AGENDA - San Antonio Housing Authority

AGENDAOperations and HumanResources CommitteeMay 16, 2013, 1:00 pmSanAntonioHousingAuthority

Create dynamic communities where people thriveBoard of CommissionersChairman Vice-Chairman Commissioner Commissioner Commissioner Commissioner CommissionerRamiro Cavazos Richard Gambitta Karina C. Cantu Yolanda Hotman Stella Burciaga Molina Charles R. Muñoz Morris StriblingOperations and Human Resources CommitteeRichard Gambitta, Chair; Yolanda Hotman, Member, Morris Stribling, MemberPresident & CEOLourdes Castro RamirezSan Antonio Housing AuthorityOperations and Human Resources Committee OrSpecial Board Meeting**818 S. Flores, San Antonio, Texas 782041:00 p.m., Thursday, May 16, 2013The Board of Commissioners will convene for a Committee or Special Board Meeting for discussion and action on the following matters:1. Meeting called to order.The Board of Commissioners or its committee may hold a closed meeting pursuant to Texas Government Code § 551.071-076 for consultationconcerning attorney-client matters, real estate, litigation, personnel, and security matters. The Board or committee reserves the right to enterinto closed meeting at any time during the course of the meeting.2. Consideration and appropriate action regarding Resolution 5348, authorizing the award of housekeepingservices contracts for the non-profit properties for an annual cumulative amount not to exceed $48,000.00to the following six companies: Garcia Brothers Make Ready & Repairs (HABE, Section 3 Business) foran amount not to exceed $8,000.00; EA Contractor (HABE, Section 3 Business) for an amount not toexceed $8,000.00; Montemayor General Contractor (HABE, WBE, Section 3 Business) for an amount notto exceed $8,000.00; MDC Painting (HABE) for an amount not to exceed $8,000.00; Rocio Martinez-SolisDBA Professional Touch Cleaning Services (WBE) for an amount not to exceed $8,000.00; and TrevinoContractor (HABE, Section 3 Business), for an amount not to exceed $8,000.00; all for a period of oneyear with the option to extend one (1) additional one-year period. (Tomas Larralde, Director ofProcurement; David Nisivoccia, Chief Operations Officer).3. Consideration and appropriate action regarding Resolution 5350, authorizing the award of contracts forarchitectural and engineering services for SAHA and all affiliated entities for an annual cumulative amountnot to exceed $1,500,000.00 on an as-needed basis to the following: KAI Texas (AABE, MBE, SBE);WestEast Design Group (ABE, DBE, SBE, HUB); Rimkus Consulting Group; Durand-Hollis Rupe, Inc.(HABE, MBE, SBE, DBE, HUB); Sprinkle & Co. Architects, LLC (ESBE, SBE); Nelson ArchitecturalEngineers; ALS88 Design Group (ESBE, SBE, WBE, Section 3 Business) Deborah J. Dockery, Architect,P.C. (ESBE, SBE, WBE, HUB); and Saldana & Associates, Inc. (DBE, ESBE, HABE, MBE, SBE) for aterm of one year with the option for four additional one-year terms. (Tomas Larralde, Director ofProcurement; Kathy McCormick, Development Services & Revitalization Neighborhood Officer).4. Consideration and appropriate action regarding Resolution 5330, authorizing an award of a month-tomonthcontract to Verizon Wireless through the Texas Department of Information Resources (DIR)Procurement, for Voice & Data Services and Equipment as needed, at a monthly cost not to exceed$14,000.00, for an annual amount not to exceed $170,000.00. (Tomas Larralde, Director of Procurement;Ed Hinojosa, Chief Financial Officer; Jo Ana Alvarado, Director of Information Technology).

5. Consideration and appropriate action regarding Resolution 5342, authorizing an award of a contract fortemporary case management assistance to Cindi Herrera and Associates, on an as-needed basis, for anamount not to exceed $235,872.00, for a period of one-year with the option to extend for four additionalone-year periods. (Tomas Larralde, Director of Procurement; Deborah A. Aleman, Director of AssistedHousing Programs).6. Consideration and appropriate action regarding Resolution 5349, approving the Eastside ChoiceNeighborhoods Transformation Plan for the redevelopment of the Wheatley Courts and the EastsideChoice Neighborhoods Community. (Kathy McCormick, Development & Revitalization NeighborhoodOfficer).7. Update and discussion regarding the M/WBE policy. (Alejandra I. Villarreal, Chief Administrative Officer;Tomas Larralde, Director of Procurement).8. Update and discussion regarding Strategic Plan metrics and dashboard. (Richard Milk, Sr. Planning & PolicyManager).9. Update and discussion regarding SAHA’s 2013 demographic report. (Richard Milk, Sr. Planning & PolicyManager).10. Update and discussion regarding on-line applications for Public Housing sites. (David Nisivoccia, ChiefOperations Officer; David Clark, Interim Deputy Director of Public Housing).11. Update and discussion regarding Strategy for Reinvestment in the Five Neighborhoods that were part ofthe HOPE VI Mirasol Project. (Kathy McCormick, Development & Revitalization Neighborhood Officer;Santiago Garcia, Special Projects).12. *Closed Session:Consultation with AttorneyDeliberate current and potential legal matters and litigation, pursuant to Texas Government CodeSec. 551.071 (consultation with attorney) and 551.072 (real estate). Consultation with attorney regarding Marie McGuire Apartments.13. Adjournment.Note: Whenever the Texas Open Meetings Act (Section 551.001 et seq. Of the Texas Government Code) provides for a closed meeting in matters concerning legaladvice, real estate, contracts, personnel matters, or security issues, the Board may find a closed meeting to be necessary. For convenience of the citizens interested in anitem preceded by an asterisk, notice is given that a closed meeting is contemplated. However, the Board reserves the right to go into a closed meeting at any other item,whether it has an asterisk or not, when the Board determines there is a need, and a closed meeting is permitted under Chapter 551 of the Texas Government Code thatpermits the closed meeting.** Note: If a quorum of the Board of Commissioners attends the Committee Meeting, this meeting becomes a Special Meeting of the Board, but no Board action will betaken other than recommendations to the full board, unless the full Board is present.

SAN ANTONIO HOUSING AUTHORITY May 16, 2013BOARD OF COMMISSIONERSOperations and Human ResourcesRESOLUTION 5348, AUTHORIZING THE AWARD OF CONTRACTS FOR HOUSEKEEPINGSERVICES FOR THE NON-PROFIT PROPERTIES FOR AN ANNUAL CUMULATIVE AMOUNTNOT TO EXCEED $48,000.00 TO THE FOLLOWING SIX COMPANIES: GARCIA BROTHERSMAKE READY & REPAIRS (HABE, SECTION 3 BUSINESS) FOR AN AMOUNT NOT TO EXCEED$8,000.00; EA CONTRACTOR (HABE, SECTION 3 BUSINESS) FOR AN AMOUNT NOT TOEXCEED $8,000.00; MONTEMAYOR GENERAL CONTRACTOR (HABE, WBE, SECTION 3BUSINESS) FOR AN AMOUNT NOT TO EXCEED $8,000.00; MDC PAINTING (HABE) FOR ANAMOUNT NOT TO EXCEED $8,000.00; ROCIO MARTINEZ-SOLIS DBA PROFESSIONAL TOUCHCLEANING SERVICES (WBE) FOR AN AMOUNT NOT TO EXCEED $8,000.00; AND TREVINOCONTRACTOR (HABE, SECTION 3 BUSINESS), FOR AN AMOUNT NOT TO EXCEED $8,000.00;ALL FOR A PERIOD OF ONE YEAR WITH THE OPTION TO EXTEND ONE (1) ADDITIONAL ONE-YEAR PERIOD._____________________ _____________________ _______________________________Lourdes Castro Ramirez Tomas Larralde Lawrence FernandezPresident and CEO Director of Procurement Interim Director of Non Profit HousingREQUESTED ACTION:Consideration and appropriate action regarding Resolution 5348, authorizing the award ofhousekeeping services contracts for the non-profit properties for an annual cumulative amount not toexceed $48,000.00 to the following six companies: Garcia Brothers Make Ready & Repairs (HABE,Section 3 Business) for an amount not to exceed $8,000.00; EA Contractor (HABE, Section 3Business) for an amount not to exceed $8,000.00; Montemayor General Contractor (HABE, WBE,Section 3 Business) for an amount not to exceed $8,000.00; MDC Painting (HABE) for an amount notto exceed $8,000.00; Rocio Martinez-Solis DBA Professional Touch Cleaning Services (WBE) for anamount not to exceed $8,000.00; and Trevino Contractor (HABE, Section 3 Business), for an amountnot to exceed $8,000.00; all for a period of one year with the option to extend one (1) additional oneyearperiod.PURPOSE:To provide contract housekeeping services for the 11 non-profit properties owned and managed bySAHA and its affiliates. These housekeeping services are undertaken when the rental units are beingturned over due to change of tenants and as needed for common areas of the facility. This aligns withthe SAHA priority to improve the quality of life for our residents and preserve our existing affordablehousing assets.FINANCIAL IMPACT:The annual cost for housekeeping services for the non-profits has been estimated to cumulatively notexceed $48,000.00, and will be funded through the approved operating budgets.SUMMARY:On November 9, 2012 SAHA issued a “Request for Proposals” (RFP) #1210-952-56-3918 for UnitMake Ready Services Contract Housekeeping For Non-Profit Properties, which closed on December3, 2012. The RFP was published on our website, Electronic State Business Daily (ESBD), La Prensa,the Express-News, direct solicited 16 local contractors, posted on NAHRO and Public Purchase, etc.(See Advertisement List).A total of thirteen (13) proposals were received in response to the RFP:A & P Maintenance(AABE, HABE)Bell’s Cleaning Service(AABE, WBE)

SAN ANTONIO HOUSING AUTHORITY May 16, 2013EA Contractor (HABE, Section 3)Garcia Brothers Make Ready & Repairs (HABE, Section 3)Lafiton LogisticsProposal received after deadlineLAMED Facility Maintenance(ESBE, HABE, MBE, SBE)Mantengo Systems(ESBE, HABE, MBE, SBE, VBE)MDC Painting(HABE)Montemayor (HABE, WBE, Section 3)Parker Place Property(AABE, WBE)Rocio Martinez-Solis DBA Professional Touch Cleaning Services (WBE)The Artran Supply, Inc.(HUB, HABE, WBE)Trevino Contractor (HABE, Section 3)All proposals were evaluated on Experience, Project Management, Quality and Safety Plan, Price,and Strength of the Section 3 and SWMBE Plans. After the initial evaluation of the submittedproposals, interviews were conducted with the six highest rated proposers. Mantengo Systemswithdrew during the procurement process due to a conflicting schedule. Based upon the abovefactors, the six highest rated responsive and responsible companies are being recommended foraward. (See Bid Tabulation and Cost Analysis).EA Contractor self-certifies as a HABE and has been certified as a Section 3 Business by SAHA.EA Contractor has received prior awards from SAHA for Replace Bath Tubs and Shower Plans,Resurfacing Surfaces and has responded to and received awards for both Micro purchases and SmallPurchases.Garcia Brothers Make Ready & Repairs self-certifies as a HABE and has been certified as aSection 3 Business by SAHA. Garcia Brothers Make Ready & Repairs has responded to and receivedprior awards from SAHA for both Micro Purchases and Small Purchases.MDC Painting self certifies as a HABE and has been certified by SAHA as a Section 3 Business.MDC Painting has received prior awards from SAHA for Unit Make Ready, Various Construction andMicro and Small Purchases.Montemayor General Contractor self certifies as a WBE, HABE and has been certified by SAHA asa Section 3 Business. Montemayor General Contractor has received prior awards from SAHA for UnitMake Ready, Various Construction, and Micro and Small Purchases.Rocio Martinez-Solis DBA Professional Touch Cleaning Services self certifies as a WBE.Professional Touch Cleaning Services has not received any prior awards from SAHA.Trevino Contractor self certifies as a HABE and has been certified by SAHA as a Section 3Business. Trevino Contractor has received prior awards from SAHA for Make Ready, MicroPurchases and Small Purchases.All Contractors will have a 30% goal for Section 3 new hires and will utilize SWMBE business formaterials and supplies.ATTACHMENTS:Company ProfileResolutionProposal TabulationAdvertisement List

Company ProfileProfessional Touch Cleaning ServicesThe company was established in 2008 in San Antonio and is a small (SBE), womanowned (WBE) and minority owned (MBE) business. They currently have a full time staffof three.This company is a full service residential and commercial cleaning service with theexperience and expertise to do the job. They provide maid service at residential orcommercial properties. Professional Touch Cleaning Services offers carpet cleaning,window washing, lawn care, and more. The cleaning service technicians are trained inEco-friendly techniques.EA ContractorEA Contractor was established in 2006 as a sole proprietorship. EA Contractor is a localcompany that is SBE, MBE and a Certified Section 3 Business. EA Contractor has morethan fifteen years’ experience in the construction industry. They do general construction,resurfacing, make ready and other general repairs. EA Contractor has successfullycompleted many small to medium projects for SAHA.Trevino ContractorTrevino Contractor is a general contractor specializing in make-ready services. They area small (SBE), minority (MBE), and Certified Section 3 business. The company wasfounded in 1999 by Arturo Trevino. Mr. Trevino has 29 years’ experience in constructionincluding 16 years working with SAHA. Trevino Contractor has had several previoussuccessful contracts with SAHA including contracts for make ready services.Montemayor General ContractorMontemayor General Contractor is a small (SBE), woman owned (WBE), minority owned(MBE) and certified Section 3 business. This company is a local San Antonio companyestablished in 1999. It was incorporated in Texas in 2002. As a general contractor,Montemayor General Contractor is experienced in make-ready, painting, and generalrepairs. Montemayor General Contractor has worked for SAHA for many years and hassuccessfully many projects.MDC PaintingMDC Painting, a local San Antonio company, was founded in 1992 by Alejandra DelCampo as a painting company. The company expanded into and now also specializesin make-ready service, burn units and cabinetry but is a general contractor. MDCPainting is a small (SBE), minority (MBE) business. MDC Painting has been workingwith SAHA for many 19 years and has had previous successful contracts for make-readyservices. MDC Painting has instituted “green” cleaning for make ready services.Garcia Brothers Make Ready & RepairThe company is located in San Antonio and was established in 2006 after 10 years ofsubcontracting with companies doing business with SAHA. The company specializes inmake ready services but also does general repairs. Garcia Brothers Make Ready &Repair is a small (SBE) minority (MBE) business and certified Section 3 business. Thecompany is EPA certified.

SAN ANTONIO HOUSING AUTHORITY May 16, 2016RESOLUTIONNo. 5348RESOLUTION 5348, AUTHORIZING THE AWARD OF CONTRACTS FOR HOUSEKEEPINGSERVICES FOR THE NON-PROFIT PROPERTIES FOR AN ANNUAL CUMULATIVE AMOUNTNOT TO EXCEED $48,000.00 TO THE FOLLOWING SIX COMPANIES: GARCIA BROTHERSMAKE READY & REPAIRS (HABE, SECTION 3 BUSINESS) FOR AN AMOUNT NOT TO EXCEED$8,000.00; EA CONTRACTOR (HABE, SECTION 3 BUSINESS) FOR AN AMOUNT NOT TOEXCEED $8,000.00; MONTEMAYOR GENERAL CONTRACTOR (HABE, WBE, SECTION 3BUSINESS) FOR AN AMOUNT NOT TO EXCEED $8,000.00; MDC PAINTING (HABE) FOR ANAMOUNT NOT TO EXCEED $8,000.00; ROCIO MARTINEZ-SOLIS DBA PROFESSIONAL TOUCHCLEANING SERICES (WBE) FOR AN AMOUNT NOT TO EXCEED $8,000.00; AND TREVINOCONTRACTOR (HABE, SECTION 3 BUSINESS) FOR AN AMOUNT NOT TO EXCEED $8,000.00;FOR A PERIOD OF ONE YEAR WITH THE OPTION TO EXTEND ONE (1) ADDITIONAL ONE-YEAR PERIOD.WHEREAS, the Housing Authority of the City of San Antonio, Texas requires contract housekeepingservices to quickly prepare vacated units for the next eligible tenant to provide safe and quality livingconditions for its residents and; andWHEREAS, a Request For Proposals was issued on November 9, 2012 and subsequently closed onDecember 3, 2012 and thirteen (13) companies submitted their proposals to RFP, #1210-952-56-3918for evaluation by the due date; andWHEREAS, after evaluations, EA Contractor (HABE, Section 3 Business), Garcia Brothers MakeReady & Repairs (HABE, Section 3 Business), MDC Painting (HABE), Montemayor GeneralContractor (HABE, WBE, Section 3 Business), Rocio Martinez-Solis DBA Professional TouchCleaning Services (WBE) and Trevino Contractor (HABE, Section 3 Business) were the highest ratedresponsive and responsible companies; andWHEREAS, five of the six companies have successfully performed work for SAHA previously and allhave agreed to comply with their Section 3 Compliance Good Faith Effort Plan and providesubcontracting opportunities to SWMBE and Section 3 companies as needed.WHEREAS, staff requests that the Board of Commissioners authorize the President and CEO or herdesignee to execute all documents to enter into these contracts.NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of SAHA hereby:1) Approves Resolution 5348, authorizing the award of contracts for Unit Make Ready ServicesContract Housekeeping for the Non-Profit Properties for an annual cumulative amount not toexceed $48,000.00 to the following six companies: Garcia Brothers Make Ready & Repairs(HABE, Section 3 Business) for an amount not to exceed $8,000.00; EA Contractor (HABE,Section 3 Business) for an amount not to exceed $8,000.00; Montemayor General Contractor(HABE, WBE, Section 3 Business) for an amount not to exceed $8,000.00; MDC Painting(HABE) for an amount not to exceed $8,000.00; Rocio Martinez-Solis DBA Professional TouchCleaning Services (WBE) for an amount not to exceed $8,000.00; and Trevino Contractor(HABE, Section 3 Business) for an amount not to exceed $8,000.00; for a period of one yearwith the option to extend one (1) additional one-year period.

SAN ANTONIO HOUSING AUTHORITY May 16, 20162) Authorizes the President and CEO or her designee to execute all necessary documentsassociated with this contract.Passed and approved on the 6 th day of June, 2013_______________________________Ramiro CavazosChair, Board of CommissionersAttested and approved as to form:________________________________Lourdes Castro RamirezSAHA President and CEO

TABULATION (Presentations)Make Ready - Housekeeping for Non Profits1210-952-56-3918Max Points Garcia EA Professional MontemayorCriterion Description Weight Brothers Contractor Touch Contracting Trevino MDCRelevant experience:1-520%Rater 1 4.00 4.00 2.50 3.00 4.00 3.00Rater 2 4.00 4.00 2.50 4.00 4.50 4.00Rater 3 4.50 4.00 2.50 4.00 4.50 4.00Total Score 12.50 12.00 7.50 11.00 13.00 11.00Average Score 4.17 4.00 2.50 3.67 4.33 3.67Weighted Score 0.83 0.80 0.50 0.73 0.87 0.731-5Project Management:10%Rater 1 3.50 3.50 2.00 3.00 3.00 3.00Rater 2 4.00 4.00 2.00 3.00 4.00 3.00Rater 3 4.50 4.00 2.50 3.00 4.00 3.00Total Score 12.00 11.50 6.50 9.00 11.00 9.00Average Score 4.00 3.83 2.17 3.00 3.67 3.00Weighted Score 0.40 0.38 0.22 0.30 0.37 0.301-5Quality and Safety Plan:10%Rater 1 3.00 3.00 2.50 2.00 3.00 2.00Rater 2 4.00 4.00 4.00 2.00 3.00 2.00Rater 3 4.00 4.00 3.50 1.50 3.00 3.00Total Score 11.00 11.00 10.00 5.50 9.00 7.00Average Score 3.67 3.67 3.33 1.83 3.00 2.33Weighted Score 0.37 0.37 0.33 0.18 0.30 0.231-5Price proposal:40%Total Score 4.43 2.29 2.66 3.33 2.22 2.56Weighted Score 1.77 0.92 1.06 1.33 0.89 1.021-5Strength of the Section 3 plan:10%Rater 1 4.00 3.00 3.00 3.00 3.00 1.00Rater 2 4.00 3.00 4.00 3.00 3.50 1.00Rater 3 4.00 3.00 4.00 3.00 2.00 2.00Total Score 12.00 9.00 11.00 9.00 8.50 4.00Average Score 4.00 3.00 3.67 3.00 2.83 1.33Weighted Score 0.40 0.30 0.37 0.30 0.28 0.131-5Strength of the S/W/MBE plan:10%Rater 1 2.00 2.00 4.00 3.00 3.00 2.00Rater 2 2.00 2.00 4.00 2.00 2.00 2.00Rater 3 2.00 2.00 4.00 2.00 2.00 1.00Total Score 6.00 6.00 12.00 7.00 7.00 5.00Average Score 2.00 2.00 4.00 2.33 2.33 1.67Weighted Score 0.20 0.20 0.40 0.23 0.23 0.17Section 3 Preference: A firm may qualify for Section 3status for up to an additional 5 points.Priority 1: As detailed in Attachment D 5/.25Priority II: As detailed in Attachment D 4/.2Priority III: As detailed in Attachment D 3/.15Priority IV: As detailed in Attachment D 2/.1 0.10 0.10 0.10 0.10 0.10Tota Weighted Score 4.07 3.07 2.88 3.18 3.04 2.69

TABULATIONMake Ready - Housekeeping for Non Profits1210-952-56-3918Max Points A & P Bell's EA Garcia LAMED Mantengo MDC Montemayor Parker Place Professional The Artran TrevinoCriterion Description Weight Maintenance Cleaning Svc. Contractor Brothers Facility Maint. Systems Painting Contracting Property Touch Clng. Supply Inc. ContractorRelevant experience:1-520%Rater 1 3.00 0.50 4.00 4.00 1.00 3.00 4.00 3.00 1.00 3.00 1.00 4.00Rater 2 2.00 0.00 5.00 5.00 1.00 2.00 5.00 5.00 2.00 3.00 2.00 5.00Rater 3 3.00 0.00 5.00 5.00 1.00 2.00 5.00 5.00 2.00 3.00 1.00 5.00Total Score 8.00 0.50 14.00 14.00 3.00 7.00 14.00 13.00 5.00 9.00 4.00 14.00Average Score 2.67 0.17 4.67 4.67 1.00 2.33 4.67 4.33 1.67 3.00 1.33 4.67Weighted Score 0.53 0.03 0.93 0.93 0.20 0.47 0.93 0.87 0.33 0.60 0.27 0.93Project Management:1-510%Rater 1 2.00 0.50 4.00 4.00 1.00 3.00 4.00 2.00 3.00 1.00 1.00 4.00Rater 2 3.00 0.00 5.00 5.00 0.00 2.00 5.00 3.00 3.00 2.00 1.00 4.00Rater 3 3.00 1.00 5.00 5.00 0.00 2.00 5.00 3.00 3.00 2.00 1.00 5.00Total Score 8.00 1.50 14.00 14.00 1.00 7.00 14.00 8.00 9.00 5.00 3.00 13.00Average Score 2.67 0.50 4.67 4.67 0.33 2.33 4.67 2.67 3.00 1.67 1.00 4.33Weighted Score 0.27 0.05 0.47 0.47 0.03 0.23 0.47 0.27 0.30 0.17 0.10 0.43Quality and Safety Plan:1-510%Rater 1 0.00 0.50 4.00 3.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 4.00Rater 2 0.00 1.00 2.00 3.00 0.00 1.00 5.00 5.00 1.00 2.00 2.00 4.00Rater 3 0.00 1.00 5.00 5.00 0.00 1.00 5.00 5.00 1.00 2.00 2.00 4.00Total Score 0.00 2.50 11.00 11.00 1.00 3.00 14.00 14.00 3.00 5.00 5.00 12.00Average Score 0.00 0.83 3.67 3.67 0.33 1.00 4.67 4.67 1.00 1.67 1.67 4.00Weighted Score 0.00 0.08 0.37 0.37 0.03 0.10 0.47 0.47 0.10 0.17 0.17 0.40Price proposal:1-540%Total Score 0.60 0.34 2.29 4.43 0.75 5.00 2.56 3.33 2.22 2.66 0.62 2.22Weighted Score 0.24 0.14 0.92 1.77 0.30 2.00 1.02 1.33 0.89 1.06 0.25 0.89Strength of the Section 3 plan:1-510%Rater 1 1.00 0.50 4.00 2.00 1.00 1.00 3.00 2.00 1.00 1.00 1.00 4.00Rater 2 2.00 2.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 4.00Rater 3 2.00 2.00 4.00 2.00 2.00 2.00 2.00 3.00 2.00 2.00 2.00 5.00Total Score 5.00 4.50 11.00 7.00 5.00 5.00 7.00 7.00 5.00 5.00 5.00 13.00Average Score 1.67 1.50 3.67 2.33 1.67 1.67 2.33 2.33 1.67 1.67 1.67 4.33Weighted Score 0.17 0.15 0.37 0.23 0.17 0.17 0.23 0.23 0.17 0.17 0.17 0.43Strength of the S/W/MBE plan:1-510%Rater 1 1.00 0.50 3.00 2.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 4.00Rater 2 2.00 0.00 3.00 3.00 0.00 2.00 3.00 2.00 1.00 1.00 0.00 3.00Rater 3 2.00 0.00 4.00 5.00 0.00 1.00 3.00 2.00 1.00 1.00 0.00 4.00Total Score 5.00 0.50 10.00 10.00 1.00 4.00 10.00 6.00 3.00 3.00 1.00 11.00Average Score 1.67 0.17 3.33 3.33 0.33 1.33 3.33 2.00 1.00 1.00 0.33 3.67Weighted Score 0.17 0.02 0.33 0.33 0.03 0.13 0.33 0.20 0.10 0.10 0.03 0.37Section 3 Preference: A firm may qualify for Section 3status for up to an additional 5 points.Priority 1: As detailed in Attachment D 5/.25Priority II: As detailed in Attachment D 4/.2Priority III: As detailed in Attachment D 3/.15Priority IV: As detailed in Attachment D 2/.1 0.10 0.10 0.10 0.10 0.10 0.10Tota Weighted Score 1.37 0.57 3.48 4.21 0.77 3.10 3.46 3.47 1.89 2.36 0.98 3.55Bid Withdrawn

Advertisement ListSolicitation # 1210‐910‐54‐3918Make Ready Services Contract Housekeeping for Non ProfitsEntity Contact Name Email Method ofContact(Specify)North San Antonio Chamber Renee Crittendon‐ rcgarcia@northsachamber.com; e‐mailof CommerceGarciadzucker@northsachamber.comThe Greater San Antonio Julie Oltersdorf julieo@sachamber.org e‐mailChamber of CommerceAlamo City Black Chamber Of Gwendolyn Robinson gprobinson@thealamocitychamber.org e‐mailCommerceinfo@alamocitychamber.org ;shall@alamocitychamber.orgAfrican American Chamber of Lou Miller blackchamber@aol.com e‐mailCommerce of San AntonioAlamo Asian AmericanChamber of CommerceElva Adams elva.adams@wellsfargo.com e‐mailSouth San Antonio Chamberof CommerceWest San Antonio Chamber ofCommerceTom Shawtshaw@southsachamber.org;simperial@southsachamber.org;agarza@southsachamber.orge‐mailGabe Farias gfarias@westsachamber.org ; e‐mailinfo@westsachamber.org;valerie@westsachamber.orgCindy Libera admin@sawomenschamber.org e‐mailSan Antonio Women'sChamber of CommerceWomen's Business Center Martha Zurita mzurita@acciontexas.org e‐mailSA Chapter of the Associated Dana Marsh dmarsh@sanantonioagc.org e‐mailGeneral ContractorsSan Antonio Hispanic Ramiro Cavazos ramiroc@sahcc.org;e‐mailChamber of Commercemariyaf@sahcc.orgHispanic Contractors Clarissa Perez exdir@hcadesa.org;e‐mailAssociation de San Antonioadmin@hcadesa.orgAmerican Institute of Laura Smith laura@aiasa.org e‐mailArchitectsNational Alliance ofVictor Landa arvelasquez01@yahoo.com e‐mailCraftsmen AssociationSan Antonio Board of Realtors Angela Shields elena@sabor.com, lupe@sabor.com, e‐mailKaren@sabor.comBuilders Exchange Edith Carmona edith@virtualbx.com,e‐mailsarrah@virtualbx.comCDC News plans@cdcnews.com e‐mailChinese Chamber ofJerry Jinjerry.jin@gsaccc.org;e‐mailCommercejing.hao@gsaccc.orgGoodwill Industries Clark Mosely cmosley@goodwillsa.orge‐mailmaguilar@goodwillsa.orgI Square Foot Plan Room Erica Taylor etaylor@isqft.com,e‐mailagcquoin@isqft.com,saprojects@isqft.comSouth Central Regional Ross Mitchell rmitchell@sctrca.org,e‐mailCertification Agencysouber@sctrca.orgTIBH Industries Robert Olivo robertolivo@tibh.org e‐mail3/11/2013

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SAN ANTONIO HOUSING AUTHORITY May 16, 2013BOARD OF COMMISSIONERSOperations and Human ResourcesRESOLUTION 5350, AUTHORIZING THE AWARD OF CONTRACTS FOR ARCHITECTURAL ANDENGINEERING SERVICES FOR SAHA AND ALL AFFILIATED ENTITIES, FOR AN ANNUALCUMULATIVE AMOUNT NOT TO EXCEED $1,500,000.00 ON AN AS-NEEDED BASIS TO THEFOLLOWING: KAI TEXAS (AABE, MBE, SBE); WESTEAST DESIGN GROUP (ABE, DBE, SBE,HUB); RIMKUS CONSULTING GROUP; DURAND-HOLLIS RUPE, INC. (HABE, MBE, SBE, DBE,HUB); SPRINKLE & CO. ARCHITECTS, LLC (ESBE, SBE); NELSON ARCHITECTURALENGINEERS; ALS88 DESIGN GROUP (ESBE, SBE, WBE, SECTION 3 BUSINESS); DEBORAH J.DOCKERY, ARCHITECT, P.C. (ESBE, SBE, WBE, HUB); AND SALDANA & ASSOCIATES, INC.(DBE, ESBE, HABE, MBE, SBE); FOR A TERM OF ONE YEAR WITH THE OPTION FOR FOURADDITIONAL ONE-YEAR TERMS._____________________ ________________ __________________Lourdes Castro Ramirez Tomas Larralde Kathryn McCormickPresident and CEO Director of Procurement DSNR OfficerREQUESTED ACTION:Consideration and appropriate action regarding Resolution 5350, authorizing the award of contractsfor architectural and engineering services for SAHA and all affiliated entities for an annual cumulativeamount not to exceed $1,500,000.00 on an as-needed basis to the following: KAI Texas (AABE, MBE,SBE); WestEast Design Group (ABE, DBE, SBE, HUB); Rimkus Consulting Group; Durand-HollisRupe, Inc. (HABE, MBE, SBE, DBE, HUB); Sprinkle & Co. Architects, LLC (ESBE, SBE); NelsonArchitectural Engineers; ALS88 Design Group (ESBE, SBE, WBE, Section 3 Business) Deborah J.Dockery, Architect, P.C. (ESBE, SBE, WBE, HUB); and Saldana & Associates, Inc. (DBE, ESBE,HABE, MBE, SBE) for a term of one year with the option for four additional one-year terms.PURPOSE:To authorize the retention of qualified architectural and engineering firms to assist in any potentialaffordable housing preservation and expansion projects, including Mirasol revitalization, Capital FundProgram, Wheatley Choice Neighborhoods and Non Profit Projects; and also for general architecturaland engineering services including forensic engineering, single family, multi-family, green initiatives,environmental, scope of work (SOW) development, cost estimation, and other assistance as may berequired in the implementation of the San Antonio Housing Authority's Affordable HousingPreservation and Expansion policy.FINANCIAL IMPACT: The total amount for architectural and engineering services is estimated to beapproximately $1,500,000 for projects in the first year and annually thereafter. SAHA will estimate itsneeds through the budgeting process and enter into agreements as needed and as financialresources permit. Funds will be allocated through the operating funds, and other funding including theCapital Fund, the MTW Preservation and Expansion Fund, and the Mirasol Reinvestment Fund.SUMMARY:On February 11, 2013, SAHA issued a “Request For Qualifications” (RFQ) #1302-906-07-3943 forGeneral Architectural and Engineering Services, which closed on March 5, 2013. The RFP waspublished on our website, Electronic State Business Daily (ESBD), La Prensa, the Express News,various other venues and we direct solicited 17 local Design Professionals (See Advertisement List).A total of seventeen (17) proposals were received in response to the RFQ: AG Associates Architects(HABE, HUB, Section 3 Business), ALS88 Design-Build, LLC (WBE, HUB, Section 3 Business),Beatty Palmer Architects, Inc. (SBE), Deborah J. Dockery, Architect, P.C (WBE, HUB), DeMunbrunScarnato Associates, Inc. (HABE), Durand-Hollis Rupe Architects (HABE, HUB), KAI Texas, LC(AABE) Mayse & Associates, Inc., Nelson Architectural Engineers, Rimkus Consulting Group, RPGA

SAN ANTONIO HOUSING AUTHORITY May 16, 2013Design Group, Inc. (HABE), Robey Architecture, Inc. (HABE), Saldana & Associates (HABE), Sprinkle& Co Architects, LLC (Section 3 Business), WestEast Design (ABE), Young Professional Resources(AABE, MBE, SBE), and Zapata Design Associates, (HABE, Section 3 Business).All proposals were evaluated on experience, past projects, green building, project approach, team,and strength of the Section 3 and SWMBE plans. After the initial evaluation of the submittedproposals, interviews were conducted for the nine highest rated design professionals.Based upon the interviews, the nine highest rated responsive and responsible companies are beingrecommended for award.KAI Texas is certified by SCTRCA as an AABE, MBE and SBE. This design professional indicatesuse of the following subcontractors: Arias & Associates, Geotech/Environ. Eng. (DBE, HABE, MBE,SBE), Bain Medina Bain, Civil Engineering/Survey (SBE, WBE), Jaster-Quintanilla, StructuralEngineering (HABE, MBE, SBE), KCA Engineers, MEP Eng./Data/IT (ESBE, SBE), ProtectionDevelopment, Fire Protection Eng. (SBE), Dillard Architect Group, Architecture, CA (AABE, ESBE,MBE, SBE), RKR Architects, Landscape Architecture. KAI Texas’ Section 3 Good Faith Effort Planincludes providing mentorship to prospective firms from pre-construction through constructioncompletion; establishing a workshop that provides a forum for Section 3 businesses and potentialhires to learn about the project during the planning phase; ensuring that formal solicitations onprojects are made available to all firms; providing Section 3 firms with technical assistance both tocompete successfully and, if successfully chosen, to deliver services and work; meeting withcontractors, subcontractors; and coordinating community outreach and information efforts bymaintaining contact with local Section 3 parties interested in construction development. This designprofessional has received no prior awards from SAHA.WestEast Design Group is certified by the SCTRCA as an ABE, DBE, MBE, SBE and has receivedcertification by the State of Texas as a HUB. This design professional indicates use of the followingsubcontractors: Barker & Associates, Inc., MEP Engineering (ESBE, SBE), Cutler-Gallaway Services,Inc., Structural Engineering, KFW Management, LLC dba KFW Engineers, Civil Engineering (ESBE,SBE, ESBE, MBE, SBE), Lackey Commercial Properties, LLC, dba Lackey de Carvajal CX, LEEDand Total Building Commissioning (DBE, ESBE, HABE, MBE, SBE), Laffoon Associates, LandscapeArchitecture (ESBE, SBE), Rimkus Consulting Group, Inc., Forensic Engineering. Their Section 3Program Good Faith Effort Compliance Plan includes a 30% hiring goal for Section 3 individuals andwill be meeting with the Section 3 Coordinator to augment their Section 3 Plan. WestEast DesignGroup has received and successfully completed prior awards from SAHA for W.C. WhiteModernization, Villa Hermosa Modernization, and Comprehensive Modernization ParkviewApartments.Rimkus Consulting Group will utilize the following subcontractors: Mckenzie Restoration, Inc,Restoration and Remediation (S/W/MBE), WestEast Design Group, LLP, Architectural Design (ABE,DBE, MBE, SBE), Armstrong Forensic Laboratories, Various laboratory testing results (S/W/MBE,HUB), and Central Electric Ent. & Co Electrical (HABE, MBE, SBE, Section 3 Business). This designprofessional will work with SAHA to provide opportunities in various aspects of each project to Section3 Businesses, to include: plumbing, restoration, laboratory testing, general contracting, wasteremoval, electrical, architectural and building/facility demolition. Rimkus Consulting Group hassatisfactorily provided forensic services to SAHA on the Mirasol Homes construction issues.

SAN ANTONIO HOUSING AUTHORITY May 16, 2013Durand-Hollis Rupe, Inc. (DHR) is certified by the SCTRCA as a HABE, MBE, SBE, DBE and hasreceived certification as a HUB by the State of Texas. The following subcontractors will be utilized bythis design professional: Lehmann Engineering, Inc., Structural Engineering (ESBE, SBE), HM3Engineering Consultants, Mechanical, Electrical, Plumbing Engineers (DBE, ESBE, HABE, MBE,SBE), Vickrey & Associates, Inc., Civil Engineering (DBE, SBE, WBE), Bender Wells Clark Design,Landscape Architects (DBE, ESBE, SBE, WBE), Goetting Rowe Engineering, Life Cycle Analysis(ESBE, SBE, WBE), Arias & Associates, Inc., Geotechnical Engineering (DBE, HABE, MBE, SBE),AON Fire Protection Engineering, Fire Protection, Cost Estimating Resources, LLC, CostEstimating/Value Engineering (DBE, ESBE, SBE, WBE), Professional Services Inc. (PSI), andRoofing Consulting (AABE, ESBE, MBE, SBE). DHR will strive to find Section 3 individuals to employfor duties that may include couriering, copying documents, etc., and will provide mentorships,elementary school career day programs and job shadowing opportunities. DHR will offer positions tostudents who attend the San Antonio College systems and live in the Section 3 area. Their priorawards from SAHA include Matt Garcia and Fair Avenue common area upgrade.Sprinkle & Co Architects, LLC has been certified by SCTRCA as an ESBE, SBE and has alsoreceived certification by SAHA as a Section 3 Business. This design profession will utilize thefollowing as subcontractors: AccuTech Consultants, LLC, Structural & Forensic Engineering (DBE,ESBE, HABE, MBE, SBE), Murray & Associates, Inc., MEP Engineering (ESBE, SBE), YoungProfessional Resources, Civil Engineering (AABE, ESBE, MBE, SBE), Rialto Studio, Inc., LandscapeArchitecture (SBE), and Fugro Consultants, Inc., Geotechnical Engineering. Should additionalpersonnel be needed for SAHA projects, Sprinkle and Company will coordinate with SAHA to identifySection 3 candidates for these positions and will work with the Section 3 Coordinator to improve theirSection 3 program. Their satisfactorily completed prior awards from SAHA include Raymundo RangelApartments and Ricardo G Salinas Medical Facility.Nelson Architectural Engineers indicates if they are called upon to oversee the construction phaseof any parts of this contract, and if the construction job sites require fuel, they intend to use thefollowing certified disadvantaged business as its fuel supplier: Champion Fuel Solutions (ESBE, SBE,WBE). This design professional will also work with SAHA to recruit, interview and place qualifiedSection 3 candidates. They have identified possible positions to be filled with Section 3 individuals:Professional, Office/Clerical and a Trainee. Nelson Architectural Engineers seeks paid interns eachsummer to assist with engineering assignments; the students considered are actively pursuing anengineering or architecture degree. They also offer unpaid internships to students who are activelypursuing unrelated degrees, or who merely desire exposure to the workplace environment to gaininsight and direction into future career decisions. Additionally, they will sponsor any SAHA communityinitiatives via donation of cash and/or supplies, or via direct participation/volunteering. They willbudget $1,500 per year in direct donation of cash or supplies, based on an initial caseload of 10assignments per year. Nelson Architectural Engineers satisfactorily served as subcontractor forCoats and Rose Law Firm, providing cost estimating for SAHA in the Mirasol lawsuit.ALS 88 Design Build, LLC is certified by the SCTRCA as an ESBE, SBE, WBE and has beencertified as a Section 3 Business by SAHA. They indicate use of the follow subcontractors: The RuizCorp., LLC dba Aztech Engineering, Mechanical & Electrical (ESBE, HABE, MBE, SBE, VBE), ABCivil Consultants, LLC, Civil Consulting (MBE), Arias and Associates, Inc., Geotechnical (DBE, HABE,MBE, SBE), CFZ Group, Landscape Design (SBE, MBE), and Jaster-Quintanilla, Structural Design(HABE, MBE, SBE). ALS 88 Design Build’s Section 3 Program Good Faith Effort Compliance Planincludes providing internships and on-site professional training in the use of computers and generalbusiness principles. ALS 88 Design Build, LLC has received no prior awards from SAHA.

SAN ANTONIO HOUSING AUTHORITY May 16, 2013Deborah J. Dockery, Architect, P.C. is certified by SCTRCA as an ESBE, SBE, WBE and a HUB bythe State of Texas. This design professional will utilize the following subcontractors: Alderson &Associates, MEP Engineer (SBE), C.F. Zavala Group (Coltrane, Fernandez, Zavala Group, LLC),Landscape Architect (DBE, ESBE, HABE, MBE, SBE, WBE), Alpha Consulting Engineers, StructuralEngineer (ABE, ESBE, MBE, SBE), and CDS/Muery Services, Inc., Civil Engineer. Debra J. Dockery,Architect’s Section 3 Program Good Faith Effort Compliance Plan includes a 30% hiring goal forSection 3 individuals and will be meeting with the Section 3 Coordinator to augment their Section 3Plan, Her successful prior awards received from SAHA include Parkview and College Park CommonArea Upgrades.Saldana & Associates, Inc. is certified by SCTRCA as a DBE, ESBE, HABE, MBE, and SBE. Theywill utilized the following subcontractors: REM Engineering, Structural Engineers (ESBE, HABE, MBE,SBE), Kinetics – Wilson Consulting, MEP Engineers, Gonzalez De La Garza & Associates, CivilEngineers (DBE, HABE, MBE, SBE, WBE), The Buck Group, ADA Consultant, Schirmer Engineering,Code Compliance & Life Safety, Jack White Associates, Inc., Roofing Specialist, CCM CostEstimators, Cost Estimators, Energy Engineering Associates, Inc. dba EEA Consulting Engineers,LEED & Energy Consultants (SBE), and Datacom Design Group, Technology Consultants (WBE).Saldana is committed to the Section 3 program and could hire up to two interns depending on thevolume of work and possibly some runners and a receptionist. Saldana has also committed to utilizingqualified Section 3 businesses depending on the scope of work required by the work orders. Theirsuccessful prior awards from SAHA include: San Juan kitchen & bath modernization, CassianoHomes fire damage, San Alfonso Senior Housing Development and Sutton Homes.ATTACHMENTS:Company ProfilesResolution 5350Proposal tabsAdvertisement List

COMPANY PROFILESKAI Texas Architects (AABE, MBE, SBE)KAI was founded in 1999 and is 100% owned by African Americans. The company isheadquartered in Dallas, Texas. KAI employs approximately 58 people includingprincipals. KAI specializes in the Architecture. MEP Engineering, Program & ProjectManagement, Construction Management, LEED, and Interior Design. KAI hasperformed work throughout Texas and the United States for a variety ofgovernmental entities as well as a number of housing authorities in and outsideTexas. KAI is subcontracting with 7 firms 6 of which qualify as S/W/M/VBE firms.KAI’s team consists of the following: Jaster-Quintanilla (MBE, SBE); Arias &Associates (SBE, MBE, DBE); Bain Medina Bain (WBE); KCA Engineers (SBE);Protection Development (SBE); Dillard Architect Group (SBE, MBE) and RVKArchitects.Durand-Hollis Rupe, Inc. (HABE, MBE, SBE, DBE)DHR (HABE, MBE, SBE, DBE) was formed in 1986. The company is headquarteredin San Antonio, Texas. DHR employs approximately 25 people including principals.DHR specializes in the planning and design of projects and projects for local, stateand federal government and private industry. Projects include the renovation andimprovements to Building 901 at Randolph AFB, and was the Architect for the MattGarcia and Fair Avenue Apartments common area improvements as well asrenovations to Airport Terminals 1 & 2 for the City of San Antonio. Other local clientshave included the Cities of Kirby, Shavano Park and Pleasanton. DHR’s teamconsists of the following: Lehman Engineering (ESBE, SBE); HM3 EngineeringConsultants (ESBE, HABE MBE, SBE, HUB); Vickrey & Associates (DBE, SBE,WBE); Bender Wells Clark Design (ESBE, WBE, SBE), Arias & Associates (SBE,MBE, HABE), AON Risk Solutions, Cost Estimating Resources (ESBE, SBE, WBE,DBE, HUB) and Professional Services, Inc.ALS 88 Design Build, LLC. (ESBE, SBE, WBE)ALS 88 is a Woman Owned, Section 3 certified small business (ESBE, SBE, WBE)providing construction, construction administration, construction management, andarchitectural services to San Antonio and South Texas founded in 2007. ALS 88 isheadquartered in Natalia, Texas just south of the City of San Antonio and has ninefull time employees. The founding principal Annastacia Laguna Sequoyah is aregistered architect and is LEED certified. She has been building for 35 years andhas been an architect for 17 years. ALS 88’s current projects include a contract atindefinite quantity roofing maintenance contract for Lackland AFB, and the planning,building and architect for the Sunrise Retirement Ranch Development in South BexarCounty. The Sunrise project is a three phase Master Planned “Affordable” SeniorHousing that will incorporate various Green concepts such as vegetative roofs, waterharvesting and grey water recycling. ALS88’s team consists of 5 sub-consultants allqualifying as S/W/M/BE firms: Jaster-Quintanilla (MBE, SBE); Arias & Associates(SBE, MBE, DBE); CFZ Group, LLC. (SBE, MBE); Aztech Engineering (SBE, MBE);and AB Civil Consultants, LLC (MBE) all from San Antonio.

WestEast Design Group (ABE, MBE, SBE, DBE, HUB)WestEast is an architecture firm serving San Antonio and Texas and was started in1996 and incorporated in 1997. Services include design, master planning, facilityanalysis & planning, LEED documentation, BIM documentation, constructionmanagement, and 3D rendering & animation and other related services. SAHA wasthe firm’s first institutional client and they have worked with SAHA on various projectsincluding the modernization of the W.C. White Apartments. The team is committed tocreating practical, yet innovative design solutions that meet the unique needs of theircommercial and residential clients. They are a member of The American Institute ofArchitects and the U.S. Green Building Council. WestEast is ranked #7 of the 25largest San Antonio firms. The team consists of the following firms: Barker &Associates, Inc.(SBE); Cutler-Gallaway Services, Inc. KFW Engineers & Surveying(SBE); Lackey de Carvajal Cx. (SBE, DBE, MBE); Lafoon Associates (SBE); andRimkus Consulting Group.Nelson Architectural Engineers, Inc.Nelson was established in 1994, and is headquartered in Plano, Tx with field officesin Austin/San Antonio, Houston, Maitland, FL, Atlanta, Ga, Rockville, MD, WhitePlains, NY, Denver, CO, Irvine, CA and N. Yartmouth, ME to provide servicesnationwide. The firm employs 55 professionals and specializes in forensicarchitecture and engineering but can provide full architectural and engineeringservices. Their clients include numerous public and private industry firms andorganizations both in Texas and Nationwide. Nelson was part of the team working onthe Mirasol litigation.Rimkus Consulting Group, Inc.Established in 1933, the firm is headquartered in Houston, TX. The firm is a fullservice forensic consulting firm that provides engineering, environmental, businessand other technical consulting services to insurance carriers, law firms, corporations,and governmental agencies. The firm has 36 offices throughout the United Statesand has handled assignments in all 50 states and numerous foreign countriesincluding work for the San Antonio Housing Authority. Rimkus has over 300 full timestaff plus over 150 contract consultants capable of evaluating claims. The Rimkusteam is made up of the following firms: Mckenzie Restoration, Inc. (SBE); WestEastDesign Group (ABE, MBE, SBE, DBE, HUB); Armstrong Forensic Laboratories(HUB); Central Electric Ent. & Co. (Section 3, MBE).

Sprinkle & Company Architects, LLC (SBE)The firm was established in 1988. Sprinkle & Co. garnered 26 design awards in thepast 14 years. The firm is a sole proprietorship and has a staff of three and isheadquartered in San Antonio, Texas. Mr. Sprinkle is registered in both Texas andFlorida. Past satisfactory projects for SAHA include the Raymundo RangelApartments and the Ricardo G. Salinas Medical Center. The firm’s team includes thefollowing five firms of which four qualify as S/W/M/VBE firms: AccuTechConsultants, LLC (ESBE, HABE, MBE, SBE); Murray & Associates, Inc. (ESBE,SBE); Young Professional Resources (AABE, ESSBE, SBE, MBE); Rialto Studio,Inc. (SBE); Furgo Consultants, Inc.Debra J. Dockery, Architect, P.C. (HUB, WBE)The firm was founded in 1989 by Ms. Dockery and is 100% woman owned andlocated in San Antonio, Texas. The firm currently has eight employees including twolicensed architects, a construction administrator, an interior designer and twoproduction assistants. The firm is a full service firm and has extensive public andprivate industry experience including the San Antonio Housing Authority and “Greenbuildings.” The firm’s team includes the following four firms three of which qualify asS/W/M/VBE firms: Alderson & Associates (SBE); C.F. Zavala Group (SBE, MCE,WBE); Alpha Consulting Engineers (ABE, ESBE, MBE, SBE); CDS/Muery Services,Inc.Saldana Architects (HUB, ESBE, HABE, SBE, DBE, MBE)Saldana & Associates, Inc. is an Architectural, Urban Design and Planning Firmfounded by Humberto Saldana in 1973 and employs 7 full time staff. The firm ishoused in the historic Nauwald Building in the San Antonio Downtown Area.Saldana & Associates, Inc. offers expert professional services in architectural design,urban design, site planning, historical preservation, library design, interior design,accessibility compliance, feasibility studies, building programming and projectmanagement. The firm has had extensive involvement in the design and constructionadministration of large-scale municipal projects, educational facilities projects andgovernment facilities. Since that time our firm has successfully completed over fiftyprojects within San Antonio's area including various projects for SAHA.The firm’s team includes the following nine firms three of which qualify asS/W/M/VBE firms: REM Engineering (MBE, SBE, ESBE, HABE, HUB); Kinetics-Wilson Consulting (MBE, SBE, ESBE, HABE, DBE, HUB); Gonzalez De La Garza &Associates (WBE, SBE, MBE, HUB); The Buck Group; Schirmer Engineering; JackWhite Associates, Inc.; CCM Cost Estimators; EEA Consulting Engineers; DatacomDesign Group.

SAN ANTONIO HOUSING AUTHORITYRESOLUTION 5350RESOLUTION 5350, AUTHORIZING THE AWARD OF CONTRACTS FORARCHITECTURAL AND ENGINEERING SERVICES FOR SAHA AND ALL AFFILIATEDENTITIES FOR AN ANNUAL CUMULATIVE AMOUNT NOT TO EXCEED $1, 500,000.00 ONAN AS-NEEDED BASIS TO THE FOLLOWING: KAI TEXAS (AABE, MBE, SBE);WESTEAST DESIGN GROUP (ABE, DBE, SBE, HUB); RIMKUS CONSULTING GROUP;DURAND-HOLLIS RUPE, INC. (HABE, MBE, SBE, DBE, HUB); SPRINKLE & CO.ARCHITECTS, LLC (ESBE, SBE); NELSON ARCHITECTURAL ENGINEERS; ALS88DESIGN GROUP (ESBE, SBE, WBE, SECTION 3 BUSINESS), DEBORAH J. DOCKERY,ARCHITECT, P.C. (ESBE, SBE, WBE, HUB) AND SALDANA & ASSOCIATES, INC. (DBE,ESBE, HABE, MBE, SBE) FOR A TERM OF ONE YEAR WITH THE OPTION FOR FOURADDITIONAL ONE YEAR TERMS.WHEREAS, the Housing Authority of the City of San Antonio, Texas requires architects andengineers to assist with affordable housing preservation and expansion projects; andWHEREAS, an Request For Qualifications (RFQ) was issued on February 11, 2013 andsubsequently closed on March 5, 2013 and seventeen (17) design professionals submitted theirproposals for evaluation by the due date; andWHEREAS, after the evaluations of the proposals and interviews the nine highest ratedresponsive and responsible proposers are being recommended for award as needed by SAHAand its affiliated entities: KAI Texas (AABE, MBE, SBE); WestEast Design Group (ABE, DBE,SBE, HUB); Rimkus Consulting Group; Durand-Hollis Rupe, Inc. (HABE, MBE,SBE, DBE,HUB); Sprinkle & Co. Architects (ESBE, SBE); Nelson Architectural Engineers; ALS88 DesignGroup (ESBE, SBE, WBE, Section 3 Business); Deborah J. Dockery, Architect, P.C. (ESBE,SBE, WBE, HUB) and Saldana & Associates, Inc. (DBE, ESBE, HABE, MBE, SBE); andWHEREAS, KAI Texas is certified by SCTRCA as an AABE, MBE and SBE and their Section 3Good Faith Effort Plan includes providing mentorship to prospective firms from pre-constructionthrough construction completion and will ensure that formal solicitations on projects are madeavailable to all firms; provide Section 3 firms with technical assistance both to competesuccessfully and will coordinate community outreach and information efforts by maintainingcontact with local Section 3 parties interested in construction development; andWHEREAS, WestEast Design Group is certified by the SCTRCA as an ABE, DBE, MBE, SBEand has received certification by the State of Texas as a HUB and their Section 3 ProgramGood Faith Effort Compliance Plan includes a 30% hiring goal for Section 3 individuals and willbe meeting with the Section 3 Coordinator to augment their Section 3 Program. WestEast hasreceived prior awards from SAHA for W.C. White Modernization, Villa Hermosa Modernizationand Comprehensive Modernization Parkview Apartments; andWHEREAS, Rimkus Consulting Group will work with SAHA to provide various aspects ofeach project to Section 3 Businesses to include: plumbing, restoration, laboratory testing,general contracting, waste removal, electrical, architectural and building/facility demolition.Rimkus Consulting Group satisfactorily provided a forensic report on the Mirasol Homesconstruction issues; and

WHEREAS, Durand-Hollis Rupe, Inc. (DHR) is certified by SCTRCA as a HABE, MBE, SBE,DBE and has received certification as a HUB by the State of Texas. DHR will strive to findSection 3 individuals to employ for duties that may include couriering, copying documents, etc.and will provide mentorships, elementary school career day programs and job shadowingopportunities and offer positions to students who attend the San Antonio College systems andlive in the Section 3 area. Their successful prior awards from SAHA include: Matt Garcia andFair Avenue common area upgrade; andWHEREAS, Sprinkle and Company is certified by SCTRCA as an ESBE, SBE and has alsoreceived certification by SAHA as a Section 3 Business. Their Section 3 Program Good FaithEffort Compliance Plan includes a 30% hiring goal for Section 3 individuals and will be meetingwith the Section 3 Coordinator to augment their Section 3 Plan and will coordinate with SAHA toidentify Section 3 candidates for these positions. Their successful prior awards from SAHAinclude: Raymundo Rangel Apartments and Ricardo G Salinas Medical Facility; andWHEREAS, Nelson Architectural Engineers will work with SAHA to recruit, interview andplace qualified Section 3 candidates and will also offer paid internships to students who areactively pursuing an engineering or architecture degree and unpaid internships to students whoare actively pursuing unrelated degrees, or who merely desire exposure to the workplaceenvironment to gain insight and direction into future career decisions. Nelson ArchitecturalEngineers satisfactorily served as subcontractor for Coats and Rose Law Firm, providing costestimating for SAHA in the Mirasol Law suit; andWHEREAS, ALS 88 Design Build, LLC is certified by the SCTRCA has an ESBE, SBE, WBEand has been certified as a Section 3 Business by SAHA. ALS 88 Design Build Section 3Program Good Faith Effort Compliance Plan includes providing internships and on-siteprofessional training in the use of computers and general business principles. ALS 88 DesignBuild, LLC has received no prior awards from SAHA; andWHEREAS, Deborah J. Dockery, Architect, P.C. is certified by SCTRCA as an ESBE, SBE,WBE and a HUB by the State of Texas. Debra J. Dockery, Architect’s Section 3 Program GoodFaith Effort Compliance Plan includes a 30% hiring goal for Section 3 individuals and she will beworking with the Section 3 Coordinator to augment her Section 3 program. Her prior awardsreceived from SAHA include: Parkview and College Park Common Area Upgrades; andWHEREAS, Saldana & Associates, Inc. is certified by SCTRCA as a DBE, ESBE, HABE,MBE, SBE. This design professional is committed to the Section 3 program and could hire up to2 interns depending on the volume of work and possibly some runners and a receptionist.Saldana has also committed to utilizing qualified Section 3 businesses depending on the scopeof work required by the work orders. Their prior satisfactory awards from SAHA include: SanJuan kitchen & bath modernization, Cassiano Homes fire damage, San Alfonso Senior HousingDevelopment and Sutton Homes; andWHEREAS, funding for the contracts has been budgeted in the Capital Grant funds, the MirasolReinvestment Fund, the MTW Preservation and Expansion Fund and operating budgets amongothers and the staff requests that the Board of Commissioners authorize the President and CEOor her designee to execute all documents to enter into these contracts on an as-needed basis.NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of SAHA hereby:

Approves Resolution 5324, Authorizing the award of contracts for architectural and engineeringservices for SAHA and all affiliated entities for an annual cumulative amount not to exceed $1,500,000.00 on an as-needed basis to the following: KAI Texas (AABE, MBE, SBE); WestEastDesign Group (ABE, DBE, SBE, HUB); Rimkus Consulting Group; Durand-Hollis Rupe, Inc.(HABE, MBE, SBE, DBE, HUB); Sprinkle & Co. Architects, LLC (ESBE, SBE); NelsonArchitectural Engineers; ALS88 Design Group (ESBE, SBE, WBE, Section 3 Business);Deborah J. Dockery, Architect, P.C. (ESBE, SBE, WBE, HUB) and Saldana & Associates, Inc.(DBE, ESBE, HABE, MBE, SBE) for a term of one year with the option for four additional oneyear terms. The cost allocated for the four additional one year periods will be determined basedon need and available resources but shall not exceed $1,500,000.00 annually.Authorizes the President and CEO or her designee to execute all necessary documentsassociated with this approval.Passed and approved the 6 th day of June, 2013_______________________________Ramiro CavazosChair, Board of CommissionersAttested and approved as to form:________________________________Lourdes Castro RamirezSAHA President and CEO

BID TABULATIONGeneral Architecture Services 1302-906-07-3943Max Points WestEast KAI Nelson Rimkus DHR ALS 88 Sprinkle Saldana DebraCriterion Description Weight Design Texas Architects Consulting Architects Design Build DockeryExperience : Professional's experience in design, conversionand/or rehabilitation of commercial, industrial, retail, single and multifamily housing including forensics1-520%Rater 1 5.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00 3.00Rater 2 5.00 4.00 4.00 5.00 4.00 4.00 3.00 3.00 3.00Rater 3 5.00 4.00 5.00 5.00 4.00 3.00 3.00 3.50 3.50Total Score 15.00 12.00 13.00 14.00 12.00 10.00 9.00 9.50 9.50Average Score 5.00 4.00 4.33 4.67 4.00 3.33 3.00 3.17 3.17Weighted Score 1.00 0.80 0.87 0.93 0.80 0.67 0.60 0.63 0.63Projects: The projects devloped, rehabilitated, built, designedand/or supervised over the last 5 years .1-510%Rater 1 5.00 4.00 4.00 4.00 4.00 3.00 3.00 2.00 3.00Rater 2 5.00 4.00 5.00 4.00 4.00 3.00 3.00 2.00 3.00Rater 3 5.00 4.00 5.00 5.00 4.00 3.00 3.00 3.00 3.50Total Score 15.00 12.00 14.00 13.00 12.00 9.00 9.00 7.00 9.50Average Score 5.00 4.00 4.67 4.33 4.00 3.00 3.00 2.33 3.17Weighted Score 0.50 0.40 0.47 0.43 0.40 0.30 0.30 0.23 0.32Green Building : List exoperience and specialized training in"Green Building" .1-515%Rater 1 5.00 4.00 3.00 2.00 4.00 4.00 3.00 2.00 2.00Rater 2 4.00 4.00 4.00 1.00 4.00 5.00 3.00 2.00 2.00Rater 3 4.50 3.00 4.00 3.00 3.50 5.00 3.00 2.00 2.00Total Score 13.50 11.00 11.00 6.00 11.50 14.00 9.00 6.00 6.00Average Score 4.50 3.67 3.67 2.00 3.83 4.67 3.00 2.00 2.00Weighted Score 0.68 0.55 0.55 0.30 0.58 0.70 0.45 0.30 0.30Project Approach: Describe the Firms/Professional's approachand experience in evaluating the condition of existing properties.1-520%Rater 1 5.00 5.00 4.00 4.00 3.00 3.00 3.00 3.00 3.00Rater 2 5.00 4.00 4.00 4.00 3.00 4.00 3.00 3.00 3.00Rater 3 5.00 4.00 4.00 4.00 3.00 3.00 3.00 3.00 3.00Total Score 15.00 13.00 12.00 12.00 9.00 10.00 9.00 9.00 9.00Average Score 5.00 4.33 4.00 4.00 3.00 3.33 3.00 3.00 3.00Weighted Score 1.00 0.87 0.80 0.80 0.60 0.67 0.60 0.60 0.601-5Team: Detail information regarding the Proposer's team.15%Rater 1 5.00 5.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00Rater 2 5.00 4.00 4.00 5.00 4.00 4.00 3.00 3.00 3.00Rater 3 5.00 4.00 5.00 5.00 3.50 3.00 3.00 3.50 3.00Total Score 15.00 13.00 13.00 14.00 11.50 11.00 9.00 9.50 9.00Average Score 5.00 4.33 4.33 4.67 3.83 3.67 3.00 3.17 3.00Weighted Score 0.75 0.65 0.65 0.70 0.58 0.55 0.45 0.48 0.451-5Strength of the Section 3 plan:10%Rater 1 0.00 4.00 5.00 3.00 4.00 3.00 3.00 3.00 3.00Rater 2 0.00 4.00 4.00 3.00 4.00 4.00 2.00 3.00 3.00Rater 3 1.00 3.00 4.00 3.00 3.00 3.00 2.00 3.00 2.00Total Score 1.00 11.00 13.00 9.00 11.00 10.00 7.00 9.00 8.00Average Score 0.33 3.67 4.33 3.00 3.67 3.33 2.33 3.00 2.67Weighted Score 0.03 0.37 0.43 0.30 0.37 0.33 0.23 0.30 0.271-5Strength of the S/W/MBE plan:10%Rater 1 5.00 5.00 2.00 4.00 4.00 3.00 3.00 3.00 3.00Rater 2 5.00 5.00 1.00 3.00 4.00 5.00 3.00 3.00 3.00Rater 3 4.00 4.00 2.00 4.00 3.00 4.00 2.00 3.00 2.00Total Score 14.00 14.00 5.00 11.00 11.00 12.00 8.00 9.00 8.00Average Score 4.67 4.67 1.67 3.67 3.67 4.00 2.67 3.00 2.67Weighted Score 0.47 0.47 0.17 0.37 0.37 0.40 0.27 0.30 0.27to an additional 5 points.Priority 1: As detailed in Attachment D 5 (.25)

Priority II: As detailed in Attachment D 4 (.2)Priority III: As detailed in Attachment D 3 (.15)Priority IV: As detailed in Attachment D 2 (.1) 0.10 0.10Tota Weighted Score 4.43 4.10 3.93 3.83 3.68 3.72 3.00 2.84 2.83

BID TABULATIONGeneral Architecture Service 1302-906-07-3943Max Points Beatty Robey Zapata Mayse RPGA A G DeMunbrun YoungCriterion Description Weight Palmer Architecture Design Group Associates Scarnato EngineeringExperience : Professional's experience in design, conversionand/or rehabilitation of commercial, industrial, retail, single and multifamily housing including forensics1-520%Rater 1 3.00 3.00 3.00 3.00 3.00 2.00 2.00 3.00Rater 2 3.00 3.00 2.00 3.00 3.00 2.00 2.00 3.00Rater 3 3.00 3.00 3.00 3.00 2.75 2.00 2.00 3.00Total Score 9.00 9.00 8.00 9.00 8.75 6.00 6.00 9.00Average Score 3.00 3.00 2.67 3.00 2.92 2.00 2.00 3.00Weighted Score 0.60 0.60 0.53 0.60 0.58 0.40 0.40 0.60Projects: The projects devloped, rehabilitated, built, designedand/or supervised over the last 5 years .1-510%Rater 1 3.00 3.00 1.00 2.00 2.00 2.00 2.00 1.00Rater 2 3.00 3.00 3.00 2.00 2.00 2.00 2.00 1.00Rater 3 3.00 3.00 2.00 3.00 2.50 2.00 2.00 2.00Total Score 9.00 9.00 6.00 7.00 6.50 6.00 6.00 4.00Average Score 3.00 3.00 2.00 2.33 2.17 2.00 2.00 1.33Weighted Score 0.30 0.30 0.20 0.23 0.22 0.20 0.20 0.13Green Building : List exoperience and specialized training in"Green Building".1-515%Rater 1 3.00 3.00 1.00 2.00 3.00 1.00 1.00 0.00Rater 2 3.00 2.00 2.00 2.00 2.00 1.00 1.00 0.00Rater 3 3.00 3.00 1.00 1.50 2.00 1.00 1.00 1.00Total Score 9.00 8.00 4.00 5.50 7.00 3.00 3.00 1.00Average Score 3.00 2.67 1.33 1.83 2.33 1.00 1.00 0.33Weighted Score 0.45 0.40 0.20 0.28 0.35 0.15 0.15 0.05Project Approach: Describe the Firms/Professional's approachand experience in evaluating the condition of existing properties.1-520%Rater 1 3.00 3.00 3.00 3.00 3.00 3.00 2.00 3.00Rater 2 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00Rater 3 3.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00Total Score 9.00 9.00 9.00 8.00 8.00 8.00 7.00 8.00Average Score 3.00 3.00 3.00 2.67 2.67 2.67 2.33 2.67Weighted Score 0.60 0.60 0.60 0.53 0.53 0.53 0.47 0.531-5Team: Detail information regarding the Proposer's team.15%Rater 1 3.00 3.00 2.00 2.00 2.00 2.00 2.00 1.00Rater 2 3.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00Rater 3 2.00 3.00 2.00 2.50 2.00 2.00 2.00 2.00Total Score 8.00 9.00 6.00 6.50 6.00 6.00 6.00 5.00Average Score 2.67 3.00 2.00 2.17 2.00 2.00 2.00 1.67Weighted Score 0.40 0.45 0.30 0.33 0.30 0.30 0.30 0.251-5Strength of the Section 3 plan:10%Rater 1 0.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00Rater 2 3.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00Rater 3 1.00 1.00 2.00 1.00 1.00 1.50 1.00 3.00Total Score 4.00 3.00 5.00 1.00 3.00 3.50 4.00 5.00Average Score 1.33 1.00 1.67 0.33 1.00 1.17 1.33 1.67Weighted Score 0.13 0.10 0.17 0.03 0.10 0.12 0.13 0.171-5Strength of the S/W/MBE plan:10%Rater 1 3.00 3.00 2.00 3.00 3.00 3.00 3.00 2.00Rater 2 3.00 3.00 3.00 3.00 2.00 3.00 3.00 1.00Rater 3 2.50 3.00 2.00 3.00 2.00 2.00 3.00 2.00Total Score 8.50 9.00 7.00 9.00 7.00 8.00 9.00 5.00Average Score 2.83 3.00 2.33 3.00 2.33 2.67 3.00 1.67Weighted Score 0.28 0.30 0.23 0.30 0.23 0.27 0.30 0.17Priority 1: As detailed in Attachment D 5 (.25)

Priority II: As detailed in Attachment D 4 (.2)Priority III: As detailed in Attachment D 3 (.15)Priority IV: As detailed in Attachment D 2 (.1) 0.10 0.10Tota Weighted Score 2.77 2.75 2.33 2.30 2.32 2.07 1.95 1.90

BID TABULATIONGeneral Architecture Services 1302-906-07-3943Max Points KAI WestEast Rimkus DHR Sprinkle Nelson ALS 88 Debra Saldana &Criterion Description Weight Texas Design Consulting Architects Architects Architects Design Build Dockery AssociatesExperience : Professional's experience in design, conversionand/or rehabilitation of commercial, industrial, retail, single and multifamily housing including forensics1-520%Rater 1 5.00 5.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00Rater 2 5.00 5.00 4.00 4.00 3.00 4.00 3.00 3.00 3.00Rater 3 5.00 5.00 5.00 3.00 4.00 4.00 2.00 4.00 3.00Total Score 15.00 15.00 13.00 11.00 11.00 12.00 8.00 10.00 9.00Average Score 5.00 5.00 4.33 3.67 3.67 4.00 2.67 3.33 3.00Weighted Score 1.00 1.00 0.87 0.73 0.73 0.80 0.53 0.67 0.60Projects: The projects devloped, rehabilitated, built, designedand/or supervised over the last 5 years .1-510%Rater 1 5.00 5.00 3.00 4.00 4.00 3.00 3.00 4.00 2.00Rater 2 5.00 5.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00Rater 3 4.00 5.00 4.00 3.00 3.00 4.00 2.00 3.00 3.00Total Score 14.00 15.00 11.00 11.00 11.00 11.00 8.00 10.00 8.00Average Score 4.67 5.00 3.67 3.67 3.67 3.67 2.67 3.33 2.67Weighted Score 0.47 0.50 0.37 0.37 0.37 0.37 0.27 0.33 0.27Green Building : List exoperience and specialized training in"Green Building" .1-515%Rater 1 5.00 5.00 3.00 4.00 4.00 3.00 5.00 4.00 3.00Rater 2 5.00 5.00 3.00 3.00 4.00 3.00 3.00 4.00 3.00Rater 3 3.00 5.00 4.00 3.00 4.00 4.00 5.00 4.00 3.00Total Score 13.00 15.00 10.00 10.00 12.00 10.00 13.00 12.00 9.00Average Score 4.33 5.00 3.33 3.33 4.00 3.33 4.33 4.00 3.00Weighted Score 0.65 0.75 0.50 0.50 0.60 0.50 0.65 0.60 0.45Project Approach: Describe the Firms/Professional's approachand experience in evaluating the condition of existing properties.1-520%Rater 1 5.00 4.00 4.00 5.00 4.00 4.00 3.00 3.00 2.00Rater 2 5.00 5.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00Rater 3 4.00 5.00 4.00 3.00 4.00 4.00 2.00 3.00 3.00Total Score 14.00 14.00 12.00 12.00 12.00 12.00 8.00 9.00 8.00Average Score 4.67 4.67 4.00 4.00 4.00 4.00 2.67 3.00 2.67Weighted Score 0.93 0.93 0.80 0.80 0.80 0.80 0.53 0.60 0.531-5Team: Detail information regarding the Proposer's team.15%Rater 1 5.00 5.00 3.00 4.00 4.00 3.00 3.00 3.00 3.00Rater 2 5.00 5.00 5.00 4.00 3.00 5.00 3.00 3.00 3.00Rater 3 5.00 5.00 5.00 3.00 4.00 4.00 3.00 3.00 3.00Total Score 15.00 15.00 13.00 11.00 11.00 12.00 9.00 9.00 9.00Average Score 5.00 5.00 4.33 3.67 3.67 4.00 3.00 3.00 3.00Weighted Score 0.75 0.75 0.65 0.55 0.55 0.60 0.45 0.45 0.451-5Strength of the Section 3 plan:10%Rater 1 5.00 0.00 3.00 3.00 3.00 3.00 3.00 2.00 3.00Rater 2 5.00 0.00 2.00 4.00 1.00 2.00 3.00 1.00 3.00Rater 3 4.00 0.00 3.00 4.00 2.00 3.00 3.00 2.00 3.00Total Score 14.00 0.00 8.00 11.00 6.00 8.00 9.00 5.00 9.00Average Score 4.67 0.00 2.67 3.67 2.00 2.67 3.00 1.67 3.00Weighted Score 0.47 0.00 0.27 0.37 0.20 0.27 0.30 0.17 0.301-5Strength of the S/W/MBE plan:10%Rater 1 5.00 4.00 3.00 3.00 3.00 2.00 4.00 3.00 3.00Rater 2 5.00 2.50 3.00 4.00 2.00 1.00 4.00 2.00 3.00Rater 3 3.00 3.00 3.00 4.00 3.00 2.00 3.00 3.00 3.00Total Score 13.00 9.50 9.00 11.00 8.00 5.00 11.00 8.00 9.00Average Score 4.33 3.17 3.00 3.67 2.67 1.67 3.67 2.67 3.00Weighted Score 0.43 0.32 0.30 0.37 0.27 0.17 0.37 0.27 0.30to an additional 5 points.Priority 1: As detailed in Attachment D 5 (.25)

Priority II: As detailed in Attachment D 4 (.2)Priority III: As detailed in Attachment D 3 (.15)Priority IV: As detailed in Attachment D 2 (.1) 0.10 0.10Tota Weighted Score 4.70 4.25 3.75 3.68 3.62 3.50 3.20 3.08 2.90

Advertisement ListSolicitation # 1302‐906‐07‐3943General Architecture & Engineering ServicesEntity Contact Name Email Method ofContact(Specify)North San Antonio Chamber Renee Crittendon‐ rcgarcia@northsachamber.com; emailof CommerceGarciadzucker@northsachamber.comThe Greater San Antonio Julie Oltersdorf julieo@sachamber.org emailChamber of CommerceAlamo City Black Chamber Of Gwendolyn Robinson gprobinson@thealamocitychamber.org emailCommerceinfo@alamocitychamber.org ;shall@alamocitychamber.orgAfrican American Chamber of Lou Miller blackchamber@aol.com emailCommerce of San AntonioAlamo Asian AmericanChamber of CommerceElva Adams elva.adams@wellsfargo.com emailSouth San Antonio Chamberof CommerceWest San Antonio Chamber ofCommerceTom Shawtshaw@southsachamber.org;simperial@southsachamber.org;agarza@southsachamber.orgemailGabe Farias gfarias@westsachamber.org ; emailinfo@westsachamber.org;valerie@westsachamber.orgCindy Libera admin@sawomenschamber.org emailSan Antonio Women'sChamber of CommerceWomen's Business Center Martha Zurita mzurita@acciontexas.org emailSA Chapter of the Associated Dana Marsh dmarsh@sanantonioagc.org emailGeneral ContractorsSan Antonio Hispanic Mariya mariyaf@sahcc.org emailChamber of CommerceHispanic Contractors Clarissa Perez exdir@hcadesa.org;emailAssociation de San Antonioadmin@hcadesa.orgAmerican Institute of Laura Smith laura@aiasa.org emailArchitectsAmerican Council ofAnne Whittington anne@acectx.orgEngineering Companies ‐ SanAntonio (ACEC‐SA)Texas Society of Professional Laura Campa meghan@tspe.org , jennifer@tspe.orgEngineersBuilders Exchange Edith Carmona edith@virtualbx.com,e‐mailsarrah@virtualbx.comCDC News plans@cdcnews.com e‐mailChinese Chamber of Jerry Jinjerry.jin@gsaccc.org;e‐mailCommercejing.hao@gsaccc.orgGoodwill Industries Clark Mosely cmosley@goodwillsa.orge‐mailmaguilar@goodwillsa.orgI Square Foot Plan Room Erica Taylor etaylor@isqft.com,agcquoin@isqft.com,saprojects@isqft.come‐mail3/12/2013

Advertisement ListSolicitation # 1302‐906‐07‐3943General Architecture & Engineering ServicesEntity Contact Name Email Method ofContact(Specify)Southwest Minority Supplier Robert Casas robert@smsdc.org e‐mailDiversity CouncilSouth Central Regional Ross Mitchell rmitchell@sctrca.org,e‐mailCertification Agencysouber@sctrca.orgTIBH Industries Robert Olivo robertolivo@tibh.org e‐mailTexas Veteran's Commission Willie Jackson willie.jackson@tvc.state.tx.us e‐mailUTSA Minority Business Orestes Hubbard orestes.hubbard@utsa.edu;e‐mailCenterjennifer.mort@utsa.eduWomen's Business Enterprise Avery Smith bids@wbea‐texas.org e‐mailUTSA Procurement Technical Terri Williams terri.williams@utsa.edu;e‐mailAssistance Centergrace.garcia@utsa.eduMACB Maria Monita info@macb‐sa.org e‐mailTexas ESBD Web Site https://portal.cpa.state.tx.us/ PostedNAHRO Web Site http://nahro.economicengine.com PostedPublic Purchase Web Site www.publicpurchase.com PostedAIA San Antonio Paula & Tony paula@aiasa.orge‐mailtorrey@aiasa.orgALS 88 Design Build Annatascia L. annastacia@wildblue.nete‐mailSequoyahOCO Architects Lowell Tacker ltacker@ocoarchitects.com, e‐mailAlamo ArchitectsIrby Hightower irby@alamoarchitects.com,e‐mailJim Baileyjim@alamoarchitects.comRobey Architecture Alan Neff ANEFF@ROBEYARCHITECTURE.COM e‐mailDHR ArchitectsGabriel Durand‐Hollis g.durandhollis@dhrarchitects.com e‐mailAlicia Trevino atrevino@dhrarchitects.com,Debra Dockery Architects Debra Dockery debra@debradockeryarchitects.com e‐mailWRZG Architecture Xavier E. Gonzalez Xgon924@gmail.com e‐mailPaul Anthony & Assoc Henry henry@paulanthonyassoc.com e‐mailAcuform Architecture Aaron Dahl aaron.dahl@acuform.com e‐mailNelson Architectural Belinda Rueffer BRueffer@architecturalengineers.com e‐mailEngineersE. Perez, Professional Corp. iadrianza@e‐perez.com e‐mailBeatty Palmer S. Watson SWatson@beatypalmer.com e‐mailBain Medina Bain slenz@bmbi.com e‐mailGerardo Noriega Architect Gerardo Noriega gerry@gn‐architect.com e‐mailAG Architects Ron Alvarado rma@agarchitects.net e‐mailSaldana & Associates Jason jason@saldanaarchitects.com e‐mailMadeline Anz SlayMadeline Slay madeline@masarchitecture.com e‐mailArchitectureMoule & PolyzoidesWeb site info@mparchitects.com e‐mailArchitectsGKW Architects hislas@gkw‐inc.com e‐mailBarker SA Alfredo Losoya alfredo.losoya@barker‐sa.com e‐mailSprinkle & Company Davis Sprinkle davis@sprinkleco.com e‐mail3/12/2013

Advertisement ListSolicitation # 1302‐906‐07‐3943General Architecture & Engineering ServicesEntity Contact Name Email Method ofContact(Specify)Humphrey’s & Partners Web site marketing@humphreys.com e‐mailFisher Heck Architects V. Chavarria vchavarria@fisherheck.com e‐mailAlvidrez Architects Eduardo Garcia Eduardo@alvidrez.com e‐mailBoceto Architecture Dan dan@bocetoarchitecture.com e‐mailTBG, Inc. Scott Weaver scott.weaver@tbg‐inc.com e‐mailRVK Architects R. Hartmen rhartmen@rvk‐architects.com e‐mailDouglas Architects M. Douglas mdouglas@douglasarchitects.ne e‐mailAbsolute Design Partners Brittney brittney@absolutedesignpartners.com e‐mailDemunbrun Scarnato Assoc Web site DSA‐ARCH@swbell.net e‐mailFord Powell Carson Web site marketing@fpcarch.com e‐mailKillis Almond Architects Killis Almond killis@almond‐architects.com e‐mailLopez Salas Architects Celina celina@lopezsalas.com e‐mailMarmon Mok Sally sally@marmonmok.com e‐mailMcCall & Associates A. E. McCall aemccall@mccall‐architects.com, e‐mailMulti‐Lynx Companies Web Site info@multi‐lynx.com, e‐mailPiwonka Sturrock Architects Web site piwonka@piwonka‐sturrock.com e‐mail1113 Architects K.M. Nunn kmnunn@1113architects.com e‐mail2CMD Inc azeem@2cmdinc.com e‐mailAD + H Architects ahu@adh‐architects.com e‐mailAlvidrez Associates David david@alvidrez.com e‐mailArchitect For Life l. King lking@architectforlife.com e‐mailArchitect Design Group, Inc Tony tonyac@adgusa.org e‐mailArchitexas‐Architecture V. Vasquez vvasquez@architexas.com e‐mailPlanningAtkins North America C. L. Miller clmiller@pbsj.com e‐mailBarham Architects barham@barham‐arch.com e‐mailBarnes Gromatzky Kosarek J. Barnes jbarnes@bgkarchitects.com e‐mailBay‐IBI Group Daniel Brewster daniel.brewster@bay‐ibigroup.com e‐mailBerg Oliver Asociates, Inc Sal Ford salford@bergoliver.com e‐mailBLGY, Inc. S. Kaase skaase@blgy.com e‐mailBreed Architecture, LLC Web site mail@breedarchitecture.com e‐mailCarter Design Associates Web site ADMIN@carterdesign.net e‐mailClayton & Little Architects Shannon Shannon@claytonandlittle.com e‐mailCoffee Crier Schenk & Web site ccsh@austin.rr.com e‐mailHammondCollaborative Design Studio Web site admin@collborativedesignstudio.com e‐mailCotera+Reed Architects Web site info@coterareed.com e‐mailDesign Workshop, Inc P Albright palbright@designworkshop.com e‐mailEDR Architects Web site erozypal@edrarchitects.com e‐mailEdwin Brantley Smith & Assoc Web site edwins@edwinbrantleysmith.com e‐mailEnglish+Assoc Architects K. Sansom ksansom@english‐architects.com e‐mailEYP, Inc B. Jensen bjebsen@eypae.com e‐mailFirm K Architecture Kyle Smith Kyle.Smith@firmkarch.com e‐mailGraeber Simmons & Cowan Web site marketing@gscarchitects.com e‐mail3/12/2013

Advertisement ListSolicitation # 1302‐906‐07‐3943General Architecture & Engineering ServicesEntity Contact Name Email Method ofContact(Specify)GSR Andrade Architects J. Krause jkrause@gsr‐andrade.com e‐mailHaddon+Cowan Arch Collab. M. Haddon mhaddon@architectscollaborative.net e‐mailHalff Associates, Inc G. Kuhn gkuhn@halff.com e‐mailHarper Perkins Architects G. Ramsey gramsey@harperperkins.com e‐mailHCBeck, Ltd James Lewis jameslewis@beckgroup.com e‐mailHilda Rodriguez Architecture Hilda Rodriguez hrodriguez@hildamrodriguez.com e‐mailHNTB Corporation J. Bayles jbayles@hntb.com e‐mailJuan Homero Sanchez Arch Juan Homero juanhomero@ahs‐architects.com e‐mailLawrence Group Architects of Michelle Yates Michelle.yates@thelawrencegroup.com e‐mailAustinLievarch Carlos carlos@lievarch.com e‐mailMayse & Assoc Architects M. Mayse mmayse@mayseassociates.com e‐mailMiles Assoc Texas, Inc J. C. Harneco jcharneco@milesassociates.com e‐mailNegrete & Kolar Architects D. Negrete dnegrete@nekoarch.com e‐mailParkhill Smith & Cooper, Inc A. Holloway aholloway@team‐psc.com e‐mailPDG Architects T. Broussard tbroussard@pdgarchitects.com e‐mailPfluger Associates Architects carr@pflugerassociates.com e‐mailPierce Goodwin Alexander & J.S. Smith jssmith@pgal.com e‐mailLinville, IncReach Architects Web site Studio@reacharchitects.com e‐mailResolvedesigns Web site info@resolvedesigns.com e‐mailRey De La Reyza Architects L. Westrick lwestrick@rdlr.com e‐mailRichter Associates Architects E. Richter ERICHTER@richterarchitects.com e‐mailSecord & Lebow Architects, Sandy sandy@secordlebow.com e‐mailSOLKANAVATORNO LLC E. Nava enava@sntarchitects.com e‐mailTurner Ramirez Architects Web site pjr@trarch.com e‐mailVai+Architects, Inc B. Simik bsimik@vaiarchitects.com e‐mailZAREA Architecture Inc Kay Van KAYVAN@zareainc.com e‐mail3/12/2013

SAN ANTONIO HOUSING AUTHORITY May 16, 2013BOARD OF COMMISSIONERSOperations and Human Resources CommitteeRESOLUTION 5330, AUTHORIZING AN AWARD OF A MONTH-TO-MONTH CONTRACT TOVERIZON WIRELESS THROUGH THE TEXAS DEPARMENT OF INFORMATION RESOURCES (DIR)PROCUREMENT, FOR VOICE & DATA SERVICES AND EQUIPMENT AS NEEDED, AT A MONTHLYCOST NOT TO EXCEED $14,000.00, FOR AN ANNUAL AMOUNT NOT TO EXCEED $170,000.00._____________________ ________________________ _______________________Lourdes Castro Ramirez Ed Hinojosa Jo Ana AlvaradoPresident and CEO Chief Financial Officer Dir. of Information TechnologyREQUESTED ACTION:Consideration and appropriate action regarding Resolution 5330, authorizing an award of a month-tomonthcontract to Verizon Wireless through the Texas Department of Information Resources (DIR)Procurement, for Voice & Data Services and Equipment as needed, at a monthly cost not to exceed$14,000.00, for an annual amount not to exceed $170,000.00.PURPOSE:To provide consistent and reliable PTT (Push to Talk) and cellular service to designated SAHA staff inaccordance with SAHA’s Administrative Directive - Mobile Technology, Item IV. This aligns with theAgency’s priority to provide quality and responsive service to our residents.FINANCIAL IMPACT:The annual cost for voice and data services and equipment is not expected to exceed a monthly sum of$14,000.00, or $170,000.00 annually, and will be funded through the approved operating budgets.SUMMARY:SAHA currently utilizes the Department of Information Resources (DIR) to provide PTT and cellularservice from Sprint/Nextel. The DIR contracts are competitively bid by the Texas Department ofInformation Resources. As a member of the Texas Cooperative Purchasing Program, SAHA is eligible toutilize the contract to procure information and technology resources.In September 2012, a meeting was held with several senior staff members and over 50 of SAHA’smaintenance employees. The maintenance employees expressed both their frustration and concern overthe issues they are experiencing in the field utilizing the Sprint PTT network services and cellular mobilephone devices. It was subsequently determined that the problem did not only reside with themaintenance field staff but with other mobile device users at all levels. A review of IT help logs foundthat since the adoption of Sprint as SAHA’s sole mobility provider in June 2012, approximately 50 helplogs were submitted with mobile device related issues. These issues ranged from low battery life,hardware failures, email deliver delay and dropped calls.In an effort to resolve this issue, SAHA’s IT staff contacted AT&T Wireless and Verizon Wireless, bothDIR and major mobile device providers with wide area cell and PTT coverage in San Antonio. Bothvendors provided SAHA with pricing and test devices that were issued to staff to test PTT services andcellular services. Through an October 2012 to April 2013 testing period, it was determined that whileVerizon Wireless and AT&T both operate vast PTT presence in San Antonio as well as saturatedcoverage of 3G and 4G cell services, AT&T did not provide competitive pricing or did not demonstrateease of use when using PTT services. Overall, staff preferred Verizon devices to AT&T for their ease ofuse for PTT services and overall cell phone service offered by the Verizon network.ATTACHMENTS:Resolution 5330Company ProfileCost Summary

SAN ANTONIO HOUSING AUTHORITY May 16, 2013SAN ANTONIO HOUSING AUTHORITYRESOLUTION 5330RESOLUTION 5330, AUTHORIZING AN AWARD OF A MONTH-TO-MONTH CONTRACT TOVERIZON WIRELESS THROUGH THE TEXAS DEPARMENT OF INFORMATION RESOURCES(DIR) PROCUREMENT, FOR VOICE & DATA SERVICES AND EQUIPMENT AS NEEDED, AT AMONTHLY COST NOT TO EXCEED $14,000.00, FOR AN ANNUAL AMOUNT NOT TO EXCEED$170,000.00.WHEREAS, the Housing Authority of the City of San Antonio, Texas requires Push To Talk andcellular service to designated staff as part of its operations; andWHEREAS, as member of the Texas Cooperative Purchasing Program, SAHA is able to use thecompetitive solicitations of the Texas Department of Information Resources (DIR); andWHEREAS, HUD encourages Housing Authorities to pursue intergovernmental and interagencypurchasing agreements to simplify and expedite the procurement process; andWHEREAS, the Texas Department of Information Resources (DIR) has awarded several contracts forvoice & data services and equipment to Verizon Wireless, among others at very competitive rates;andWHEREAS, staff has evaluated the awardees and recommends that Verizon Wireless through TexasDepartment of Information Resources (DIR) be awarded a contract for voice & data services andequipment for a monthly cumulative amount not to exceed $14,000.00; andWHEREAS, staff requests that the Board of Commissioners authorize the President and CEO or herdesignee to execute all documents to enter into this month to month contract for so long as needed bySAHA for an annual amount not to exceed $170,000.00.NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of SAHA hereby:1) Approves Resolution 5330, approving the month to month contract to Verizon Wirelessthrough the Texas Department of Information Resources (DIR), for voice and data servicesand equipment as needed, at a monthly cost not to exceed $14,000.00, for an annual amountnot to exceed $170,000.00.2) Authorizes the President and CEO or designee to execute all necessary documentsassociated with this contract.Passed and approved the 6 th day of June 2013_______________________________Ramiro CavazosChair, Board of CommissionersAttested and approved as to form:________________________________Lourdes Castro RamirezSecretary/SAHA President and CEO

Verizon Wireless______________________________________Company ProfileVerizon Wireless is an innovative wireless communications company that connects people and businesseswith the most advanced wireless technology and service available. Verizon launched the nation’s first 3Gwireless broadband network. We were also the first tier-one wireless provider in the nation to build andoperate a 4G LTE network. With 4G LTE, our customers can access the Internet and stream media fasterthan ever—and experience their mobile world in real-time.As the nation’s largest wireless company, we serve 98.9 million retail connections and operate more than1,900 retail locations in the United States. Globally, we offer voice and data services in more than 200destinations.Founded in 2000 as a joint venture of Verizon Communications Inc. (NYSE, NASDAQ:VZ) and Vodafone(NASDAQ, LSE: VOD), Verizon Wireless is headquartered in Basking Ridge, N.J.About Verizon CommunicationsVerizon Communications Inc. (NYSE, NASDAQ:VZ), which holds 55% ownership of Verizon Wireless, is aglobal leader in delivering broadband and other wireless and wireline communications services toconsumer, business, government and wholesale customers.

Mobility Provider Cost SummaryMobile ServicesAT&TCost Per MonthAT&TCost Per YearSPRINTCost Per MonthSPRINTCost Per YearVerizon WirelessCost Per MonthVerizon WirelessCost Per YearMonthly Plans (Recurring) $13,017.40 $156,208.80 $11,034.35 $132,412.20 $11,159.98 $133,919.76Devices (One‐Time/Non‐Recurring) $3,148.86 $3,148.86 0 0 $99.98 $99.98Tethering ‐ 39 Users (Recurring) $117.00 $1,404.00 $760.00 $9,120.00 $390.00 $4,680.00Insurance (Field Devices ‐ Recurring) $2,705.13 $32,461.56 $3,096.00 $37,152.00 $2,004.66 $24,055.92Holsters (One Time ‐ Non‐Recurring) $8,123.13 $8,123.13 $7,740.00 $7,740.00 $5,027.13 $5,027.13Device Count 405 405 405Totals $201,346.35 yr $186,424.20 yr $167,782.79 yrTotal Savings $14,922.15 (more) ‐ $18,641.41 (less)

Device TypeNumber of DevicesPush To Talk (PTT) 322Push To Talk (PTT) + Smartphone 64Smarthphone (Other) 19Total Devices 405

MEMORANDUMDATE: May 16, 2013TO:FROM:SUBJECT:Lourdes Castro Ramirez, President and CEOJo Ana Alvarado, Director of Information TechnologySummary of SAHA Mobility PolicyThe mobility policy was written to provide a guideline to define the asset control,inventory, purchasing and assignment of laptops and mobile devices. Mobile cellulardevices are distributed by the IT department and managed by each individualdepartment. The mobile cellular devices are assigned by personnel position, asrequested by department heads or as determined by the IT Steering committee.The use of SAHA cell phones for personal purpose other than incidental use is notpermitted unless prior approval is obtained by supervisor and no additional charges areassessed against SAHA. Employees are responsible for all charges incurred in the useof SAHA telephones that are not work related. Toll calls are prohibited unlessspecifically authorized by management. The employee is responsible for thereplacement cost of any damaged, lost or stolen item, except for reasonable wear andtear. The employee shall have no expectation of privacy related to the use of thesedevices.The following Ttbles summarize the type of phone is assigned to personnel according toposition:Table 1: Radio only communication equipment (e.g. Nextel Radio)• Any position where work does not normally occur at a desk equipped with atelephone.• Any position at a desk that communicates with individuals in the field.• Any position that does not require day to day access to the public telephonesystem and long distance calling services.Table 2: Standard cellular telephone with radio and without enhanced features (e-mail, web,etc.)• AOD Manager• Assistant Community Managers• Attorney• Central Office Security Officers• Communications Manager• Community Manager• Compliance Specialist• Construction Inspector

• Construction Specialist• Elderly & Disabled Case Manager – W/ multiple assignments• Electrician• Employee Development Officer• Foundation Coordinator• FSS Case Management Specialist• Homeownership Manage• Homeownership Specialist• HQ Inspectors• HVAC Supervisor• Internal Auditor• IT Support Staff• Jobs-Plus Community Organizer• Lead Custodian• Maintenance Supervisor• Manager of Family Support Services• Plumbing Supervisor• Project Manager I• Public Affairs Coordinator• Quality Assurance Inspector• Records Retention Manager• Ross Grant Coordinator• Senior Maintenance Technician – Alazan• Welding SupervisorTable 3: Cellular telephone with enhanced features (blackberry, e-mail, web, etc.)• Assistant Director• Assistant Inspections Manager• Asset Manager• Auditing Manager• Capital Programs and Finance Manager• CEO• Chief of Security• Choice Neighborhood Initiatives (CDI) Program Manager• Client Services Manager• Community Manager with multiple sites• Construction Operations Manager• Development Services Manager• Directors• Executive Secretary• General Services Supervisor• Homeownership Manager• Inspections Manager• Intergovernmental Affairs Liaison• IT Support Staff• Jobs-Plus Job Developer

• Jobs-Plus Program Manager• Manager of Assisted Housing• Manager of Budget & Financial Resources• MTW Manager• Officer (Executive Level)• Project Manager II• Risk Management Specialist

SAN ANTONIO HOUSING AUTHORITY May 16, 2013BOARD OF COMMISSIONERSOperations and Human Resources CommitteeRESOLUTION 5342, AUTHORIZING AN AWARD OF A CONTRACT FOR TEMPORARY CASEMANAGEMENT ASSISTANCE TO CINDI HERRERA AND ASSOCIATES (HABE, WBE), ON ANAS-NEEDED BASIS, FOR AN AMOUNT NOT TO EXCEED $235,872.00, FOR A PERIOD OF ONEYEAR WITH THE OPTION TO EXTEND FOR FOUR ADDITIONAL ONE-YEAR PERIODS._______________________ ______________________ ______________________Lourdes Castro Ramirez Tomas Larralde Deborah A. AlemanPresident and CEO Director of Procurement Director of Ass. Housing ProgramsREQUESTED ACTION:Consideration and appropriate regarding Resolution 5342, authorizing an award of a contract fortemporary case management assistance to Cindi Herrera and Associates (HABE, WBE), on an asneededbasis, for an amount not to exceed $235,872.00, for a period of one-year with the option toextend for four additional one-year periods.PURPOSE:To provide temporary case management assistance to the Section 8 Housing Choice VoucherProgram (HCV), to provide program and client services that may be needed on a temporary basis dueto staffing turnover, including, intake, eligibility, and annual and interim recertifications.FINANCIAL IMPACT:The cost for temporary case management assistance required by the HCV program due to annualstaff turnover is expected to not exceed the sum of $235,872.00, and will be funded through theapproved 2013-2014 operating budgets.SUMMARY:On December 17, 2012, SAHA issued a “Request for Proposals” (RFP) #1211-952-15-3928 forTemporary Case Management Services, which closed on January 16, 2013. The RFP was publishedon our website, E-procurement, La Prensa, the Express News, NAHRO, Public Purchase and directsolicited to 14 contractors as well as various other venues (See Advertisement List). A total of four (4)proposals were received in response to the RFP: Carolyn Joyce Barksdale, Cindi Herrera &Associates, CVR Associates and Nan McKay & Associates. All proposals were evaluated onexperience, work plan, price and the strength of the Section 3 and SWMBE Plans. After the initialevaluation of the submitted proposals, SAHA requested Best and Final Offers (BAFOs) from the all ofthe proposers.Based upon the above factors, Cindi Herrera & Associates (HABE, WBE) is the highest ratedresponsive and responsible proposer and is therefore recommended for award. (See Proposaltabulation). This Contractor is self-certified as a HABE and WBE. They previously received a contractaward from SAHA for Waiting List Management Services and performed satisfactorily. Their goodfaith Section 3 plan includes hiring hire three Section 3 HCV case management trainees to beassigned to this engagement which reflects one trainee for every case manager assigned.ATTACHMENTS:Company ProfileResolution 5342Proposal TabulationAdvertisement List

SAN ANTONIO HOUSING AUTHORITY May 16, 2013SAN ANTONIO HOUSING AUTHORITYRESOLUTION 5342RESOLUTION 5342, AUTHORIZING AN AWARD OF A CONTRACT FOR TEMPORARY CASEMANAGEMENT SERVICES TO CINDI HERRERA & ASSOCIATES, ON AN AS NEEDED BASISFOR AN AMOUNT NOT TO EXCEED $235,872.00, FOR A PERIOD OF ONE YEAR WITH THEOPTION TO EXTEND FOR FOUR (4) ADDITIONAL ONE-YEAR PERIODS.WHEREAS, during the fiscal year, staffing turnover may require the temporary staff to performHousing Choice Voucher (HCV) and/or related program activities to include, but not limited tointake/eligibility, annual and interim re-certifications, according to the Housing Choice VoucherAdministrative Plan, and SAHA’s MTW plan as needed; andWHEREAS, On December 17, 2012, SAHA issued a “Request for Proposals” (RFP) #1211-952-15-3928 for Case Management Services which closed on January 16, 2013; andWHEREAS, four (4) companies submitted their proposals to RFP, #1211-952-15-3928 for evaluationby the due date and Best and Final Offers were requested from all proposers; andWHEREAS, after evaluations, Cindi Herrera & Associates was the highest rated responsive andresponsible proposer; Cindi Herrera & Associates self-certifies as a HABE and WBE. They previouslyreceived an award from SAHA for Waiting List Management Services and performed satisfactorily.Their submitted Section 3 Good Faith Effort Compliance Plan includes hiring three HCV CaseManagement Trainees. They will hire one trainee for each three Case Managers assigned to thisengagement; andWHEREAS, staff requests that the Board of Commissioners authorize the President and CEO or herdesignee to execute all documents to enter into this contract.NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of SAHA hereby:1) Approves Resolution 5342, authorizing an award of a contract for Temporary Case ManagementServices to Cindi Herrera & Associates, on an as needed basis for an amount not to exceed$235,872.00, for a period of one year with the option to extend for four (4) additional one-yearperiods.2) Authorizes the President and CEO or her designee to execute all necessary documentsassociated with this contract.Passed and approved the 6 th day of June, 2013_______________________________Ramiro CavazosChair, Board of CommissionersAttested and approved as to form:________________________________Lourdes Castro RamirezSAHA President and CEO

San Antonio Housing Authority May 16, 2013BOARD OF COMMISSIONERSOperations and Human Resources CommitteeRESOLUTION 5349, APPROVING THE EASTSIDE CHOICE NEIGHBORHOODSTRANSFORMATION PLAN CREATED FOR THE REDEVELOPMENT OF THE WHEATLEYCOURTS AND THE EASTSIDE CHOICE NEIGHBORHOODS COMMUNITY.Lourdes Castro RamirezPresident and CEO_______________________________Kathy McCormickDevelopment Services andNeighborhood Revitalization OfficerREQUESTED ACTION:Consideration and appropriate action regarding Resolution 5349, approving the Eastside ChoiceNeighborhoods Transformation Plan for the redevelopment of the Wheatley Courts and theEastside Choice Neighborhoods Community.PURPOSE:To have the Eastside Choice Neighborhoods Transformation Plan adopted by the Board ofCommissioners prior to submission to the U.S. Department of Housing and Urban Development(HUD).SUMMARY:In March 2012, the San Antonio Housing Authority (SAHA) was awarded a $250,000 U.S.Department of Housing and Urban Development (HUD) FY2011 Choice NeighborhoodsPlanning Grant for the purpose of creating a Transformation Plan for the Wheatley Courts andthe neighborhood existing within the boundaries of IH-35 to the north, the railway to the east,Martin Luther King to the south and New Braunfels to the west. (SAHA was subsequentlyawarded a $29,750,000 2012 Choice Neighborhoods Implementation Grant in December 2012).The Choice Neighborhood Planning grant is designed to catalyze critical improvements inneighborhood assets, including vacant property, housing, services and schools. It is focused onthree core goals:People: Support positive outcomes for families who live in the targetdevelopment and the surrounding neighborhood, particularly outcomes related toresidents’ health, safety, employment, mobility and education.Housing: Transform distressed public and assisted housing into energy-efficient,mixed-income housing that is physically and financially viable over the long-term.Neighborhood: Transform neighborhood of poverty into viable, mixed-incomeneighborhood with access to well-functioning services, high quality schools andeducation programs, public assets, public transportation, and improved access tojobs.Over the course of a year, SAHA and its partners, City of San Antonio, Goody Clancy,McCormack Baron Salazar, Urban Strategies, Trinity University and Promise Neighborhoods(Choice Planning Team), held over 30 community design and planning meetings in which morethan 300 community members and representatives from public and private organizationsattended. The team operated under the premise that participation from business owners,educators, students and families living or working in the neighborhood would ensure that theTransformation Plan was based on resident and community input and grounded in other Cityadoptedplans.

San Antonio Housing Authority May 16, 2013As a result of these efforts, a Transformation plan was created based on the following sixprinciples:A safe neighborhoodQuality services and sitesDiverse and affordable housing choicesNeighborhood ReinvestmentInvestment in our neighborsA healthy, walkable communityThe Eastside Choice Neighborhood Transformation Plan provides a vision and overallframework for guiding revitalization efforts over the next 10 years. Implementing the plan willinvolve actions, big and small, by a collaborative host of partners, including SAHA, the City ofSan Antonio (COSA), private developers, and non-profit entities. More important,implementation efforts must take place equally across the three Choice Neighborhoodcategories of People, Housing and Neighborhood.Urban Strategies Inc., will serve as the lead agency for implementation of all efforts under“People”. They will launch comprehensive case management services, coordinate casemanagement policies and procedures, and initiate partnerships with service providers. Thisincludes increasing job training, education, employment and contracting opportunities. SAHA’sintent is to foster equitable employment and business opportunities for low- and very lowincomeindividuals, especially SAHA residents and programs participants, and to provideopportunities through Moving To work initiatives for upward economic mobility and selfsufficiency.As a result, SAHA will encourage and solicit the full participation of Section 3residents for employment with SAHA and its contractors. SAHA will also require contractors tomeet new hiring goals and provide training opportunities.Family wellness is another critical aspect of the People component. The overall physical andemotional health of a family is often improved through family service programming, to includeworking with neighborhood schools, marital and familial strengthening, parenting, financialliteracy and money management, housing, and other counseling services. Programs will bepursued through partnerships with Family Services Association and other partner organizationsoffering applicable services. Urban Strategies will also coordinate relocation services to supportthe revitalization schedule.McCormack Baron Salazar, serving as lead under the “housing” component, will redevelopWheatley Courts in four phases, to include three family phases, two on-site, and one off-site,and a senior development located on site in the heart of the new development. Theredevelopment proposes a total of 591 new mixed-income multi-family and senior units thatmeet Build San Antonio Green Level II and provide for an assortment of amenities, to includeenergy saving appliances, a swimming pool, a 2.5-acre park and community center on site. Theplan is also committed to one-for-one replacement of public housing units. Currently the plancalls for 202 Public Housing replacement units and 44 Section 8 Project Based Units, 137market units, and 208 affordable units built using Low Income Housing Tax Credits. The siteplan highlights two- and three-story townhouses and walk-up garden apartments. The buildingsare positioned so that front doors and porches face the street, which provides for more “eyes’ onthe street and encourages community interaction. SAHA, MBS and COSA will partner tocoordinate the redevelopment phasing plan with the city’s infrastructure improvement plan tomaximize funding and impact.SAHA will lead the Neighborhood component of the plan, and partner with COSA to completethe multi-faceted work. The plan calls for a “focused neighborhood,” which will require the

San Antonio Housing Authority May 16, 2013leveraging and concentration of resources to have an immediate visible impact. The plan willtarget Hays to the south of the development, as well as the blocks along Gevers to the west andalong Hudson to the east. As the redevelopment progresses, the focused neighborhoodboundaries will expand annually block-by-block to the west and south. These streets carrycritical bus routes, provide essential links in San Antonio’s bicycle master plan, and, withimprovements, can offer residents a convenient walk to schools, churches, and other amenities.The Transformation Plan includes neighborhood strategies that: promote infill housing andrepurposing of sub-standard vacant lots; improve the real and perceived sense of security bydeterring gang activity; implement “hot spot” policing along routes to schools; decrease thenumber of stray animals and educate residents about available spay and neutering services;and improve streetscape and lighting.An additional tool of the “focused neighborhood” approach is COSA’s owner-occupiedrehabilitation program. SAHA, in partnership with COSA and other non-profit affordable housinggroups, will make a concerted effort to recruit qualifying homeowners into the focus area. Inaddition to these efforts, SAHA will set aside Choice Neighborhoods “Critical CommunityImprovement” dollars, to assist interested homeowners who may not qualify through the currentowner-occupied rehab program but are in dire need of these services.The Neighborhood plan also includes strategies to promote economic activity through two largeand four small community events that encourage art, entertainment and community, and avenue for small business vendors to showcase their goods and services. It also calls for workingcollaboratively with SAGE, to recruit and retain businesses to the area, and to work incollaboration with the City and area Chambers of Commerce to create incentives for businessesto locate to the area. Through these combined efforts, it is expected that: incomes in the areawill improve through increased employment and job training; new residents will be attracted topurchase and/or rent units; the value of housing will increase; and an increased sense ofpersonal safety will be achieved.The success of the Transformation Plan lies not only in a sound plan but also in the ability toobtain and leverage funds. The redevelopment plan relies heavily on obtaining Low IncomeHousing Tax Credits (LIHTC), which have become increasingly competitive and difficult toobtain. Changes in the Texas Department of Housing and Community Affairs (TDHCA)Qualified Allocation Plan (QAP) now makes it necessary to prove, in order to obtain additionalpoints, that the development plan has been approved or adopted by ordinance, resolution, orother vote by the Governing Body with jurisdiction over the area covered by the plan in aprocess that allows for public input and/or comment.At this time, staff is requesting that the Operations and Human Resources Committee approvemoving forward with the draft Eastside Choice Transformation Plan so that it may be: presentedto the City of San Antonio’s Planning Commission on May 22, 2013; submitted to HUD by theJune 30, 2013 Choice Planning Grant deadline; approved by the SAHA Board ofCommissioners at the June Board meeting; and for ultimate presentation and adoption by theCity Council.FINANCIAL IMPACT:NoneATTACHMENTS:Resolution 5349Draft Wheatley Choice Transformation Plan

CERTIFICATE FOR RESOLUTIONThe undersigned officer of the Housing Authority of the City of San Antonio, Texas, aTexas housing authority created pursuant to the laws of the State of Texas (“SAHA”), herebycertifies as follows:1. In accordance with Chapter 551, Texas Government Code, as amended (the“Open Meetings Act”), and the bylaws of SAHA, the Board of Commissioners of SAHA (the“Board”) held a meeting on June 6, 2013, (the “Meeting”) of the duly constituted officers andmembers of the Board, at which a duly constituted quorum was present. Whereupon amongother business transacted at the Meeting, a writtenRESOLUTION 5349 APPROVING THE EASTSIDE CHOICENEIGHBORHOODS TRANSFORMATION PLAN FOR THEREDEVELOPMENT OF WHEATLEY COURTS AND THE EASTSIDECHOICE NEIGHBORHOODS COMMUNITY(the “Resolution”) was duly introduced for the consideration of the Board and discussed. It wasthen duly moved and seconded that the Resolution be adopted; and, after due discussion, saidmotion, carrying with it the adoption of the Resolution, prevailed and carried by a majority voteof the Board.2. A true, full, and correct copy of the Resolution adopted at the Meeting is attachedto and follows this Certificate; the Resolution has been duly recorded in the Board’s minutes ofthe Meeting; each of the officers and members of the Board was duly and sufficiently notifiedofficially and personally, in advance, of the time, place, and purpose of the Meeting; and theMeeting was held and conducted in accordance with the Open Meetings Act and the Bylaws ofSAHA.SIGNED June 6, 2013.Lourdes Castro RamirezPresident and CEO

RESOLUTION 5349RESOLUTION 5349 APPROVING THE EASTSIDE CHOICE NEIGHBORHOODSTRANSFORMATION PLAN FOR THE REDEVELOPMENT OF WHEATLEYCOURTS AND THE EASTSIDE CHOICE NEIGHBORHOODS COMMUNITYWHEREAS, the Housing Authority of the City of San Antonio, Texas (“SAHA”)submitted an application to the U.S. Department of Housing and Urban Development (“HUD”)for a FY2012 Choice Neighborhoods Implementation Grant (“Choice Neighborhoods Grant”) inorder to execute a transformation plan for the east side of San Antonio in the area of WheatleyCourts; andWHEREAS, HUD approved SAHA’s application and awarded SAHA a grant in theamount of $29,750,000 for redevelopment of Wheatley Courts and the surrounding EastsideChoice Neighborhoods Community; andWHEREAS, the redevelopment plan depends in part on the use of low-income housingtax credits (“LIHTC”), which are awarded through a competitive rating process by the TexasDepartment of Housing and Community Affairs (“TDHCA”); andWHEREAS, applications receive points for being part of a neighborhood plan which hasbeen approved by the governing body of the municipality: andWHEREAS, staff desires to submit the Eastside Choice Neighborhoods TransformationPlan to the City of San Antonio for its adoption in order to secure additional points for SAHA’sLIHTC application; andWHEREAS, the Board of Commissioners (“Board”) has reviewed the foregoing anddetermined that the action authorized herein is in furtherance of the public purposes of SAHA,and in the public interest and to the benefit of the citizens and residents of San Antonio;NOW, BE IT THEREFORE RESOLVED BY THE BOARD OF COMMISSIONERS OFTHE HOUSING AUTHORITY OF THE CITY OF SAN ANTONIO, TEXAS, THAT:Section 1. The Eastside Choice Neighborhoods Transformation Plan is herebyapproved, and the President and CEO, any Vice President, the Secretary and/or Treasurer, or anyAssistant Secretary and/or Treasurer, or any of them, of SAHA, as appropriate, on behalf ofSAHA, are hereby authorized to execute and submit such Transformation Plan and relateddocuments (together, the “Documents”) to the City of San Antonio for its review and approval.The President and CEO, any Vice President, the Secretary and/or Treasurer, or any AssistantSecretary and/or Treasurer, or any of them, are authorized to approve such changes in, oradditions to, the terms of any of the Documents, including amendments, as such officers shalldeem necessary or appropriate upon the advice of counsel to SAHA, and approval of the terms ofany of the Documents by such officers and this Board shall be conclusively evidenced by theexecution and delivery of such Documents.Section 2. The officers of this Board, or any of them, are authorized to take any andall action necessary to carry out and consummate the transactions described in or contemplated

y the documents approved hereby or otherwise to give effect to the actions authorized herebyand the intent hereof.Section 3. If any section, paragraph, clause, or provisions of this Resolution shall beheld to be invalid or unenforceable, the invalidity or unenforceability of such section, paragraph,clause, or provision shall not affect any of the remaining provisions of this Resolution.Section 4. The recitals contained in the preamble hereof are hereby found to be true,and such recitals are hereby made a part of this Resolution for all purposes and are adopted as apart of the judgment and findings of the Board.Section 5. All resolutions, or parts thereof, which are in conflict or inconsistent withany provision of this Resolution are hereby repealed to the extent of such conflict, and theprovisions of this Resolution shall be and remain controlling as to the matters resolved herein.Section 6. This Resolution shall be construed and enforced in accordance with thelaws of the State of Texas and the United States of America.Section 7.This Resolution shall be in force and effect from and after its passage.* * *

A NEIGHBORHOODOF CHOICEEASTSIDE CHOICE NEIGHBORHOODTRANSFORMATION PLAN“The Future is in Our Hands”PEOPLE, NEIGHBORHOOD, HOUSING

AcknowledgementsThis planning effort is funded by a Choice Neighborhoods Initiative Planning Grant awarded to the San Antonio Housing Authority by theDepartment of Housing and Urban Development (HUD).STEERING COMMITTEEPARTNER MEMBERSSan Antonio Housing AuthorityUnited WayEastside Promise NeighborhoodSan Antonio for Growth on the Eastside(SAGE)St. Philips CollegeCity of San AntonioSpurs Sports and EntertainmentTrinity UniversityIMPLEMENTATIONPARTNERSUnited WayMcCormack Baron SalazarUrban StrategiesSan Antonio Housing AuthorityCHOICE NEIGHBORHOOD/PROMISE NEIGHBORHOODADVISORY BOARDRobert C. Acosta Angela AlvarezJoe T. Ashcraft Joe T. AshcraftErick Akins Stella Ashley MariaBarrera Cynthia Banks MaricellaBorroel Lester Bryant LindaBryant Al Campbell LourdesCastro Ramirez Shirley ColemanPam Deegear Francesca CaballeroIsaac Carreon Vanessa ChavezMichelle Daniels Christine Drennon,Ph. D. Robert J. Duron KristineEgan Mary E. Emerson MyrtleFranklin Mel Fechner Kamal FulaniAmanda Garcia Juan Garcia PaulGarro Tony Gay Roger GonzalezJackie L. Gorman Dianne GreenScott Gustafson Nancy L. HardAnthony Hargrove Sean T. Henry,Sr. Gloria Hurtado Linda JacksonAbigail Kinnison Charlotte-AnneLucas Darlyne McClinton-DrummerDarnell McLaurin Richard MilkJo Ann Murillo Gil Murillo KevinNelson John C. Norman MaryOlison John Orange Eddie PerezArrie Porter Lauren Quinlan JudyRatlief Lorraine Robles JeanneRussell Deborah Ryan SteveSaldana Molly Salmon CatherineSchneider Nancy SheppardComido L. Smith, Jr. Tara W.Stewart John Strelchun Ivy TaylorJudy Valdez Carmen Vasquez-Gonzalez Melanie Villalobos DanWalker, Jr. Joules Webb KimWhitmore Sedric Williams FritzH Williams Adena Williams Loston,Ph.D. Melody Woosley PeterZanoniELECTED OFFICIALSSenator John CornynCongressman Henry CuellarCongressman Francisco CansecoSenator Kay Bailey HutchinsonCongressman Lloyd DoggettCongressman Charlie GonzalesCongressman Lamar SmithRepresentative Ruth Jones McClendonRepresentative Jose MenendezCommissioner Tommy AdkissonMayor Julián CastroCouncilwoman Ivy TaylorCITY STAFFSheryl Sculley Peter Zanoni DavidEllison Francesca Cabellero ScottGustafson John Dugan PatrickHoward Barbara AnkamahSan Antonio Police DepartmentChief Bill McManusDeputy Chief Anthony TrevinoCaptain Anthony CastilloOfficer Charles HillerOfficer Nick StromboeCITY STAFFRobbie GreenblummFrances GonzalesSAN ANTONIO HOUSINGAUTHORITY BOARDRamiro Cavazos, ChairmanRichard Gambitta, PhD, Vice-ChairKarina CantuYolanda HotmanStella Burciaga MolinaCharles MunozLourdes Ramirez Castro, President &CEOMorris StriblingSAN ANTONIO HOUSINGAUTHORITYVicki Adams Leo Alonzo BennieBunkley Santiago Garcia EdHinojosa Angela Johnson Beth KeelAdrian Lopez Ramiro MaldonadoKathy McCormick Brad McMurrayLori Mendez Rudy Munoz RichardMilk Arrie Porter Lorraine RoblesVeronica Marie Sanchez NancySheppard Molly Vetter MelanieVillalobos Alejandra VillarrealHUDLarry Freeman Richard LopezDenise Phillips Nicole PuriJessica RosenbergPARTICIPATING WHEATLEYCOURT RESIDENTSCharles Shaw, Resident CouncilPresidentDaniel Arellano, Resident Council VicePresidentWanda Feggins, Resident AmbassadorDoris E. Brewer Linda BryantGladys Callies Sharon CochranJose A. DeHoyos Jacqueline DixonShonia Flowers Sabrina GarzaGloria S. Gonzales Freddie GreenSean Henry Clifton Hill Jr. TresiaJones Sherrie LaPlant RosemaryMascovr Linda Najera Gloria RaineyMartha Rodriguez Shanda ThomasAlvin Thompson Susie WestPARTICIPATING EASTSIDENEIGHBORSBrigadier General Theresa CarterVice Commander Col. Bob. Bridgeford—Joint Base Command—Ft. SamHoustonEASTSIDE PROMISENEIGHBORHOODElizabeth Arevalo Toni Van BurenMary Ellen Burns Jenny GarciaNoemi Gonzalez Patrice HargroveAlberta Harris Tony LeverettMarcos Marquez Henrietta MunozKatie Pace Loi TaylorPARTNERS—PEOPLE,NEIGHBORHOODS,HOUSINGPeopleBoys and Girls ClubFamily ServicesHIS Bridge BuildersProject QuestSt. Philips CollegeTrinity UniversitySay SiSan Antonio Independent School DistrictUnited Way – Eastside PromiseNeighborhoodUrban StrategiesSAHA Community DevelopmentInitiativesSPURS Sports and EntertainmentNeighborhoodBoys and Girls ClubsCity of San AntonioCity Councilwoman Ivy TaylorVIA Metropolitan TransitYouth Builders FoundationStraight Line ManagementUniversity of the Incarnate Word EyeClinicHousingSan Antonio Housing AuthorityNeighborhood Housing ServicesMerced HousingFranklin DevelopmentMcCormack Baron SalazarPLANNING TEAMGoody ClancyAerotekAngelou EconomicsKimley HornTrinity UniversityMcCormack Baron SalazarUrban Strategies

Table of Contents1. EXECUTIVE SUMMARY.....................................................................................................i2. INTRODUCTION............................................................................................................... 13. COMMUNITY ENGAGEMENT.......................................................................................... 34. VISION AND PRINCIPLES.............................................................................................. 75. THE EASTSIDE CHOICE NEIGHBORHOOD TODAY................................................... 116. HOUSING AND BUSINESS POTENTIAL..................................................................... 257. TRANSFORMATION PLAN............................................................................................ 298. LEVERAGING RESOURCES.......................................................................................... 619. DATA................................................................................................................................. 6510. IMPLEMENTATION...................................................................................................... 7111. NEXT STEPS................................................................................................................. 81APPENDIX............................................................................................................................ 85

EXECUTIVE SUMMARY1Executive SummaryThe Eastside Choice Neighborhood Transformation Plan is the roadmap to reinvigorationand activities that will result in a neighborhood that is dynamic, vibrant, andrespectful of the area’s assets. The strategies to be implemented will create a neighborhoodin which small businesses grow and thrive, students excel in local schools andadults continue to learn. It will be a neighborhood that is walkable, safe, and wheregood jobs may be found. It will be a place that families and individuals will be proud tocall home.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANi

EXECUTIVE SUMMARYEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANThis plan is grounded in a set of guidingprinciples created through an active communityengagement process. It is basedon an analysis of existing conditions todetermine the community’s assets andattributes, as well as barriers to being fullyengaged as a vibrant and vital neighborhoodin the City of San Antonio. The Planidentifies the issues, articulates the community’svision, and provides a clear set ofactions that will facilitate the revitalizationof the area.Although several issues were identified byresidents, a significant finding is the shift indemographics and culture. Historically, theneighborhood was largely African-Americanwith businesses, schools, churches andamenities oriented to that population.However, in the past several decades, theneighborhood has transitioned, witnessingan increase in the Hispanic populationand a decrease in the number of African-Americans, who choose to stay or returnafter completing their education. Residentsbelieve this contributes to the lack of adistinct and unique identity.The Eastside Choice Neighborhood is oneof an ever-diminishing number of neighborhoodswhere children can still walk to andfrom class. However, the quality of schoolsin the footprint has diminished and manyparents choose to enroll their children inprivate and charter schools outside thefootprint. Previous standardized tests confirmedparental concerns and the dropoutrate of the high school within the feederpattern is 46% and students consistentlyunder-perform their counterparts in otherschools. A high mobility rate within theneighborhood due to the high rental turnoveris also a contributing factor.The median income is substantially lowerthan other neighborhoods across the county.High unemployment is emblematic of thelack of adults of working age who are gainfullyemployed in careers earning a livingwage and subsequently living below thefederal poverty level.The Neighborhood challenges include anabundance of vacant lots and abandonedstructures, dated housing stock, more rentalsthan homeowners, a lack of connectivity, acrime rate twice the rate of the City-at-large,and a business environment in a state ofdecline. Single-family housing vacancy anddeterioration has been increasing and althoughthe neighborhood is centrally located,barriers include being adjacent to an interstatehighway, rail lines and industrial parks.The transportation system lacks efficiency insome areas, resulting in significant amountsof time to reach key destinations.The Housing challenges include a multifamilyvacancy rate of 14% and a lack ofquality affordable housing. The WheatleyCourts property consists of public housingthat is inefficient, inaccessible and obsolete.Transformation Plan GoalsThe Transformation Plan is organized intothree primary areas:• People: Investment into the people of thearea will result in improved educationalattainment, increased employment rates,healthier lifestyle choices and decreasesin crime. This will be accomplishedthrough an integrated case managementdelivery system, with organized data collectionand analysis, which will bring newservices to the area and provide educationand job training options for arearesidents.• Housing: The Transformation Plan callsfor the redevelopment of the WheatleyCourts, as part of a broader transformationof the Eastside neighborhood. SAHAwill create 591, mixed-income rentalhousing units as part of the overall effort.This will include one-for-one replacementof public housing, which will bedistributed throughout 305 new constructionunits at Wheatley Courts andan additional 286 mixed-income units atii

EXECUTIVE SUMMARYnearby Sutton Oaks.• Neighborhood: The neighborhood willbe changed from one of poverty intoa viable, mixed-income neighborhoodwith access to well-functioning services,neighborhood-serving retail and commercial,high quality schools and educationprograms, public parks and recreationfacilities, pedestrian paths, public transportation,and jobs.A Community Vision forImproved Quality of LifeThere were many people who contributed tothe development of this plan through theirparticipation in community meetings, focusgroups, PhotoVoice, committee and worksessions. More than 300 community membersattended one or all thirty (30) planningmeetings. In addition, staff members frompublic and private organizations attendedtechnical advisory meetings. The PlanningTeam held these meetings between March2011 and April 2012.During the public planning process andthrough discussions with community stakeholdersand partner organizations, a seriesof aspirational goals emerged that focuseddirectly on quality of life issues.Goals for the People component of theTransformation Plan will be led by UrbanStrategies, Inc. and include:• Begin with education and improve atevery level• Strengthen the relationship with the Cityof San Antonio Police Department andother partners to promote a safe neighborhood• Improve and create new workforce careerladder and growing industries; make jobcreation a priority• Ensure residents have access to wraparound services, including healthcare• Encourage a sense of community, neighborhoodstability and cohesion throughpromotion of programs and activities thatbring people together• Create incentives for businesses to locatein the areaGoals for the Housing component of thePlan will be led by McCormack Baron andSalazar (MBS) and include:• Ensure one-for-one replacement of theassisted housing• Create an economically integrated communityand maximize affordable housing• Include residents in all levels of planningand execution of the housing plan• Leverage substantial additional resourcesto ensure maximum impact in the neighborhood• Integrate the Housing component withother study area components, includinganticipating future housing needs• Provide appropriate unit configurationsthat are energy efficient, sustainable,accessible, connected and free fromdiscrimination• Create a strong sense of communitythrough community designGoals for the Neighborhood componentof the Transformation Plan will be led bySAHA and include:• Increase green space• Implement Bryne Act-funded crime preventionand safety-enhancing activities inpartnership with EPN to improve a senseof personal safety• Establish community gardens and producea food co-op• Increase connectivityEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANiii

EXECUTIVE SUMMARYEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN• Increase home ownership through infillhousing and rehab of acquired singlefamily units• Prioritize neighborhood level retail andservices• Promote a retail façade program• Create incentives for businesses to locatein the areaThe plan will address transformation bystrengthening the social fabric of the neighborhood,connecting it to resources that willimprove the quality of life for its residents.It builds from existing assets, e.g., microloansby San Antonio for Growth on theEastside for new business starts; internaland external workforce development trainingand adult education; proximity to two majoremployment centers (Fort Sam Houstonand downtown); and significant investmentsby the City in the target area. The EastsideChoice Neighborhood is aligned with theEastside Promise Neighborhood, SA2020 (acommunitywide strategic planning process),and the Eastside Reinvestment Summit.Positive outcomes for Wheatley Courts residentswill be achieved through on-site casemanagement providing a range of neededservices and backed by a network of SAHAand community service providers. In responseto community needs and residents’interests in seeking work, a particular emphasiswill be on expanding job readiness,training and placement programs throughSAHA’s Moving to Work Program, GoodwillIndustries’ Good Careers Academy, and St.Philips College. Improved access to healthcare and services aimed at improving residents’health will occur through expansionof a Metro Health projects and services, betterconnection to the Frank Bryant HealthCenter, and programmed green spacesaround the neighborhood. United Way’sEastside Promise Neighborhood will implementcradle to college/career programs forchildren, youth and adults. Urban Strategies’case management team will coordinateclosely with the EPN team to ensure thatfamily supports enhance comprehensiveeducational efforts and create a communityof Choice.SAHA seeks to redevelop Wheatley Courtsand San Antonio’s Eastside into a walkable,safe, compact, mixed-use, pedestrianfriendlyneighborhood of opportunitycontaining a wide range of amenities. SAHA’sgoals for the master planned neighborhoodare to: increase park space; implementByrne Act-funded crime prevention andsafety-enhancing activities in partnershipwith EPN; establish a community gardenand produce co-op; coordinate placementof a multi-modal transit hub to link WheatleyCourts residents with anchor institutions andemployment centers; and construct a communitycenter that serves as a focal point foryouth, arts, neighborhood beautification andcommunity engagement.The Housing Plan is to convert WheatleyCourts, an obsolete, inefficient, inaccessible,and unsafe public housing site, into a 305-unit, high quality, mixed-income community.In addition, it will build on SAHA’s 194-unit,mixed-income Sutton Oaks Phase I, andadd an additional 286 mixed-income unitsin Sutton Oaks II and III, while saving a keypiece of land for commercial/retail development.This will result in one-for-one replacementof the public housing units and willensure long-term affordability in a diverse,mixed-income community. Not only is therevitalization of the Wheatley site and thecontinued transformation of the Sutton Oaksarea an integral part of the TransformationPlan for the Eastside neighborhood, thisstable, safe, energy-efficient, accessible,connected, mixed-income community willbe the anchor supporting other non-physicalefforts in the community, including thePromise Neighborhood initiative.The aggregation of these new, enhancedand expanded resources, augmented by thearea’s proximity to downtown and major em-iv

EXECUTIVE SUMMARYployment centers, will trigger a resurgenceof the area’s popularity for families andindividuals of all ages. The long-term resultwill be an Eastside community whose assetsare owned and managed by its residentslong after Choice is gone.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANv

EXECUTIVE SUMMARYEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANvi

INTRODUCTION2IntroductionIn 2008, the City of San Antonio passed a seriesof city ordinances intended to promote growth anddevelopment in the “heart of the City”, areas such asSan Antonio’s Eastside that have been historicallyunderserved. These ordinances, based on infill developmentpolicy, a series of reinvestment zones, anda renewed focus on community and economic development,are the touchstones of this reinvigoratedapproach to revitalization. The intent is to coordinatepublic initiative and stimulate private investment.Possibly the most remarkable product of thiseffort is the acknowledgement by the City, county,various taxing authorities (including school districts,transit authority, river authority), governmentalbodies, non-profits, and the business communitythat they must work together to benefit the targetedneighborhood. In 2009, all agreed to pilot a placebased project to identify a neighborhood where thebenefit of breaking down silos across agencies, workingtogether, weaving together resources and engagingan outside, independent research partner (TrinityUniversity), could be demonstrated. In 2010, theChoice Neighborhood Initiative was announced.Under the leadership of Mayor Julián Castro, theCity of San Antonio is being reinvigorated. It is“nationally recognized” as a city on the move, andnowhere is that more apparent than in the EastsideNeighborhood. The Eastside Choice NeighborhoodTransformation Plan is the roadmap to reinvigorationand activities that will result in a neighborhoodthat is dynamic, vibrant, and respectful of the area’sassets. The strategies to be implemented will createa neighborhood in which small businesses growand thrive, students excel in local schools, and adultscontinue to learn. It will be a neighborhood that iswalkable, safe, and where good jobs can be found. Itwill be a place that families and individuals will beproud to call home.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN1

INTRODUCTIONEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN2

COMMUNITY ENGAGEMENT3Community Engagement“I think I heard you say” was the phrase repeated by facilitators throughout the Community Engagementprocess. Throughout the process, the values of listening well, seeking understanding,transparency and mutual respect guided the planning work. Maintaining these values will lead tothe transformational impact sought by all stakeholders. The plan was not imposed on residentsand neighbors by “outsiders,” but created with the participation of area business owners, educators,students, and families livingor working in the neighborhood.There were many people whocontributed to this plan throughtheir participation in communitymeetings, focus groups, and committeeand work sessions. Morethan 300 community membersattended one or all thirty (30)planning meetings. The PlanningTeam held 30 meetings betweenMarch 2011 and April 2012.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN3

COMMUNITY ENGAGEMENTEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANResident Engagement and Community EventsIn total, eighteen major events were held to engage the entire community.The sequence of these events are outlined in the following diagram.2011 2012MAR APR MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUNE JULY AUG SEPT OCTMARCH 2011ChoiceNeighborhoodPlanning Grantannouncementto partnersJUNE 13, 2011Start: WheatleyCourts CommunityMeeting with HUDRepresentativesAUGUST 20, 2011Back-to-School:Khakis for KidsSEPTEMBER 28,2011Wheatley ResidentMeeting—study area logodiscussion/creationOCTOBER 4,2011National NightOut—Launchthe communityengagementactivitiesOCTOBER 5–NOVEMBER 2,2011PhotoVoicesSessionsOCTOBER 4,2011–FEBRUARY,2012Focus Group withWC SAHA staff,SAHA–SAPDSecurity Teams,Eastside BusinessLeaders. AreaFaith-BasedLeadersOCTOBER 30,2011Business CorridorHalloween PartyNOVEMBER22, 2012MotorcycleThanksgivingTurkey GiveAwayDECEMBER2011KaBoomPlaygroundBuild-OutJANUARYMLKNeighborhoodBeautificationand RevitalizationProjectJANUARY 2012Dream Big Bus TourFEBRUARY 15–MARCH 12, 2012Resident FocusGroups—Housing/Relocation &Replacement—NeighborhoodRevitalization/People/EconomicSelf-SufficiencyMARCH 1–3,2012Meeting—Understanding thePresent, Mappingyour Future,Design RevealedMARCH 15, 2012CommunityMeeting—Viewingthe PlanAPRIL 2012UrbanRenaissanceFramework—Strategic Planfor Eastside JULY 28, 2012“A Gathering ofMen” roundtablediscussion men onlyJUNE 15, 2012Fathers andFamilies Pre-Father’s DayCelebrationJUNE 2012SAHA AdoptsStrategic PlanEastside ChoiceNeighborhoodpriority underHousingExpansionSEPTEMBER2012Byrne GrantAnnouncedA bus tour helped the community conceptualize alternateneighborhood and housing designs. Residents were thenprepared to be actively involved in the meetings thatwere convened daily to address core principles of People,Neighborhood and Housing, culminating in a three-daypublic meeting and design charrette.OCTOBER 2, 2012National Night OutOCTOBER 2012Annie E. Casey JobTraining Fundingawarded throughpartnership withUnited Way4

COMMUNITY ENGAGEMENTResident andNeighborhood AwarenessPlanning efforts were designed for inclusionand activities, to encourage a residentengagement process leading to the creationand understanding of possibilities forreinvestment in the eastside community.Several events provided an opportunity forone-on-one and group conversation, including“Khakis for kids,” a back-to-school eventthat was held in conjuction with the EastsidePromise Neighborhood; and, His BridgeBuilders’ on-site back-to-school event thatprovided Wheatley children with uniformsand supplies for the upcoming school year.Weekly Photovoice meetings with residentscaptured the challenges and opportunitiesof living in the neighborhood. Residents andneighbors created a logo and branding forthe Choice Neighborhood in a facilitatedprocess.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANFocus groups with SAHA staff, Law Enforcement,Businesses, Faith Based Organizationsand Neighborhood organizationsrounded out meetings in 2011, and set thestage for goal setting and dream buildinginto the future.5

COMMUNITY ENGAGEMENTEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN6

VISION AND PRINCIPLES4VisionVision and PrinciplesThe Eastside will thrive as a revitalized, mixed-incomeneighborhood that builds on its existing assets and createsnew, high quality housing for all. A short distance fromdowntown, the Eastside Choice Neighborhood will bethe model for other revitalization efforts in San Antonio,with retail, restaurants, community, and economic activity,active thoroughfares and vibrant business corridors. It willbe a safe neighborhood with new parks and recreationalopportunities, reinvigorated commercial districts withenhanced identities, green walking and biking streets,and a variety of housing options. The Eastside will be aneighborhood of choice.Wheatley Courts residents and neighbors worked togetherin March 2012 to develop a series of community-basedprinciples.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN7

VISION AND PRINCIPLESEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANCommunity-DevelopedPrinciplesResidents across the Eastside neighborhoodfirst worked together to identify strengthsand challenges within the study area, thendeveloped a series of priorities and possibleinitiatives to help revitalize the entire area.Residents were asked to focus on places topreserve, places to change, prioritizing typesand locations of retail and social services,parks and open spaces, building types andA SAFE NEIGHBORHOOD• Prevent crime• Create safe public spaces• Improve lighting• Increase walkability score1 42 563QUALITY SERVICES AND SITES• Provide a variety of services includingsocial, educational, and recreational• Improve existing services, attract andcreate new ones• Improve access and connections tosurrounding neighborhoods, city, andregion• Mentoring and youth programsDIVERSE AND AFFORDABLE• Celebrate diversity with places andevents that bring together differentcultures• Provide affordability for current andnew residents• Make community attractive to a broadand diverse group of people• Create a variety of affordable housingchoices• On-site recreation community centercharacter, and potential “complete streets.”These discussions resulted in the followingprinciples and guided strategies for theTransformation Plan.NEIGHBORHOOD REINVESTMENT• Reinvest in existing properties• Infill of vacant lots with new homes• Prioritize civic infrastructure• Build a sense of pride among residents• Maintain trees, landscapingINVESTMENT IN OUR NEIGHBORS• Provide sustainable opportunities fornew jobs• Provide higher quality education• Promote economic developmentA HEALTHY, WALKABLE COMMUNITY• Provide access to a variety of physicaland behavioral health services• Create walkable, mixed-use environmentthat is pedestrian-focused• Improve green space and recreation• Community garden and fresh food8

VISION AND PRINCIPLESBuilding aNeighborhoodFrameworkThe planning team recordedin real-time opportunities asthey were voiced during thework sessions. A neighborhoodplan was sketched, andthe residents and planningteam together created a neighborhoodframework. Based onadditional stakeholder engagement,public input, and commercial/residentialanalyses,a final community-based planvision emerged that targetscritical areas for new retail development;creates an “educationcorridor” to highlight thestudy area’s important institutions;increases, improves,and shares the area’s greenspace and connects them tothe surrounding open spacenetwork; and, targets strategicinfill housing developments inan effort to revitalize neighborhoodstreets block by block.Potential for long-term infilldevelopment to screen edge ofrailyard and reinforce street aspart of neighborhoodWork with city to turn adjudicatedand vacant properties into newhousing, community gardens,possible pocket parksCreate newopportunities forshared-use ofrecreational spaceLinear park alongcreek, whichconnects to largeropen-space systemsEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANPrioritize the revitalization of commercial/retail space.Highlight this as center of business initiatives and jobopportunities. Potential for façade improvement grants(SAGE). Urban farm/community garden.Pedestrianimprovementsto larger-scaleshopping areaEducation corridor/sto connect WheatleyCourts to St. PhilipsEnhance/utilize as greenspace to increase openspace opportunitieswithin study areaHaysas bikeboulevardThis illustrative concept plan was developed with the residents to identify key priorities and potential redevelopmentinitiatives across the study area.9

VISION AND PRINCIPLESEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN10

THE EASTSIDE CHOICE NEIGHBORHOOD TODAY5The Eastside ChoiceNeighborhood TodayDeveloping an actionable plan requires understanding the Eastside Choice Neighborhoodas it exists today. It is a tapestry of people, rich in experiences, expertise, and strengths andchallenges, all of which contribute to the unique character that is the Eastside.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN11

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANNEW BRAUNFELS AVEWheatleyCourtsWALTERSHOUSTON STHistory of EastsideNeighborhoodThe footprint of the Eastside Choice Neighborhoodis set in the heart of the Eastside ofSan Antonio. With its New Braunfels Streetforming a boundary to the west, InterstateHighway 35 to the north, railroad tracksto the east, and Martin Luther King Driveto the south, this community is rich withlandmarks and a vibrant past. The strengthsof this community include its characteristicself-reliance, unique history, valued institutions,established churches and smallbusinesses serving the area, convenientlocation relative to downtown, and presenceof affordable housing developments foreconomically-challenged families.NCOMMERCE STSt. PhilipsCollegeWheatley Courts Transformation Plan study areaMARTIN LUTHER KING DRUp until the early 1900s, the east side ofSan Antonio was racially mixed. However,after the construction of the SouthernPacific Railroad on East Commerce Streetin 1903, the area became identified asthe black section of town. More African-American families migrated to the area andpurchased property to live close to jobs. Dueto segregation and the inability to accessservices, the African-American communitydeveloped its own business district. Bornwere corner grocery stores, barber shops,restaurants, cemeteries, and funeral homestailored to the needs of the African-Amer-12

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYican residents. Despite the disinvestmentand deterioration of the neighborhood, manyare still in existence today. This is a testamentto the resolve of this community.The Eastside Choice Neighborhood is knownfor its landmark institutions, including:St. Philips College, the only college to befederally-designated as a historically blackcollege and a Hispanic-serving institution;Carver Cultural Center, whose origin was alibrary and auditorium for African-Americans;Ella Austin Community Center which beganas an orphanage for black children and nowprovides various services to the area; PhyllisWheatley Middle School, which formerlyserved as the African-American High Schoolfor the area; and both the old Sutton Homesand Wheatley Courts, which was built in the1940s, some of the oldest public housingdevelopments in San Antonio.The 14-memberDilworth family infront of their six-roomhouse. The family paid$16 per month for ahome that containedno inside bath, toilet,or running water.Today, there are approximately 10,469 residentsliving in the Eastside Choice Neighborhood.Households are now predominantlyHispanic. A City of San Antonio Office ofCultural Affairs’ 2002 report states that“the tightly woven fabric of this communitychanged drastically with integration and thedisbursement of people and resources. Duringthe ‘50s and ‘60s, Eastside residents beganmoving with the city’s growth northward.”More and more of the City’s attention andresources were focused on this northwardgrowth and less on east San Antonio, whicheventually led to its deterioration. Despite theEastside Choice Neighborhood’s challenges,the residents have great pride and hope thatpositive change is now within reach. Thissentiment was best said by Norma Witherspoon,a neighborhood small business ownerwhose family has owned businesses in thearea for over 50 years, who stated at theunveiling of the Transformation Plan, “It’s likethe Cavalry has finally arrived.”EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANIola Dilworth shown in thekitchen of her former homewhere she lived with her parentsand 11 brothers and sisters.Daisy Ketchum isshown in the threeroomsubstandardhouse, which she,her husband, and fivechildren occupied priorto the construction ofWheatley Courts.Norma Witherspoon (right) with Shakira, who isbeing mentored at Lil Ronnie’s Wigs & Appareland Nick’s Beauty and Supply.13

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANPEOPLEAGE DEMOGRAPHICCENSUSTRACT#1306CHOICENBRHDBEXARCOUNTYMedian age 30.7 32.7% working-age 41.5% 48.33% 51%adultsChild-agedependency ratio71.5% 62.1% 43.6%There are 9,006 people living in the ChoiceNeighborhood. The child-age dependencyratio (the number of children in the populationfor every working-age adult) is significantlyhigher in the Choice Neighborhoodthan in Bexar County, signaling that thereare far more children relative to adultsin the area. The lack of adults puts morepressure on a few parents and grandparentsto raise the children in the neighborhood.This statistic is consistent with thefocus group findings of a preponderance ofunaccompanied youth in the neighborhoodand the need for activities for area youth.HOUSEHOLD STRUCTUREThere are 3,667 households in the ChoiceNeighborhood.There are slightly fewer nuclear familiesin the study area compared to the County.Of those families, far fewer are traditionalhusband-wife families with children thanin the county, and many more are femaleheadedhouseholds with no male adultpresence.RACE AND ETHNICITYCHOICENBRHDBEXARCOUNTY“Families” 68% 69.6%Families with both38.2% 65.5%parents presentFemale-headed families 50.1% 27.3%RACE | TRACT 13061990 2000 2010Total 4,543 5,525 4,595African-American3,330(73%)Hispanic 1,198(26%)2,490(55%)1,855(41%)1,721(37.5%)2,817(61.3%)Anglo 106 (2%) 155 (3%) 154(3.4%)Interestingly, this composition has beenchanging for several decades and only recentlybecame majority-Hispanic, with theAfrican-American population leaving andaging in place and very few new peoplemoving into the neighborhood.EDUCATIONAL ATTAINMENTSchool reform is a primary goal of theEastside Promise Neighborhood (EPN) grant,which is partner to SAHA, San Antonio IndependentSchool District (SAISD) and the Citythrough United Way. It is a means to implementrigorous educational goals which arefully integrated into the Transformation Plan.St. Philips College is one of several landmarkinstitutions located in the Eastside ChoiceNeighborhood.Source: Census Tract Data, American Community Survey, 5 yearestimate 2010Racially and ethnically, the Choice Neighborhoodis one of the most diverse inSan Antonio, with significant numbers ofAfrican-Americans and Hispanics present.In the study area, 42.8% of the adult populationdid not graduate from high school andin the Wheatley Courts neighborhood it was44.75% did not graduate from high school.14

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYPEOPLEIn comparison, 18.5% of adults in BexarCounty did not graduate from high school.There are significant, persistent challengesin the EPN and Choice target area, includinginadequate access to high quality earlylearning programs, struggling schools, overagestudents, low graduation rates, poorhealth conditions and insufficient or ineffectivesupportive services. In combinationthese indicators have produced the lowestcollege enrollment rates in the city. Also,EPN families tend to be highly transient, acorrelate to poor school performance. Ofthe students attending EPN elementary andmiddle schools over the last nine years, themobility rate is 100%, i.e., not one studentenrolled in kindergarten and continuedthrough 8th grade.In the 2010–2011 EPN Needs Assessment,Segmentation Analysis, and School ClimateNeeds Assessment completed as part ofthe planning grant, the indicators of needsstipulated by the Department of Educationprovided a vivid portrait of a community indistress. More than two-thirds of childrenfrom the neighborhood enter kinder withoutkinder ready skills—47% leave kinder withoutkinder ready skills.Only one in four (24%) of children ages 0to were in center-based care, SAISD Pre-K,Early Head Start, or Head Start (comparedto 31% for San Antonio). 62.8% of EPN 3rdgraders passed the 2010 TAKS reading testand 62% passed the math exam (comparedto 84% for reading at the district level and72% for math). The four year graduationrate for the Sam Houston High School classof 2009 was 45.9%, compared to 80.6% forthat school year.The quality of education in Eastside schoolsis poor, contributing to parents enrollingtheir children in private and charter schools.While 79% of elementary school-age childrenattend neighborhood public schools,only 63% of middle-school-age studentsand 50% of high-school-age students attendarea public schools. Standardized testresults verify parents’ concerns (67% of 5thgraders in public schools make adequateyearly progress in reading and 65% do so inmath). Other statistics include:• The dropout rate at Sam Houston HighSchool is 46% and students consistentlyperform below their counterparts in otherdistricts.• According to the latest 2011 Texas Assessmentof Knowledge and Skills (TAKS)scores, 49% of individuals across 9th–11th grade failed the overall exam, up11% from the previous year.• Sam Houston students ACT scores areconsistently lower than the average ACTscores for the district and city, with 2010scores for the high school 46% lowerthan San Antonio’s average ACT scores.The Eastside Promise Neighborhood aimsto address significant challenges faced bystudents and families living in high-povertycommunities by providing resources to planand implement a continuum of servicesfrom early learning to college and career.Plans include a range of services fromimproving a neighborhood’s health, safety,and stability to expanding access to learningtechnology and Internet connectivity,and boosting family engagement in studentlearning. Remedies for deficiencies in educationare examined in the People segmentof the Transformation Plan.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN15

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANPEOPLECHALLENGES(Reflects population within the entire studyarea)• Median income is $19,815, which is farless than the County’s rate of $49,221.Median householdincomeFamilies receiving foodstampsFamilies below federalpoverty levelCHOICENBRHDSANANTONIO$19,815 $49,22134.6% 11.5%43.8% 13.2%• 34.6% of families are receiving foodstamps, three times the rate of BexarCounty (11.5%).• 43.8% of families live below the federalpoverty level.• 42.8% of adults did not graduate fromhigh school, compared to 18.5% forBexar County.• 50.1% of households are female-headed,with no male adult presence, comparedto 27.3% in Bexar County.• The quality of education in Eastsideschools is poor.• There is a high mobility rate of students.• High unemployment rate among adultsof working age.• Lack of access to adequate healthcare.• Lack of after school and recreationalprograms for youth16

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYPEOPLESTRENGTHSAntioch Missionary BaptistChurch—One of the oldest churchesin the Eastside Choice Neighborhood,Antioch is a spiritual mainstayoffering a variety of ministries andservices through Antioch CommunityTransformation Network, includingBack to School Festival, Parenting,Senior and VITA Services, and utilityassistance.Goodwill—Serves specific populations(ex-offenders, homeless, veterans,youth), providing assistance topeople with disabilities or who havebeen on welfare or faced chronicpoverty.Eastside Promise Neighborhood—U.S. Department of Educationfunded program to develop and supporta continuum of cradle throughcollege and career solutions, andfamily strengthening efforts.United Way San Antonio—Providesfunding for non profit organizations,and assists people with meetingbasic needs of child care, medical/dental care, employment, housingand more.Family Services Association—Offersa variety of programs for youth, adultand seniors, including Head Start,child care, counseling, marriage andrelationship services.His Bridge Builders (HBB)—AFaith-based agency, HBB providestutoring and job training, employmentand summer programs forWheatley residents.St. Philips College—One of theoldest and most diverse communitycolleges in the nation that is the onlycollege to be federally-designated asboth a historically Black college anda Hispanic-serving institution.Boys and Girls Clubs—Serves youththrough after school and summerprograms.Salvation Army—Provides spiritual,social and emotional assistance formen who have lost the ability to copewith their problems and provide forthemselves.Frank Bryant Clinic—A Communicarehealth center on the City’s Eastside,offering health care services ona sliding scale.Healy Murphy—Non-profit organizationoffers alternative education,one-on-one attention, individualizedcurriculum, health and child careservices.Ella Austin Health Center—Freeclinic that provides medical anddental services to area residents.Urban Strategies—Urban Strategiesrebuilds the physical and humaninfrastructure of redevelopingurban communities by partneringwith neighborhood organizations,residents, developers, policy makers,institutional stakeholders andfunders, to transform public andprivate systems to support strong,self-sustaining people, families andcommunities.Say Sí—A year-round, long-term,non-profit multidisciplinary artsprogram that provides youth withopportunities to develop artistic andsocial skills in preparation for highereducational advancement and professionalcareers.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN17

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANPEOPLEThe Transformation Plan builds from existingassets, e.g., microloans by San Antoniofor Growth on the Eastside for new businessstarts; internal and external workforce developmenttraining and adult education; proximityto two major employment centers (FortSam Houston and downtown); and, significantinvestments by the City in the targetarea. The Eastside Choice Neighborhood isaligned with the Eastside Promise Neighborhood,SA2020 (a citywide strategic planningprocess), and the Eastside ReinvestmentSummit organized by a City CouncilwomanTaylor and Mayor Julian Castro.Positive outcomes for Wheatley propertyresidents will be achieved through on-sitecase management providing a range ofneeded services and backed by a network ofSAHA and San Antonio Community ServiceProviders. In response to community identifiedneeds and resident interest in obtainingemployment, a particular emphasis will beon expanding job readiness, training andplacement programs through SAHA’s Movingto Work Program, Goodwill Industries’ GoodCareers Academy, and St. Philips College.Improved access to health care and servicesaimed at improving resident healthwill occur through expansion of Healthservices, better connection to the FrankBryant Health Center, and programmedgreen spaces around the neighborhood. Akey partner to the Eastside Choice NeighborhoodInitiative and sister grant is UnitedWay’s Eastside Promise Neighborhood,which will implement cradle to college/career programs for children, youth andadults.Urban Strategies case management teamwill coordinate closely with the EPN team toensure that family supports enhance comprehensiveeducational efforts and create acommunity of Choice. Public safety will beimproved by more consistent, positive communicationbetween law enforcement andresidentsThe aggregation of these new, enhancedand expanded resources, augmented by thearea’s proximity to downtown and major employmentcenters, will trigger a resurgenceof the area’s popularity for families and individualsof all ages. The longest-term resultwill be an Eastside community whose assetsare owned and managed by its residentslong after Choice is gone. 11 Source: United Way of San Antonio and Bexar County Website -UnitedWay awarded $24.6 million Eastside Promise Neighborhood implementationgrant18

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYNEIGHBORHOODSTUDY AREA CHALLENGESSingle-family housing vacancy and deteriorationhas been increasing in the Eastsideover the last decade, putting downwardpressure on median home prices comparedto the rest of the city. Factors contributing tothis decline include:• Over 180 vacant lots and abandonedstructures.• 57% of housing stock was built prior to1959.• 52% of occupied units are renters.• Ineffective street grid, made of narrowblocks and streets.2010 HOUSING UNITSSTUDYAREA 1306 1305 1307SANANTONIOTotal Units 4,163 1,817 1,686 660 837,999Occupied 3,500 1,510 1,410 580 763,022Vacant 663 307 276 80 74,977Vacant % 16% 17% 16% 12% 9%Source: U.S. Census DataVACANT LOTS AND ABANDONED STRUCTURESEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN• A dearth of park space, entertainmentand recreational establishments, andpublic art.• Neighborhood is well-located but notwell-connected. Major barriers includeinterstate highway system, rail lines andadjacent industrial parks.• Transportation system lacks efficiency inreaching key destinations and can takesignificant amounts of time.The current environment presents several challenges, including illegal dumping, vandalism anddangerous premises that are havens for crime. However, the Transformation Plan considers theseproperties an opportunity for reinvestment. SAHA is working in partnership with the City of San Antonioto acquire the City-owned properties and to obtain funding for those properties owned privately or bythe County. The intent is to create infill housing that promotes land assemblage and reinvestment, isattractive to private developers, provides visible change and leads to a safer neighborhood.19

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANNEIGHBORHOODSTUDY AREA CHALLENGES• Neighborhood lacks connectivity andis not well-suited for walking or biking.Sidewalks are in serious disrepair and inmany cases do not connect in any cohesivemanner. Aging infrastructure mustbe addressed.• Street lighting is poor across the studyarea, leading to issues with both mobilityand safety.• Crime remains a major issue with violentcrimes within the neighborhood 2.4 timeshigher than the City of San Antonio.Drug-related crime is also prominent inthe area and is recorded to be 3.3 timeshigher than that of the City.• Significant commercial vacancies exist onNew Braunfels Avenue, the main commercialcorridor in the study area.• Illegal dumping contributes to the deterioratedappearance of neighborhood.• Stray animals are identified as one ofthe main factors contributing to personalsafety concerns.20

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYNEIGHBORHOODSTRENGTHS• Neighborhood history includes African-American population moving into thearea in the early 1900s, owning andmanaging local businesses, churches,and schools.• There are more than 60 churches andfaith-based organizations active in thearea.• Proximity to large employers includingthose in the downtown area, Fort SamHouston, and other employers locatedalong I-35.• St. Philips Community College is thehistorically black community college andHispanic-serving continuing educationschool, which will provide customizededucation programs for neighborhoodresidents.• Home to nation’s largest MLK marchIn addition, the Wheatley Courts area is surroundedby several major economic generators,including:• Central Business District• Fort Sam Houston• St. Philips College• AT&T Center/Freeman Coliseum• the proposed east-west light rail line.Minor economic generators (existing andproposed) include:• University of Incarnate Word (UIW) EyeCare Clinic• proposed Alamo Beer Co. Micro-Brewery• ongoing revitalization of the adjacentneighborhoods of Government Hill andDignowity Hill. 1EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN1 Source: March 2012 Wheatley Courts Choice Neighborhood MarketAnalysis – San Antonio, TX Angelou Economics21

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANHOUSINGCHALLENGES• Multi-family vacancy rate of 14%• Dilapidated and abandoned structures• Concentrated poverty• Distressed Class C and D multi-familyproperties• Lack of affordable, livable, and decenthousing• Wheatley Courts public housing—currently inefficient, inaccessible andobsolete• Surrounding neighborhood plagued withvacant lots and abandoned structures• The number of vacant and dilapidatedhousing units in the area has steadilyincreased over the past decade to 16%.The U.S. Census Bureau defines a housingunit as any apartment, mobile home,a group of rooms, or a single room thatis occupied (or if vacant, is intended foroccupancy) as separate living quarters.According to the 2010 Census, 663units are considered vacant, which isa 23% increase over the past decade.The defined Study Area is considerablysmaller in comparison to San Antonio,yet accounts for 1% of all vacant housingunits in the city. Renters account for52% of the occupied housing units withinthe “Study Area” while 23% of individualsown their homes free and clear. SanAntonio’ has a much higher percentageof owner occupied housing (64%) thanthe Study Area (48%).• Increasing rental rates and low occupancyrates within the “Study Area’s” multifamilymarket indicate that residents arelooking elsewhere for housing due to alack of affordable units outside of publichousing. Rental rates have risen by 7.2%since 2007 to $663/ per month. The currentaverage rental rate is alarming highfor an area where 51% of the renter populationwhose annual household medianincome is less than $15,000. San Antoniorental rates have risen sharply comparedto the “Study Area,” with currentaverage rates at $715/month, 8% higherthan the Study Area’s current rental rate.Occupancy rates within the “Study Area”have declined sharply signaling that thesteady rise in rental rates has forcedindividuals to seek housing elsewhere.Vacancy rates for the “Study Area” haverisen to 14% since 2007 despite theoverall decrease in vacancy rates for theSan Antonio multi- family market. Highervacancy rates signal that residents areseeking housing elsewhere. 11 Source: March 2012 Wheatley Courts Choice Neighborhood MarketAnalysis – San Antonio, TX Angelou Economics22

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYHOUSINGSTRENGTHS• Location• Area affordability• Active redevelopment in surroundingareas• 64% of residents within the “Study Area”travel less than 10 miles to work comparedto only 48% for the San Antonioregion and 44% for the State of Texas. Individualcensus tract benchmarks depicta similar commuting pattern to the StudyArea. The high percentage of populationthat commutes less than 10 miles to worksuggests that the continued expansionof nearby employment centers, such asdowntown San Antonio and Fort SamHouston, will substantially benefit residentswithin the Study Area. 1EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN1 Source: March 2012 Wheatley Courts Choice Neighborhood MarketAnalysis – San Antonio, TX Angelou Economics23

THE EASTSIDE CHOICE NEIGHBORHOOD TODAYEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN24

HOUSING AND BUSINESS POTENTIAL6Housing and Business PotentialTransformation of the Eastside Choice Neighborhood will beachieved by working with the existing assets and taking advantage ofemerging economic opportunities in the area. Angelou Economicsprovided an economic analysis of the Eastside Choice Neighborhoodwhich found there is strong potential for new multi-family housing,increased household and personal service businesses and suppliesand business support services. These will be areas of focus for microloans,store-front improvements and business plan competitions.New retail and restaurant services will be possible once the income inthe area increases and the negative perceptions of the area is changed.To address these issues, community events and festivals with a “Rediscoverthe Eastside Theme” will be introduced to invite a broadersegment of San Antonio into the area to experience the positivechanges in the area. There will be focused neighborhood initiativesthat are completed street by street, which will, over time create astrong, positive community identify and support private investmentinto the neighborhood.“The Choice Neighborhood Implementationgrant will transform the Wheatley area intoa community enriched with quality housing,education, employment, health and economicdevelopment opportunities—refurbishing theexisting public housing development into a 305-unit, high-quality, mixed income community withan additional 286 mixed-income units in SuttonOaks II and III, while saving a key piece of landfor commercial and retail development.”LOURDES CASTRO RAMIREZOne finding of themarket analysisindicates a strongmarket potential fornew multi-family.The multi-familybuildings depictedare two of severalconcept designsfor a futureWheatley Courtsredevelopment.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN25

HOUSING AND BUSINESS POTENTIALSHORT-TERM (1–5 YEARS) POTENTIAL FOR NEW DEVELOPMENTEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANDEVELOPMENT TYPE LEADING STRONG LACKING WEAK ASSESSMENTHOUSINGRETAILSingle FamilyMulti-familyLocal/NeighborhoodRetailRegional/GeneralMerchandiseLow incomes and minimal population growth, combined with widespread disinvestmentin existing single-family housing in the Wheatley Courts area are major barriers to newdevelopment. However, revitalization of adjacent neighborhoods (Dignowity Hill andGovernment Hill) could spill over into the Wheatley Courts area.The lack of an existing nearby high-quality market-rate apartment complex, combinedwith vacancy rates that are at or below the region, suggests a gap in the supply of qualityhousing. Multi-family housing that serves military families from Fort Sam Houston and St.Philips College students is a real possibility in the short-term.Retail vacancy rates are low and there are some significant sources of retail leakage thatresult in the loss of retail activity within the Wheatley Courts area, primarily in personalproducts, clothing, and household stores. The high cost of constructing new space comparedto the relatively low prices/square foot for existing retail space is a barrier.The Wheatley Courts area is centrally located within the San Antonio region, but is notwell-suited for large-scale, regional-serving retail such as department stores or majorshopping centers, which gravitate toward either the Central Business District or suburbanemployment/retail centers.RestaurantsThere are some immediate opportunities for small-scale, local restaurants in the WheatleyCourts area, particularly along the New Braunfels Avenue corridor; however, lowincomes and negative perceptions could discourage investment in the short-term.SERVICESHouseholdBusinessSupportPublic/SocialSupportOne of the most promising opportunities for the Wheatley Courts area is the developmentof local-serving household and personal services (home/automobile maintenance,repair, landscaping, etc.) which could be provided by new or existing small businesses.Business support services provide another relatively strong opportunity for the establishmentof new small businesses in the Wheatley Courts area, by leveraging the neighborhood’sproximity to major employers to provide supplies and support services to the majorcommercial/office areas in the Central Business District and to nearby industrial areas.The redevelopment of the public housing complex, along with the high levels of povertyin the neighborhood, provide a unique opportunity for the Wheatley Courts area todevelop a cluster of public/social support facilities, ranging from health clinics to communitycenters that serve the surrounding area.26

HOUSING AND BUSINESS POTENTIALLONG-TERM (5–10 YEARS) POTENTIAL FOR NEW DEVELOPMENTDEVELOPMENT TYPE LEADING STRONG LACKING WEAK ASSESSMENTHOUSINGRETAILSingle FamilyMulti-familyLocal/NeighborhoodRetailRegional/GeneralMerchandiseRestaurantsAs adjacent neighborhoods continue to revitalize and as employment expands in thesurrounding area, the low cost of land, combined with the large supply of vacant lotsand vacant homes, will create a strong demand for new single-family housing (primarilystarter homes) and rehabilitation of existing homes in the Wheatley Courts area.Continued employment growth in the Central Business District will fuel demand formulti-family housing in East San Antonio; however, demand for multi-family housing inthe Wheatley Courts area will largely depend on the successful re-development of thepublic housing complex.Since 2007, there have been a total of only five new retail establishments built or renovatedin the area compared to the numerous investments in the surrounding neighborhoodsand San Antonio suburbs.Primarily due to the Wheatley Courts area’s proximity to downtown, the potential for newregional shopping centers and general merchandise stores will remain weak in the longterm,even as new residential and commercial development occurs in the neighborhood.There is strong potential for the development of new restaurants along New BraunfelsAvenue and Walters Street. The existing restaurant cluster along New Braunfels Avenuejust south of Fort Sam Houston can be built upon to become a regional restaurant/entertainmentdestination, with positive spill-over effects for the surrounding area.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANSERVICESHouseholdBusinessSupportAs the Wheatley Courts area revitalizes and experiences accelerated population growth,the demand for household and personal services will also increase.Demand for business support services associated with the Central Business District andother nearby employment centers will likely increase substantially over the long-term.The Wheatley Courts area is uniquely positioned to accommodate some of this demand.Public/SocialSupportThe potential for additional public and social support services in the Wheatley Courtsarea will continue to remain strong in the long-term. There is potential for services suchas new educational facilities, specialized medical clinics, and other public facilities thatserve not only the Wheatley Courts area, but the entire Eastside of San Antonio.27

HOUSING AND BUSINESS POTENTIALEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN28

TRANSFORMATION PLAN7Transformation PlanIt sounds so simple—integrate Housing, People andNeighborhoods and the transformation of a neighborhoodwill be achieved. Yet, it is understood that thereare complexities in this effort. The underlying social andeconomic fabric of an area, particularly one that has beenneglected for as long the Eastside Area, presents bothchallenges and opportunities. This transformation planhas many bold initiatives, including the re-developmentResidents working together during one of the March publicworkshops.of Wheatley Courts into a mixed-income, mixed-use, pedestrian friendly and energy efficient community.Most aspects, however; are subtle, will take time to see the impact and are dependent on the collaboration,shared vision and commitment of area residents, stakeholders and CHOICE Partners. For example, providingresidents with an integrated case management plan that urges participation in job training, parenting classesand improved nutritional choices has more indirect results. Working toward safe routes to school in collaborationwith the Promise Neighborhood Initiative has a direct interface with other Safety and Security initiativesthat will involve the local Police Department, Code Enforcement and animal control. These efforts open thedoors for related community programs in animal care, connected pedestrian and bike paths and communitygardens. The transformation of the Eastside Area seeks to integrate and relate these various activities, all ofwhich are mutually dependent if comprehensive transformation is to be realized and the plan successful.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN29

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANOverviewThe transformation of this Eastside neighborhoodinvolves building on current assets,not erasing its rich history; it is an opportunityto assist the neighborhood in reclaimingthat history while reshaping its future. TheHousing, People and Neighborhood componentsof the plan are based on communityinput and are grounded in other City-adoptedplans.The Urban Studies Program at Trinity Universitycoordinated the community engagement,data collection, and data analysisfor the Eastside Choice Neighborhood. Atriangulated research methodology wasdeveloped to ensure objectivity and to overcomethe limits of overdependence on onetechnique. To do so, four methods of datacollection were used.• Qualitative research (in the form of focusgroups and work groups),• Survey research,• Observational methods,• Secondary data analysis (using censusdata and other data available throughthe Texas Education Agency, the City ofSan Antonio, and Bexar County AppraisalDistrict).Fourteen focus groups were conductedwith various stakeholders in the ChoiceNeighborhood, six of which were held withthe residents of the Wheatley Courts. Inaddition to the residents, focus groups wereconducted with area business leaders, faithleaders, teachers and school administrators,neighbors, safety and security officers,Wheatley Courts staff, and members ofthe neighborhood associations. A detailedhousehold survey was administered to 135households of the 248 households in theWheatley Courts (54%). The survey addressedall members of the household andcaptured demographic data, needs raisedby the stakeholders: economic self-sufficiency;relocation and housing; and communityassets and design. The combination of thesediverse research methodologies ensuredthat all voices and interests are representedin the Choice Neighborhood design plan. 11 Source: San Antonio Eastside Choice Neighborhood: Community ProfileChristine Drennon, PhD. Urban Studies Program Trinity UniversityOctober 201230

Prepared for: Bexar County, City of San Antonio, Community Economic RevitalizationAgency, San Antonio Spurs, and the Arena District / Eastside CommunityTransportation Executive Summary Prepared for:San Antonio-Bexar County Metropolitan Planning OrganizationSan Antonio Housing Authority Annual Moving-to-Work Plan FY 2011-2012 Page 1TRANSFORMATION PLANCONSISTENCY WITH OTHERPLANNING ACTIVITIESA number of planning initiatives havealready occurred that include the EastsideNeighborhood, and these efforts helpeddevelop a platform from which to begin theChoice Neighborhood planning process.SAHA and its planning partners worked toensure that the plan would be consistentwith each of the previous planning efforts.• SA2020 (Vision forthe future of SanAntonio, organizedby Mayor JuliánCastro). TransformationPlan implementsSA2020goals for inner-citygrowth, walkability,green space, and cohesive neighborhoods• Arena District / Eastside CommunityPlan (City of San Antonio PlanningCITY CITY OF OF SAN SAN ANTONIO, ANTONIO, TX TX December December 2003 2003ARENA DISTRICT / EASTSIDECOMMUNITY PLANDepartment).TransformationPlan implementsgoals for redevelopment(newhome construction)and land use(infill, attractivestreets, and support mixed uses alongNew Braunfels)• Eastside Promise Neighborhood (Education-focusedcollaborative led by UnitedWay). Transformation Plan supportscollaborativeEastside ReinvestmentSummit2nd Annual ReportMayor Julián CastroandCouncilwoman Ivy R. Taylor• San Antonio HousingAuthority’sMoving to WorkAnnual Plans.TransformationPlan implementsMTW self-sufficiencyand housingoptions goalsefforts to increaseaccessto early educationresourcesand coordinatedservicedelivery[Moving-to-Work 2011-2012 Annual Plan]Additionally, there are a number of developmentprojects, completed or currentlyunderway, which align with the ChoiceNeighborhood planning effort and willfurther support revitalization of the EastsideNeighborhood. These include:• Brewery & Hays Street Bridge. ProposedAlamo Brewery near Hays Street Bridgeto boost economic development on theCity’s eastside• Sutton Oaks Apartments and the Park atSutton Oaks. SAHA mixed-income developmentsto be Built to San Antonio Green(BSAG) Level II• Wheatley Heights Sports Complex. New$10 million sports venue on the eastsideof San Antonio• University of the Incarnate Word (UIW)Eye Clinic. 30,000-square-foot modernpublic health care facility to be built onthe City’s eastside, across from St. PhilipsCommunity College• Robert Thompson Transit Center. Part ofProposed Streetcar and Transit Improvement,located at the Alamodome on theCity’s eastside• Good Samaritan Hospital. ProposedBond Project that will offer resources forveterans• Community Gardens. Planned for vacantlots as health and beautification projectswithin the Choice neighborhood.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN31

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANPEOPLEA COMMUNITY VISION FORIMPROVED QUALITY OF LIFEUrban Strategies Inc. will serve as the leadagency for implementation of all effortsunder “People”. 1 The Choice NeighborhoodPeople planning principles are centered oneducation, safety, employment, economicmobility, social service support and healthand wellness efforts. These are essentialquality-of-life issues that directly impactresidents and are fundamental to communityrevitalization.1 Urban Strategies is based in St. Louis, MO, and works with Public HousingAuthorities across the country to creatively design and implementservices that address specialized needs of individuals and families and linkthem to a variety of relocation services. Detailed information can be foundat their website: http://www.urbanstrategiesinc.orgPeople GoalsDuring the public planning process andthrough discussions with community stakeholdersand partner organizations, a seriesof goals emerged that focused directly onquality-of-life issues:• Start with education…and improve it atevery level• Understand that People strategies canbe complex—create partnerships withorganizations that have a proven trackrecord• Strengthen the relationship with the City,San Antonio Police Department andother potential partners to promote andsupport a safe environment• Improve and create new workforcecareer ladder and growing industries;make job creation a priority for all newdevelopment initiatives• Make sure all residents have access tosocial services and healthcare• Promote and support health and wellnessinitiatives• Create community by promoting programsand neighborhood activities thathelp to bring people together. This willencourage neighborhood stability andcohesionFrom these goals, the following strategieswere developed.Residents worked together to prioritize strategies relating to quality of life issues within the study area.Increase Job Training/EmploymentOpportunitiesA neighborhood of Choice reflects incomediversity, and the ability to attract, retain,and train for high paying jobs. Overall, theStudy Area’s labor population totals 3,557 individualswith the majority working in service-basedpositions, such as Construction, Education andEntertainment & Food Service. The total number of32

TRANSFORMATION PLANindividuals employed within the Educational Servicesand Health Care sector (20.4%) is comparableto San Antonio’s total labor force employed withinthat sector (22%). Source: 2010 American CensusSurvey Estimates.The Study Area has a higher percentage of individualsemployed in Construction, Professional Servicesand Other Services than San Antonio and a lowerpercentage of individuals employed in Retail Trade,Information, and Finance, Insurance, and Real-Estate than the city. Strategies to develop a morehighly-skilled workforce and to increase job opportunitiesare designed to address this demographic.PARTNERSHIPS CREATEDGoodwill Industries of San Antonio, GoodCareers Academy (GCA) is a multi-classroom,state-of-the-art, instructional facilityequipped with distance learning technology(DLT) to deliver accredited career trainingin high demand occupations. Classes areoffered by both GCA personnel and througha partnership with Alamo Colleges, ensuringthe provision of high quality instruction inindustry-recognized certification programsat an affordable cost.As a partner in the Choice Neighborhoodeffort, GCA will assist with:• Wraparound services and individualizedcoaching to facilitate course completionand placement in well-paying jobs.• Career training certifications for:> Certified Nurse’s Assistant> Commercial Drivers License (CDL)> Computer Support Specialist; CustomerService> Medical Assistant> Medical Front/Back Office Support> Pharmacy Technician> Supply Chain Technician (including InternalWarehousing, Internal Logisticsand Transportation).As needed, GCA will provide adult basic educationand remedial instruction concurrentlywith career training, accelerating the paceof remedial instruction to reduce the timenecessary for completion.YouthBuild (assisted by Alamo Colleges–St.Philips) will expand programs to engageunemployed young adults ages 16–24,most whom have not completed high schooland all of whom come from low-incomeYouthBuild USA is an important partner increating job opportunities for resident youth.COMMITMENTS FROM SAHASAHA commits to provide the followingservices:• Jobs-Plus team to provide support andtechnical assistance to the ChoiceNeighborhood Initiative. Job-Plus is aplaced-based initiative focused on raisingand sustaining the level of employment andearnings among residents of public housingdevelopments by providing on-site counselorswho will work with them to receive servicestailored to their individual needs. Themodel also features a community-buildingcomponent, which seeks to strengthen socialties and support for work among residents,and provides access to a range of financialincentives and work support services.• Devote additional resources to the FamilySelf Sufficiency (FSS) and ROSS Grantprograms for residents. The FSS program is avoluntary five-year engagement that providesparticipants the tools to obtain and maintainsocio-econoic self-sufficiency. Case managersmeet one-on-one with participants to identifybarriers to self-sufficiency and then workwith residents and community partners ona comprehensive self-sufficiency plan toattain proposed goals and secure neededresources. Upon successful completion of thefive-year contract with the Housing Authority,participants are awarded an escrow checkthat can be used towards the down paymentof a home.• Provide Summer Camp Scholarships forpublic housing youth over life of grant.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN33

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANfamilies. YouthBuild students receive “free”workforce training in construction, computertechnology and sustainability to preparethem for 21st-century jobs. Outreach ofstudents is targeted within the EastsideChoice/Promise footprint, and recruitmentbegan the summer of 2012 to start preparingyouth for job opportunities associatedwith the impending four-phase redevelopmentof the Wheatley Courts. YouthBuildmaintains the matriculation, maintenance,assessment, and long-term tracking ofstudents, and commits to sharing individualstudent-level data on all indicators with theshared Choice/Promise database. Youth-Build enables young people to serve theircommunities by building affordable housing,and assists them in transforming their ownlives and roles in society.Because the YouthBuild program is comprehensive,it has inevitably become a numberof things at once: Alternative School,Job Training Program, Community ServiceProgram, Leadership Development Program,Counseling Program, and Long-TermMini Community. The YouthBuild programpays a minimum wage stipend per hourinvested to each student.YouthBuild works with potential employers,to build relationships resulting in employmentfor participants.Economic Opportunities for Low- and VeryLow-Income PersonsSAHA’s intent is to foster equitable employmentand business opportunities for lowandvery low-income individuals, especiallySAHA residents and program participants,and to provide tools and resources throughMoving To Work initiatives for upward economicmobility and self-sufficiency. SAHAwill encourage and solicit the full participationof Section 3 residents for employmentwith SAHA and its Contractors. SAHA shallalso require Contractors to meet new hiringgoals and provide training opportunitiesfor Section 3 residents, in order to achievesatisfactory performance on SAHA contractscovered by this Policy.The SAHA Section 3 Program requires thatrecipients of certain HUD financial assistance,to the greatest extend feasible, providethe following opportunities for low- andvery low-income individuals and businessesowned by such individuals in connectionwith projects and activities in their neighborhood:• Employment• Job training• Education• ContractingHEALTH AND WELLNESSFamily Wellness is a critical component ofthe overall physical and emotional health of afamily and is often attainable through familyservice programming. This can include workingwith neighborhood schools, marital andfamilial strengthening, parenting, financialliteracy and money management, housingand other counseling services. Programs willbe pursued through partnership with FamilyServices Association and other partner organizationsoffering applicable services.While there are two Health Clinics adjacentto the footprint, during the public process,residents expressed an interest in the physicallocation of a Clinic on the redevelopedsite. The feasibility of such a clinic is beingconsidered and a potential partnership withthe University Health System explored. Inaddition to an on-site clinic, to improve thehealth status of residents in the area andaddress the lack of adequate health care,the Eastside Choice Neighborhood willwork with the City of San Antonio Departmentof MetroHealth to expand and createprograms within the footprint. The followingprograms are proposed:• The University of the Incarnate Word isbuilding an $11 million, 30,000-squarefootEye Clinic in the target area, with the34

TRANSFORMATION PLANcapacity to treat 50,000 patients per year.The Clinic will employ 50 persons.• St. Philip’s College will provide healthcare training at the new Clinic. WheatleyCourts and Eastside residents will beprioritized for enrollment.Establish a Healthy Start Case Managementposition. 2 San Antonio Healthy Startwas launched in March 2002 as a programaimed at improving birth outcomes in ourcommunity. Healthy Start assists pregnantwomen and their families to get the carethey need to make sure their babies areborn healthy and stay healthy.Establish a Comprehensive Community-Based Health Education position. 3 HealthEducation efforts would encompass a widebreadth of public health issues, such asChronic Disease Self-Management, DiabetesSelf-Management, Dental Health, Nutrition,Exercise, Breastfeeding support, WIC,Healthy Homes, and Immunizations.Partner with WORTH (Working on Real TeenHealth). Mission: Inspire youth and empowerparents to prevent teen pregnancy byusing evidence-based programs, promotinghealthy behaviors and cultivating communityrelationships.Partner with San Antonio CommunityDiabetes Project (SADP). This communityfocusedproject strives to build greatercapacity for nutrition education, physicalactivity groups, and diabetes and chronicdisease self-management programs in SanAntonio. Classes are offered in communitybasedsettings and are conducted in Englishand Spanish.EDUCATIONThe solutions feature cradle-to-careereducational initiatives that will yield micro(individual children and families) and macro-level(school system and neighborhoodrevitalization) change. Key components are:a) reorganized feeder patterns to connectneighborhoods more directly to schools; b)adoption of an integrated STEM focus fromearly childhood through high school, toenhance academic success and employability;c) conversion of a middle school withdeclining enrollment into a STEM-focusedPK–8th grade academy open to all EPN children;and, d) alignment with the Mayor ofSan Antonio’s SA2020 educational improvementprocess that seeks to foster citywidekinder readiness and new postsecondaryeducational opportunities.To create new educational assets andimproved outcomes for Eastside school-agestudents, EPN has structured a three-tiersystem to impact students at all stages.Children Enter Kindergarten Ready to LearnA high quality, well-aligned system of educationand support for young children thatbridges early childhood programs and K–12education can help improve outcomes forEASTIDE PROMISE NEIGHBORHOODThe United Way of San Antonio and Bexar County (UW), on behalf of the Eastside PromiseNeighborhood (EPN) Advisory Board, received federal Promise Neighborhood Implementation(PNI) funds from the U.S. Department of Education (DOE) in FY2011. These federalfunds will be used to implement a continuum of solutions intentionally selected to improveeducational and developmental outcomes in children and youth from the Eastside ChoiceNeighborhood and their families. This unique and highly collaborative opportunity to integrateefforts between Choice Neighborhoods and EPN/PNI has led to a comprehensive educationplan strategy.*1* The core elements of the education strategies are included in the Choice Neighborhood Transformation Plan. For full details, go to the PromiseNeighborhood website at: http://eastsidepromise.org/EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN2 Position would focus primarily on future residents of Wheatley Courts.3 Position would focus primarily on future residents of Wheatley Courts35

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANchildren, engage and support families, andstrengthen the local workforce (NationalLeague of Cities, 2010).Priority Services and Programs• Increase the inventory of high qualitychild care slots through SAISD reallocationof Head Start and Pre-K slots, newlysubsidized slots in public and privatechildcare centers, and a new center tobe opened at the revitalized WheatleyCourts.• Establish an Early Learning Network(ELN) to include 5 centers, 2 day homesand Family Friends Neighbor (FFN)providers, and build the members’capacity to adopt practices that fosterage-appropriate functioning and kindergartenreadiness; use a variety of easilyaccessed information dissemination techniques,including online and televisedBooker T. Washington Elementary School will playan important role in the early-learning educationstrategies.training; and, expand the successful Playand Learn Program to other sites.• Expand Childcare Center Mentors andthe resources of the Model ClassroomProject to the EPN Early Learning Network.The Model Classroom continuumincludes: 1) mentoring, training andtechnical support for childcare staff; 2)developmental screening for children0–5; 3) administering the Adult andAdolescent Parenting Inventory Assessment;4) classroom observations; 5)quality improvement plans for teachersand classrooms; 6) support for childand family recruitment and outreach; 7)service information and linkages for providersand families in correspondence tounmet needs; and, 8) management andresource coordination.• Establish and support an EPN communityof practice among the ELN to fosterthe wider use of evidence-based practicesand content alignment with schoolcurricula.Children are Proficient in Core AcademicSubjectsSAISD has pioneered an Over-age MiddleSchool program to prevent dropouts,re-engage students and support on-timegraduation for middle school students age15 and above.Priority Services and Programs:• Administer an Early Development Instrument(EDI) for all EPN kindergarten studentsto quantify emerging literacy skillsand direct remedial resources.• Monitor and improve literacy at all gradelevels by: administering a beginning ofyear reading assessment (IRI) of 100%of students; providing in-school tutoringsupport for those scoring below gradelevel; and implementing evidence-basedinstructional methods, including Fast For-Word, Leveled Literacy Intervention, interactivewriting, and Success for All, duringcritical skill building grades (K–2nd).• Modify the SAISD data system to continuouslymonitor risk indicators and providean early warning. Establish StudentSupport Teams at all EPN schools to assiststudents identified by the SAISD earlywarning system as having risk indicators,i.e., attendance, behavior, academicperformance, and family instability• Track teacher effectiveness, using trenddata from state accountability resultsand analysis of student performanceproduced by the Education ResourceGroup (ERG) data system, and providesupport from SAISD-assigned InstructionalCoaches to new teachers and/or teachersin need of assistance36

TRANSFORMATION PLANPhillis Wheatley Middle School• Implement an aligned, integrated K–12Science, Technology, Engineering andMath (STEM) instructional thread, groundedin service learning and real worldcontent applications in all EPN schools,creating a prepared student pipeline forSam Houston’s New Tech High magnetschool.• Expand the resources of SAISD’s successfulOver-age Student Program to allWheatley Middle School students who areolder than average.• Expand City Year absentee follow-up(day-of calls for all absent students,cabs for transportation) and mentoringprograms to all EPN schools. ExpandSAISD attendance incentive programs andtruancy prevention programs to all EPNSchools.• Increase parent-to-parent support andparents’ engagement in their children’seducation by extending the Family-School-Community Partnership to all sixEPN schools.Youth Graduate from High School CollegeandCareer-ReadyAt a time when postsecondary educationor training has increasingly become a mustfor young people, most students continueto leave our high schools unprepared topursue those options.Priority Services and Programs:• Expand partnership with local colleges anduniversities to encourage more on-campuscollege recruitment of EPN students.• Equip Career Readiness Lab at WheatleyMiddle School to supply career explorationopportunities and world of work informationto stimulate college and careergoals.• Ensure Wheatley Middle School studentsbenefit from in-school GEAR UP resourcesand services, which is a Department ofEducation-funded college readiness programthat starts with a 7th grade cohortand follows them through high schoolgraduation and into college.• Import the City of San Antonio’s CaféCollege resources, including Free Applicationfor Federal Student Aid (FAFSA)and TASFA (Texas Application for StateFinancial Aid, a tool for students who arenot eligible to complete FAFSA because ofcitizenship status) assistance, test prepclasses and scholarship information.Place FAFS/TAFSA enabled computers inall EPN school libraries and parent roomsto assist parents applying for financial aidfor their postsecondary-bound children.• Partner with SAHA’s Moving to Work Programto increase the number of WheatleyCourts young adults enrolled in collegeand/or career training.• Partner with EPN businesses and the artscommunity to provide apprenticeships,internships, STEM competitions andmentoring opportunities for middle/highschool students.• Expand adult education opportunitieswith wraparound services to disconnectedyouth, to re-engage them into themainstream academic system.• GED Programs. Despite the extensive listof strategies, some of our youth may failto graduate from high school. To ensurethey have access to the opportunities of aEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN37

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANfull adult life, we have partnered with St.Philip’s College to deliver GED services.• Meaningful Out-of-School-Time Experiences.Two-thirds of a child’s day is spentout of school. One-third of that is in thehome (we hope), but the other third isusually spent with friends socializing,engaging in extra-curricular activities, andpreparing for the next school day. Manychildren do not have the opportunity touse this time productively or creatively,and thus find themselves bored, whichoften leads to trouble or poor decisionmaking.• English as a Second Language (ESL)Classes. In response to the growingHispanic population, EPN will offer ESLclasses. Plans are underway to expandclasses in SAISD schools within theChoice/Promise footprint.SUMMARY OF EFFORTSChildren EnterKindergarten Readyto LearnChildren areProficient in CoreAcademic SubjectsYouth Graduatefrom High SchoolCollege- andCareer-ReadyRESOURCE COMMITMENTEPN partners have committedover $2 million to serve 350families.$225,000 in CNI funds dedicatedto expected outcomes. EPNpartners have committednearly $12 million to serve2,545 children in the targetneighborhood.$300,000 in CNI funds dedicatedto expected outcomes. EPNpartners have committed over $2million in services to 796 studentsin the target neighborhood.METRICSIncrease the number of 5 yearolds who are kinder-ready by25%.80% of 3rd–12th grade studentsimprove academic performance inmath and reading80% four-year graduation rateIn total, over $16 million in resources has been targeted toward Choice-supported initiatives.38

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANSAFETY AND SECURITY—BYRNECRIMINAL JUSTICE INNOVATIONPROGRAM (BCJI)The San Antonio Housing Authority, with theWheatley Choice Neighborhood as its focalpoint, applied for and received $600,000in Byrne safety funds from the Departmentof Justice. The project will begin withcomprehensive quantitative and qualitativedata analysis of perceived and real threatsto personal, community, and neighborhoodsafety. Interventions will be determinedbased on those findings, but preliminaryanalysis based on point data of criminalactivity and qualitative data from interviewsand focus groups indicates that difficult reentryfor the formerly incarcerated warrantsthe creation of a “Resource Center” that willoffer re-entry services, which was part of theproposal. In addition, environmental threatsto safety and security, including poor and/or deteriorated street lighting and frequentcode in-compliance, are already being cataloged,mapped, and analyzed to determinewhich jurisdictional authority is responsible.The build out of vacant lots and addressingdilapidated structures are included in strategiesthat will positively impact safety.Finally, the Eastside Promise Neighborhood,has also received funds in the form of aPublic Safety Enhancement grant that willgo toward establishing a concentrated policepresence around neighborhood schools inthe hours when children are arriving in themorning and leaving in the afternoon andevening.Choice families will be afforded a continualopportunity to provide input and be educatedaround staying safe.ROSSSAHA received a Resident Opportunities andSelf Sufficiency (ROSS) grant to fund servicecoordinator positions, to aide public housingresidents in finding jobs and achievingeconomic independence. While not providingcase management services, the ServiceCoordinators will work closely with FamilySelf Sufficiency staff at the Sutton Oaks andWheatley properties to provide referrals forjob training, education, life skills and otherbasic needs for all residents and neighborsof the Eastside Choice Neighborhood.JOBS-PLUSThrough partnership with the EastsidePromise Neighborhood and with fundingreceived from the Annie Casey Foundation—FamilyCentered Community ChangeProgram, SAHA will replicate the Jobs-Plusplace-based strategy on the Wheatley property.This site-based program will dedicatestaff to provide services to Wheatley residentsand avail themselves to residents andneighbors of the Eastside Choice Initiative.This model allows participants to receivetargeted comprehensive and high qualityservices tailored specifically to theirindividual needs. A pilot program is currentlyunderway with St. Philips CommunityCollege and the George Gervin YouthBuildCareer Cohort.FAMILY SELF SUFFICIENCY (FSS)Participating FSS families are required tosign a “Contract of Participation” with theSan Antonio Housing Authority, and have upto 5 years to complete the specific goals andobjectives of their “service plan”. Servicesinclude financial planning and budgeting,education and training, career counseling,interviewing and parenting skills, and othersupportive services necessary for personaland professional empowerment. Participantsare encouraged to complete goals within the5 year allotted timeframe, however, supportis available as members move progressivelyfrom one stage of independence to the next.This model contributes to planned sustainabilityfor the Eastside Choice Neighborhood.Further, SAHA will utilize financialincentives such as Escrow Earned Income.EASTSIDE PROMISENEIGHBORHOOD (EPN)The EPN Initiative seeks to move youth alonga pathway from cradle to career, ensuring40

TRANSFORMATION PLANthat a child’s zip-code is not the primary indicatorof success. The EPN has developeda strong partnership with the San AntonioIndependent School District, the six schoolswithin the EPN footprint, and a collaborativeof partnerships both public and private,along with neighborhood and businessrepresentatives. The Eastside Choice andPromise neighborhoods have aligned theirRELOCATION AND RE-OCCUPANCYOverall Strategy: Maximizing thenumber of Wheatley Courts familiesthat return to the revitalizedcommunity will be a top priority forSAHA, MBS, and community leaderscurrently involved in the redevelopmentplanning process. Any relocationand re-occupancy that maytake place will be conducted in accordancewith the requirements ofthe Uniform Relocation Assistanceand Real Property AcquisitionPolicies Act of 1970, as amended,and the Housing and CommunityDevelopment Act of 1974, as applicable,and will fully comply withHUD’s right to return policies.goals and visions to ensure the work of bothinitiatives is carried out both effectively andefficiently.As families access the Eastside Choiceframework, children will be evaluated to determineneed and appropriateness of a dualgeneration approach to achieving educationaland developmental outcomes.Resident Preferences: Many residentsare anxious about the relocationand re-occupancy process, thusa significant amount of time hasbeen devoted to this topic. Trinitylearned through their data collectionprocess that many residents aresuspicious of the process of relocation,and thus a work group wasformed around this topic to bothelicit additional information fromresidents and to educate residentsabout the process. Three surveyquestions addressed the relocationand housing issue:• Do you consider WheatleyCourts your home (61%), or justa temporary place to live (38%)?• Would you like to return afterthe revitalization is complete?(77% responded yes)• During the process, would youlike to remain in public housing(29%) or receive a Section 8voucher (79%, some answeredboth)?To minimize displacement andencourage residents to remain inthe neighborhood, SAHA and MBSare planning to phase the housingdevelopment in a manner thatwould only require one move fromtheir current housing to a revitalizedunit.Right to Return: Wheatley Courtsresidents have been informed duringpublic engagement meetingsthat a revitalization effort is underwaythat could cause displacement,but SAHA and MBS are workingdiligently to minimize displacement.The right of all lease complianthouseholds to return to theredeveloped site, and be providedfirst priority for all on- or off-sitereplacement units has been clearlyarticulated. This will continue to becommunicated in all written noticesand during all relocation briefingsessions in the event that phasingwill not allow the one move goal.Counseling and Support: Priorto any necessary relocation, SAHA’srelocation staff and Urban Strategies’case management team willwork with each family to developa housing plan, identifying thefamily’s desired housing situationand any potential obstacles thatmust be addressed to ensure thefamily’s housing goal is achievable.Each Wheatley Courts headof household will be interviewedpersonally by SAHA relocation staffto determine housing needs, payingparticular attention to senior residents,residents with special needsor any family that is hard to house.Urban Strategies’ case managerswill review tenant history, notingany past issues related to leasecompliance and any vulnerable areasthat may need to be addressed movingforward. The case manager willEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN41

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANRELOCATION AND RE-OCCUPANCY CONTINUEDhave the primary responsibility totrack each family’s lease compliancestatus on a monthly basis, to ensureswift intervention in any area whereissues may arise, and will serve asmediator of potential landlordtenantdisputes. These counselingservices will be provided during theentire relocation period (includingfor the three years after initialrelocation).SAHA Relocation Counselors willprovide assistance finding suitableunits and will coordinate with theUrban Strategies case managementteam to link families to supportiveservices, such as utility paymentassistance, in advance of unit availabilityto ensure that residents arequickly able to find suitable relocationhousing. All affected residentswill receive a relocation allowanceand reasonable moving expenses,as well as counseling and advisoryservices, to ensure that full choicesand real opportunities exist. SAHA’sHousing Counseling ServicesProgram will provide transitionalassistance and promote successfulresident retention through landlordoutreach, resident training andcounseling, community servicereferrals, resident follow-up andtracking, and Fair Housing compliancemonitoring.Integration with Supportive Services:Relocation and re-occupancyservices will be linked with health,economic development, educationand other support services to ensurefamilies remain stable during therelocation period and are taking fulladvantage of the educational, training,and employment opportunitiesto achieve economic self-sufficiency,and maximize housing choice. Tominimize permanent displacements,comprehensive community andsupportive services will be initiatedprior to relocation, focusing onremoving barriers that may hinderresident return. Based on the resultsof family assessments, residents inneed of family counseling, mentalhealth, alcohol/drug and othercounseling services will be assistedthrough appropriate intervention.Leveraging Existing Services:SAHA has significant experienceand success with relocation andre-occupancy through the redevelopmentof their Sutton Homes andVictoria Court properties with acombined 873 units. Urban Strategies,which has significant experiencesupporting relocation, willprovide supportive services such asfinancial counseling and utility establishmentassistance, re-establishschool connections in partnershipwith EPN, and meet regularly withSAHA Relocation staff to ensuretimely release of relocation and/orre-occupancy benefits. As a resultof previous relocation efforts, SAHAhas a number of relationships withservice providers and vendors thatwill be leveraged to support WheatleyCourts families, including: flexibilityby the local utility companiesto enter into repayment agreementsand/or provide debt forgiveness andre-establishment of services, andsupport from moving companies onbehalf of senior residents by assistingwith activities such as packingand unpacking.42

TRANSFORMATION PLANNEIGHBORHOODCORE ELEMENTS OFTHE NEIGHBORHOODTRANSFORMATIONThe San Antonio Housing Authorityis lead on the NeighborhoodImplementation component ofthe Transformation Plan and willroll-out significant improvementsin collaboration with key partner,the City of San Antonio. In June of2011, stakeholders in Choice andPromise Neighborhoods walkedand drove through the entire targetarea of San Antonio’s Eastsideand recorded both land use andcondition for each parcel. Attachment24 provides details of theirfindings but the summation isthat fully one-third of all housingin the neighborhood was foundto be “unlivable” and approximatelyone-quarter of all surveyedparcels were either vacant housesor undeveloped lots. A crossindexingof housing valuationsfound that more than half of allhomes have an assessed valueof less than $30,000 comparedto the San Antonio average of$122,055.The concept plan evolved into acomprehensive, resident-based,neighborhood vision.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN43

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANThe Transformation Plan for the San AntonioEastside Choice Neighborhood ImplementationProject was developed in considerationof these findings and includes multiplestrategies to address significant Eastsidedisinvestment patterns. In the short-term,SAHA and MBS will increase the inventory ofrental and affordable housing (aligning withand supporting Wheatley Courts redevelopment)with the development of Sutton OaksII. This second phase of the highly successfulSutton Oaks project will bring online 208public housing, affordable and market rateapartments by 2013. In the longer term,SAHA and the City of San Antonio have partneredwith Neighborhood Housing Servicesand Merced Housing to renovate publiclyowned vacant houses that are structurallysound, subsequently selling or leasing themto eligible families; $250,000 in Choicefunding has been dedicated to this effort.Also, SAHA has executed a Memorandumof Understanding with the City to acquirepublicly-owned vacant lots for constructionof single-family houses, duplexes and fourplexes.This strategy will increase owner-occupiedunits by 10% over the next 5 years.Also, lots will be repurposed for CommunityGardens where appropriate.The Neighborhood Transformation buildsupon the sound pedestrian-scaled blocknetwork by making streets “complete” withthe basic walkable infrastructure they typicallylack: continuous, accessible sidewalksand crosswalks enabling visibility; improvedlighting and drainage; and the active addressesof homes and neighborhood-orientedservices.44

TRANSFORMATION PLANThese streets carry critical bus routes, provideessential links in San Antonio’s bicyclemaster plan, and, with improvements, canoffer residents a convenient walk to schools,churches, other amenities and neighbors.They further connect the neighborhood intoa larger “Education Corridor,” linking neighborhoodschools with the resources andsupport available from St. Philip’s College.Strategies for Vacant and Blighted PropertiesThe Eastside has suffered significant deteriorationin the past several decades, andcurrently 16% of all properties are vacantand/or dilapidated. An integrated andcollaborative effort with the city and otherhousing partners that focuses on strategicinfill will be vital to neighborhood-widerevitalization strategies. Additionally, vacantproperties that may not be suited for newhousing development will be re-purposedas community gardens and other green,sustainable uses.Create community gardens. Encourage thecity to identify and work with neighborhoodorganizations to develop 2–3 new communitygardens within the study area. Researchthe potential for an urban farm that couldcreate educational or youth-oriented job opportunitiesand support neighborhood retailand/or provide food for local food banks.Revitalize Key Retail AreasPrioritize neighborhood level retail and services.Target resources to enhance existingand create new retail along New Braunfels,between Lamar and Burnet Streets. Identifyand prioritize retail uses that support a walkableenvironment.Create retail façade program. Work withSAGE, other neighborhood organizations andthe city to identify funding opportunities tosupport a façade program for existing andnew retail business owners.Improve conditions at larger-scale retailareas. Use pedestrian and multimodal levelof-servicemeasures to assess conditionsalong New Braunfels Avenue, between DawsonStreet and Paso Mondo Street; encouragecity to further enhance landscape conditionswithin median strip; develop designguidelines for retail establishments; modifycurrent zoning; support neighborhood retailby creating zoning and/or regulations to limitcertain types of businesses that don’t enhancequality-of-life conditions (pay-day loancompanies, liquor stores, bars, etc.)Safety and SecurityThe overarching preface of safety is necessaryif residents are to accept that realchange is not only possible, but an attainableresult within the Wheatley area. As withmost aspects of the transformation plan forthe area, improving both the real and perceivedsense of security will involve multipleinitiatives. Several important ones include:Efforts to deter gang activity• A new gang injunction will likely be inplace for two years that makes it illegalfor some suspected members of aviolent street gang to congregate withina 1-square-mile area on the Eastsidethat for years has been plagued by gangviolence and drug dealing.• A safety zone has been created in theWheatley Courts area, since gang membersare restricted from congregating orengaging in numerous activities, includingusing a cell phone for illegal purposes,drug activity and possessing alcoholor items used for “tagging.”• The order also establishes a curfew between10 p.m. and 6 a.m.• A larger “safety zone” encompasses anarea bordered on the south by East CommerceStreet, on the west by North NewBraunfels Avenue, and railroad trackson the north and east. These boundariesare analogous to those of the WheatleyEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN45

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANChoice Neighborhood. Significant effortstoward and data gathered through therevitalization process has been key tothe establishment of a safety zone in thisneighborhood.• The San Antonio Housing Authority,with the Wheatley Choice Neighborhoodas focal point applied for and received$600,000 in Byrne Safety funds fromthe Department of Justice. The proposedproject includes increasing street lightingin the area as well as the creation of a“Resource Center” that will offer re-entryservices for the formerly incarcerated.Stray Animal InitiativesA consideration not often related to safety is“stray dogs.” Residents who walk to neighborhoodstores, churches or the bus stop,whose children walk to school or cyclists, allmust contend with stray dogs.and unwanted animals in San Antonioand the surrounding area. Through theEastside Choice Initiative, SAHA proposesworking with the City of San Antonio andSNIPSA to raise awareness of code enforcementprocesses as well as spay-neuterand foster-care services. Educationwill be accomplished by hosting publicevents to promote animal care responsibilityand to recruit volunteers.• The City of San Antonio Animal Servicesprovides stray animal sweeps, impoundment,clinic supplies and microchips.They also offer dog care and obedienceprograms.• SNIPSA is an organization formed by agroup of veterinarians and caring individualsdedicated to helping homeless46

TRANSFORMATION PLANUrban Design and the Public RealmThe public realm—sidewalks, retail areas,parks—is the environment within whichimpressions are created. Deteriorated infrastructure,lack of maintenance, and limitedamenities discourage visitors and neighborsalike, and are detrimental to local neighborhoodretail. A high-quality public realm thatemphasizes urban design draws life to thestreet.Streetscape sections highlight the importance of buildingsite location, enhanced lighting, and improved pedestrianand bicycle conditions.Target city funding to key corridors toimprove the public realm. Work to ensurethat future Bond projects allow for fundingfor sidewalks, street furnishings, andstreetscape improvements, including greeninfrastructure enhancements.Develop design guidelines for retail corridors.Encourage and work with the cityto develop design guidelines to enhanceconditions along retail corridorswithin the study area. Identify fundingsources that will help supportlandscape and other improvementsfor qualifying property owners.Improve streetscape and lighting.Upgrade street lights and lightingin open spaces; encourage use ofhigher-quality fixtures that providebetter lighting at the pedestrianlevel.Screen parking lots. Parking lotsshould not be directly visible fromsidewalks, particularly in areasbeing targeted for increased andimproved walkable retail uses.Develop realistic standards forscreening; require new developmentsto screen parking; and workto identify funds to encourage existingbusinesses to screen parking.Safety. Family. Dream. Education.Respect.Beauty. These words encapsulate the values andaspirations of the Sutton Oaks residents. Inspiredby a visit to the neighborhood and the results ofa community discussion, San Antonio native RickWilliamson used a triptych mosaic to illustrate theidyllic vision described by dozens of Sutton Oaksfamilies.Install Public Art.Public art can help create a sense of identityfor a community. Therefore the plan involvesengaging local artists, residents and schoolagechildren in the design and installation ofpublic art for the community similar to whatwas done at Sutton Oaks.In the Eastside Choice footprint, a focusedapproach will be utilized to deploy NeighborhoodCampaigns. “Focused Neighborhoods”are designed to achieve the greatestimpact in a desired area through theconcentration of resources and servicesEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN47

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN“Neighborhood Campaigns” promotecommunity and help struggling neighborhoodsestablish a unique identity by turningperceived challenges into strengths. Theyshould be varied and creative and aimed atgetting residents involved through healthycompetitions, (e.g. Sweep Around Your OwnFront Door”—Clean up campaigns, Porchlight Campaigns to illuminate the neighborhoodand deter crime and other appropriatetheme events to infuse new life, fosterrevitalization and build a stronger community.On the Eastside, the campaigns willbe aligned with major events such as theM.L.K. March and Fiesta and opportunitiesto link campaigns to Economic Developmentidentified. A Community Development Specialistwill be hired to perform outreach, linkcampaigns to economic activities, ensurecontinuity and pursue additional economicdevelopment outcomes.“Coffee at the curb” is being used successfullyby the Promise team to discussimportant news with parents who walk withtheir children to and from school.Improved Access and ConnectivityImproving access to, from, and within theEastside will greatly benefit revitalization efforts,particularly for existing and new retailand residential development. Ensure that allmodes of connectivity are prioritized, but—as called for during the public planning process—emphasizeopportunities that improveconditions for pedestrians and biking.Connectivity. San Antonio’s Transit Agency,VIA, will increase connections in the neighborhoodby enhancing existing bus stopsand increasing bus routes, especially to FortSam Houston. The City of San Antonio hascommitted Bond dollars to the improvementof several important corridors in the neighborhood,especially Commerce Street.• As part of the plan, a design competitionwas held to design bus stops/shelters forthe Eastside NeighborhoodThe winning bus stop design from a competitionheld during the planning process of WestsideInitiative.• Internet access—virtual connectivity willbe achieved through MBS’ commitmentto pursuing a broadband network andproviding free (or affordable) wirelessInternet service to the new housing community.Emphasize green walking and bike streets.New Braunfels Avenue, E. Commerce,Houston, Walters, and Hays Streets havebeen designated as green walking and bikestreets (See neighborhood vision map onpage 41). Bike lanes, tree plantings, landscaping,sidewalk improvements and otherstreetscape enhancements that benefit thepedestrian and biking experience should beprioritized within these corridors.Neighborhood Integration. The design ofthe Wheatley community will be a predominantlyresidential neighborhood. Theexisting streets will be opened and shifted toreconnect to the surrounding grid, therebyconnecting the community back into thelarger neighborhood.Increase bike/car share programs. SanAntonio has already been proactive in establishingsuccessful bike and car share programs,but these amenities do not currentlyexist within the Eastside. A study should beinitiated that can research funding opportunitiesand site locations.48

TRANSFORMATION PLANImproved bike- and car-share programs should beexpanded to the Eastside Neighborhood.Initiate street calming efforts withincommercial/retail corridors. Consider areduction in lanes, bike lanes, bump-outs,increased on-street parking, and other measuresto slow traffic.Improve pedestrian street crossing conditions.Add pedestrian crossing signage, enhancedpavement markings and lighting atkey intersections including Burnet, Lamar,and Houston Streets where they intersectwith New Braunfels.Address issues across the study area thatdiscourage walking. Prioritize improvementsto existing pedestrian facilities; considerusing pedestrian and multimodal level-ofservicemeasures for design of key intersections;focus on safety and access.Education CorridorWhile education initiatives will be fully addressedwithin the People TransformationPlan, highlighting the study area’s importanteducational institutions will have a positiveimpact by demonstrating that the communityis committed to prioritizing education.• Install “education corridor” bannersalong Mittman and Walters Street.• Collaborate with schools, NowCast andthe Promise Neighborhood initiative todevelop an active social media educationalcampaign to reach a broader andmore diverse market. An aggressive printmarketing campaign will also be utilizedat key locations across the neighborhood.Economic OpportunityThe City of San Antonio is an integralpartner in the pursuit of a dynamic andeconomically viable Choice Neighborhoodon the City’s eastside. The San AntonioHousing Authority will lead this effort in collaborationwith the City and other businessentities such as San Antonio for Growth onthe Eastside (SAGE).EXPAND AND DIVERSIFY ECONOMIC ACTIVITIESPartner with San Antonio for Growth onthe Eastside (SAGE). A key partner to theWheatley Choice Neighborhood Initiative isthe non-profit organization San Antonio forGrowth on the Eastside (SAGE). An economicdevelopment resource and dynamic presenceon the eastside of San Antonio, SAGEprovides support for current business ownersand recruits new business to the Choiceneighborhood and the greater eastside.As a partner in Choice Neighborhood, SAGEhas committed to bring new businessesinto the Eastside community. SAGE will:• Provide economic development grants tonew businesses who wish to be part ofthe community. To qualify, the businessesmust be new to the City of San Antonioand must make employment opportunitiesavailable to area residents.• Provide direct grants to businesses withinthe Eastside Choice Neighborhood Plan.These matching grants will be offered aspart of SAGE’s store-front program.Partner with ACCION Texas and the Cityof San Antonio Business Retention andExpansion program (BRE). Both programsprovide options and alternative paths toeconomic development and vibrant localcommunities. Small businesses and entrepreneursseek funding via these non-traditionalvehicles.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN49

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANPROPOSED PARTNERSHIPSPartners, such as ACCION Texas and theCity of San Antonio Business Retention andExpansion program (BRE), are enterprisesthat support the local creative economy andaim to build on human and social assetsindigenous to the Eastside Neighborhood.They can see the potential for a vibrantlocal economy and are compelled to investenergy and inspiration, as a means totransformation. They support economicactivities such as community festivals andbetter block projects that provide moreeyes on the street and aid safety in theneighborhood. Also, they contribute to therestoration of pride and the establishmentof an identity that honors its history whilecreating a community culture uniquely itsown. Currently ACCION has a presence inthe Eastside Choice Neighborhood. Effortsare underway to identify opportunities forBRE to target activities within the Choicefootprint.The Joint Base Command, formally Fort Sam, isundergoing a $1 billion expansion. Opportunitiesshould be created for hiring local residents.• ACCION provides loans to those who arehistorically underserved by commerciallenders, mostly non-caucasian andfemale populations.• BRE provides support in the form of incentivepackages that include tax abatementand grants. The program ensurescommunication is both responsive andongoing.Identify job opportunities with the JointBase Command/Ft. Sam. The Joint BaseCommand, formerly Ft. Sam Houston, sitsacross IH 35, north of the Eastside ChoiceNeighborhood. The Base Realignment andClosure (BRAC) brought about the consolidationof all military medical training, includingAir Force and Navy branches at Fort SamHouston. The Military Education and TrainingCampus (METC) on the campus was openedin 2011. The expansion in training hasrequired construction approaching $1 billion,and represents significant investment in SanAntonio and the State of Texas. A potentialemployment and economic generator, Ft.Sam figures prominently in the WheatleyNeighborhood Transformation Plan.Ft. Sam will emphasize the importance ofhiring local residents, thus creating opportunitiesfor Choice Neighborhood residents tofind a job.EntertainmentEntertainment for the area will build uponexisting assets and will also endeavor tocapture the unique talents and characteristicsin the area. While not entertainmentvenues in a formal sense, one of the desiredoutcomes for this place is to establish aseries of community gathering space, whichwill promote citizenship and activities thatare undertaken for mutual benefit and enjoyment.This endeavor will begin with smallactivities and events, such as movies in thepark, expanding the MLK March, openingthe school grounds to provide athleticevents, block parties, as well as music andart events. The neighborhood’s desire isto build community participation enoughto support a recurring event, such as FirstFriday in the King Williams area, that ischaracteristic of the culture in the Wheatleyneighborhood and invites the entire city.This venue would provide an opportunityfor local residents to showcase their crafts,art, dance, music, cuisine and much more.Discussions are also underway to duplicatea community meeting place like the GuadalupeStreet Coffee shop, a community developmentproject operated by Baptist ChildrenFamily Services (BCGS) Health and HumanServices. Located in the heart of SanAntonio’s Westside—where less than 3% ofhomes have a computer—the café supportsopportunities for local students, aimed at50

TRANSFORMATION PLANincreasing school retention and enhancingteens’ likelihood of graduation. GuadalupeStreet Coffee fosters continued learningand education, and is a comfortable spacewhere residents have taken ownership andmeet over a cup of coffee.Revitalization underway in the Choice Neighborhoodis a backdrop for development indowntown San Antonio. Also, it is an attemptto recapture the area’s history by encouragingsupport and regular use of anchor institutionsand neighborhood resources, therebycompleting the neighborhood.The Wheatley Choice Neighborhood is hometo several entertainment venues:• The Carver Community Cultural Centeris a thriving hub for educational, socialand cultural services on the Eastside ofSan Antonio, serving the African-Americancommunity and broader reaches ofPHOTO CREDIT: JENNIFER HERRERAThe Carver Community Cultural Center provideseducational, social, and cultural services for theEastside community and entire City.the San Antonio metropolitan area. TheCarver offers a variety of programs forchildren and adults. Jazz, Rhythm andBlues and quality artists are part of everyperformance season. It includes a publiclibrary and is a hub for social and culturalprograms on San Antonio’s Eastside.Plan Strategy: The Eastside ChoiceNeighborhood will work with the Carver todevelop programs for Wheatley children,exposing them to the vast arena of existingprograms and services.• The AT&T Center is an indoor arena, inEastside San Antonio. Home to the SpursNBA and Silver Stars WNBA teams, thearena is a venue for a wide range of gatherings,including concerts, religious andother performances, and sports events.The AT&T center borders the Wheatleycommunity along its eastern boundaryand generates customers for localbusinesses, as well providing a venue forentertainment activities.Plan Strategy: The AT&T Center will supportthe Choice Neighborhood Initiativeby hosting relevant programming andevents attractive to the revitalized community.• The Watson Fine Arts Center is part ofthe Fine Arts Department at St. PhilipsCollege. Divided into genres of art, music,dance and theatre, students with creativepursuits can display their talents. Thetheater can be leased by other performancegroups.Plan Strategy: St. Philips has committedto work with the Eastside Communityto increase the use of its facilities forcommunity-based entertainment events,and to mentor resident youth in arts andentertainment genres.Green SpacesThe two key findings to emerge regardinggreen spaces was that the study area didnot have an adequate amount of greenspace and that opportunities for connectingto the surrounding green and open spacenetwork were not being realized.It should be noted that with all greenspace strategies, microclimate appropriatelandscaping will be recommended. Thedesign promotes a healthy environment fornatural systems by incorporating the Level2 standards of the Build San Antonio Greenprogram. The standards include aggressivestrategies to conserve water, essential in SanAntonio’s arid climate. They also promoteprotecting existing trees and other significantvegetation, planting additional trees tofill gaps in the neighborhood tree canopy,EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN51

TRANSFORMATION PLANondEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANking &etss tops”Courtsmeentfels:and using local plant species that preventerosion and tolerate xeric conditions. Use ofshade trees, passive solar shading devices,and cool surfaces (such as high-albedopaving and roofing materials) throughout thesite and building design will help maintainnative microclimate. This saves energy andpromotes livability by enabling residents toregularly enjoy time outdoors on porches,patios and in public green spaces.Create new green spaces.• As part of a future redevelopment ofWheatley Courts, create a new neighborhoodpark south of Lamar Street, betweenGevers and Mittman Streets.• Utilize available land to develop communitygardens in conjunction with newresidential and retail redevelopments.Improve and share existing green spaces.• Improve existing condition and add programmingof Lindberg Park.• Enhance and add amenities to the greenspace around Washington ElementarySchool.• Develop new and shared program forrecreational space at Wheatley MiddleSchool and Lindberg Park.Connect to the surrounding green spacenetwork• Create community gardens and pocketparks to develop stronger network ofgreen spaces within the study area.Land surrounding Washington Elementary schoolcould be improved with new amenities added.bs,s,52

TRANSFORMATION PLANInfrastructureCity of San Antonio voters approved a2012–2017 Bond Program on May 12,2012. The $596 million program includes140 projects citywide. Of the $596 million,major infrastructure projects totaling $33.37million are within the Wheatley Courts area.SAHA is working with the City to ensurethat infrastructure initiatives support theChoice Neighborhood plan implementationinitiatives. Key construction initiatives arehighlighted in the table below.Construction of these projects will improvetraffic flow, improve drainage, increase parkamenities, and thereby strengthen opportunitiesfor community revitalization andeconomic development for the area.• Pavement markings for bike lanes, pedestriancrossing, etc.• Advanced Transportation District (ATD)related projectsResource Commitment: Approximately$2.8 million has been spent on additionalinfrastructure improvements in and aroundthe Wheatley Courts area between 2007–2012. Another $2 million in improvementsis programmed through this source from2013–2017. The City of San Antonio hascommitted to bringing together the city’spublic entities to ensure proper planning,prioritizing and coordination of investments,in order to maximize funding and infrastructureimprovements.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANThe Infrastructure Management Program(IMP) is a five-year rolling program focused onthe maintenance of San Antonio’s public Infrastructure.The improvements will be coordinatedwith streetscape strategies described inthe Transformation Plan and include:• Street, alley and drainage maintenance• Sidewalk improvements• Upgrades to traffic signalsKEY CONSTRUCTION INITIATIVES2012 2013 2014 2015 2016 2017PROJECT NAME A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J JCarver Cultural CenterBasic Improvements toinclude parkingMenger Creek Drainage-Channel ImprovementsN. Walters to Rio GrandeEast Commerce Improvement/SidewalksandRoadwaysLincoln Park – ImproveBasic Park InfrastructureDesignDesignDesignConstructionDesignConstructionConstructionConstruction53

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANHOUSINGThe population of the Wheatley Courts StudyArea is 10,469, accounting for only 0.5% ofthe San Antonio region’s population total andis one of the region’s most disadvantagedneighborhoods. However, the redevelopmentof the Wheatley Courts public housing complex,combined with the positive momentumassociated with surrounding economic generators,provides unprecedented opportunitiesfor community revitalization, educationalenhancement, vibrant businesses and economicopportunity and improved prosperityfor residents. Affording incentives to attractnew residents to the revitalized neighborhoodand to entice current residents to stay. 1The housing strategy is not just a welldefined,high-quality, fiscally-sound plan thatmakes sense to urban planners, developersand investors; it is the physical componentof the vision created by the residents and thefamilies that live in the Eastside. The transformationof Wheatley Courts and strategichousing initiatives within the surroundingarea is the opportunity to reshape a neighborhoodby adding value to what exists. It resultsin a physical manifestation of the vision createdby the residents and families that live inthe Eastside. This will result in the conversionof an obsolete, inefficient, inaccessible, andunsafe public housing site, into a 305-unit,high quality, mixed-income community. Inaddition, it will build off the efforts of SAHAat the 194-unit, mixed-income Sutton OaksPhase I, and add an additional 286 mixedincomeunits in Sutton Oaks II and III, plusreserve a key piece of land fronting I-35 forcommercial/retail development.HOUSING GOALSThe following community-developed andcommunity-supported goals shape all aspectsof the housing plan.• Ensure one-for-one replacement of theassisted housing units;• Create an economically integrated communityand maximize affordable housing;• Include residents in all levels of planning;• Leverage substantial additional resourcesto ensure maximum impact in the neighborhood;• Integrate the Housing Component withother study area Components, includinganticipating future housing needs;• Provide appropriate unit configurationsand units that are energy-efficient, sustainable,accessible, connected and freefrom discrimination; and• Create a strong sense of communitythrough community design.HOUSING—APPROACH ANDDEVELOPMENT HIGHLIGHTSThe housing initiatives will be centered on thetargeted site, Wheatley Courts, and a nearbymixed-income community, Sutton Oaks.One-for-one replacement of the public housingwill be distributed throughout the area,including Sutton II and III. Infill developmentin the immediate area will replace vacant lotsand abandoned structures will be replacedwith energy-efficient homes that add value tothe community.In collaboration with SAHA and MBS, residentswill continue to play an active role aspart of the Implementation Working Team.Resident advisory committees will reviewand comment upon all phases and continueto shape the vision and implementation, upto and including the branding of the newcommunity. The plan will be financially1 Source: Market Analysis54

TRANSFORMATION PLANviable and will result in a redevelopmentthat is integrated into the broader Wheatleyneighborhood and the Eastside community.Specific details that will be integrated innew housing initiatives will reflect the overallgoals of the Choice Neighborhood programand will include:• Unit Configurations: The new unitswill be townhouses and walkup gardenapartments with appropriate room sizes,and with bedroom counts and types thatmeet the needs of current resident familysizes. The plan includes an 80-unitsenior building at the heart of the site (alocation requested by the seniors in thecommunity); all other units are in multifamilybuildings.The photos abovedepict similaraffordable housingdevelopments thatMcCormack BaronSalazar, SAHA’sdeveloper partner,has completed.• Environmental Remediation, Energy Efficiencyand Sustainability: The deconstructionprocess will include the saferemoval of all lead and asbestos material,as well as any impacted soils on the site.All Housing will be built to achieve BuildSan Antonio Green Level II or EnterpriseGreen Communities Criteria or both. TheTransformation Plan is pursuing USGBCLEED for Neighborhood Design (LEED-ND)certification.• Accessibility: HUD Standards will be exceededthrough the following: 5% of theunits across unit sizes and an additional5% of one- and two-bedroom units willbe accessible to people with disabilities.• Promote and participate in infill development:To address the number ofvacant parcels and abandoned structureswithin the Choice Neighborhoods footprint,SAHA will work with developer, MBSand the City of San Antonio to determinea strategic area in which to beginacquiring vacant lots and abandonedstructures. The plan calls for a “focusedneighborhood” which will provide theopportunity to leverage and concentrateresources in order to have an immediatevisible impact. The plan will targetthe corridor to the south of the WheatleyCourts as well as each of the two blocksthat front the east and west boundaries ofthe development. As the redevelopmentprogresses, the focused neighborhoodboundaries will expand annually block byblock to the west and south.The first step is to acquire vacant lotscurrently owned by the City to begin landassemblage for future infill housing. Next,SAHA will reach out to owners of privatelyowned properties. Lastly, SAHA will pursuethe following actions:> Utilize $363K in NSP award to purchasevacant lots and abandonedstructures as well as develop an infillplan to go after additional NSP funding.> Utilize funding awarded by Citibankfor infill housing and encourage otherfinancial institutions to participate> Develop design standards for newresidential construction and significantrehabilitation> Develop a mix of housing types toinclude single-family, duplex and insome locations fourplex units• Improve the quality and value of currenthousing stock: An additional tool ofthe “focused neighborhood” approachis owner-occupied rehabilitation. SAHA inpartnership with the City and other nonprofitaffordable housing groups suchEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN55

TRANSFORMATION PLANEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANas Merced Housing and NeighborhoodHousing Services will make a concertedeffort to recruit qualifying homeownersin the target area. Choice Neighborhoodswill employ an outreach/housingspecialist that will be based in thecommunity to befriend homeowners andeducate them about the available programs.In addition to these efforts, SAHAwill set aside Choice Neighborhoods“Critical Community Improvement”dollars to assist interested homeownerswho may not qualify through the currentowner occupied rehabilitation programs,but are in dire need of these services.Choice Neighborhoods has taken thisrehab housing initiative one step furtherby partnering with St. Philips College andGeorge Gervin’s YouthBuild program toprovide construction training to adultsand students. This training cohort willprepare residents living within the ChoiceNeighborhood, to take advantage ofsingle-family rehab and multi-family newconstruction employment opportunities.• Neighborhood Amenities Connected toHousing Initiative:> A two-acre park will be formed betweenHays and Arthur, with greenspace and a community garden,picnic areas, playgrounds and otheramenities. The senior building willfront on this park, framing the streetand defining the edges of the park,while also providing eyes on the park.The Transformation Plan proposes therehabilitation of 10 single-family unitsper year resulting in 50 rehabilitatedhomes by the end of the grant period.A major new neighborhood amenity will be a community center planned along Walters Street.56

TRANSFORMATION PLANThe following site plans highlight the redevelopmentpatterns and project phasing forboth Wheatley Courts and Sutton Oaks. Theblock section graphic details typical blockformation within Wheatley Courts. Two buildingelevations highlight the scale and designconcepts for the proposed housing. Asnoted on the full block elevation, buildingswill range from two to three stories and willbe developed with unique features to createa diverse housing pattern. The senior housingbuilding, at three stories, will remain inscale with the surrounding townhouses andwalk-up garden apartments.A Phased Approach to RedevelopmentDuring the public process, residents conveyedtwo extremely important requests.The first was the need for senior residentsto have their own building while remaining apart of the family site. They discussed havingthe ability to look after children on theplayground, but also have their own space.The proposed design allows them to feellike part of the residential community andnot isolated. The second request was for allresidents to remain close to their personalsupport systems made up of friends andrelatives living in and around the Wheatleyand Sutton community and remain “in” thecommunity throughout the redevelopment.WHEATLEY COURTS SITE PLANparkWashingtonElementarySchoolDDAWheatleyMiddleSchooltrashmailCBLOCK Atrashflower gardenBE C Btot-lot /commongreen10,000 sfNeighborhood Parktot lotThe Wheatley StoreAEplaygroundDDDDAHElderleyHousing80 unitstot-lot /commongreen10,000 sfCtrashmailBLOCK BtrashCtrashBBBtot-lot /commongreen10,000 sfmailBLOCK CtrashBUILDING ELEVATIONS FOR PROPOSED REDEVELOPMENT OF WHEATLEY COURTSplaygroundWheatley Courts Site PlanNeighborhood Planning Area Master Plan DraftGoody Clancy 03/15/2012BADGEADFHAFGEparkFpoolI12 unitsmailBLOCK DJ28 unitsFWALTERSEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN57

TRANSFORMATION PLANWALTERSEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANFor these reasons, the redevelopment willoccur in four phases: three family phases(two on-site, one off-site), and a seniordevelopment located on-site near the newcommunity center. This close knit communityhas made it clear that the Sutton Oaksredevelopment, a SAHA mixed-income propertywithin the footprint, is an integral part ofthe Wheatley Courts redevelopment.Sutton OaksSutton Oaks is on the site of the formerSutton Homes, which was built in 1952 andwas one of the San Antonio Housing Authority’s(SAHA) oldest public housing communitiesfor families. It became an increasinglydistressed property, as evidenced by itsfailing foundations, deteriorating utility infrastructureand confining site plans.WALTERSSUTTON OAKS SITE PLANInterstate 35 Access RdDignowity AveRunnels AveDDEDtot-lot /commongreentrashHtrashBLOCK ABmailWoodardParkADELocke StI-35ABAtrash Ktot-lot /commongreenmailDEtrashBEclubhousetot-lot /commonpoolgreendogparkBLOCK BHines StRetailSutton Phase IIRetailtot-lot /commongreenpoolclubhouseInterstate 35 AcceSuttonPhase IFor more than three years, residents, neighborhoodleaders, elected officials, FranklinDevelopment and SAHA worked together tosecure federal funding and tax credits fromthe Texas Department of Housing and CommunityAffairs (TDHCA) for its redevelopment.Total funding for Sutton Oaks Phase I is$24,363,563, from sources including theDepartment of Housing and Urban Development(HUD), the City of San Antonio, TDHCA,SAHA and conventional lending.Sutton Oaks, located at 2818 N IH 35 andcompleted in December 2010, is now a newvibrant community consisting of 194 units,11 residential buildings and a clubhouse.The development is the first phase of amulti-phase development that will result in atotal of 400–500 new mixed-income units.The Park at Sutton OaksSutton Oaks Site PlanPhase II of the reconstruction of the formerNeighborhood Planning Area Master Plan Draft“Sutton Goody Homes” Clancy 03/15/2012 is a major step towardrevitalizing San Antonio’s near Eastside.The second phase of development will bebuilt to Build to San Antonio Green (BSAG)Level II and feature 208 new multi-familyunits, which will include 1, 2, 3, and 4bedroom units with an estimated projectcost of $29.4 million. The property will serveindividuals and families at 30%, 50% and60% AMI, as well as market rate. Constructioncommenced in October 2012, with aprojected completion date of December2013.Mixed-income development. A critical part58

TRANSFORMATION PLANof the planning process was devising a mixof unit types and amenities for a range ofincomes and people, so that no one is excludedfrom the new community because oftoo much or too little income. The housingplan provides market rate and affordablehousing to households at a mix of incomelevels.The total mix of units for all phases of developmentare included in the table below.Long-term affordability. Currently, the plancalls for the reconstruction of 202 newACC (PHA) replacement units, 44 Section 8Project-Based Vouchers (meeting the onefor-onereplacement requirement), and 248UNIT COUNTPHASECHOICE FUNDED UNITSMARKET-RATELOW INCOMEHOUSING TAXCREDITSLIHTC units, in order to both retain affordabilityfor households at less than 120% ofAMI and establish a mix of incomes on thesite. The PHA and LIHTC units will have, at aminimum, a 40-year affordability restriction.The affordability restrictions will be requiredas part of the deed restriction/LURA (Land-Use Restriction Agreement) on the site.GREEN BUILDINGAll new and substantially renovated replacementhousing will be built and certifiedto Enterprise Green Communities Criteria(EGC) 2011 Standards and/or will meetBuild San Antonio Green Level II (BSAGII).EGC increases the efficiency of the buildingPROJECT-BASEDVOUCHERSPUBLICHOUSINGAUTHORITYTOTALUNITSONE FORONEMulti-family Phase I 35 36 10 54 135Senior Development 4 28 48 80 153 PHMulti-family Off-site 24 39 15 78Multi-family Phase II 32 16 6 36 90 44 PBVSubtotal 91 95 44 153 383 197envelopes and systems, includes EnergyStar for Homes certification, reduces greenhousegas emissions through decreasedneed of fossil fuels, prevents wasted naturalresources by using environmentally preferablematerials, and minimizes constructionwastes. EGC also promotes healthy livingenvironments through the use of healthy interiormaterials (low-and no-VOC paints andadhesives, green label carpeting, formaldehiyde-freeproducts), intergrated pestcontrol, and adequate ventilation planning.BSAGII focuses on all aspects of creatinghealthy homes and environment includingEnergy, Water, Site Design and Health.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANCHOICE MULTI-FAMILY UNITS NOT FUNDED BY CHOICESutton Oaks 8 137 49 194The Park at Sutton 46 113 49 208 49Subtotal 54 250 98 402 49TOTAL COMBINED 145 345 44 251 785 24659

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LEVERAGING RESOURCES7Leveraging ResourcesThe SAHA Choice Planning team found an energized community of public, private and nonprofitentities, who were not only prepared to partner, but eager to do so. This was demonstratedby the level of financial and programmatic support committed and their steadfast determinationto be engaged, to see this effort through to its productive beginning, not conclusion. It istime to do great work on the City’s Eastside; they agreed.The investment has continued. Additional funding sources are identified and offered up by therespective parties as leverage, not just a means to an end. Inclusion was an integral part of communityengagement throughout the process, as evidence of growing momentum.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN61

LEVERAGING RESOURCESPeople Sources and and UsesEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANPeople Sources and UsesPROGRAMS AND SERVICESChoice Funds (Committed)SAHA Funds (Committed)Annie Casey (Committed)Other FundsPrograms Programs and Services and ServicesCase Management/Family SupportService CoordinationHealth ServicesEarly Learning ServicesEducation ServicesChildren and Youth ProgramsEmployment ServicesSafety Program62

Neighborhood Sourcesand UsesLEVERAGING RESOURCESNeighborhood Sourcesand Usesand UsesPROGRAMS AND IMPROVEMENTSProjects and ImprovementsChoice Funds (Committed)CDBG FundsOther Sources (Committed)Uncommitted Other SourcesCity Bonds (Committed)City Bonds 2012 (Committed)Neighborhood Stabilization Program (NSP) (Committed)Byrnes Criminal Justice Innovation (BCJI) (Committed)EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANOff-Site Public ImprovementsHousing Rehab ProgramMetro Health ClinicUIW Eye ClinicGood Samaritan BondsWalter Street DrainageBusiness Dacade ImprovementsBus Stop and Route ImprovementsYouth Building for the Future FacilityStraight Line Management FacilityEast Commerce Street ImprovementsLincoln ParkCarver Cultural CenterMenger Creek Drainage Improvements63

EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANHousing Sources aHousing Sources and Uses Redevelopment PhasesLEVERAGING RESOURCESHousing Sources and UsesREDEVELOPMENT PHASESChoice Funds (Committed)MTW Funds (Committed)Home FundsRHF Funds (Committed)Other City FundsOther Local Funds1st Mortgage FundsEquity (Committed)Uncommitted EquityDeferred Developer FeeRedevelopment PhasesSutton Oaks—Phase IIWheatley Courts—Multi-family Phase 1Whealty Courts—Multi-family Phase 2Wheatley SeniorSutton Oaks—Phase III64

DATA9DataThere are many agencies within the Choicefootprint who work with residents, studentsand individuals who receive some level ofpublic assistance and there is a need forintegrated data. Based on the Department ofDefense model to efficiently exchange healthinformation and mobilize effective use at the pointof care, The Choice Neighborhood Initiativewill partner with the Eastside PromiseNeighborhood and Trinity University to:• Identify needs and risk/protective factors> Identify people or households needingservices> Identify locations or sub-neighborhoodsneeding services• Manage interventions and track progress> Track individual, family, or householdprogress on measures of success> Track population or neighborhoodprogress on measures of success• Performance improvement, evaluation,and research> Measure and report people outcomes> Conduct formative and summativeevaluation> Determine effectiveness and doseresponserelationshipsThe following information is the work ofLaura Mckieran Executive Director CINOW–NOWDATA.EASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLAN65

DATAEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANWhat San Antonio Chose NOT to Do• Import to warehouse> Cons: Service providers can’t see individual person/family/HH record, high risk to agency with movementof lots of raw identified data, public usually can’t seeaggregate reports• Data entry into single database (db): require partneragencies to key client data into single db> Cons: duplicate data entry, errors, public can’t seeaggregate reports• Import to single client db: agencies’ raw data are imported/passedinto single client management db> Cons: high risk to agency with movement of lots ofraw identified data, ongoing manual process, publiccan’t see aggregate reportsWhat San Antonio Chose to DO:Community Viewer• Integrates person-level records across agencies, integratesplace data> Person-to-person• Can link and de-duplicate individuals, families,and households across administrative sets usingrecord-matching algorithms and defined attributes• Early-warning dashboard and longitudinal tracking> Person-to-place• Geocodes person-level records• Enables use of place-based data (neighborhoodand environmental influences)> Place-to-place• Aggregate up cross datasets (e.g., tract to zip code)None of these solutions integrates person-data with placedata• Intended to maximize power, minimize agency risk andeffort• Scalable at low cost once core is built• Aggregate data freely available; identified data highlysecure and private66

DATAPrivate admin/client data(e.g., attendance, grades)New/primarydataPublicusedataAgency db passesall agreed-uponperson-level data(e.g., Johnny’s schoolattendance eachday) to a remoteserver placed insideagency firewallAgency 1database(s)Agency 1database(s)ETO (or other servicetracking application)Aggregate data (e.g., Census,EDI, vital stats, hosp. dischg.)Remote serverpasses minimalidentifiersand results ofcalculations onperson-level data(e.g., “Johnny justmissed his thirdstraight day”=TRUE)Central Oracle Server• creates a Master Person Index (MPI)through record matching• links a person’s unique MPI ID tothat person’s unique IDs in eachpartner agency dataset• receives person-level calculations/results from remote Oracle servers(e.g., “Johnny has missed threedays of school in a row”)• generates new calculations (e.g.,“Johnny has missed three schooldays in a row and has not had ahome visit in more than a month”,or x% of Hispanic 8th-grade boysare chronically absent)• geocodes household to enablemarrying to geographically-baseddata like CensusPartner agency firewallCommunityView firewallCommunityView server placed behind agency firewall—communicates between agency db and central Oracle serverPass only of sufficient identifiers to establish record matchFull data passCI: Now’s CommunityViewusing data without moving dataRecord Viewer(secure, role-basedpermission to viewperson-/family-levelsnapshot/dashboard)Aggregate Viewer(public, on web;unduplicated numeratorsand denominators)aggregateexportVarious apps for publicanalysis/viz/display:Results Scorecard,Weave, SPSS, .csvEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANSOURCE: LAURA MCKIERAN EXECUTIVE DIRECTOR CINOW–NOWDATA.67

DATAEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANPrivate admin/client data(e.g., attendance, grades)Agency db passesall agreed-uponperson-level data(e.g., Johnny’s schoolattendance eachday) to a remoteserver placed insideagency firewallAgency 1database(s)Agency 1database(s)Remote serverpasses minimalidentifiersand results ofcalculations onperson-level data(e.g., “Johnny justmissed his thirdstraight day”=TRUE)CommunityViewer: Data-to-Information ServerCentral Oracle Server• creates a Master Person Index (MPI)through record matching• links a person’s unique MPI ID tothat person’s unique IDs in eachpartner agency dataset• receives person-level calculations/results from remote Oracle servers(e.g., “Johnny has missed threedays of school in a row”)New/primarydataETO (or other servicetracking application)• generates new calculations (e.g.,“Johnny has missed three schooldays in a row and has not had ahome visit in more than a month”,or x% of Hispanic 8th-grade boysare chronically absent)PublicusedataAggregate data (e.g., Census,EDI, vital stats, hosp. dischg.)• geocodes household to enablemarrying to geographically-baseddata like CensusSOURCE: LAURA MCKIERAN EXECUTIVE DIRECTOR CINOW–NOWDATA.68

DATACommunityViewer: Central Server and ViewersCentral Oracle Server• creates a Master Person Index (MPI)through record matching• links a person’s unique MPI ID tothat person’s unique IDs in eachpartner agency dataset• receives person-level calculations/results from remote Oracle servers(e.g., “Johnny has missed threedays of school in a row”)• generates new calculations (e.g.,“Johnny has missed three schooldays in a row and has not had ahome visit in more than a month”,or x% of Hispanic 8th-grade boysare chronically absent)• geocodes household to enablemarrying to geographically-baseddata like CensusRecord Viewer(secure, role-basedpermission to viewperson-/family-levelsnapshot/dashboard)Aggregate Viewer(public, on web;unduplicated numeratorsand denominators)aggregateexportWith a focus on improving educational outcomesthrough a data-driven “communityschools” approach, the goal is to realizethe promise of San Antonio’s Eastside andto see it become a neighborhood of ChoiceEASTSIDE CHOICE NEIGHBORHOOD TRANSFORMATION PLANVarious apps for publicanalysis/viz/display:Results Scorecard,Weave, SPSS, .csvSOURCE: LAURA MCKIERAN EXECUTIVE DIRECTOR CINOW–NOWDATA.69

San Antonio Housing Authority May 16, 2013MEMORANDUMTO:From:Presented by:Subject:Operations and Human Resources CommitteeLourdes Castro Ramirez, President and CEOAlejandra I. Villarreal, Chief Administrative OfficerTomas Larralde, Director of ProcurementUpdate and discussion regarding the MWBE PolicySUMMARYSAHA staff has worked with the outside consultant to develop a three-phase approach forimplementation of the overall MWBE program: Technical Application Implementation, Training &Outreach, and Monitoring & Reporting.Within each phase, specific tasks have been identified. Staff has already begun to work on theTechnical Application Implementation phase, and is presently determining which efforts will be led bystaff or consultant or a combination of the two. Since the current contract with the consultant coveredonly the drafting of the Policy, a determination has been made to amend the current contract so thatsome technical assistance will be available. All of these phases should be completed no later thanAugust of 2013.Technical Application Implementation PhaseTask 1: Modify existing contractual documents to include M/WBE Program Clause. (June 1, 2013)Task 2: Establish technical prime contractor M/WBE Program compliance guidelines. (July 1, 2013)Task 3: Establish technical “contract specific” M/WBE goal application process and procedures by thevarious business areas – construction, professional service, and procurement. (July 15, 2013)Task 4: Develop SAHA M/WBE “databases” for outreach and contract solicitation purposes. (July 15,2013)Task 5: Identify verification of M/WBE certification status. (July 15, 2013)Training and Outreach PhaseTask 1: Evaluate and determine technical assistance available in the local community to best supportM/WBE Program efforts. (June 15, 2013)Task 2: Develop SAHA M/WBE “contract availability” processes and procedures. (July 1, 2013)Task 3: Develop M/WBE Program brochure. (June 15, 2013)Task 4: Develop business diversity website information. (June 15, 2013)Task 5: Develop and conduct technical training seminar for SAHA senior staff. (July 15, 2013)Task 6: Develop and conduct a community M/WBE Program orientation seminar (August 1, 2013).Monitoring and Reporting PhaseTask 1: Prime contractor monitoring and reporting format review and recommendation. (July 15, 2013)Task 2: Internal (SAHA) monitoring and reporting format review and recommendation. (July 15, 2013)Task 3: Develop prime contractor M/WBE contract close-out procedures and format.(July 15, 2013)PROPOSED ACTIONNone

San Antonio Housing Authority May 16, 2013FINANCIAL IMPACTNone at this timeATTACHMENTSNone

SAN ANTONIO HOUSING AUTHORITY May 16, 2013MEMORANDUMTo:From:Presented by:Operations and Human Resources CommitteeLourdes Castro Ramirez, President and CEORichard Milk, Sr. Planning & Policy ManagerSubject:Update and discussion regarding Strategic Plan metrics and dashboard____________________________________________________________________________SUMMARYSAHA’s Strategic Plan was adopted by the Board of Commissioners on June 25, 2012.The Agency issued a Request for Qualifications (RFQ) for Strategic Planning Metrics andDashboard on January 7, 2013, and subsequently received 13 responses. After an initialevaluation of the proposals, three firms were called in for interviews: SS Branch, PlanBase, andBaldridge Coach. The interviews were held on March 18, 19, and 21. Based on the evaluationcommittee’s recommendations, PlanBase was chosen as the recommended vendor. The totalcost of the contract, $29,000.00, was within the President and CEO’s authority, according toSAHA’s Procurement Policy.The scope of work states that the consultant is responsible for reviewing existingdocumentation, finalizing action items as needed and developing metrics for goals, objectives,and action items. The consultant is also responsible for providing training and guidance to theSAHA staff, and developing the dashboard views. The work will culminate in a final dashboardby July 31, 2013, which:Ensures appropriate alignment between Strategic Goals and their ObjectivesEnsures appropriate alignment between Objectives and their Action ItemsDevelops metrics for each Action ItemCreates a dashboard, which will track progress on Action Items, Objectives andGoalsPlanBase has begun on-site development of metrics and the dashboard, with meetingsscheduled with department directors and staff from May 7 to May 17.Gary Hupf, with PlanBase, will join SAHA staff to provide a briefing and update at the May 16,2013, Operations and Human Resources Committee meeting.PROPOSED ACTIONNone at this timeFINANCIAL IMPACTThe cost of the contract with PlanBase is $29,000.00, and is included in the Policy, Planningand Public Affairs approved budget.ATTACHMENTSPresentation

Operations and Human Resources CommitteeMay 16, 2013

VisionMissionStrategic GoalsEmpower and equip families to improvetheir quality of life and achieve economicstability1Createdynamiccommunitieswherepeoplethrive.Provide qualityaffordablehousing that iswell-integratedinto the fabric ofneighborhoodsand serves as afoundation toimprove lives andadvance residentindependence.Invest in our greatest resource – ouremployees – and establish a track recordfor integrity, accountability, collaborationand strong customer servicePreserve and improve existing affordablehousing resources and opportunitiesStrategically expand the supply ofaffordable housingTransform core operations to be a highperforming and financially strongorganization2345Develop a local and national reputation forbeing an effective leader, partner, andadvocate for affordable housing and itsresidents62

Goal1Empower and equip families to improve their quality of life andachieve economic stabilityCommunityDevelopmentInitiativesObjectives1.11.21.31.4Create an environment and culture of wellness, work,education, and community service in all SAHAcommunitiesCollaborate with partners to expand access to resourcesthat meet the safety, health, education, and employmentneeds of SAHA residents, with an emphasis on theeducational opportunities for children and youthSuccessfully implement, measure, analyze, change, andscale current initiatives or programs that promoteeconomic independence including FSS, Jobs Plus, MovingTo Work initiatives, and Section 3 programsCreate new pilots and initiatives that allow SAHA andpartners to assess the impact of efforts to reduceintergenerational dependence on assisted housing,including programs that focus on populations under 10and 20 years of age3•3

Goal1Empower and equip families to improve their quality of lifeand achieve economic stabilityObjective1.2Collaborate with partners to expand access to resources that meet thesafety, health, education, and employment needs of SAHA residents, withan emphasis on the educational opportunities for children and youthActions4Provide assistance for disabled youth with special needs.Provide transportation once a month to college café downtown to help residentsinterested in college to enroll or apply for financial aid registration for college,etc. / College day / Site visits to collegesCollaborate with a broad range of stakeholders and community members (including residents)(non‐profits, arts and cultural entities, and the City) as part of the design processCreate and maintain computer and learning centers that support resume‐building and jobsearchactivities.Expand strategic and effective partnerships with schools, colleges, and employers to expandsponsorships of education and employment opportunitiesExpand and solidify partnerships with public and private entities who share a commitment toserve low‐income families, children, seniors, and persons with disabilities.Improve wellness initiatives that focus on the entire family and benefit the entire familyIncrease scholarship opportunities to individuals that want to go to college outside of the highschoolprogram eg,, if you become a resident and want to go to college. Bring in collegeprofessors to tutor students and mentor residents.Promote a headstart program that provides early education (before kinder) and also getschildren on the road to college.Promote leadership training for youthTrack the number of referrals received by CDI, including admissions to the FSS program, on amonthly basisIncrease current FSS enrollment of 484 by 30%.CDICDI / EIFDSNRCDICDICDICDICDICDICDIHCV•4HCV

• Integrate long term goals and short termaction items• Long term (2020): Strategic Plan• Six Strategic Goals• Objectives and Sub-objectives• Short term (fiscal year): Action Items• Department performance goals• MTW Plan• Jobs Plus• Choice Neighborhood Initiatives5

• Dashboard: List of metrics that tell us when wehave achieved a Strategic Goal or Objective• Ex.: Strategic Goal 2 “Invest in our greatest resource – ouremployees…”• Key metric: “Employee turnover reduced to below 5% per year”6

• Plan: Action Items we will undertake toaccomplish an Objective• Example:• Objective: Develop Risk Rating Model for Properties in whichSAHA has an ownership interest.• Action items:• Jan: Initiate, identify data points• Feb: Develop weighting criteria• Mar: Test• Apr: Finalize and deploy7

• Monthly Review• Update Action Items• Review within Department to ensure progress• Quarterly Review• Review with Senior Team• Annual Review• Review full year (combined with Q4 review)• Planning for upcoming year• Establish new objectives or action items• Modify existing objectives or action items• Modify targets, if necessary8

•Strategic Plan Review CalendarJulyAugSeptQ1OctNovDecQ2JanFebMarQ3AprMayJuneQ4(Q4 Last FY)•ExecTeamReviewTrng•Reviewtrng9•Formal Review• Full Plan Review, including allactions and objectives, done byExecutive Team using exceptionreporting approach• All Dashboard metrics areupdated and analysis/correctiveactions are done for “reds”• Heat Map review with deep divesas needed•Informal Review• Action Plans are updated byowners• Some/Most Objectives areupdated if they have monthlymetric data available• Monthly Dashboard metrics areupdated with actual values.• Heat Map review with deep diveas needed

10•Action Plan Review Table

11•Goal/Objective Review Table

12•Plan Status Screen

13•Dashboard Process Review

14•Heat Map Review

15•Example of Monthly Metrics in Dashboard

SAN ANTONIO HOUSING AUTHORITY May 16, 2013MEMORANDUMTo:From:Presented by:Operations and Human Resources CommitteeLourdes Castro Ramirez, President and CEORichard Milk, Sr. Planning & Policy ManagerSubject:Update and discussion regarding 2013 Demographic Report____________________________________________________________________________SUMMARYThe 2013 Demographic Report provides summary information and maps describing thehouseholds that receive assistance from SAHA’s public housing and assisted housingprograms. This report is designed to be updated annually in order to identify demographictrends over time. The 2013 Demographic Report, being the first of the series, establishesbaselines against which future trends can be compared.The report includes several maps in order to highlight the geographic characteristics of thehouseholds who receive assistance through SAHA programs. Difference in location anddistribution can illuminate current conditions and inform future policies.Snapshot data used for this report is intended to be used for planning purposes only. SAHA isunder various local, state, and federal reporting requirements that have individual dataextraction methods. As a result, data reported for those purposes may slightly differ from thedata explored in this report.General Household CharacteristicsNearly all households assisted by SAHA are extremely low-income or very low-income (30%and 50% of area median income, respectively). A majority of households are headed by a singlefemale and have children. A large percentage of households have at least one member who hasa disability. These characteristics are similar to household characteristics drawn from a nationalsample.Assistance and High Poverty NeighborhoodsThere is striking difference between public housing and vouchers when households and childrenare overlaid with high poverty neighborhoods (see maps 1 and 2). Households in public housingare more than three times as likely to live in a high poverty neighborhood compared to voucherhouseholds; and public housing children are five times more likely than voucher children to livein these areas. Twenty-two (22) percent of SAHA’s households live in high povertyneighborhoods, and over 26% of children are living in high poverty neighborhoods.TenureOverall, households in both programs have similar median tenures, 5.5 years for vouchers and4.9 years for public housing. By mapping median tenure by census tract, pockets of longer andshorter tenures can be observed. Tracts with larger public housing family communities on thenear west side have a shorter tenure than average, while tracts with smaller public housingelderly and disabled communities have a longer tenure than average.

SAN ANTONIO HOUSING AUTHORITY May 16, 2013PROPOSED ACTIONNone at this timeFINANCIAL IMPACTNone at this timeATTACHMENTS2013 Demographic ReportPresentation

DEMOGRAPHIC REPORTPolicy, Planning, and Public AffairsReporting Period: January 2012 to December 2012April 1, 2013

IntroductionThe 2013 Demographic Report provides summaryinformation and maps describing households thatreceive assistance from public housing and assistedhousing programs. This report is designed to beupdated annually in order to identify demographictrends over time. The 2013 Demographic Report,being the first of the series, establishes baselinesagainst which future trends can be compared.Over 19,000 households receive housing assistancefrom the San Antonio Housing Authority throughPublic Housing (PH) and assisted housing programs;including Housing Choice Voucher (HCV) programand other local voucher programs. For the purposesof this report, all voucher programs have beengrouped together. The San Antonio HousingAuthority (SAHA) has begun tracking keydemographic information of these households on amonthly basis to understand households currentlyreceiving assistance and to identify demographictrends.At the end of each month, a snapshot of data in ourinternal database is taken. Each snapshot reflects allbusiness activity that was complete as of the last dayof the month. Households who have ported‐out ofthe Housing Choice Voucher program and liveoutside SAHA’s jurisdiction are removed for thepurposes of this report.This report is broken into four main sections. The firstsection uses a monthly average to provide anoverview of who lives in SAHA assisted housing,focusing on ethnicity, race, age, gender, disability,single‐headed households, income, children, andtenure. Within this section, the data is presented atthree different scales, resident/participant, head ofhousehold, and households. The second section ofthe report addresses any changes in keydemographic characteristics over the last year.The third section references a recent publication bythe National Low Income Housing Coalition tocompare national demographic characteristics ofhouseholds assisted by HUD programs to SAHAassisted households. Characteristics covered in thissection include: ethnicity, race, female‐headedhouseholds, and household type. While some of thenational data is tracked differently than SAHA’s data,the data allows for several comparisons. SAHA has amuch larger Hispanic population and a slightly largerproportion of households who have at least onemember with a disability compared to nationalhouseholds.The final section uses mapping to explore SAHAassisted households. It includes several maps in orderto highlight the geographic characteristics of thehouseholds who receive assistance through SAHAprograms. Difference in location and distribution canilluminate current conditions and inform futurepolicies.The majority of SAHA residents are under the age of20 years and adults 20 years and older are 3 timesmore likely to be female than male. The vast majorityof SAHA households are headed by someone whodoes not have a spouse or co‐head (92%) and themajority of heads are female. Over 80% of allhouseholds are considered extremely low incomewhile nearly all households are very low income .Households living in public housing are more than 3times likely to live in a high poverty neighborhoodresulting in over 60% of public housing children livingin high poverty neighborhoods.2Who lives in SAHA assisted housing?Has SAHA population changed in the last year?How do SAHA households compare to nationalcharacteristics of households assisted by HUD programs?Mapping SAHA household characteristics.Note: Snapshot data used for this report is intended to be used for planning purposes only. SAHA is under various local, state, andfederal reporting requirements that have individual data extraction methods. As a result, data reported for those purposes mayslightly differ from the data explored in this report.

Who lives in SAHA assisted housing?3ResidentsRESIDENTS• Over 51,000 residentsTable 1 | TOTAL RESIDENTSResidents Residents %PH 14,467 28%Vouchers 36,852 72%Total 51,319 100%ETHNICITY & RACE• 77% are Hispanic• 18% are BlackAGE• 55% are under 20 yearsof age• 12% are 55 and olderChart 1 | ETHNICITY & RACE*BlackHispanicWhite6%5%5%11%20%18%PH Vouchers Total*White is defined as Non‐Hispanic White; Black is defined as Non‐Hispanic Black; Hispanic is defined as of any race.83%75%77%Table 2 | AGE0 to 9 10 to 19 20 to 34 35 to 54 55 to 105PH 33% 19% 18% 13% 17%Vouchers 27% 28% 16% 18% 11%Total 29% 26% 17% 16% 12%by GENDER• Adults 20 years andolder are 3 times morelikely to be female thanmaleby DISABILITY• 23% have a disability• 70% of the disabled are35 years of age or olderChart 2 | GENDER BY AGEAge (years)55 to 10535 to 5420 to 3410 to 190 to 914.712.6Male3.94.03.58.412.213.412.814.415 10 5 0 5 10 15Chart 3 | DISABILITY BY AGENon‐Disabled;77%39,393Population (%)Disabled; 23%11,926Female0 to 9; 1%10 to 19; 3%20 to 34; 3%35 to 54; 7%Age CohortDisability Totals‐‐ 696‐‐ 1,591‐‐ 1,263‐‐ 3,59855 to 105; 9%‐‐ 4,777Data are monthly averages using snapshots from 1/2012 to 12/2012.Vouchers include local non‐section 8 programs and excludes port‐outs.

Who lives in SAHA assisted housing?4Heads of HouseholdHEADS• Over 19,000 head ofhouseholdsTable 3 | HEADSHeads Heads %PH 5,960 31%Vouchers 13,333 69%Total 19,293 100%ELDERLY/DISABLED• 49% of Households areheaded by someonewho is elderly and/ordisabled• PH has a higherproportion of elderlyonly while vouchershave a higherproportion of disabledonlyChart 4 | ELDERLY & DISABLED HEAD OF HOUSEHOLDSElderly Disabled Elderly & Disabled Non‐Elderly & Non‐Disabled52% 51%47%35% 33%27%16%10%11% 12%2% 4%PH Vouchers TotalGENDER• 79% of households areheaded by a femaleChart 5 | FEMALE‐HEADED HOUSEHOLDSPHVouchers74%82%Total79%SINGLE‐HEADED• 92% of householdshave no co‐head orspouseChart 6 | SINGLE‐HEADED HOUSEHOLDS*Head only92%Head & Co‐Head/Spouse8%*monthly Average: PH‐91% and Vouchers‐ 93%.Data are monthly averages using snapshots from 1/2012 to 12/2012.Vouchers include local non‐section 8 programs and excludes port‐outs.

Who lives in SAHA assisted housing?5HouseholdsHOUSEHOLDS• Over 19,000 householdsTable 4 | HOUSEHOLDSHouseholds Households %PH 5,960 31%Vouchers 13,333 69%Total 19,293 100%INCOME• 97% of households arebelow 50% AMI($30,650 for a family offour)• PH serves a largerproportion ofextremely low incomehouseholdsCHILDREN• Vouchers serve morehouseholds withchildren than PH• 56% of SAHAhouseholds havechildren under 18Chart 7 |HOUSEHOLD INCOME BY AREA MEDIAN INCOME THRESHOLDS*Extremely Low (Below 30%) Very Low (30%‐50%)PHVouchersTotalLow (50%‐80%) Above 80%*Percentage of households above 80% AMI is less than 1 %. FY2013 AMI for a 4 person family is $60,300. Income isafter exclusionsChart 8 | PERCENTAGE OF HOUSEHOLDS WITH CHILDREN*48%2,88880%87%82%59% 56%7,89710,785PH Vouchers Total17%11% 2%0% 20% 40% 60% 80% 100%15%2%2%*Data as of 12/31/2012.TENURE• PH overall mediantenure is 4 years• Voucher overall mediantenure is 5 yearsHOUSEHOLD SIZETable 5 | MEDIAN TENURE BY FAMILY TYPE (years)PH VouchersElderly without children 9 5Elderly with Children 11 10Disabled without Children 3 5Disabled with Children 4 5Elderly & Disabled without Children 8 8Elderly & Disabled with Children 10 10Non‐Elderly & Non‐Disabled without Children 5 5Non‐Elderly & Non‐ Disabled with Children 3 5Average PH Household Size is 2.41Average Voucher Household Size is 2.76Data are monthly averages using snapshots from 1/2012 to 12/2012.Vouchers include local non‐section 8 programs and excludes port‐outs.

Has SAHA population changed in the last year? 6Chart 9 | TOTAL RESIDENTS40,000Voucher ParticipantsPH Residents35,00036,617 36,561 36,495 36,522 36,412 36,457 36,733 36,787 37,000 37,568 37,489 37,58830,00025,00020,00015,00010,00014,406 14,491 14,483 14,361 14,366 14,450 14,464 14,574 14,508 14,520 14,487 14,4881/31 2/29 3/31 4/30 5/31 6/30 7/31 8/31 9/30 10/31 11/30 12/31• Voucher population has increased by 971.• PH population has increased by 82.Chart 10 | TOTAL HOUSEHOLDS15,00014,000Voucher HouseholdsPH Households13,00012,00013,258 13,217 13,215 13,211 13,167 13,191 13,307 13,325 13,394 13,572 13,544 13,57111,00010,0009,0008,0007,0006,0005,0005,965 5,986 5,986 5,926 5,935 5,962 5,967 5,984 5,957 5,951 5,946 5,9451/31 2/29 3/31 4/30 5/31 6/30 7/31 8/31 9/30 10/31 11/30 12/31• Voucher households have increased by 313.• PH households have decreased by 20.Vouchers include local non‐section 8 programs and excludes port‐outs.

How do SAHA households compare?7SAHA Households and National HouseholdsSAHA 1 National 2Chart Comparison 1 | PERCENTAGE OF FEMALE‐HEADED HOUSEHOLDS BY HOUSING PROGRAMSAHA and National households are majority female‐headed.PHVouchers74%82%PHVouchers75%83%Chart Comparison 2 | HOUSEHOLD TYPE BY HOUSING PROGRAM +SAHA households with disability make up a larger proportion of households compared to National households.Householdwithdisability* Elderly**Non‐Elderly,non‐disabled,withchildren***Non‐Elderly,non‐disabled,withoutchildren***PH 33% 25% 42% 5%Vouchers + 56% 13% 44% 7%Householdwithdisability* Elderly**Non‐Elderly,non‐disabled,withchildren***Non‐Elderly,non‐disabled,withoutchildren***PH 21% 30% 35% 13%Vouchers 28% 19% 43% 10%+ SAHA categories are not mutually exclusive; percentages do not add up to100%. Based on SAHA voucher utilization as of 12/31/2012*Defined as households with at least one member with a disability** Defined as households where the Head and/or Co‐Head/Spouse are 62years and over***Defined by the status of the head of householdChart Comparison 3 | HOUSEHOLDS BY ETHNICITY/RACE, ACROSS HOUSING PROGRAMS +SAHA Hispanic households make up a much larger proportion of households than National household.69%Black Hispanic White77%Black Hispanic White22%8%13%9%45% 45%35% 32%16%21%VouchersPHVouchersPH+ White is defined as Non‐Hispanic White; Black is defined as Non‐Hispanic Black;Hispanic is defined as Hispanic of any race.1Unless otherwise noted, SAHA data are monthly averages using snapshots from 1/2012 to 12/2012.2National Low Income Housing Coalition (2012). Who lives in federally assisted housing? Housing Spotlight, Volume 2, Issue 2.(http://nlihc.org/sites/default/files/HousingSpotlight2‐2.pdf)

How do SAHA households compare?8SAHA Households and San Antonio HouseholdsSAHA 1 SAN ANTONIO 2Chart Comparison 1 | PERCENTAGE OF FEMALE‐HEADED HOUSEHOLDS BY HOUSING PROGRAMSAHA female‐headed households make up a larger proportions of households compared to SanAntonio households.PHVouchers74%82%Female‐headed 49%** Female Householders for family and non‐familyhouseholdsChart Comparison 2 | HOUSEHOLD TYPE BY HOUSING PROGRAM +SAHA households with disability make up a larger proportion of households compared to SanAntonio households.Householdwithdisability* Elderly**Non‐Elderly,non‐disabled,withchildren***Non‐Elderly,non‐disabled,withoutchildren***PH 33% 25% 42% 5%Vouchers + 56% 13% 44% 7%+ SAHA categories are not mutually exclusive; percentages do not add up to100%. Based on SAHA voucher utilization as of 12/31/2012*Defined as households with at least one member with a disability** Defined as households where the Head and/or Co‐Head/Spouse are 62years and over***Defined by the status of the head of householdHouseholds withdisability 28%** Households with 1 or more persons with a disabilityChart Comparison 3 | HOUSEHOLDS BY ETHNICITY/RACE, ACROSS HOUSING PROGRAMS +SAHA Hispanic and Black households make up a much larger proportion of households and SAHAWhite households make up a smaller proportion of households than San Antonio households .22%69%VouchersBlack Hispanic White77%8%13% 9%PH+ White is defined as Non‐Hispanic White; Black is defined as Non‐Hispanic Black;Hispanic is defined as Hispanic of any race.Black Alone ‐ 8%Hispanic – 55%White – 34%** White is defined as householders who are Non‐Hispanic White Alone, Black is defined as householderswho are Black Alone, and Hispanic is defined as Hispanicof any race. Note: Individuals who are Hispanic andBlack Alone are counted twice.1Unless otherwise noted, SAHA data are monthly averages using snapshots from 1/2012 to 12/2012.2San Antonio data has been pulled from 2011 American Community Survey 3 year and 5 year estimates.

Mapping SAHA Household Characteristics 9Map 1 | HOUSEHOLDS IN HIGH POVERTY NEIGHBORHOODS (40%+ Poverty Rate)22% (4,253) of SAHA Households live in high poverty neighborhoods45% (2,653) of PH Households12% (1,600) of Voucher HouseholdsData source: 2011 American Community Survey 5 year estimates Table S1701 by Census Tract. High Poverty Neighborhoods are defined as censustracts with 40% or more (estimated) poverty rate. This definition has been taken from 2 National Low Income Housing Coalition (2012). Who lives infederally assisted housing? Housing Spotlight, Volume 2, Issue 2. (http://nlihc.org/sites/default/files/HousingSpotlight2‐2.pdf); SAHA voucherutilization as of 12/31/2012; SAHA public housing leased units as of 12/31/2012‐ SAHA vouchers include local non‐section 8 programs andexcludes port‐outs.

Mapping SAHA Household Characteristics10Map 2 | CHILDREN IN HIGH POVERTY NEIGHBORHOODS (40%+ Poverty Rate)Over 24% (7,072) of SAHA children are living in high poverty neighborhoods66% (4,791) of PH children12% (2,281) of Voucher childrenData source: 2011 American Community Survey 5 year estimates Table S1701 by Census Tract. High Poverty Neighborhoods are defined as censustracts with 40% or more (estimated) poverty rate. This definition has been taken from 2 National Low Income Housing Coalition (2012). Who lives infederally assisted housing? Housing Spotlight, Volume 2, Issue 2. (http://nlihc.org/sites/default/files/HousingSpotlight2‐2.pdf); SAHA voucherutilization as of 12/31/2012; SAHA public housing leased units as of 12/31/2012‐ SAHA vouchers include local non‐section 8 programs andexcludes port‐outs.

Mapping SAHA Household Characteristics11Map 3 | HOUSEHOLDS IN LOW POVERTY NEIGHBORHOODS (less than 15% Poverty Rate)Less than 11 % (2,095) of SAHA households are living in low poverty neighborhoods3% (180) of PH households14% (1,915) of Voucher householdsData source: 2011 American Community Survey 5 year estimates Table S1701 by Census Tract. Low Poverty Neighborhoods are defined as censustracts with less than 15% (estimated) poverty rate. This definition has been taken from the Texas Department of Housing and Community Affairs 2012‐2013 Qualified Allocation Plans for Housing Tax Credits (http://www.tdhca.state.tx.us/multifamily/htc/docs/12‐13‐QAP‐RelatedRulesLaws.pdf); SAHAvoucher utilization as of 12/31/2012; SAHA public housing leased units as of 12/31/2012‐ SAHA vouchers include local non‐section 8 programs andexcludes port‐outs.

Mapping SAHA Household Characteristics12Map 4 | CHILDREN IN LOW POVERTY NEIGHBORHOODS (less than 15% Poverty Rate)Over 12% (3,361) of SAHA children are living in low poverty neighborhoods3% (181) of PH children16% (3,180) of Voucher childrenData source: 2011 American Community Survey 5 year estimates Table S1701 by Census Tract. Low Poverty Neighborhoods are defined as censustracts with less than 15% (estimated) poverty rate. This definition has been taken from the Texas Department of Housing and Community Affairs 2012‐2013 Qualified Allocation Plans for Housing Tax Credits (http://www.tdhca.state.tx.us/multifamily/htc/docs/12‐13‐QAP‐RelatedRulesLaws.pdf); SAHAvoucher utilization as of 12/31/2012; SAHA public housing leased units as of 12/31/2012‐ SAHA vouchers include local non‐section 8 programs andexcludes port‐outs.

Mapping SAHA Household Characteristics13Map 5 & 6 | HOUSEHOLDS HEADED BY NON‐ELDERLY & NON‐DISABLED HEADS21% (2,109 out of 9,938) ofNon‐Elderly & Non‐Disabled Heads arelocated in 8 census tractson the east and westsides of the city.51% (9,938 out of 19,516)of all SAHA householdsare headed by someonewho is non‐elderly & nondisabledData source: SAHA voucher utilization as of 12/31/2012‐ SAHA vouchers include local non‐section 8 programs and excludes portouts;SAHA public housing leased units as of 12/31/2012. Non‐Elderly & Non‐Disabled (NEND) is defined by the disability andelderly status of the head of household.

Mapping SAHA Household Characteristics14Map 7 & 8 | Voucher & PH MEDIAN TENURE• Tracts with largerpublic housing familycommunities have ashorter tenure thanaverage• Tracts with smallerpublic housingelderly and disabledcommunities have alonger tenure thanaverage• Longer than averagemedian tenures areclustered in the NWedge of the city• Shorter than averagetenures are clusterednorth and east ofdowntown• Areas to the westand south ofdowntown are mixedData source: SAHA voucher utilization as of 12/31/2012 –SAHA vouchers include local non‐section 8 programs and excludes portouts;SAHA public housing leased units as of 12/31/2012. Tenure is defined as the difference between the date of admission and12/31/2012 for the Head of Household. For mapping purposes, tracts with less than 5 households are not used in this analysis.

Conclusions15Nearly all households assisted by the San Antonio Housing Authority are extremely low income orvery low income (30% and 50% of area median income, respectively). Majority of households areheaded by a single female and have children. A large percentage of households have at least onemember who has a disability. These characteristics are similar to household characteristics drawnfrom a national sample 1 .In 2012, SAHA population did not experience any major changes in overall demographics; however,voucher households and participants have had an increase. Annual updates will help identifydemographic trends over time.Mapping household characteristics is a relatively new way of looking at data for SAHA. Geographiccharacteristics can provide a more in depth perspective on who is assisted through SAHA programs,where they live, and how that location can help understand current conditions and inform futurepolicies.There is a striking difference between public housing and vouchers when households and children areoverlaid with high and low poverty neighborhoods (see maps 1‐4). Households in public housing aremore than three times as likely to live in a high poverty neighborhood compared to voucherhouseholds; and, public housing children are five times as likely than voucher children to live in theseareas. Twenty‐two percent of SAHA households live in high poverty neighborhoods while less than11% of SAHA households live in low poverty neighborhoods.Overall, households in both programs have similar median tenures by census tract, 4.9 years forpublic housing and 5.5 years for vouchers respectively. By mapping median tenure by census tract,pockets of longer and shorter tenures can be observed. Tracts with larger public housing familycommunities on the near west side have a shorter tenure than average while tracts with smallerpublic housing elderly and disabled communities have a longer tenure than average. (see maps 7 &8).General demographic reports are produced monthly by the Planning, Policy, and Public Affairs department.Note: Snapshot data used for this report is intended to be used for planning purposes only. SAHA is under various local, state, and federal reporting requirements that haveindividual data extraction methods and data definitions As a result, data reported for those purposes may slightly differ from the data explored in this report.1National Low Income Housing Coalition (2012). Who lives in federally assisted housing? Housing Spotlight, Volume 2, Issue 2.818 S. Flores, San Antonio, TX 78204 | 210.477.6262 | www. saha.org

Operations and Human Resources CommitteeMay 16, 2013

2• Summary information and maps describinghouseholds that receive assistance frompublic housing and assisted housingprograms• To be updated annually in order to identifydemographic trends over time• 2013 Demographic Report establishesbaselines against which future trends can becompared• Data range: January 2012 through December2012

• Who lives in SAHA assisted housing?• Characteristics of Individuals• Characteristics of Heads of Households• Characteristics of Households• Has SAHA population changed in the last year?• How do SAHA households compare to nationalfigures?• Where do households live?• In relation to high poverty / low poverty neighborhoods?• Where are the concentrations of non-elderly, non-disabled heads ofhousehold?• Where do households stay on program longer/shorter than average?3

• Total count• Ethnicity /Race• Age• Gender• DisabilityGENDER BY AGE Male FemaleAge (years)55 to 10535 to 5420 to 3410 to 190 to 914.712.63.94.03.58.412.213.412.814.415 10 5 0 5 10 15Population (%)DISABILITY BY AGE0 to 9; 1%10 to 19; 3%Table 1 | TOTAL RESIDENTSResidents Residents %PH 14,467 28%Vouchers 36,852 72%Total 51,319 100%Non‐Disabled;77%Disabled; 23%20 to 34; 3%35 to 54; 7%55 to 105; 9%4

• Total count• Elderly /Disabled• Gender• Single-HeadedELDERLY & DISABLEDElderly Disabled Elderly & Disabled Non‐Elderly & Non‐Disabled10%27%16%47%2%35%52% 51%33%11% 12%4%PH Vouchers TotalNUMBER OF HEADSPER HOUSEHOLDFEMALE‐HEADED HOUSEHOLDSHead only92%Head & Co‐Head/Spouse8%PHVouch…Total74%82%79%5

• Total count• Income• Children• Tenure• HouseholdSizeChart 7 |HOUSEHOLD INCOME BY AREA MEDIAN INCOME THRESHOLDSPHVouchersTotalExtremely Low (Below 30%) Very Low (30%‐50%)Low (50%‐80%) Above 80%87%80%11%17%82%15%0% 20% 40% 60% 80% 100%2%2%2%Chart 8 | PERCENTAGE OF HOUSEHOLDSWITH CHILDREN48%59%56%7,89710,7852,888PH Vouchers TotalTable 5 | MEDIAN TENURE BY FAMILY TYPE (years)PH VouchersOverall 4 5Elderly without children 9 5Elderly with Children 11 10Disabled without Children 3 5Disabled with Children 4 5Elderly & Disabled without Children 8 8Elderly & Disabled with Children 10 10Non‐Elderly & Non‐Disabled withoutChildren 5 5Non‐Elderly & Non‐ Disabled with Children 3 56

40,00035,00030,00025,00020,000Voucher ParticipantsPH Residents36,617 36,561 36,495 36,522 36,412 36,457 36,733 36,787 37,000 37,568 37,489 37,588Chart 9 | TOTAL RESIDENTS• Voucher population has increasedby 971.• PH population has increased by82.15,00010,00014,406 14,491 14,483 14,361 14,366 14,450 14,464 14,574 14,508 14,520 14,487 14,4881/31 2/29 3/31 4/30 5/31 6/30 7/31 8/31 9/30 10/31 11/30 12/3115,00014,000Voucher HouseholdsPH HouseholdsChart 10 | TOTAL HOUSEHOLDS13,00012,00011,00010,0009,0008,0007,0006,0005,000713,258 13,217 13,215 13,211 13,167 13,191 13,307 13,325 13,394 13,572 13,544 13,5715,965 5,986 5,986 5,926 5,935 5,962 5,967 5,984 5,957 5,951 5,946 5,9451/31 2/29 3/31 4/30 5/31 6/30 7/31 8/31 9/30 10/31 11/30 12/31• Voucher households haveincreased by 313.• PH households have decreased by20.

SAHANationalPERCENTAGE OF FEMALE‐HEADED HOUSEHOLDS BY HOUSING PROGRAMPH74%PH75%Vouchers82%Vouchers83%HOUSEHOLD TYPE BY HOUSING PROGRAMHouseholdwithdisabilityNon‐Elderly,non‐disabled,with childrenNon‐Elderly,non‐disabled,withoutchildrenElderlyPH 33% 25% 42% 5%Vouchers 56% 13% 44% 7%HouseholdwithdisabilityNon‐Elderly,nondisabled,with childrenNon‐Elderly,non‐disabled,withoutchildrenElderlyPH 21% 30% 35% 13%Vouchers 28% 19% 43% 10%8

HOUSEHOLDS INHIGH POVERTYNEIGHBORHOODS(40%+ Poverty Rate)• 22% (4,253) ofSAHAHouseholds livein high povertyneighborhoods• 45% (2,653) of PHHouseholds• 12% (1,600) ofVoucherHouseholds

HOUSEHOLDS INLOW POVERTYNEIGHBORHOODS(less than 15%Poverty Rate)• Less than 11 %(2,095) of SAHAhouseholds areliving in lowpovertyneighborhoods• 3% (180) of PHhouseholds• 14% (1,915) ofVoucherhouseholds

HOUSEHOLDSHEADED BY NON‐ELDERLY & NON‐DISABLED21% (2,109 out of9,938) of Non-Elderly & Non-Disabled Heads arelocated in 8census tracts onthe east and westsides of the city.

MEDIAN TENUREBY PROGRAM• Tracts with largerpublic housing familycommunities have ashorter tenure thanaverage• Tracts with smallerpublic housing elderlyand disabledcommunities have alonger tenure thanaverage• Longer than averagemedian tenures areclustered in the NWedge of the city• Shorter than averagetenures are clusterednorth and east ofdowntown• Areas to the west andsouth of downtownare mixed

SAN ANTONIO HOUSING AUTHORITY May 16, 2013MEMORANDUMTo:From:Presented by:RE:Operations and Human Resources CommitteeLourdes Castro Ramirez, President and CEODavid Clark, Interim Deputy Director of Public HousingUpdate and discussion on-line applications for Public Housing sitesSUMMARY:At last month’s Operations and Human Resources Committee meeting, the Commissionersasked a number of questions regarding the Public Housing Department’s conversion to on-lineapplications.One request involved capturing additional information regarding the number of hours the headof household works. The contractor, Cindi Herrera and Associates, is working on thesechanges. The program will ask the user to select from three ranges of hours: < 20 hours perweek; 20-30 hours per week; or > 30 hours per week.Another questions was raised about whether the preferences used in Public Housing—Involuntary Displacement and, for 200 families only, a preference for Working Families – shouldbe the same as the preferences used in the Housing Choice Voucher program, which includethose for Involuntarily Displaced, Veterans, the Disabled, and the Homeless.In SAHA’s Public Housing program, 2,782 (47%) households are families, 1,671 (28%) aredisabled, 452 (8%) are elderly but not disabled, and 1026 (17%) are elderly and disabled. ThePublic Housing waitlist is composed of 11,980 families, 540 elderly and 3,925 disabled. If thepreferences in Public Housing matched those in the Section 8 program, homeless disabledveterans would be housed before anyone else in Elderly/Disabled housing; those applicantswho are homeless and disabled, homeless veterans, and disabled veterans would be housednext. Disabled veterans comprise the largest number of applicants with any of these potentialpreferences. Any of these applicants would be housed before a non-disabled elderly person.The consequence might severely limit any provision of housing for the non-disabled elderly andchange the composition of the population served in Public Housing communities.We will add this for review during next year’s the process of Moving to Work (MTW) evaluationsand revisions. This will enable us to gather more information and to also obtain feedback fromthe MTW Advisory Committee. Changes to the plan could potentially impact our ability to furtherMTW initiatives, such as moving able-bodied adults to employment and self-sufficiency. Anadditional challenge to consider is that SAHA does not have extensive wrap-around services forspecial-needs populations. At this point, the MTW proposed plan has already been submitted toHUD for fiscal year 2013-2014.Testing of the new software for the on-line applications began on May 7, 2013, to ensure therewere no remaining glitches. The contractor assisting SAHA with the software, Cindi Herrera andAssociates, has been working with SAHA staff to develop a communications plan, to meet withcommunity stakeholders, and to orient staff.

SAN ANTONIO HOUSING AUTHORITY May 16, 2013The current schedule calls for SAHA to issue letters to all current public housing applicants onor about May 28, 2013, advising them that we will be purging their application unless they goon-line and update it, which entails selecting preferred developments. Applicants can select asmany preferred developments as they wish. Their “place in line” in the applicant pool will not beaffected if they update their record on-line, but if they do not do so by a certain date theirapplication will be purged.To minimize the number of applicants purged, SAHA will be partnering with social serviceagencies and libraries, as was done during the Section 8 conversion to on-line applications lastyear. The contractor will have a centralized call center with staff trained to answer specificquestions and concerns. All written and oral communication will be available in Spanish. Staffis also researching the number of applicants who applied years ago, to see if extra outreach canbe made for them. The contractor believes that most of the people on the current PublicHousing list applied for Section 8 last year and may not be interested in Public Housinganymore; the contractor estimates we may end up with only 5-6,000 Public Housingapplications.SAHA will stop taking paper applications after the on-line application goes live, and beginningthe next day, anyone may apply on-line.After the period ends during which current applicants can update their application, the contractorwill work with SAHA staff to review the data in particular application fields and correct it wherewrong. This process will take 30 days. After that, the portal will be available to any applicantswho want to change the application they previously submitted.In July 2013, withdrawal letters will be mailed to all applicants affected. Based on experience,this will result in many more phone calls. The contractor will use its subcontracted call center tohandle these calls (and any other calls resulting from the entire process). The call center has atoll-free number and bilingual operators.The contractor and staff will perform outreach and assistance for new applicants, using kiosks inthe SAHA buildings, at libraries, and in partnership with social service providers.PROPOSED ACTION:NoneFINANCIAL IMPACT:NoneATTACHMENTS:None

SAN ANTONIO HOUSING AUTHORITY May 16, 2013MEMORANDUMTo:From:Presented by:Operations and Human Resources CommitteeLourdes Castro Ramirez, President and CEOKathy McCormick, Development and Neighborhood Revitalization OfficerSantiago Garcia, Special ProjectsSubject:Update and discussion regarding Strategy for Reinvestment in the FiveNeighborhoods that were Part of the HOPE VI Mirasol Project____________________________________________________________________________SUMMARYThis report provides a summary of recent activities and next steps in the strategy to reinvest inthe five neighborhoods that were part of the HOPE VI Mirasol Project.1. GOAL: ASSESS HOMES AND NEIGHBORHOODS INDIVIDUALLYa. A Request for Proposals (RFP) process is underway to expand the number of firms thatare contracted with the San Antonio Housing Authority to provide General Architecturaland Engineering Services. From the expanded list of contracted firms, one or more willbe selected to conduct assessments of the 85 homes that will be placed on the marketfor sale, and the 87 single-family public housing units located in the Mirasol subdivision.The timeline for this activity is: Operations and Human Resources Committee May 16, 2013 Board of Commissioners Approval June 6, 2013 Execution of Contract for Services June 14, 2013 Meeting with Consultant on Scope of Work June 21, 2013 Assessment of Structures Begins June 28, 2013 Final Presentation of Material to SAHA August 30, 2013b. Pending approval of the focus area boundaries, the Assisted Housing ProgramsDepartment will perform an assessment of the Housing Quality Standards of the Section8 units located within the areas surrounding the five neighborhoods. This assessmentwill complement recent “windshield inspections” of the units adjacent to the subjectneighborhoods.2. GOAL: REHAB, REBUILD, AND RENOVATE HOMESa. The architecture and engineering team will conduct assessments of each house, andcreate a scope of work and cost estimate for each house by September 2013.3. GOAL: UTILIZE AN EFFECTIVE HOMEOWNERSHIP PROGRAMa. A meeting was held to discuss the current state of SAHA’s Public HousingHomeownership Program and how the program can be strengthened. Topics discussedincluded clarification of the program’s purpose, pre- and post-sale education, current andpotential partnerships, and assessing who the program serves.b. A second meeting to further discuss the Program’s goals will be held in May.c. A plan to strengthen the Program, to better identify, prepare, and qualify potentialhomeowners, will be finalized in May.

SAN ANTONIO HOUSING AUTHORITY May 16, 20134. GOAL: SELL HOMESa. A Request for Quotes (RFQ) for a Comprehensive Housing Market Analysis has beeninitiated. The data gathered will inform SAHA about the best strategies to market thehomes for sale. The timeline for this activity includes: SAHA Publishes Request for Quotes May 6, 2013 Complete Comparable Market Analysis May 10, 2013 Responses to Request for Quotes Due to SAHA May 20, 2013 Responses Scored May 27, 2013 Procurement Due Diligence of Selection May 29, 2013 Execution of Contract for Services June 7, 2013 Submit/Present First Draft for Review Presentation July 19, 2013 Final Presentation of Material to SAHA July 31, 20135. GOAL: LEVERAGE AND INTEGRATE WITH WESTSIDE COMMUNITY INITIATIVESa. Following a key stakeholder tour of the five subdivisions on Tuesday, April 9, 2013,individual meetings are being scheduled with each organization to coordinate plans andto secure commitments that intersect in an overall work plan for the neighborhoods.6. GOAL: MAINTAIN CONSISTENT COMMUNICATION AND OUTREACH WITH THENEIGHBORHOODSa. Begin meeting with neighborhood association presidents in May.b. Distribute the inaugural newsletter to potential and current homebuyers in June.PROPOSED ACTIONNoneFINANCIAL IMPACTNoneATTACHMENTSNone