0 512.4 Unrestricted Net Position$0 $139,609 $27,323 $0 $0 513 Total Equity - Net Assets / Position

$15,097 $139,609 $31,692 $25,000 $25,523 600 Total Liabilities, Deferred Inflows of Resources and Equity -


Program


Supportive Services




Program 1

8


255




Oklahoma City, OK

$94,034 $181,550 $2,847,148 $0 111 Cash - Unrestricted$0 $0 $0 112 Cash - Restricted - Modernization and Development$0 $2,165,504 $0 113 Cash - Other Restricted$0 $543,594 $0 114 Cash - Tenant Security Deposits$0 $0 $0 115 Cash - Restricted for Payment of Current Liabilities

$94,034 $0 $181,550 $5,556,246 $0 100 Total Cash

$0 $0 -$569,648 121 Accounts Receivable - PHA Projects$0 $3,240,520 $0 122 Accounts Receivable - HUD Other Projects$0 $543,151 $0 124 Accounts Receivable - Other Government

$446,535 $7,378,920 $0 125 Accounts Receivable - Miscellaneous$0 $702,517 $0 126 Accounts Receivable - Tenants$0 -$262,572 $0 126.1 Allowance for Doubtful Accounts -Tenants$0 $0 $0 126.2 Allowance for Doubtful Accounts - Other$0 $0 $0 127 Notes, Loans, & Mortgages Receivable - Current$0 $0 $0 128 Fraud Recovery$0 $0 $0 128.1 Allowance for Doubtful Accounts - Fraud

$3,384 $32,000 $0 129 Accrued Interest Receivable$0 $0 $449,919 $11,634,536 -$569,648 120 Total Receivables, Net of Allowances for Doubtful Accounts

$2,000,521 $17,415,433 $0 131 Investments - Unrestricted$0 $0 $0 132 Investments - Restricted$0 $0 $0 135 Investments - Restricted for Payment of Current Liability

$773 $562,712 $1,365,512 $0 142 Prepaid Expenses and Other Assets$43,449 $171,764 $0 143 Inventories

$0 $0 $0 143.1 Allowance for Obsolete Inventories

14.879 MainstreamVouchers

93.243 SubstanceAbuse and Mental

HealthServices_Projects of

Regional and Na

COCC Subtotal ELIM

9


256




Oklahoma City, OK

$53,773 $3,613,355 $8,666,899 -$8,666,899 144 Inter Program Due From$0 $0 $0 145 Assets Held for Sale

$94,807 $53,773 $6,851,506 $44,810,390 -$9,236,547 150 Total Current Assets

$24,998 $7,501,321 $0 161 Land$5,417,094 $186,320,067 $0 162 Buildings

$0 $10,543,972 $0 163 Furniture, Equipment & Machinery - Dwellings$1,860,548 $2,515,689 $0 164 Furniture, Equipment & Machinery - Administration

$0 $0 $0 165 Leasehold Improvements-$3,376,559 -$112,437,348 $0 166 Accumulated Depreciation

$0 $29,572,506 $0 167 Construction in Progress$0 $0 $0 168 Infrastructure

$0 $0 $3,926,081 $124,016,207 $0 160 Total Capital Assets, Net of Accumulated Depreciation

$1,427,474 $3,664,356 $0 171 Notes, Loans and Mortgages Receivable - Non-Current$0 $0 $0 172 Notes, Loans, & Mortgages Receivable - Non Current - Past$0 $0 $0 173 Grants Receivable - Non Current$0 $272,515 $0 174 Other Assets$0 $0 $0 176 Investments in Joint Ventures

$0 $0 $5,353,555 $127,953,078 $0 180 Total Non-Current Assets

$0 $0 $0 200 Deferred Outflow of Resources

$94,807 $53,773 $12,205,061 $172,763,468 -$9,236,547 290 Total Assets and Deferred Outflow of Resources

$0 $0 $0 311 Bank Overdraft




Regional and Na

COCC Subtotal ELIM

10


257




Oklahoma City, OK

$39 $92,725 $2,544,690 $0 312 Accounts Payable <= 90 Days$0 $165,125 $0 313 Accounts Payable >90 Days Past Due

$409 $197,289 $418,356 $0 321 Accrued Wage/Payroll Taxes Payable$430 $73,180 $247,030 $0 322 Accrued Compensated Absences - Current Portion

$0 $0 $0 324 Accrued Contingency Liability$0 $320,813 $0 325 Accrued Interest Payable

$58,483 $0 $636,716 $0 331 Accounts Payable - HUD PHA Programs$0 $0 $0 332 Account Payable - PHA Projects$0 $1,338,571 $0 333 Accounts Payable - Other Government$0 $561,386 $0 341 Tenant Security Deposits$0 $2,161,270 $0 342 Unearned Revenue$0 $1,112,340 $0 343 Current Portion of Long-term Debt - Capital$0 $0 $0 344 Current Portion of Long-term Debt - Operating Borrowings

$5,425,933 $6,125,010 $0 345 Other Current Liabilities$12 $5,438 $326,214 $0 346 Accrued Liabilities - Other

$16,558 $0 $9,236,547 -$9,236,547 347 Inter Program - Due To$0 $0 $0 348 Loan Liability - Current

$75,931 $0 $5,794,565 $25,194,068 -$9,236,547 310 Total Current Liabilities

$0 $49,066,044 $0 351 Long-term Debt, Net of Current - Capital Projects/Mortgage$0 $0 $0 352 Long-term Debt, Net of Current - Operating Borrowings$0 $12,839,195 $0 353 Non-current Liabilities - Other

$500,248 $1,019,721 $0 354 Accrued Compensated Absences - Non Current$0 $0 $0 355 Loan Liability - Non Current$0 $0 $0 356 FASB 5 Liabilities$0 $0 $0 357 Accrued Pension and OPEB Liabilities




Regional and Na

COCC Subtotal ELIM

11


258




Oklahoma City, OK

$0 $0 $500,248 $62,924,960 $0 350 Total Non-Current Liabilities

$75,931 $0 $6,294,813 $88,119,028 -$9,236,547 300 Total Liabilities


508.3 Nonspendable Fund Balance$3,926,081 $74,077,165 508.4 Net Investment in Capital Assets



511.3 Assigned Fund Balance$968,658 511.4 Restricted Net Position

512.3 Unassigned Fund Balance$18,876 $53,773 $1,984,167 $9,598,617 512.4 Unrestricted Net Position$18,876 $53,773 $5,910,248 $84,644,440 $0 513 Total Equity - Net Assets / Position

$94,807 $53,773 $12,205,061 $172,763,468 -$9,236,547 600 Total Liabilities, Deferred Inflows of Resources and Equity -




Regional and Na

COCC Subtotal ELIM

12


259




Oklahoma City, OK

$2,847,148 111 Cash - Unrestricted$0 112 Cash - Restricted - Modernization and Development

$2,165,504 113 Cash - Other Restricted$543,594 114 Cash - Tenant Security Deposits

$0 115 Cash - Restricted for Payment of Current Liabilities$5,556,246 100 Total Cash

-$569,648 121 Accounts Receivable - PHA Projects$3,240,520 122 Accounts Receivable - HUD Other Projects$543,151 124 Accounts Receivable - Other Government

$7,378,920 125 Accounts Receivable - Miscellaneous$702,517 126 Accounts Receivable - Tenants-$262,572 126.1 Allowance for Doubtful Accounts -Tenants

$0 126.2 Allowance for Doubtful Accounts - Other$0 127 Notes, Loans, & Mortgages Receivable - Current$0 128 Fraud Recovery$0 128.1 Allowance for Doubtful Accounts - Fraud

$32,000 129 Accrued Interest Receivable$11,064,888 120 Total Receivables, Net of Allowances for Doubtful Accounts

$17,415,433 131 Investments - Unrestricted$0 132 Investments - Restricted$0 135 Investments - Restricted for Payment of Current Liability

$1,365,512 142 Prepaid Expenses and Other Assets$171,764 143 Inventories

$0 143.1 Allowance for Obsolete Inventories

Total

13


260




Oklahoma City, OK

$0 144 Inter Program Due From$0 145 Assets Held for Sale

$35,573,843 150 Total Current Assets

$7,501,321 161 Land$186,320,067 162 Buildings$10,543,972 163 Furniture, Equipment & Machinery - Dwellings$2,515,689 164 Furniture, Equipment & Machinery - Administration

$0 165 Leasehold Improvements-$112,437,348 166 Accumulated Depreciation$29,572,506 167 Construction in Progress

$0 168 Infrastructure$124,016,207 160 Total Capital Assets, Net of Accumulated Depreciation

$3,664,356 171 Notes, Loans and Mortgages Receivable - Non-Current$0 172 Notes, Loans, & Mortgages Receivable - Non Current - Past$0 173 Grants Receivable - Non Current

$272,515 174 Other Assets$0 176 Investments in Joint Ventures

$127,953,078 180 Total Non-Current Assets

$0 200 Deferred Outflow of Resources

$163,526,921 290 Total Assets and Deferred Outflow of Resources

$0 311 Bank Overdraft

Total

14


261




Oklahoma City, OK

$2,544,690 312 Accounts Payable <= 90 Days$165,125 313 Accounts Payable >90 Days Past Due$418,356 321 Accrued Wage/Payroll Taxes Payable$247,030 322 Accrued Compensated Absences - Current Portion

$0 324 Accrued Contingency Liability$320,813 325 Accrued Interest Payable$636,716 331 Accounts Payable - HUD PHA Programs

$0 332 Account Payable - PHA Projects$1,338,571 333 Accounts Payable - Other Government$561,386 341 Tenant Security Deposits

$2,161,270 342 Unearned Revenue$1,112,340 343 Current Portion of Long-term Debt - Capital

$0 344 Current Portion of Long-term Debt - Operating Borrowings$6,125,010 345 Other Current Liabilities$326,214 346 Accrued Liabilities - Other

$0 347 Inter Program - Due To$0 348 Loan Liability - Current

$15,957,521 310 Total Current Liabilities

$49,066,044 351 Long-term Debt, Net of Current - Capital Projects/Mortgage$0 352 Long-term Debt, Net of Current - Operating Borrowings

$12,839,195 353 Non-current Liabilities - Other$1,019,721 354 Accrued Compensated Absences - Non Current

$0 355 Loan Liability - Non Current$0 356 FASB 5 Liabilities$0 357 Accrued Pension and OPEB Liabilities

Total

15


262




Oklahoma City, OK

$62,924,960 350 Total Non-Current Liabilities

$78,882,481 300 Total Liabilities


508.3 Nonspendable Fund Balance$74,077,165 508.4 Net Investment in Capital Assets



511.3 Assigned Fund Balance$968,658 511.4 Restricted Net Position

512.3 Unassigned Fund Balance$9,598,617 512.4 Unrestricted Net Position$84,644,440 513 Total Equity - Net Assets / Position

$163,526,921 600 Total Liabilities, Deferred Inflows of Resources and Equity -

Total

16


263


Entity Wide Revenue and Expense Summary


Oklahoma City, OK

$5,516,132 $0 $2,083,945 $715,074 70300 Net Tenant Rental Revenue$285,038 $0 $612 $28,663 70400 Tenant Revenue - Other

$5,801,170 $0 $0 $2,084,557 $743,737 70500 Total Tenant Revenue

$14,486,438 $31,190,190 $408,693 $775,088 70600 HUD PHA Operating Grants$1,757,204 $0 70610 Capital Grants

70710 Management Fee

70720 Asset Management Fee

70730 Book Keeping Fee

70740 Front Line Service Fee

70750 Other Fees

70700 Total Fee Revenue

$0 $0 $131,846 70800 Other Government Grants$0 $0 $109,091 71100 Investment Income - Unrestricted$0 $0 71200 Mortgage Interest Income$0 $0 71300 Proceeds from Disposition of Assets Held for Sale$0 $0 71310 Cost of Sale of Assets$0 $52,961 71400 Fraud Recovery

$908,198 $16,924 $96,151 $1,438,886 71500 Other Revenue$0 $0 71600 Gain or Loss on Sale of Capital Assets$0 $0 72000 Investment Income - Restricted

$22,953,010 $31,260,075 $131,846 $2,698,492 $2,957,711 70000 Total Revenue

$411,322 $1,013,780 $213,437 $270,500 91100 Administrative Salaries


Choice Vouchers


Grants



1


264




Oklahoma City, OK

$29,716 $31,502 $28,521 $20,683 91200 Auditing Fees$2,402,890 $403,648 $118,813 $13,403 91300 Management Fee$245,522 $181,642 91310 Book-keeping Fee

$0 $0 $31,423 $4,795 91400 Advertising and Marketing$137,078 $324,248 $24,686 $54,641 91500 Employee Benefit contributions - Administrative$263,285 $108,004 $84,786 $34,698 91600 Office Expenses$22,914 $6,020 $77,600 $40,538 91700 Legal Expense$4,771 $4,145 $759 $2,350 91800 Travel

$0 $0 91810 Allocated Overhead$346,879 $22,438 $874,905 $4,321 91900 Other

$3,864,377 $2,095,427 $0 $1,454,930 $445,929 91000 Total Operating - Administrative

$349,560 $0 92000 Asset Management Fee$1,190,689 $0 $1,051,369 $138,750 92100 Tenant Services - Salaries

$0 $0 92200 Relocation Costs$306,058 $0 $128,593 $40,194 92300 Employee Benefit Contributions - Tenant Services$414,829 $0 $158,011 92400 Tenant Services - Other

$1,911,576 $0 $0 $1,337,973 $178,944 92500 Total Tenant Services

$474,897 $612 $73,249 $65,039 93100 Water$876,327 $11,446 $144,721 $123,898 93200 Electricity$216,248 $1,678 $935 $37,460 93300 Gas

$0 $0 93400 Fuel$0 $0 93500 Labor$0 $0 $19,822 $31,665 93600 Sewer$0 $0 93700 Employee Benefit Contributions - Utilities


Choice Vouchers


Grants



2


265




Oklahoma City, OK

$462,713 $475 93800 Other Utilities Expense$2,030,185 $14,211 $0 $238,727 $258,062 93000 Total Utilities

$1,391,488 $0 $224,044 $156,043 94100 Ordinary Maintenance and Operations - Labor$666,299 $10,047 $25,701 $51,835 94200 Ordinary Maintenance and Operations - Materials and

$3,313,341 $217,301 $131,846 $102,260 $264,520 94300 Ordinary Maintenance and Operations Contracts$485,644 $0 $36,237 $30,945 94500 Employee Benefit Contributions - Ordinary Maintenance

$5,856,772 $227,348 $131,846 $388,242 $503,343 94000 Total Maintenance

$957,890 $0 95100 Protective Services - Labor$54,220 $858 $50,768 $21,066 95200 Protective Services - Other Contract Costs$80,459 $0 95300 Protective Services - Other$321,075 $0 95500 Employee Benefit Contributions - Protective Services

$1,413,644 $858 $0 $50,768 $21,066 95000 Total Protective Services

$501,815 $2,975 $39,608 $58,290 96110 Property Insurance$201,244 $32,797 $213,345 $46,181 96120 Liability Insurance$165,389 $44,179 $18,837 $4,321 96130 Workmen's Compensation$75,517 $16,105 $1,340 96140 All Other Insurance$943,965 $96,056 $0 $271,790 $110,132 96100 Total insurance Premiums

$0 $0 $4,528 96200 Other General Expenses$77,576 $30,057 $28,345 96210 Compensated Absences$221,508 $0 96300 Payments in Lieu of Taxes$364,494 $0 $34,257 96400 Bad debt - Tenant Rents

$0 $0 96500 Bad debt - Mortgages


Choice Vouchers


Grants



3


266




Oklahoma City, OK

$0 $0 $4,712 96600 Bad debt - Other$0 $0 96800 Severance Expense

$663,578 $30,057 $0 $43,497 $28,345 96000 Total Other General Expenses

$0 $0 $1,611,719 $175,403 96710 Interest of Mortgage (or Bonds) Payable$115,376 $0 $43,817 96720 Interest on Notes Payable (Short and Long Term)

$0 $0 $6,621 96730 Amortization of Bond Issue Costs$115,376 $0 $0 $1,662,157 $175,403 96700 Total Interest Expense and Amortization Cost

$17,149,033 $2,463,957 $131,846 $5,448,084 $1,721,224 96900 Total Operating Expenses

$5,803,977 $28,796,118 $0 -$2,749,592 $1,236,487 97000 Excess of Operating Revenue over Operating Expenses

$0 $0 $124,036 $117,016 97100 Extraordinary Maintenance$0 $0 $1,750 97200 Casualty Losses - Non-capitalized$0 $27,633,401 97300 Housing Assistance Payments$0 $0 97350 HAP Portability-In

$3,653,858 $29,196 $593,385 $5,512 97400 Depreciation Expense$0 $0 97500 Fraud Losses

97600 Capital Outlays - Governmental Funds

97700 Debt Principal Payment - Governmental Funds$0 $0 97800 Dwelling Units Rent Expense

$20,802,891 $30,126,554 $131,846 $6,165,505 $1,845,502 90000 Total Expenses

$2,553,730 $0 10010 Operating Transfer In-$1,830,056 $0 10020 Operating transfer Out


Choice Vouchers


Grants



4


267




Oklahoma City, OK

$0 $0 10030 Operating Transfers from/to Primary Government$0 $0 10040 Operating Transfers from/to Component Unit

10050 Proceeds from Notes, Loans and Bonds

10060 Proceeds from Property Sales$0 $0 10070 Extraordinary Items, Net Gain/Loss$0 $0 10080 Special Items (Net Gain/Loss)$0 10091 Inter Project Excess Cash Transfer In$0 10092 Inter Project Excess Cash Transfer Out$0 $0 10093 Transfers between Program and Project - In$0 $0 10094 Transfers between Project and Program - Out

$723,674 $0 $0 $0 $0 10100 Total Other financing Sources (Uses)

$2,873,793 $1,133,521 $0 -$3,467,013 $1,112,209 10000 Excess (Deficiency) of Total Revenue Over (Under) Total

$0 $0 $0 $0 $0 11020 Required Annual Debt Principal Payments$52,265,121 $369,607 $0 $3,664,865 $13,830,365 11030 Beginning Equity

$387,604 $0 $5,843,621 $480,918 11040 Prior Period Adjustments, Equity Transfers and

11050 Changes in Compensated Absence Balance

11060 Changes in Contingent Liability Balance

11070 Changes in Unrecognized Pension Transition Liability

11080 Changes in Special Term/Severance Benefits Liability

11090 Changes in Allowance for Doubtful Accounts - Dwelling

11100 Changes in Allowance for Doubtful Accounts - Other$534,470 11170 Administrative Fee Equity$968,658 11180 Housing Assistance Payments Equity

34773 53580 11190 Unit Months Available


Choice Vouchers


Grants



5


268




Oklahoma City, OK

32740 49583 11210 Number of Unit Months Leased$4,739,535 11270 Excess Cash

$6,500 11610 Land Purchases$1,750,704 11620 Building Purchases

$18,681 11630 Furniture & Equipment - Dwelling Purchases$0 11640 Furniture & Equipment - Administrative Purchases$0 11650 Leasehold Improvements Purchases$0 11660 Infrastructure Purchases$0 13510 CFFP Debt Service Payments$0 13901 Replacement Housing Factor Funds


Choice Vouchers


Grants



6


269




Oklahoma City, OK

70300 Net Tenant Rental Revenue

70400 Tenant Revenue - Other$0 $0 $0 $0 $0 70500 Total Tenant Revenue

$50,794 $30,193 70600 HUD PHA Operating Grants

70610 Capital Grants

70710 Management Fee


70730 Book Keeping Fee

70740 Front Line Service Fee

70750 Other Fees

70700 Total Fee Revenue

$92,639 $50,002 $14,297 70800 Other Government Grants

71100 Investment Income - Unrestricted

71200 Mortgage Interest Income

71300 Proceeds from Disposition of Assets Held for Sale

71310 Cost of Sale of Assets

71400 Fraud Recovery$24 71500 Other Revenue

71600 Gain or Loss on Sale of Capital Assets

72000 Investment Income - Restricted$50,794 $92,639 $30,217 $50,002 $14,297 70000 Total Revenue

$38,829 $63,284 $3,927 91100 Administrative Salaries$95 91200 Auditing Fees


Program


Supportive Services




Program 1

7


270




Oklahoma City, OK

$1,016 91300 Management Fee$457 91310 Book-keeping Fee

91400 Advertising and Marketing$8,016 $15,760 $1,052 91500 Employee Benefit contributions - Administrative

$35 $5,728 $262 $7,138 91600 Office Expenses

91700 Legal Expense$10 91800 Travel

91810 Allocated Overhead$2,564 $4,858 $7,159 91900 Other

$49,444 $89,630 $6,819 $0 $14,297 91000 Total Operating - Administrative


92100 Tenant Services - Salaries

92200 Relocation Costs

92300 Employee Benefit Contributions - Tenant Services$50,002 92400 Tenant Services - Other

$0 $0 $0 $50,002 $0 92500 Total Tenant Services

$2 93100 Water$35 93200 Electricity$5 93300 Gas

93400 Fuel

93500 Labor

93600 Sewer

93700 Employee Benefit Contributions - Utilities$1 93800 Other Utilities Expense


Program


Supportive Services




Program 1

8


271




Oklahoma City, OK

$0 $0 $43 $0 $0 93000 Total Utilities

94100 Ordinary Maintenance and Operations - Labor$27 94200 Ordinary Maintenance and Operations - Materials and

$279 $1,124 $372 94300 Ordinary Maintenance and Operations Contracts

94500 Employee Benefit Contributions - Ordinary Maintenance$279 $1,124 $399 $0 $0 94000 Total Maintenance

95100 Protective Services - Labor

95200 Protective Services - Other Contract Costs$1 95300 Protective Services - Other

95500 Employee Benefit Contributions - Protective Services$0 $0 $1 $0 $0 95000 Total Protective Services

$9 96110 Property Insurance$99 96120 Liability Insurance

$1,071 $1,885 $135 96130 Workmen's Compensation$49 96140 All Other Insurance

$1,071 $1,885 $292 $0 $0 96100 Total insurance Premiums

96200 Other General Expenses$92 96210 Compensated Absences

96300 Payments in Lieu of Taxes

96400 Bad debt - Tenant Rents

96500 Bad debt - Mortgages

96600 Bad debt - Other


Program


Supportive Services




Program 1

9


272




Oklahoma City, OK

96800 Severance Expense$0 $0 $92 $0 $0 96000 Total Other General Expenses

96710 Interest of Mortgage (or Bonds) Payable

96720 Interest on Notes Payable (Short and Long Term)

96730 Amortization of Bond Issue Costs$0 $0 $0 $0 $0 96700 Total Interest Expense and Amortization Cost

$50,794 $92,639 $7,646 $50,002 $14,297 96900 Total Operating Expenses

$0 $0 $22,571 $0 $0 97000 Excess of Operating Revenue over Operating Expenses

97100 Extraordinary Maintenance

97200 Casualty Losses - Non-capitalized$20,624 97300 Housing Assistance Payments

97350 HAP Portability-In$5,871 97400 Depreciation Expense

97500 Fraud Losses


97700 Debt Principal Payment - Governmental Funds

97800 Dwelling Units Rent Expense$50,794 $98,510 $28,270 $50,002 $14,297 90000 Total Expenses

10010 Operating Transfer In

10020 Operating transfer Out

10030 Operating Transfers from/to Primary Government


Program


Supportive Services




Program 1

10


273




Oklahoma City, OK

10040 Operating Transfers from/to Component Unit


10060 Proceeds from Property Sales

10070 Extraordinary Items, Net Gain/Loss

10080 Special Items (Net Gain/Loss)

10091 Inter Project Excess Cash Transfer In

10092 Inter Project Excess Cash Transfer Out

10093 Transfers between Program and Project - In

10094 Transfers between Project and Program - Out$0 $0 $0 $0 $0 10100 Total Other financing Sources (Uses)

$0 -$5,871 $1,947 $0 $0 10000 Excess (Deficiency) of Total Revenue Over (Under) Total

$0 $0 $0 $0 $0 11020 Required Annual Debt Principal Payments$0 $145,480 $25,376 $0 $0 11030 Beginning Equity

11040 Prior Period Adjustments, Equity Transfers and






11100 Changes in Allowance for Doubtful Accounts - Other

11170 Administrative Fee Equity

11180 Housing Assistance Payments Equity144 11190 Unit Months Available126 11210 Number of Unit Months Leased


Program


Supportive Services




Program 1

11


274




Oklahoma City, OK

11270 Excess Cash

11610 Land Purchases

11620 Building Purchases

11630 Furniture & Equipment - Dwelling Purchases

11640 Furniture & Equipment - Administrative Purchases

11650 Leasehold Improvements Purchases

11660 Infrastructure Purchases

13510 CFFP Debt Service Payments

13901 Replacement Housing Factor Funds


Program


Supportive Services




Program 1

12


275




Oklahoma City, OK

$0 $8,315,151 $0 70300 Net Tenant Rental Revenue$0 $314,313 $473,339 70400 Tenant Revenue - Other

$0 $0 $0 $8,629,464 $473,339 70500 Total Tenant Revenue

$579,817 $0 $47,521,213 $0 70600 HUD PHA Operating Grants$0 $1,757,204 $0 70610 Capital Grants

$2,504,889 $2,504,889 -$2,504,889 70710 Management Fee$349,560 $349,560 -$349,560 70720 Asset Management Fee$431,233 $431,233 -$431,233 70730 Book Keeping Fee

$0 $0 $0 70740 Front Line Service Fee$1,520,321 $1,520,321 $0 70750 Other Fees$4,806,003 $4,806,003 -$3,285,682 70700 Total Fee Revenue

$0 $288,784 $0 70800 Other Government Grants$18,797 $127,888 $0 71100 Investment Income - Unrestricted

$0 $0 $0 71200 Mortgage Interest Income$0 $0 $0 71300 Proceeds from Disposition of Assets Held for Sale$0 $0 $0 71310 Cost of Sale of Assets$0 $52,961 $0 71400 Fraud Recovery

$41 $43,472 $2,503,696 $0 71500 Other Revenue$0 $0 $0 71600 Gain or Loss on Sale of Capital Assets$0 $0 $0 72000 Investment Income - Restricted

$579,858 $0 $4,868,272 $65,687,213 -$2,812,343 70000 Total Revenue

$21,632 $2,247,858 $4,284,569 $0 91100 Administrative Salaries$159 $6,596 $117,272 $0 91200 Auditing Fees




Regional and Na

COCC Subtotal ELIM

13


276




Oklahoma City, OK

$8,032 $2,947,802 -$2,947,802 91300 Management Fee$3,614 $431,235 -$431,235 91310 Book-keeping Fee

$0 $36,218 $0 91400 Advertising and Marketing$5,795 $523,210 $1,094,486 $0 91500 Employee Benefit contributions - Administrative$1,140 $142,286 $647,362 $0 91600 Office Expenses

$82,243 $229,315 $0 91700 Legal Expense$44 $14,893 $26,972 $0 91800 Travel

$0 $0 91810 Allocated Overhead$84,428 $1,347,552 $0 91900 Other

$40,416 $0 $3,101,514 $11,162,783 -$3,379,037 91000 Total Operating - Administrative

$349,560 -$349,560 92000 Asset Management Fee$0 $2,380,808 $0 92100 Tenant Services - Salaries$0 $0 $0 92200 Relocation Costs$0 $474,845 $0 92300 Employee Benefit Contributions - Tenant Services

$1,021 $623,863 $0 92400 Tenant Services - Other$0 $0 $1,021 $3,479,516 $0 92500 Total Tenant Services

$9 $1,894 $615,702 $0 93100 Water$166 $30,466 $1,187,059 $0 93200 Electricity$27 $5,174 $261,527 $0 93300 Gas

$0 $0 $0 93400 Fuel$0 $0 $0 93500 Labor$0 $51,487 $0 93600 Sewer$0 $0 $0 93700 Employee Benefit Contributions - Utilities

$7 $1,497 $464,693 $0 93800 Other Utilities Expense




Regional and Na

COCC Subtotal ELIM

14


277




Oklahoma City, OK

$209 $0 $39,031 $2,580,468 $0 93000 Total Utilities

$979,354 $2,750,929 $0 94100 Ordinary Maintenance and Operations - Labor$91 $123,183 $877,183 $0 94200 Ordinary Maintenance and Operations - Materials and

$1,670 $289,358 $4,322,071 $0 94300 Ordinary Maintenance and Operations Contracts$310,643 $863,469 $0 94500 Employee Benefit Contributions - Ordinary Maintenance

$1,761 $0 $1,702,538 $8,813,652 $0 94000 Total Maintenance

$0 $957,890 $0 95100 Protective Services - Labor$1,984 $128,896 $0 95200 Protective Services - Other Contract Costs

$4 $110 $80,574 $0 95300 Protective Services - Other$0 $321,075 $0 95500 Employee Benefit Contributions - Protective Services

$4 $0 $2,094 $1,488,435 $0 95000 Total Protective Services

$15 $6,145 $608,857 $0 96110 Property Insurance$165 $5,679 $499,510 $0 96120 Liability Insurance$576 $134,808 $371,201 $0 96130 Workmen's Compensation$81 $62,308 $155,400 $0 96140 All Other Insurance

$837 $0 $208,940 $1,634,968 $0 96100 Total insurance Premiums

$0 $4,528 $0 96200 Other General Expenses$405 $73,180 $209,655 $0 96210 Compensated Absences

$0 $221,508 $0 96300 Payments in Lieu of Taxes$0 $398,751 $0 96400 Bad debt - Tenant Rents$0 $0 $0 96500 Bad debt - Mortgages$0 $4,712 $0 96600 Bad debt - Other




Regional and Na

COCC Subtotal ELIM

15


278




Oklahoma City, OK

$0 $0 $0 96800 Severance Expense$405 $0 $73,180 $839,154 $0 96000 Total Other General Expenses

$0 $1,787,122 $0 96710 Interest of Mortgage (or Bonds) Payable$0 $159,193 $0 96720 Interest on Notes Payable (Short and Long Term)$0 $6,621 $0 96730 Amortization of Bond Issue Costs

$0 $0 $0 $1,952,936 $0 96700 Total Interest Expense and Amortization Cost

$43,632 $0 $5,128,318 $32,301,472 -$3,728,597 96900 Total Operating Expenses

$536,226 $0 -$260,046 $33,385,741 $916,254 97000 Excess of Operating Revenue over Operating Expenses

$0 $241,052 $0 97100 Extraordinary Maintenance$0 $1,750 $0 97200 Casualty Losses - Non-capitalized

$527,763 $0 $28,181,788 $0 97300 Housing Assistance Payments$0 $0 $0 97350 HAP Portability-In

$220,512 $4,508,334 $0 97400 Depreciation Expense$0 $0 $0 97500 Fraud Losses


97700 Debt Principal Payment - Governmental Funds$0 $0 $0 97800 Dwelling Units Rent Expense

$571,395 $0 $5,348,830 $65,234,396 -$3,728,597 90000 Total Expenses

$180,900 $2,734,630 -$2,734,630 10010 Operating Transfer In$0 -$1,830,056 $1,830,056 10020 Operating transfer Out$0 $0 $0 10030 Operating Transfers from/to Primary Government




Regional and Na

COCC Subtotal ELIM

16


279




Oklahoma City, OK

$0 $0 $0 10040 Operating Transfers from/to Component Unit


10060 Proceeds from Property Sales$0 $0 $0 10070 Extraordinary Items, Net Gain/Loss$0 $0 $0 10080 Special Items (Net Gain/Loss)

$0 $0 10091 Inter Project Excess Cash Transfer In$0 $0 10092 Inter Project Excess Cash Transfer Out

$0 $0 $0 10093 Transfers between Program and Project - In$0 $0 $0 10094 Transfers between Project and Program - Out

$0 $0 $180,900 $904,574 -$904,574 10100 Total Other financing Sources (Uses)

$8,463 $0 -$299,658 $1,357,391 $11,680 10000 Excess (Deficiency) of Total Revenue Over (Under) Total

$0 $0 $0 $0 11020 Required Annual Debt Principal Payments$10,413 $53,773 $6,123,540 $76,488,540 $0 11030 Beginning Equity

$86,366 $6,798,509 $0 11040 Prior Period Adjustments, Equity Transfers and







840 0 89337 0 11190 Unit Months Available1007 0 83456 0 11210 Number of Unit Months Leased




Regional and Na

COCC Subtotal ELIM

17


280




Oklahoma City, OK

$4,739,535 11270 Excess Cash$0 $6,500 11610 Land Purchases$0 $1,750,704 11620 Building Purchases$0 $18,681 11630 Furniture & Equipment - Dwelling Purchases$0 $0 11640 Furniture & Equipment - Administrative Purchases$0 $0 11650 Leasehold Improvements Purchases$0 $0 11660 Infrastructure Purchases$0 $0 13510 CFFP Debt Service Payments$0 $0 13901 Replacement Housing Factor Funds




Regional and Na

COCC Subtotal ELIM

18


281




Oklahoma City, OK

$8,315,151 70300 Net Tenant Rental Revenue$787,652 70400 Tenant Revenue - Other

$9,102,803 70500 Total Tenant Revenue

$47,521,213 70600 HUD PHA Operating Grants$1,757,204 70610 Capital Grants

$0 70710 Management Fee$0 70720 Asset Management Fee$0 70730 Book Keeping Fee$0 70740 Front Line Service Fee

$1,520,321 70750 Other Fees$1,520,321 70700 Total Fee Revenue

$288,784 70800 Other Government Grants$127,888 71100 Investment Income - Unrestricted

$0 71200 Mortgage Interest Income$0 71300 Proceeds from Disposition of Assets Held for Sale$0 71310 Cost of Sale of Assets

$52,961 71400 Fraud Recovery$2,503,696 71500 Other Revenue

$0 71600 Gain or Loss on Sale of Capital Assets$0 72000 Investment Income - Restricted

$62,874,870 70000 Total Revenue

$4,284,569 91100 Administrative Salaries$117,272 91200 Auditing Fees

Total

19


282




Oklahoma City, OK

$0 91300 Management Fee$0 91310 Book-keeping Fee

$36,218 91400 Advertising and Marketing$1,094,486 91500 Employee Benefit contributions - Administrative$647,362 91600 Office Expenses$229,315 91700 Legal Expense$26,972 91800 Travel

$0 91810 Allocated Overhead$1,347,552 91900 Other$7,783,746 91000 Total Operating - Administrative

$0 92000 Asset Management Fee$2,380,808 92100 Tenant Services - Salaries

$0 92200 Relocation Costs$474,845 92300 Employee Benefit Contributions - Tenant Services$623,863 92400 Tenant Services - Other

$3,479,516 92500 Total Tenant Services

$615,702 93100 Water$1,187,059 93200 Electricity$261,527 93300 Gas

$0 93400 Fuel$0 93500 Labor

$51,487 93600 Sewer$0 93700 Employee Benefit Contributions - Utilities

$464,693 93800 Other Utilities Expense

Total

20


283




Oklahoma City, OK

$2,580,468 93000 Total Utilities

$2,750,929 94100 Ordinary Maintenance and Operations - Labor$877,183 94200 Ordinary Maintenance and Operations - Materials and

$4,322,071 94300 Ordinary Maintenance and Operations Contracts$863,469 94500 Employee Benefit Contributions - Ordinary Maintenance

$8,813,652 94000 Total Maintenance

$957,890 95100 Protective Services - Labor$128,896 95200 Protective Services - Other Contract Costs$80,574 95300 Protective Services - Other$321,075 95500 Employee Benefit Contributions - Protective Services

$1,488,435 95000 Total Protective Services

$608,857 96110 Property Insurance$499,510 96120 Liability Insurance$371,201 96130 Workmen's Compensation$155,400 96140 All Other Insurance

$1,634,968 96100 Total insurance Premiums

$4,528 96200 Other General Expenses$209,655 96210 Compensated Absences$221,508 96300 Payments in Lieu of Taxes$398,751 96400 Bad debt - Tenant Rents

$0 96500 Bad debt - Mortgages$4,712 96600 Bad debt - Other

Total

21


284




Oklahoma City, OK

$0 96800 Severance Expense$839,154 96000 Total Other General Expenses

$1,787,122 96710 Interest of Mortgage (or Bonds) Payable$159,193 96720 Interest on Notes Payable (Short and Long Term)

$6,621 96730 Amortization of Bond Issue Costs$1,952,936 96700 Total Interest Expense and Amortization Cost

$28,572,875 96900 Total Operating Expenses

$34,301,995 97000 Excess of Operating Revenue over Operating Expenses

$241,052 97100 Extraordinary Maintenance$1,750 97200 Casualty Losses - Non-capitalized

$28,181,788 97300 Housing Assistance Payments$0 97350 HAP Portability-In

$4,508,334 97400 Depreciation Expense$0 97500 Fraud Losses


97700 Debt Principal Payment - Governmental Funds$0 97800 Dwelling Units Rent Expense

$61,505,799 90000 Total Expenses

$0 10010 Operating Transfer In$0 10020 Operating transfer Out$0 10030 Operating Transfers from/to Primary Government

Total

22


285




Oklahoma City, OK

$0 10040 Operating Transfers from/to Component Unit


10060 Proceeds from Property Sales$0 10070 Extraordinary Items, Net Gain/Loss$0 10080 Special Items (Net Gain/Loss)$0 10091 Inter Project Excess Cash Transfer In$0 10092 Inter Project Excess Cash Transfer Out$0 10093 Transfers between Program and Project - In$0 10094 Transfers between Project and Program - Out$0 10100 Total Other financing Sources (Uses)

$1,369,071 10000 Excess (Deficiency) of Total Revenue Over (Under) Total

$0 11020 Required Annual Debt Principal Payments$76,488,540 11030 Beginning Equity$6,798,509 11040 Prior Period Adjustments, Equity Transfers and







89337 11190 Unit Months Available83456 11210 Number of Unit Months Leased

Total

23


286




Oklahoma City, OK

$4,739,535 11270 Excess Cash$6,500 11610 Land Purchases

$1,750,704 11620 Building Purchases$18,681 11630 Furniture & Equipment - Dwelling Purchases

$0 11640 Furniture & Equipment - Administrative Purchases$0 11650 Leasehold Improvements Purchases$0 11660 Infrastructure Purchases$0 13510 CFFP Debt Service Payments$0 13901 Replacement Housing Factor Funds

Total

24


287

1

EXCEPTIONS As stated in 4. Exceptions in the General Instruction and Requirements for Proposers, the Oklahoma City Housing Authority (OCHA) is requesting an exception to the following submittal requirements listed under the Proposal Format and Content section:

1. “the following items in the order and with the lettering listed below. Proposals shall

have tabs corresponding to the headers listed below.” OCHA has deviated from the listed order and lettering system in the submittal requirements in order to assemble a more cohesive statement of qualifications and proposal response. Attached is a comparison of the listed order and lettering system and OCHA’s submission.

2. “Respondents shall submit nine hard copies of their proposal via Periscope, as well as

one PDF file on compact disc or DVD.”

As discussed in the Pre-Proposal Conference will be held on January 12, 2022 at 2:00:00 p.m. OCHA will disregard the above instruction for nine hard copies and PDF file on compact disc or DVD, and only submit proposals electronically via periscope S2G (BidSync) per the notice published in the Journal Record December 8 and 15, 2021.

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 MAPS4 Proposal 4.3 c

288

2

PROPOSAL FORMAT

AND CONTENT

OCHA's SUBMITTED FORMAT AND

CONTENT SECTION A A SECTION B B SECTION C

C1 C1 C3 C2 C2 C3 C5 J C4 C4

SECTION D D1 D1 D2 D1 D3 D3 D4 D4 D1 D5 D2 D6 D6 D7 D5

SECTION E E SECTION F

F1 G1 F2 D1 D2 D3 D4 F3 H1

PROPOSAL FORMAT

AND CONTENT

OCHA's SUBMITTED FORMAT AND

CONTENT SECTION G

G1 F1 G2 F2 F4 G3 F3 G4 D4 F5 G5 F4 G6 F6 G7 F7

SECTION H H1 H3 H2 H2 H3 H5 H4 H4 H5 H4 H6 H9 H7 H8 H8 H6 H9 H7

SECTION I I1 G2 G3 G4 G5 I2 F3 G2-G5 I3 G6 I4 G11 I5 F5 I6 G8 I7 F4 I8 G13 I9 N/A

I10 F7 J J

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 MAPS4 Proposal 4.3 c

289

M E M O R A N D U MDate

February 28, 2022

TO: Chair and Members of the Board of Commissioners


SUBJECT: Financial Statements – January 2022

Attached are January 2022 unaudited financial statements for the Central Office Cost Center (COCC), Public Housing (PH), and Section 8 Programs.

The COCC, PH, and Section 8 programs had net year-to-date increases and/or (decreases) in retained earnings of $84,406.63, $398,969.20, and $4,548.25 respectively.



MWG:TH:pc

Attachments:

January 2022 Financial Statements

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Financial Report 6.1 a

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OKLAHOMA CITY HOUSING AUTHORITYCentral Office Cost Center

INCOME STATEMENTFor the period of January 2022

Period to Date Year to Date

Page 1 of 2

INCOME FEESMaint Fee For Service 153,935.10 153,935.10Bookkeeping Fees 33,882.90 33,882.90Property Mgmt Fees 176,984.80 176,984.80Asset Management Fees 29,130.00 29,130.00CFP Mgmt Fees 19,250.00 19,250.00Resident Services Fees 13,195.00 13,195.00TOTAL FEES 426,377.80 426,377.80

OTHER INCOMEInvestment Income 899.87 899.87Misc Income - Other 310.00 310.00Misc Income - Vending 341.30 341.30TOTAL OTHER INCOME 1,551.17 1,551.17TOTAL INCOME 427,928.97 427,928.97

EXPENSESADMINISTRATIVE EXPENSESAdministrative Salaries 142,729.01 142,729.01Compensated Absences 4,035.92 4,035.92Legal Expenses 468.00 468.00Travel 2,595.40 2,595.40Accounting Fees 174.23 174.23Auditing Fees 525.42 525.42EBC - Admin 37,826.68 37,826.68Miscellaneous - Admin 12,077.80 12,077.80TOTAL ADMINISTRATIVE EXPENSES 200,432.46 200,432.46

MAINTENANCE AND OPERATIONS EXPENSESMaintenance Salaries 80,250.17 80,250.17Materials 1,186.26 1,186.26Maintenance Agreements - Equipment 9,770.77 9,770.77Vehicle Mileage 4.48 4.48HVAC Repair - Contracts 561.00 561.00Janitorial - Contracts 2,402.15 2,402.15Miscellaneous - Contracts 6,750.48 6,750.48Leased Vehicles 3,464.57 3,464.57EBC - Maintenance 23,819.91 23,819.91TOTAL M & O EXPENSES 128,209.79 128,209.79

INSURANCE EXPENSESWorkers Comp Insurance 10,844.14 10,844.14Property Insurance 487.62 487.62

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291

OKLAHOMA CITY HOUSING AUTHORITYCentral Office Cost Center



Page 2 of 2

Vehicle Insurance 7,643.74 7,643.74General Liability Insurance 414.25 414.25TOTAL INSURANCE EXPENSES 19,389.75 19,389.75

DEPRECIATION EXPENSEDepreciation Expense 8,065.34 8,065.34TOTAL DEPRECIATION EXPENSES 8,065.34 8,065.34TOTAL EXPENSES 356,097.34 356,097.34Operating Transfer InOperating Transfer Out

15,075.00-2,500.00

15,075.00-2,500.00

CHANGE TO RETAINED EARNINGSDepreciation Add-Back

84,406.63 84,406.63

NET INCOME 84,406.63 84,406.63

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292

OKLAHOMA CITY HOUSING AUTHORITYPublic Housing



Page 1 of 3

INCOMETENANT INCOMEDwelling Rent 508,143.93 508,143.93Damages 1.00 1.00Retro Rent 710.21 710.21Other Tenant Income 9,631.31 9,631.31TOTAL TENANT INCOME 518,486.45 518,486.45

OPERATING SUBSIDY - PHOperating Subsidy - PH 957,074.00 957,074.00TOTAL OPERATING SUBSIDY - PH 957,074.00 957,074.00

OTHER INCOMETenant Damages 14,346.76 14,346.76Misc Tenant Charges 21,625.12 21,625.12Cleaning/Misc Tenant Chgs Clearing Acct 2,605.00 2,605.00Misc Income - Other 4,359.15 4,359.15TOTAL OTHER INCOME 42,936.03 42,936.03TOTAL INCOME 1,518,496.48 1,518,496.48

EXPENSESADMINISTRATIVE EXPENSESAdministrative Salaries 21,039.32 21,039.32Compensated Absences 3,326.10 3,326.10Compensated Absences Paid 895.84 895.84Accounting Fees 208.09 208.09Auditing Fees 2,367.09 2,367.09EBC - Admin 6,909.36 6,909.36Miscellaneous - Admin 2,461.87 2,461.87Bookkeeping Fees - Admin 19,792.50 19,792.50Property Management Fees 145,672.80 145,672.80Asset Management Fees - Admin 29,130.00 29,130.00Resident Services Fees 13,195.00 13,195.00TOTAL ADMINISTRATIVE EXPENSES 244,997.97 244,997.97

TENANT SERVICES EXPENSESTenant Services Salaries 82,797.96 82,797.96Resident Participation Expenses 1,528.75 1,528.75EBC - Tenant Services 21,974.59 21,974.59TOTAL TENANT SERVICES EXPENSES 106,301.30 106,301.30

UTILITY EXPENSESWater 40.33 40.33Gas -54.68 -54.68

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Page 2 of 3

Other Utilities 41.15 41.15TOTAL UTILITY EXPENSES 26.80 26.80

MAINTENANCE AND OPERATIONS EXPENSESMaintenance Salaries 85,545.19 85,545.19Materials 21,000.43 21,000.43Maintenance Agreements - Equipment 8,952.88 8,952.88Vehicle Mileage 68.32 68.32HVAC Repair - Contracts 15,262.40 15,262.40Unit Turnaround 21,398.99 21,398.99Rehab Fee for Service 74,510.00 74,510.00Landscaping & Grounds 2,920.00 2,920.00Plumbing - Contracts 14,991.00 14,991.00Electrical Contracts 9,871.60 9,871.60Extermination - Contracts 17,205.40 17,205.40Janitorial - Contracts 17,714.00 17,714.00Miscellaneous - Contracts 43,715.47 43,715.47Fee For Service 6,182.72 6,182.72Contract Labor 3,741.00 3,741.00Leased Vehicles 3,246.87 3,246.87Garbage & Trash Removal - Contracts 24.23 24.23EBC - Maintenance 29,203.70 29,203.70TOTAL M & O EXPENSES 375,554.20 375,554.20

SECURITY EXPENSESSecurity Salaries 66,085.42 66,085.42Security Uniform Allowances 800.00 800.00Security Misc Maint Materials 520.00 520.00Alarm Services 54.45 54.45EBC - Security 19,029.14 19,029.14TOTAL SECURITY EXPENSES 86,489.01 86,489.01

INSURANCE EXPENSESWorkers Comp Insurance 10,102.82 10,102.82Property Insurance 49,542.43 49,542.43Vehicle Insurance 5,200.44 5,200.44General Liability Insurance 16,627.53 16,627.53Boiler & Machinery Insurance 854.38 854.38TOTAL INSURANCE EXPENSES 82,327.60 82,327.60

OTHER GENERAL EXPENSESPayments in Lieu of Taxes 15,537.60 15,537.60Bad Debt Expense - Tenants 63,000.00 63,000.00TOTAL OTHER GENERAL EXPENSES 78,537.60 78,537.60


294




Page 3 of 3

HOUSING ASSISTANCE PAYMENTSURP - PH Payments 24,119.00 24,119.00TOTAL HOUSING ASSIST PMTS 24,119.00 24,119.00

DEPRECIATION EXPENSEDepreciation Expense 96,549.95 96,549.95Depreciation Expense - Mod 148,758.60 148,758.60Depr Expense - 2016 CFP 55.89 55.89Depr Expense - 2017 CFP 12.89 12.89Depr Expense - 2018 CFP 2,745.69 2,745.69TOTAL DEPRECIATION EXPENSES 248,123.02 248,123.02

NON-OPERATING ITEMSInterest on Notes & Bonds Payable 6,734.38 6,734.38TOTAL NON-OPERATING ITEMS 6,734.38 6,734.38TOTAL EXPENSES Operating Transfer In Operating Transfer Out

1,253,210.88

-15,075.00

1,253,210.88

-15,075.00CHANGE TO RETAINED EARNINGS 250,210.60 250,210.60Depreciation Add-Back 148,758.60 148,758.60NET INCOME 398,969.20 398,969.20


295

INCOME

OKLAHOMA CITY HOUSING AUTHORITY FSS Coordinator



FSS Income 2,999.33 2,999.33TOTAL INCOME 2,999.33 2,999.33

EXPENSESADMINISTRATIVE EXPENSESAdministrative Salaries 2,268.89 2,268.89EBC - Admin 593.12 593.12Postage 26.87 26.87TOTAL ADMINISTRATIVE EXPENSES 2,888.88 2,888.88

INSURANCE EXPENSESWorkers Comp Insurance 110.45 110.45TOTAL INSURANCE EXPENSES 110.45 110.45TOTAL EXPENSES 2,999.33 2,999.33NET INCOME 0.00 0.00

Page 1 of 1

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296

INCOME

OKLAHOMA CITY HOUSING AUTHORITY ROSS 2018



Grant Income 5,054.99 5,054.99TOTAL INCOME 5,054.99 5,054.99

EXPENSESADMINISTRATIVE EXPENSESAdministrative Salaries 4,421.99 4,421.99EBC - Admin 418.63 418.63TOTAL ADMINISTRATIVE EXPENSES 4,840.62 4,840.62

INSURANCE EXPENSESWorkers Comp Insurance 214.37 214.37TOTAL INSURANCE EXPENSES 214.37 214.37TOTAL EXPENSES 5,054.99 5,054.99NET INCOME 0.00 0.00

Page 1 of 1

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297

INCOME

OKLAHOMA CITY HOUSING AUTHORITY Resident Services Division Enhancement Grant



Grant Income 11.05 11.05TOTAL INCOME 11.05 11.05

EXPENSESADMINISTRATIVE EXPENSESEBC - Admin 11.05 11.05TOTAL ADMINISTRATIVE EXPENSES 11.05 11.05TOTAL EXPENSES 11.05 11.05NET INCOME 0.00 0.00

Page 1 of 1

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298

OKLAHOMA CITY HOUSING AUTHORITYAll Housing Choice Voucher Program



Page 1 of 2

INCOMEFraud Recovery - S8 4,806.00 4,806.00FSS Forfeiture 3,557.85 3,557.85Admin Fees - S8 228,117.73 228,117.73HAP Income 2,180,640.00 2,180,640.00TOTAL INCOME 2,417,121.58 2,417,121.58

EXPENSESADMINISTRATIVE EXPENSESAdministrative Salaries 70,501.41 70,501.41Compensated Absences 316.40 316.40Legal Expenses 1,110.50 1,110.50Auditing Fees 2,509.35 2,509.35EBC - Admin 22,525.34 22,525.34Miscellaneous - Admin 4,024.88 4,024.88FSS Expense 27.18 27.18Bookkeeping Fees - Admin 13,456.80 13,456.80Property Management Fees 29,904.00 29,904.00TOTAL ADMINISTRATIVE EXPENSES 144,375.86 144,375.86

MAINTENANCE AND OPERATIONS EXPENSESMaintenance Agreements - Equipment 10,952.26 10,952.26HVAC Repair - Contracts 137.99 137.99Landscaping & Grounds 273.79 273.79Electrical Contracts 82.14 82.14Janitorial - Contracts 872.85 872.85Miscellaneous - Contracts 120.00 120.00Fee For Service 316.75 316.75Contract Labor 3,658.50 3,658.50Leased Vehicles 638.57 638.57TOTAL M & O EXPENSES 17,052.85 17,052.85

INSURANCE EXPENSESWorkers Comp Insurance 3,431.27 3,431.27Property Insurance 235.88 235.88Vehicle Insurance 1,262.17 1,262.17General Liability Insurance 2,722.13 2,722.13TOTAL INSURANCE EXPENSES 7,651.45 7,651.45

OTHER GENERAL EXPENSESPort-Out Admin Fee 927.15 927.15TOTAL OTHER GENERAL EXPENSES 927.15 927.15

HOUSING ASSISTANCE PAYMENTSOccupied Units - HAP 2,162,842.00 2,162,842.00Port-Out HAP/URP Payments 26,719.00 26,719.00

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OKLAHOMA CITY HOUSING AUTHORITYAll Housing Choice Voucher Program



Page 2 of 2

HAP URP 48,979.00 48,979.00HAP FSS Escrow - S8HAP Agreement Expense Recovery

3,226.00-4,806.00

3,226.00-4,806.00

TOTAL HOUSING ASSIST PMTS 2,236,960.00 2,236,960.00

DEPRECIATION EXPENSEDepreciation Expense 2,120.63 2,120.63TOTAL DEPRECIATION EXPENSES 2,120.63 2,120.63TOTAL EXPENSES 2,409,087.94 2,409,087.94NET INCOME 8,033.64 8,033.64

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INCOME

OKLAHOMA CITY HOUSING AUTHORITY5 Year MainstreamINCOME STATEMENT

For the period of January 2022Period to Date Year to Date

Admin Fees - S8 9,302.00 9,302.00HAP Income 118,310.00 118,310.00TOTAL INCOME 127,612.00 127,612.00

EXPENSESADMINISTRATIVE EXPENSESAdministrative Salaries 1,296.25 1,296.25Compensated Absences 4.83 4.83Auditing Fees 12.65 12.65EBC - Admin 413.45 413.45Postage 41.69 41.69Dues & Registrations 64.02 64.02Bookkeeping Fees - Admin 594.00 594.00Property Management Fees 1,320.00 1,320.00TOTAL ADMINISTRATIVE EXPENSES 3,746.89 3,746.89

MAINTENANCE AND OPERATIONS EXPENSESMaintenance Agreements - Equipment 605.51 605.51HVAC Repair - Contracts 0.70 0.70Landscaping & Grounds 1.38 1.38Electrical Contracts 0.41 0.41Fee For Service 5.82 5.82Leased Vehicles 3.59 3.59TOTAL M & O EXPENSES 617.41 617.41

INSURANCE EXPENSESWorkers Comp Insurance 52.41 52.41TOTAL INSURANCE EXPENSES 52.41 52.41

HOUSING ASSISTANCE PAYMENTSOccupied Units - HAP 118,235.00 118,235.00HAP URP 75.00 75.00TOTAL HOUSING ASSIST PMTS 118,310.00 118,310.00TOTAL EXPENSES 122,726.71 122,726.71NET INCOME 4,885.29 4,885.29

Page 1 of 1

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301

INCOME

OKLAHOMA CITY HOUSING AUTHORITY Mod Rehab Program



Admin Fees - S8 775.17 775.17HAP Income 1,868.00 1,868.00TOTAL INCOME 2,643.17 2,643.17

EXPENSESADMINISTRATIVE EXPENSESAdministrative Salaries 216.05 216.05Compensated Absences 0.97 0.97Auditing Fees 7.59 7.59EBC - Admin 68.84 68.84Postage 8.34 8.34Dues & Registrations 3.05 3.05Bookkeeping Fees - Admin 39.60 39.60Property Management Fees 88.00 88.00TOTAL ADMINISTRATIVE EXPENSES 432.44 432.44

MAINTENANCE AND OPERATIONS EXPENSESMaintenance Agreements - Equipment 29.87 29.87HVAC Repair - Contracts 0.42 0.42Landscaping & Grounds 0.83 0.83Electrical Contracts 0.25 0.25Fee For Service 0.97 0.97Leased Vehicles 1.94 1.94TOTAL M & O EXPENSES 34.28 34.28

INSURANCE EXPENSESWorkers Comp Insurance 10.48 10.48TOTAL INSURANCE EXPENSES 10.48 10.48

HOUSING ASSISTANCE PAYMENTSOccupied Units - HAP 1,868.00 1,868.00TOTAL HOUSING ASSIST PMTS 1,868.00 1,868.00TOTAL EXPENSES 2,345.20 2,345.20NET INCOME 297.97 297.97

Page 1 of 1

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302

INCOME

OKLAHOMA CITY HOUSING AUTHORITY Emergency Housing Vouchers INCOME

STATEMENTFor the period of January 2022


EHV Services Fees 0.00 0.00EHV Placement Fees 0.00 0.00TOTAL INCOME 0.00 0.00

EXPENSESADMINISTRATIVE EXPENSESDues & Registrations 9.17 9.17TOTAL ADMINISTRATIVE EXPENSES 9.17 9.17

MAINTENANCE AND OPERATIONS EXPENSESMaintenance Agreements - Equipment 85.48 85.48TOTAL M & O EXPENSES 85.48 85.48

HOUSING ASSISTANCE PAYMENTSOccupied Units - HAP 8,289.00 8,289.00HAP URP 285.00 285.00TOTAL HOUSING ASSIST PMTS 8,574.00 8,574.00TOTAL EXPENSES 8,668.65 8,668.65NET INCOME -8,668.65 -8,668.65

Page 1 of 1

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303

M E M O R A N D U M


TO: Chair and Members of the Board of Commissioners


SUBJECT: Six Months Summary

A detailed analysis of the attached Six Months Summary of Operations will be included in the Secretary’s Report at the Board meeting.



MWG:sh

Attachment:

Six Months Summary

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Six Months Summary of Operations February 28, 2022

Page 1 of 2

I. DWELLING UNIT ACTIVITY (PH) AUG SEP OCT NOV DEC 21 JAN 22 JAN 21

Dwelling Units/Habitable 2,913/2,822 2,913/2,820 2,913/2,816 2,913/2,812 2,913/2,803 2,913/2,805 2,913/2,893

Occupied Units 2,663 2,651 2,643 2,638 2,640 2,633 2,709

Occupancy Percentile 94 94 94 94 94 94 94

PUM Income - Rent $183.82 $183.59 $185.36 $186.59 $188.44 $190.30 $177.89

Applications (Family/Seniors) 47/48 58/48 36/26 38/76 30/64 30/65 49/25

Lease-in (Family/Seniors) 26/21 29/17 20/28 13/23 20/21 28/21 7/16

Preference Lease-in (Family/Seniors) 0/4 0/4 0/7 0/2 0/5 0/2 0/1

Units Vacated (Family/Seniors) 25/29 36/22 25/30 22/18 24/14 26/30 16/23

Reexaminations 247 238 208 278 191 237 354

Evictions 5 7 8 2 6 9 0

Work Orders Performed 2,327 1,885 1,709 2,261 1,432 2,626 1,173

Exterminations 252 392 318 415 344 351 93

Units Rehabbed 48 34 47 40 41 40 28

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Six Months Summary of Operations 6.2 b

305

Six Months Summary of Operations February 28, 2022 Page 2 of 2

II-A. HOUSING CHOICE VOUCHER PROGRAM AUG SEP OCT NOV DEC 21 JAN 22 JAN 21

Units Months Actual/Budget 3,849/4,716 * 3,849/4,720** 3,901/4,720 3,912/4,720 3,964/4,720 3,966/4,720 3,939/4,621

Occupancy Percentile End of Month 82 82 83 83 84 84 84

Administrative Fee $204,249 $200,197 $202,828 $203,775 $202,460 $228,118 $202,228

HAP Expense $2,147,425 $2,122,414 $2,176,445 $2,189,578 $2,253,840 $2,236,960 $2,122,684

HAP Income $2,175,178 $2,158,058 $2,158,056 $1,312,915 $2,152,510 $2,180,640 $2,339,189

Vouchers Issued/Lease-Ins Vouchers 284/116 215/141 226/146 144/131 65/146 108/92 72/93

Inspections 559 254 162 575 534 570 434

Applications/Reexaminations/Vacates 181/530/45 85/556/53 323/542/45 100/549/33 70/539/59 196/54/51 57/544/37

II-B. PERSONNEL (ADMIN.)

Filled Positions 206 210 213 216 204 202 209

Vacant Positions 26 25 24 23 25 28 9

III. SECURITY ACTIVITY (SEC)

FAM / SR FAM / SR FAM / SR FAM / SR FAM / SR FAM / SR FAM / SR

Crimes Against Persons 5/2 2/3 0/1 1/6 0/0 1/2 2/2

Crimes Against Property 6/4 6/2 8/6 5/0 6/3 6/7 20/6

Drug Offenses 0/1 0/0 0/0 0/0 0/0 0/0 0/0

Fires 1/1 0/1 0/0 1/2 0/2 3/0 0/0

Lease Violations 5/3 6/13 5/13 6/8 3/14 1/10 0/2

* Voucher count increased by 20 vouchers on 8/1/21.

** Voucher count increased by 4 on 9/1/21.

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Six Months Summary of Operations 6.2 c

306


Six-Months Summary of Operations

August, 2021 – January, 2022

Board Pack for Special Meeting of the Board of Commissioners of OCHA - Feb 28, 2022 Six Months Summary of Operations 6.2 d

307

Income Statement

$ 84,406.63

2022 Actual YTD

Sec 8 Mod. Rehab Net Income <Loss> $ 297.97

Central Office Cost Center Net Income <Loss>

Public Housing Net Income <Loss> $ 398,969.20

Sec 8 – 5 Yr. Mainstream Vouchers Net Income <Loss> $ 4,885.29

2021 Actual YTD

$ 5,935.44

$ 374,737.31

$ 228.59

$ 846.32

Sec 8 HCVoucher:

$ <56,320.00> $ 64,353.64

$ 8,033.64

Net Admin Fee Income <Loss>

Net HAP Income <Loss>

Net Income <Loss>

$ 28,663.51 $ 216,505.00

$ 245,168.51


308

Six-Month Summary

Public HousingThe following four slides contain six-month summary information on:• Dwelling Unit Activity August, 2021 – January, 2022

• Collections Activity August, 2021 – January, 2022


309

AUG SEP OCT NOV DEC 21 JAN 22

Dwelling Units Activity (OPS) Dwelling UnitsHabitableOccupied

Six-Month Summary

PUBLIC HOUSING

DWELLING UNIT ACTIVITY (OPS)

2,803

2,913

2,640

94 94 94 94 94 94


Occupancy Percentile


310

Six-Month Summary

PUBLIC HOUSING

COLLECTIONS (FIN/OPS)

$183.82 $183.59$185.36

$186.59$188.44

$190.30


PUM Income - Rent


311


Six-Month Summary

PUBLIC HOUSING

AUG SEP OCT NOV DEC 21 JAN 22Evictions 5 7 8 2 6 9Total Vacates 54 58 55 40 38 56

5 7 8 2 6 9

54 58 5540 38

56Vacates


0 0 0 0 0 0

4 4

7

2

5

2

Preference Lease-insEffective April 27, 2016

FAMILYSENIOR


312

Six-Month Summary

PUBLIC HOUSING



2,32

7

1,88

5

1,70

9

2,26

1

1,43

2

2,62

6

Work Orders Performed


313

Housing Choice Voucher ProgramThe following two slides contain six-month summary information on:

• Occupancy August, 2021 – January, 2022

• Voucher Activity August, 2021 – January, 2022

• Program Utilization August, 2021 – January, 2022

Six-Month Summary


314

82 82 83 83 84 84


HOUSING CHOICE VOUCHERPROGRAM

Six-Month Summary

Occupancy Percentile End of Month

116141 146 131

146

92

284215 226

144

65

108


Lease-Ins VouchersVouchers Issued


315

Six-Month SummaryHOUSING CHOICE

VOUCHERPROGRAM

$2,175,178 $2,158,058

$2,158,056

$1,312,915

$2,152,510 $2,180,640$2,147,425 $2,122,414

$2,176,445 $2,189,578 $2,253,840 $2,236,960


HAP Income

HAP Expense


316

PersonnelThe following slide contains six-month summary information on:

• Total Employee Positions August, 2021 – January, 2022

Filled and Vacant

Six-Month Summary


317

Six-Month SummaryPERSONNEL

(ADMIN.)

Total Employee Positions Filled

Total Current Vacancies

25

Total positions: 227

206210

213216

204 202



318

SecurityThe following two slides contains six-month summary information on:

• Crimes Against Persons August, 2021 – January, 2022

• Crimes Against Property August, 2021 – January, 2022

• Drug Offenses August, 2021 – January, 2022

• Fires August, 2021 – January, 2022

• Lease Violations August, 2021 – January, 2022

Six-Month Summary


319

SECURITY ACTIVITY (SEC.)

Six-Month Summary


5

2

01

01

23

1

6

0

2

FamilySenior

Crimes Against Persons


6 68

5 6 64

2

6

03

7

Crimes Against Property FamilySenior


320

Six-Month Summary

SECURITY ACTIVITY (SEC.) AUG SEP OCT NOV DEC 21 JAN 22

0 0 0 0 2 01

0 0 0 0 0

Drug Offenses FamilySenior


10 0

10

3

1 10

2 2

0

Fires FamilySenior


321

Six-Month Summary

SECURITY ACTIVITY (SEC.)


56

56

3

1

3

13 13

8

14

10

Lease Violations Family

Senior


322

Community Enhancement CorporationBOARD PACK

for

Special Meeting of Board of Directors of Community Enhancement CorporationMonday, February 28, 2022

9:00 AM

Held at:

Default Location

1700 NE 4th St, Oklahoma City, OK, USA

Generated: 2022-02-23 07:43:17

INDEX

Cover Page

Index

Agenda

Attached Documents:

2.1 a CEC 1-26-22.doc.................................................................................................................... 6

3.1 a CEC Board Memo re. Legal Services 2-2022.docx................................................................ 8

3.1 b CEC Res 1-22 re Legal Services.docx................................................................................... 9

3.6 a CEC Memo - Replacement Property Manager.docx.............................................................. 11

3.6 b CEC Res 2-22.docx................................................................................................................ 13

4.1 a 2-23-22 Real Estate Development Report.pdf....................................................................... 15

Generated on: 2022-02-23 07:43:00


AGENDASPECIAL MEETING OF BOARD OF DIRECTORS OF COMMUNITY ENHANCEMENT CORPORATION

Name: Community Enhancement Corporation

Date: Monday, February 28, 2022

Time: 9:00 AM

Location: Default Location, 1700 NE 4th St, Oklahoma City, OK, USA


Board Members: Alvah Boyd, Annette Jacobi, Jerry Steward, Lillie Swope, Rocky Chavez

Attendees: Alana Facello, Chad Ainsworth, Charles Parks, Daniel Flanagan, David Calvert, Frank Miller, Heather Hintz, Ian Colgan, Jaclyn Sullivan, Joel Everett, Kassy Malone, Laura Gregory, Marc Edwards, Mark Gillett, Matt Greeson, Matt Mills, Nancy Wilson, Richard Marshall, Sherry Hearn, Spencer Matheny, Steve Holmquist, Thomas Henderson, Trish Bryant

Notes: The Directors of the Community Enhancement Corporation will attend this meeting in person, as required by law, at 1700 Northeast Fourth Street on Monday, February 28, 2022 at 9:00 a.m.In the interest of public health, and to reduce the risk of exposure of the COVID virus presenters, staff and members of the public are encouraged to attend by teleconference via Zoom, an online meeting and web conferencing tool.Presenters, staff, and members of the public may attend and view the Community Enhancement Corporation meeting in person or via teleconferencing by joining from computers, tablet or smartphone using the following link:https://us06web.zoom.us/j/84010227631?pwd=RUNwc3BHbTlOaWl0OWo1YWs0M2NOZz09(passcode: 037325)Presenters, staff, and members of the public can also dial in using their phone by dialing: (301)713-8592, meeting number: 840 1022 7631.

1. Opening Meeting/Call to Order

1.1 AnnouncementSherry Hearn

1.2 Roll CallSherry Hearn

Board Pack for Special Meeting of Board of Directors of Community Enhancement Corporation - Feb 28, 2022

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Agenda : Special Meeting of Board of Directors of Community Enhancement Corporation - Feb 28, 2022


2. Consent Docket

2.1 Minutes of Regular Meeting January 26, 2022Alvah Boyd

Supporting Documents: 2.1.a CEC 1-26-22.doc

3. Action Items

3.1 Contract with Development Legal CounselIan Colgan

Supporting Documents: 3.1.a CEC Board Memo re. Legal Services 2-2022.docx 3.1.b CEC Res 1-22 re Legal Services.docx

3.2 Executive SessionMarc EdwardsProposed executive session, if deemed necessary by legal counsel, to discuss the status of property management at John H Johnson Care Suites (the JHJ Care Suites"), the possible termination of the Property Management Agreement for the JHJ Care Suites, and the possible retention of a new property manager, pursuant to 25 O.S. § 307(B)(4) concerning confidential communications between the CEC Board and its attorney in that disclosure will seriously impair the ability of the body to process a pending proceeding, investigation, claim or possible litigation.

3.3 Vote to enter into Proposed Executive SessionAlvah Boyd

3.4 Discuss status of property management and possible replacement of manager

Discuss status of property management at John H Johnson Care Suite and the possible replacement of the property manager.

3.5 Vote to Reconvene into Regular SessionAlvah Boyd

3.6 Board to take appropriate action pursuant to Executive Session discussion

Including vote to terminate the current Property Management Agreement and retain a new property manager for John H Johnson Care Suites.

Supporting Documents: 3.6.a CEC Memo - Replacement Property Manager.docx 3.6.b CEC Res 2-22.docx


4

6

8

9

11

13

Agenda : Special Meeting of Board of Directors of Community Enhancement Corporation - Feb 28, 2022


4. Presentation/Discussion

4.1 Update of development projectsIan Colgan

Supporting Documents: 4.1.a 2-23-22 Real Estate Development Report.pdf

5. Report of Legal Counsel

5.1 Lawsuits

5.2 Legal Request

6. Reports of the President/CEO

6.1 Sooner Haven SettlementIan Colgan

6.2 Discussion on Board Agenda OrderMark GillettDiscuss the "Citizens to be Heard" placement in the Board Agenda.

7. New Business

7.1 New Business

8. Citizens to be Heard

9. Close Meeting

9.1 AdjournmentNext meeting: Regular Meeting of Board of Directors - Mar 23, 2022, 9:00 AM


5

15

1/26/221.

MINUTES OF THE REGULAR MEETINGOF THE BOARD OF DIRECTORS OF THE

COMMUNITY ENHANCEMENT CORPORATION

January 26, 2022

The Board of Directors of the Community Enhancement Corporation met on Wednesday, January 26, 2022

at 9:46 a.m.

The Agenda for this meeting was filed with the Secretary of State and City Clerk for the 2022 meetings on

November 3, 2021. A copy of this agenda was posted at 1700 and 1800 Northeast Fourth Street on January

21, 2022, at 5:15 p.m. in accordance with Oklahoma Open Meeting Statutes, posted on the Authority general

web site www.ochanet.org as required by Section 3106.2 of Oklahoma Statutes Title 74, and written notice

via the Agenda was delivered to each Director on January 21, 2022.

Item 1, meeting was called to order by Chairwoman Alvah L. Boyd, who presided.

Item 1.1. Announcement of Filing of Meeting Notice and Posting of the Agenda in Accordance with the Oklahoma Open Meeting Act, was announced by Sherry Hearn.

Item 1.2. Sherry Hearn, Executive Assistant, performed roll call, those present were as follows:

PRESENT: Alvah Boyd, ChairwomanJerry StewardAnnette Jacobi

ABSENT: Rocky ChavezLillie Swope

Item 2, Consent Docket, was introduced by Chairwoman Alvah L. Boyd which included:

Item 2.1. Minutes of the Regular Meeting of the Board of Directors, December 15, 2021

Motion: Jacobi. Second: Swope.AYES: Jacobi, Steward, Boyd. NAYES: None.

Item 3, Action Items:

Item 4, Presentation/Discussion

Item 4.1 Ian Colgan discussed the development report slides of the development projects. Item 5, Report of Legal Counsel

Item 5.1 Steve Holmquist, development counsel with Reno & Cavanaugh, reported there were no new claims.

Item 5.2 Steve Holmquist, development counsel, reported there were no active transactions and have only given advice on HUD regulatory issues for the development projects.

Board Pack for Special Meeting of Board of Directors of Community Enhancement Corporation - Feb 28, 2022Minutes of Regular Meeting January ... 2.1 a

6

http://www.ochanet.org/

1/26/222.

Item 6, Reports of the President/CEO

Item 6.1 Financial Reports. Ian Colgan, Vice President, reviewed and discussed the slides for the Financial Reports.

Item 7, New Business. There was no New Business in accordance with 25 O.S. 2021, § 311(A)(10).

Item 8, Citizens to be heard. There were no citizens to be heard.

Item 9, Close Meeting

Item 9.1. Adjournment.

Motion: Steward. Second: Jacobi.AYES: Jacobi, Steward, Boyd. NAYES: None.

This meeting adjourned at 10:10 a.m.

The next meeting of this Board will convene at 9:00 a.m. CST February 23, 2022 at the Oklahoma City Housing Authority Central Office, 1700 Northeast Fourth Street, Oklahoma City, Oklahoma.

______________________________Mark W. Gillett, Secretary

ATTEST:

____________________________________Alvah L. Boyd, Chairwoman

Board Pack for Special Meeting of Board of Directors of Community Enhancement Corporation - Feb 28, 2022Minutes of Regular Meeting January ... 2.1 a

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COMMUNITY ENHANCEMENT CORPORATIONM E M O R A N D U M


TO: Chairwoman and Members of the Board of Directors

FROM: President/CEO

SUBJECT: Contract with Reno & Cavanaugh, PLLC and McAfee & Taft to perform Real Estate Development Legal Services

PURPOSE: Authorize the Community Enhancement Corporation (“CEC”) staff to engage Reno & Cavanaugh, PLLC (“R&C”) and McAfee & Taft (“M&T”, together with R&C, the “Firms”) pursuant to that certain Development Counsel Services Agreement to be entered into by and among CEC, Oklahoma City Housing Authority, R&C, and M&T (the “Agreement”), to be negotiated by CEC staff.

DISCUSSION: CEC staff recommends that CEC approve the Agreement, which Agreement includes four (4) one year extension options. These legal services are focused on real estate development activities, but also cover other areas of CEC operations.

RECOMMENDATION: Authorizing and directing the President, Vice Presidents, and staff to negotiate the Agreement and take such actions as are necessary or appropriate to consummate the Agreement.


Mark W. GillettPresident/CEO

Attachment:

Resolution No. 1-22

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RESOLUTION NO. 1-22

RESOLUTION APPROVING LEGAL SERVICES AGREEMENT WITH RENO & CAVANAUGH, PLLC AND MCAFEE & TAFT, A PROFESSIONAL CORPORATION

WHEREAS, the Community Enhancement Corporation (“CEC”) has determined

that it is necessary and desirable to provide for specialized legal representation in matters related

to real estate development (the “Legal Services”); and

WHEREAS, Reno & Cavanaugh, PLLC (“R&C”) and McAfee & Taft, A

Professional Corporation (“M&T”, together with R&C, the “Firms”) previously provided the

Legal Services to CEC while the R&C was a subcontractor under the Center for Economic

Development Law; and

WHEREAS, CEC staff recommend entering into a Development Counsel Services

Agreement by and among the Oklahoma City Housing Authority, CEC, R&C, and M&T (the

“Agreement”) to be negotiated by CEC staff.

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of CEC that

the Agreement is hereby approved, and that it is desirable and appropriate for CEC to authorize

the Agreement.

BE IT FURTHER RESOLVED that the staff of CEC, as appropriate, are authorized

and directed to prepare, negotiate, execute, and deliver the Agreement and such agreements and

Board Pack for Special Meeting of Board of Directors of Community Enhancement Corporation - Feb 28, 2022Contract with Development Legal Cou... 3.1 b

9

documents, as may be appropriate to consummate the Agreement and carry out the approvals and

directives contained in this Resolution.



By:Alvah L. Boyd, Chairwoman

I, Mark W. Gillett, Secretary of the Board of Directors of the Community Enhancement Corporation, certify that the foregoing Resolution No. 1-22 was duly adopted at a regular meeting of the Board of Directors of the Community Enhancement Corporation, held at the Board Room of the Oklahoma City Housing Authority offices, 1700 Northeast 4th Street, Oklahoma City, Oklahoma, on the 28 day of February, 2022; that said meeting was held in accordance with the By-Laws of the Community Enhancement Corporation; that a quorum was present at all times during said meeting; and that the resolution was duly adopted by a majority of those Directors present.

Secretary


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COMMUNITY ENHANCEMENT CORPORATIONM E M O R A N D U M


TO: Chairwoman and Members of the Board of Directors

FROM: President/CEO

SUBJECT: Termination of Care Suites at Chisholm Creek as Management Agent of John H. Johnson Care Suites and Engagement of Priority Life Care, LLC, of Indiana, as replacement Management Agent

PURPOSE: Authorize the Community Enhancement Corporation (“CEC”) staff to terminate Care Suites at Chisholm Creek pursuant to the Property Management Agreement executed in 2017 and negotiate and execute a replacement Management Agreement with Priority Life Care, LLC (“PLC”)

DISCUSSION: CEC hired Care Suites at Chisholm Creek to manage the John H Johnson Care Suites facility prior to its construction in 2017. Care Suites is a partnership between Healthmark of Arkansas, and CypressCape of Oklahoma City. Since the facility’s opening in 2020, CEC has worked with Care Suites to lease-up the facility and establish stabilized operations. Unfortunately, after careful evaluation of the operations of the facility, CEC is unsatisfied with the position of the Johnson Care Suites asset, and feels like it needs to engage with a different management agent in order to better manage expenses, generate income, and ensure compliance with all relevant programs.

Subsequent to this Board meeting, CEC intends to submit its termination and 30 day notice to Care Suites with the intention of completion of a transition with a new management agent within 60 days.

Staff have searched for replacement management companies that have experience in affordable assisted living, and are familiar with the combination of project based Section 8 vouchers, Low Income Housing Tax Credits, and Medicaid. Further criteria included experience with a large portfolio of similar facilities, and experience with the transition of ownership of similar facilities.

After seeking out experienced firms, CEC has chosen PLC as its preferred new agent and operator for the Johnson Care Suites facility. PLC operates 37 facilities in 10 states, totaling over 2,200 assisted living units. PLC came recommended, and during discussions CEC staff was confident they had the experience necessary to operate this specialized facility.

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RECOMMENDATION: Approve the attached resolution authorizing and directing the President, Vice Presidents, and staff to terminate the management agent via a 30 day notice and to negotiate and execute a property management agreement with PLC.


Mark W. GillettPresident/CEO

Attachment:

Resolution No. 2-22

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RESOLUTION NO. 2-22

RESOLUTION APPROVING REPLACEMENT PROPERTY MANAGER AT JOHN H JOHNSON CARE SUITES

WHEREAS, the Community Enhancement Corporation (“CEC”) has determined

that it is necessary and desirable to replace the property manager at John H Johnston Care Suites

(the “Project”); and

WHEREAS, the current property manager at the Project pursuant to a property

management agreement executed in 2017 is Care Suites at Chisholm Creek (the “Existing

Manager”); and

WHEREAS, CEC staff recommend terminating the Existing Manager’s contract

pursuant to the terms of such contract; and

WHEREAS, CEC staff recommend replacing the Existing Manager with Priority

Life Care, LLC (the “New Manager”) of Indiana;

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of CEC that

replacement of the Existing Manager with the New Manager is hereby approved, and that it is

desirable and appropriate for CEC to authorize such transition.

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BE IT FURTHER RESOLVED that the staff of CEC, as appropriate, are authorized

and directed to terminate the contract with the Existing Manager and prepare, negotiate, execute,

and deliver a new management agreement with the New Manager (the “Replacement Management

Agreement”) and such agreements and documents, as may be appropriate to consummate the

Replacement Management Agreement and carry out the approvals and directives contained in this

Resolution.



By:Alvah L. Boyd, Chairwoman

I, Mark W. Gillett, Secretary of the Board of Directors of the Community Enhancement Corporation, certify that the foregoing Resolution No. 2-22 was duly adopted at a regular meeting of the Board of Directors of the Community Enhancement Corporation, held at the Board Room of the Oklahoma City Housing Authority offices, 1700 Northeast 4th Street, Oklahoma City, Oklahoma, on the 28 day of February, 2022; that said meeting was held in accordance with the By-Laws of the Community Enhancement Corporation; that a quorum was present at all times during said meeting; and that the resolution was duly adopted by a majority of those Directors present.

Secretary


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Real Estate Development ReportCommunity Enhancement Corporation

February 28, 2022

Board Pack for Special Meeting of Board of Directors of Community Enhancement Corporation - Feb 28, 2022Update of development projects 4.1 a

15

CEC Real Estate Development Update

PROPERTIES IN PLANNING

Danforth-Candlelake Apartments

Conversion Estimate: April, 2022

Staff Notes 2/23/22

- Financing Plan submitted- Expected closing in April / May of 2022

Locations: Danforth: NW 50th & Meridian Candlelake: NW 56th & Portland

Units: Danforth: 101 Candlelake: 101

Property Type: Age Restricted (Senior)

Proposed: 100% RAD PBV


16


Page 2


Creston Park (NE Duplexes)

Staff Notes 2/23/22

- Waiting on city GOLT and ARPA infrastructure funding, which should come prior to APril.

- Finalizing letter of intent with investor.

- SLR to be submitted before the end of February.

- Targeting June for close on fi nancing / beginning construction on Phase 1.

Construction Start (Estimated)

Phase 1: June, 2022Phase 2: December, 2022Phase 3 (Care Suites): December, 2022

Location: NE 28th & N MLK Ave

Notes: Replacement Housing for the Northeast Duplexes

Units: Phase 1: 170 Units Phase 2: 268 Units Phase 3 (Care Suites): 158

Property Type: 40% PBV 60% LIHTC


17


Page 3


Thrive on 10th (Towers Apartments)

Construction Status: Not StartedConstruction Start: (Est): TBD

Staff Notes 2/23/22

- Construction costs returned as too high for project to be feasible. Project will shift to site to the south, with closing date targeted late ‘22 after project redesign.

Location: 10th & Classen

Notes: Replacement Housing for the Towers Apartments (9th & Robinson)

Units: 316 176 Independent Senior 140 Assisted Living Senior

Property Type: 278 PBV 38 LIHTC Age Restricted


18


Page 4


Oak Grove Apartments

Construction Status: Not StartedConstruction Start: (Est): Q4, 2022

Staff Notes 2/23/22

- Expected Program: Renovation of 270 existing Oak Grove Units Renovation of 54 additional Scattered Site Units ~100 units of new construction Expansion of Community Center

- Anticipated Subsidy Program:

Existing Oak Grove: 40% RAD / 60% TPV Scattered Site 100% TPV New Construction: 20% RAD, 80% LIHTC

- Initial Schematic Planning initiated on new construction

- Zoning and misc. civil work to be completed over next 3-6 months

- Submittal into the City for ~$800k in TIF funds to assist in the payment of infrastructure

Location: SW 17th & S Grand Ave

Units: 288, 1-5 Bedrooms

Property Type: 60% TPV, 40% RAD PBV


19


Sooner Haven ApartmentsConstruction Status: 100%Lease-Up Status: 95%Next Steps: Complete Construction, Convert to Perm Financing

CONSTRUCTION PERIOD

SourcesConstruction Loan: $8,991,000Tax Credit Equity (RBC): $8,145,575Seller’s Note: $5,400,000OCHA Loan: $2,551,022Pre-Conversion NOI: $329,234Interest Income: $575,000Deferred Fee: $150,000 $26,141,831

UsesLand: $5,400,000Construction Costs: $15,683,087Soft Costs: $1,392,502Financing Costs: $1,978,699Capitalized Reserves: $1,568,000Developer Fee: $1,900,000 $26,141,831

Staff Notes 2/23/22

- Staff has signed settlement agreement. - Anticipate perm closing in April / May 2022.

PROPERTIES UNDER CONSTRUCTION

Location: 36th & Lottie

Units: 150 1-4 Bedrooms

Property Type: 75% RAD / 25% TPV LIHTC Non Age Restricted


20

Oklahoma City Housing Authority - Revize

Documents

Transcript of Oklahoma City Housing Authority - Revize