. . . where people thrive

2013 ANNUAL REPORT

Creating Dynamic Communities

1. Empower and equip families to improve their quality of life and achieve economic stability.

2. Invest in our greatest resource – our employees – and establish a track record for integrity, accountability, collaboration and strong customer service.

3. Preserve and improve existing affordable housing resources and opportunities.

4. Strategically expand the supply of affordable housing.5. Transform core operations to be a high performing and

financially strong organization. 6. Develop a local and national reputation for being an

effective leader, partner, and advocate for affordable housing and its residents.

Create dynamic communities where people thrive.

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

Vision

Mission

StrategicGoals

The San Antonio Housing Authority (SAHA) provides housing to over 70,000 children, adults and seniors through its Public Housing, Section 8 Housing Choice Voucher and Mixed-Income housing programs.

With more than 35,000 households on wait lists for housing, the Agency is committed to growing the supply of quality affordable housing through neighborhood revitalization efforts, and providing access to self-sufficiency programs and activities. SAHA has four major revitalization projects now underway throughout the City, for a total of 969 additional units, including the 423-unit EastPoint Choice Neighborhood, 208-unit Park at Sutton Oaks, 252-unit The Gardens of San Juan, and 87 single-family homes in the four Westside Revitalization Initiative subdivisions.

The Agency empowers and equips families to improve their quality of life and to achieve economic stability through the Agency’s commitment of funding and resources, such as education, employment, and job training, with the direct involvement of our local partners.

3

The San Antonio Housing Authority (SAHA) has achieved a number of remarkable milestones over the past few years, resulting in the Agency being viewed as a valued community asset and partner, as well as a leader in the national housing industry.

Thanks in large part to SAHA’s involvement, San Antonio is the only city in the nation to receive all three White House Neighborhood Revitalization Initiative grants for one community, “EastPoint.” In addition to the $30 million Choice Neighborhood and $23.7 million Promise Neighborhood grants, the neighborhood also benefits from two Byrne Criminal Justice grants, totaling nearly $1 million, to improve safety and security.

During my tenure as Mayor, I have focused on our community’s commitment to revitalizing neighborhoods and inner-city reinvestment, and I applaud SAHA’s tremendous work in this area at Wheatley Courts, Sutton Oaks, San Juan and Victoria Commons.

Paramount to its many achievements over the past year in providing housing that improves the quality of life for residents, SAHA is also focused on improving children’s educational achievements.

This past year, I have overseen the implementation of a city-wide program, known as Pre-K 4 SA, which is focused on high quality, pre-kindegarten services for four-year-old children. Studies have shown that quality pre-K education affects future educational outcomes, including high school graduation rates. SAHA believes that educational investment at this early age will also help to break the multi-generational cycle of poverty.

SAHA and the San Antonio community have embraced the fact that there is a direct correlation between housing, education and self-sufficiency. The stability provided by a safe, affordable home directly contributes to a family’s ability to focus on their children’s educational achievement. While SAHA’s core focus is affordable housing, the Agency has also worked successfully to create and maintain partnerships with educators, social service providers and employers, to support families’ efforts to attain economic independence.

In an ever-changing federal funding environment, I applaud the efforts SAHA has made to reinvest in neighborhoods and collaborate with community partners to meet the education, employment, safety and health needs of our citizens, ensuring that San Antonio is a city Where People Thrive.

FROM THE MAYORMESSAGE[ ]

Julián CastroMAYORCity of San Antonio

4

Mayor Castro’s Pre-K 4 SA initiative fundamentally improves educational success and provides a wide range of opportunities for San Antonio’s children. With more than 6,100 children, ages 5 and under, assisted by our housing programs, we recognize that this investment in early childhood education, along with having a stable and safe home, will allow children to learn and achieve more. To advance this objective, the San Antonio Housing Authority (SAHA)continues to provide enriching activities and environments that support children and families.

In the last year alone, our investments in education included: providing free Wi-Fi access at 40 public housing properties; establishing children’s libraries at seven family housing sites; and coordinating the first Education Summit, where we recognized 267 children and youth for academic achievement, and awarded 33 college scholarships.

Beyond promoting education, SAHA has been actively leading the Choice Neighborhood Initiative in San Antonio’s EastPoint, which also encompasses the Eastside Promise Neighborhood, and two Byrne Criminal Justice Innovation grants. EastPoint is the only community in the U.S. with this array of federal investment. Together with our partners, we are transforming EastPoint from a neighborhood of poverty into a neighborhood of opportunity, with quality mixed-income housing options, high performing schools and educational programs, and access to support services, public transportation, job training and jobs.

In 2013, SAHA continued its focus on expanding the supply of affordable housing by targeting efforts in four communities that will collectively produce 969 additional housing units at EastPoint Choice Neighborhood, The Park at Sutton Oaks, The Gardens at San Juan and the Westside Reinvestment Initiative. These efforts are aligned to the SA2020 neighborhood vision, which aims to increase population in the central city, improve walkability and strengthen social cohesiveness.

Our aggressive effort to improve the quality of our existing housing has also paid off. One example is a 10% improvement in the Agency’s housing score provided by the U.S. Department of Housing and Urban Development (HUD). Additionally, we invested $5.3 million to renovate 2,267 units. This activity was among the nearly $24 million in contracts awarded in 2013, with 77% going to minority-owned and women-owned firms, and 47% of new contractor hires going to Section 3 (low-income) individuals.

While we continue to make steady progress, the stark reality is that the need for housing assistance continues to grow. There are presently over 35,000 households on the wait list for housing assistance, and despite this need, funding levels for housing programs are at the lowest they’ve been in 20 years.

Having stable housing and a place to call home matters. Hence, as we move forward we will continue to do our part to preserve and expand affordable housing and enrich these communities by working across agencies to align our collective systems and to leverage our limited resources.

With a hard-working and visionary Board of Commissioners, a skilled and dedicated staff, committed partners, and engaged children, families, and senior citizens, our vision to Create Dynamic Communities Where People Thrive, will be realized.

We appreciate the opportunity to share and showcase some of SAHA’s 2013 events and achievements in this annual report.

Ramiro CavazosChairman, SAHA Board of Commissioners

Lourdes Castro RamírezPresident & CEO

FROM THE CHAIR/PRESIDENTMESSAGE[ ]

Lourdes Castro RamírezPresident & CEO

Yolanda HotmanCommissioner

Karina CantuCommissioner

Charles MunozCommissioner

Stella Burciaga-MolinaCommissioner

Morris Stribling, MDCommissioner

Ramiro CavazosChairman

5

A safe, stable, and affordable home is the foundation for building stronger families and stronger communities where people thrive. SAHA is committed to providing housing that improves the quality of life for residents, as well as partnering with resource organizations that assist in economic independence.

SAHA’S AFFORDABLE HOUSING PROGRAMS• Public Housing: Own and manage 6,321 public housing units at 71

properties.• Housing Choice Voucher (Section 8): Administer rental vouchers to

more than 13,651 San Antonio families, through the Housing Choice Voucher (HCV) program and other related special programs.

• Mixed-Income Housing: Provide 6,879 mixed-income units at 44 properties through our non-profit entities and partnerships.

• Homeless Programs: Assist up to 1,111 homeless families and individuals with vouchers and supportive services provided by local partners.

SAHA’S IMPACT ON LOCAL ECONOMY• SAHA provides housing assistance to approximately 12 percent of

the total renter-occupied units in San Antonio. • SAHA brings into the local community $128 million in federal

resources ($89 million goes to direct payments to private property owners), and brings in $40 million in non-federal resources, for a total annual operating budget of more than $168 million.

• Employs over 540 individuals with an annual payroll of $34 million. • Contracts with hundreds of consultants, contractors and vendors

annually, totaling nearly $24 million.• Owns real estate assets valued at more than $500 million.

Agency summary6

SAHA's Executive and Senior Leadership Team

households live on a fixed income and are elderly and/or disabled

Assisted families havean average income of

TOTAL HOUSEHOLDSSERVED

Assisted households payan average of

49%

a month$183

Nearlyassisted families include

children

of55%$12,889

24,832of assisted

The average non-elderly/non-disabled household utilizes

SAHA housing assistance for

5.7years

Over

SAHA serves the housing needs of over 70,000 children, adults and senior citizens through its Public Housing, Section 8 Housing Choice Voucher (HCV) and Mixed-Income programs.

Through the Moving to Work (MTW) program, SAHA serves 98 percent of families earning below 50 percent of the Area Median Income (AMI).

SAHA has successfully positioned six projects for mixed-income development in the coming years. These projects will increase the supply of affordably-priced housing in San Antonio by 1,494 units, of which 365 will be units reserved for families at 30% of AMI. In addition, SAHA has received a total allocation of 410 vouchers for the Veterans Affairs Supportive Housing program.

Facts about who we serve:• Nearly half (49%) of all SAHA heads of households

are elderly and/or disabled. • Household incomes remain very low, with the

average annual household income for public housing families presently at $12,865, while HCV households earn $12,899 annually. The household incomes at SAHA’s Mixed-Income properties average $24,500 annually.

• SAHA works closely with individuals and families who seek to improve their quality of life, and today, 1,467 residents participate in self-sufficiency activities provided through SAHA and its many community partners.

Who We Serve7

1,111

Total families and individual served through a homeless

program with supportive services

*

* The Agency has a total housing inventory of 26,851 units. This 24,832 figure excludes units under renovation and accounts for SAHA-owned units that are also asisted with SAHA vouchers.

Empower and equip families to improve their quality of life and achieve economic stability.1 SAHA works with partners to ensure that all communities feature an environment where people thrive, with access to the resources they need to improve their lives and the lives of their children, by fostering wellness, work, education and community service. Today, more than 1,400 people are enrolled in one of the Agency’s education, job training, or workforce development programs.

Education SummitIn 2013, SAHA’s Education Investment Foundation recognized 267 youth with a total of $13,000 for perfect attendance/honor roll awards, and awarded 33 college scholarships, totaling $43,000.

resident employment opportunitiesIn 2013, 77% of procurement contracts were awarded to minority-owned or women-owned firms, and 47% of the new hires through SAHA contractors were Section 3 (or low-income) individuals.

Public Wi-Fi Free public Wi-Fi access was installed at 40 public housing communities, providing residents with access to online educational, job placement and supportive service resources.

PROMOTING Self-SufficiencyThere are 916 individuals enrolled in a Family Self-Sufficency program and nearly 700 participating in Jobs-Plus. The 200 Jobs-Plus members that have secured employment earned $1.6 million of new income in 2013.

In March 2013, City Councilman Chris Medina joined SAHA Commissioners and Westway Apartment residents to celebrate the ribbon cutting on the first of 40 Wi-Fi locations.

8

I“I always told my children that the only way to get out of housing assistance is through education.”

Isabel Hernandezand family

9

sabel Hernandez grew up poor in a one-room shack with no running water and one light bulb. A native of San Antonio, she dropped out of school at age 13 to care for her ailing mother and younger brother.

Yet, she was determined to see her six children graduate from high school.

Living in Public Housing since 1975, Isabel was introduced to several of the SAHA-sponsored camps and programs by her caseworker. “As soon as I learned about the activities, I got my kids involved in everything from Popcorn Camp to the YMCA,” says Isabel. “My SAHA caseworker is a Godsend and she has truly helped my family.”

Hernandez admits she was strict on her children - telling them “It is not enough to try; they actually have to make good grades.” With that, all of her children graduated from Kennedy High School, and as of today, five have received college scholarships from SAHA’s Education Investment Foundation, four of her children have graduated from college, and two are finishing their degrees.

Invest in our greatest resource – our employees – and establish a track record for integrity, accountability, collaboration and strong customer service.2 SAHA fosters a workplace environment where people thrive, while providing the highest quality of customer service. By expanding the collective skills and knowledge base of the workforce, through recruitment, professional development and recognition of high-performing employees, the Agency’s approach incorporates supportive learning, training, and accountability into every employee’s work plan.

health/wellness programsThis year, 12% of employees participated in one or more of the Agency’s wellness activities, which included lunch-n-learn meetings, blood drives, health fairs, and gym memberships.

Network UpgradesA faster, more robust, high- speed network was installed, to improve business operations, productivity, and employee satisfaction.

EfficienciesStaff saved approximately $800,000 in 2013, through operating efficiencies and cutbacks, in response to a decrease of $5 million in federal funding due to sequestration.

employee developmentThrough SAHA’s Tuition Reimbursement Program, the Agency spent nearly $100,000 in 2013, for 33 employees to receive degrees and certifications.

SAHA employees listen to a presentation regarding 2013 Agency accomplishments.

10

J

Joe Dyer

“I greatly appreciate SAHA’s commitment to building staff capacity and providing financial support for us to achieve our educational goals.”

oe Dyer is a Community Organizer in the Jobs-Plus program. In May 2014, he will complete his Master’s Degree in Business Administration from the University of Texas at San Antonio, with financial support through SAHA’s Tuition Reimbursement Program. “I was inspired to get my degree so that I could better understand the nuances and complexities of leadership,” says Joe. “The SAHA Tuition Reimbursement Program has helped me achieve a major lifelong goal of mine.” Joe works with public housing residents to raise their level of employment and increase their earnings. He also recruits, trains, and supervises a small team of residents known as “community coaches,” who encourage their neighbors to use Jobs-Plus services.

Joe is very passionate about the work he does and appreciates the flexibility and support afforded him to obtain his advanced degree. Always armed with a smile, he is a driving force in encouraging and inspiring residents to achieve stability through job training, employment and education.

11

Preserve and improve existing affordable housing resources and opportunities.3 Given the challenging federal fiscal environment, it is essential that efforts remain focused on preserving the existing affordable housing stock, in order to meet the current and future need for quality, affordable housing in communities where people can thrive. The Agency has created an asset management function, to establish short-term and long-term, data-driven redevelopment and capital investment priorities.

Housing InvestmentIn 2013, $5.3 million of capital improvement projects were completed at 22 communities, affecting 2,267 public housing units.

Improved RevenueTotal net revenue in the mixed-income housing portfolio was increased by 5.6%, or $1 million, which is being reinvested into capital improvements.

Greater MarketabilityTo improve the visual appeal of public housing units at turnover, an enhanced make-ready initiative was developed. By the end of the year, the program had been implemented at seven properties.

modernizationComprehensive upgrades and improvements are underway at the 66-unit Marie McGuirre Apartments, a downtown community for elderly and disabled residents.

Before

AfterThis kitchen at Alazan-Apache Courts received a facelift as part of the new enhanced make-ready initiative for public housing.

12

F or a time, Tanisha McKinney found it difficult to make ends meet, having been recently divorced with two children. She struggled to be strong for her children, while feeling inadequate and lacking confidence.

Through SAHA’s programs and resources, Tanisha says she learned a lot about herself, as well as about financial literacy and education. She has become the example to her sons, Xavier and Myles, of a self-sufficient person through perseverance and persistence.

As a veteran, Tanisha received assistance from SAHA’s Veterans’ Affairs Supportive Housing (VASH) program, as well as SAHA’s Family Self-Sufficiency (FSS) program, which provides assistance to participants with job placement, training, and education opportunities.

“I’m happy that, as of this month, I’m no longer on housing assistance, and will soon graduate with my nursing degree in the Fall,” says Tanisha.

She is also passionate about sharing her story with other women, as well as helping others through health and nutrition initiatives.

“With the housing assistance I received from SAHA, I was able to have shelter for my family while I worked and attended school.”

Tanisha McKinney

13

San Juan III ground breaking

Strategically expand the supply of affordable housing.4

The Park at Sutton Oaks This $29.4 million second phase of a public housing redevelopment, in partnership with Franklin Development, will have 208 mixed-income units complete by Spring 2014. Funding for this project was provided by HUD, the City of San Antonio, the Texas Department of Housing and Community Affairs, SAHA, and Bank of America.

the gardens of San Juan The $31.7 million final phase of San Juan, developed by the NRP Group and scheduled for completion in December 2014, will feature 252 mixed-income units, including 12 live/work units. Funding for this project was provided by HUD, the City of San Antonio, the Texas Department of Housing and Community Affairs, SAHA, and US Bank.

Public Auction The Agency’s first ever public property auction was held in September 2013, selling 84 properties and yielding $1.17 million in revenue to reinvest in affordable housing.

SAHA works closely with community partners to identify opportunities for new affordable housing where people can thrive, with access to quality education, employment opportunities, child care services, elderly activities, and healthy living amenities. The Agency has 469 new, quality, mixed-income units presently under construction on San Antonio’s Westside and Eastside.

In August 2013, City dignitaries joined SAHA leadership and NRP Group representatives to celebrate the groundbreaking of The Gardens of San Juan mixed-income community.

14

Albert Uresti

“I still drive by where we used to live and reminisce about my childhood.”

B exar County’s Tax Assessor-Collector Albert Uresti lived in the San Juan Homes in 1963, along with his six brothers and one sister. Albert enjoyed growing up in the area, attending the nearby elementary school, and participating in activities at the neighborhood Boys’ Club.

Albert also recalled his parents surprising the family one Christmas with a swing set – which quickly became the “community” swing set. “Since San Juan didn’t have one, there were hundreds of kids playing on that swing set,” he says. “I had to wait in line to get a turn to swing.”

While raising a family and working full-time, Albert received his Bachelor’s degree from Texas State University and a Master’s from the University of Texas at San Antonio. Even when working and going to school, Albert, like his brother State Senator Carlos Uresti (District 19), devoted himself to his community, advocating for youth and senior citizens, as a civic leader, volunteer, and coach - a commitment that has now spanned over three decades.

He applauds the redevelopment of San Juan and how SAHA, along with its partners, has engaged the residents and business community for their input and ideas. He believes this action will continue to attract more businesses to the area.

15

Transform core operations to be a high performing and financially strong organization.5 High standards have been set for all of SAHA’s properties, programs and employees, and many performance milestones were achieved in 2013. Additionally, as one of only 39 Public Housing Agencies with the U.S. Department of Housing and Urban Development Moving To Work (MTW) designation, SAHA is focused on supporting self-sufficiency efforts, increasing housing options and improving cost efficiencies, to ensure all communities create an environment where people thrive.

Clean AuditThe Agency successfully completed the 2013 independent audit with no financial findings and no material weaknesses. This can be largely attributed to improved internal controls throughout the Agency.

Processing EfficienciesAn electronic signature for Section 8 landlord contracts decreased turnaround time from an average of 30-45 days to an average of 15.4 hours.

Online ApplicationsThe introduction of an online application process for public housing now offers the opportunity for families to select preferred communities.

The Section 8 Housing Choice Voucher program has successfully implemented numerous efficiencies, including a customer queing system in the lobby and an electronic signature for housing assistance contracts.

16

C arlotta Treviño-Garza had lived in the W.C. White Apartments for five years, with her husband, Richard. After he passed away in June, she was invited to live with her children.

“I told them ‘why would I leave?” she says. “The W.C. White community has been there for me. This is where we built our home.” W.C. White recently achieved a score of 98 out of 100, from HUD’s Real Estate Assessment Center (REAC). This score is an assessment of the physical condition of a property’s buildings, common areas, and unit interiors. With nearly half of client households headed by an elderly or disabled person, SAHA and its partners work together to provide access to supportive services for families as they age in place.

“Our property is safe, beautiful and clean,” says Carlotta. “The SAHA staff maintains the building really well; and most of all, they interact with us and care about our input.”

“We take care of each other; we have a wonderful property and we’re all like family here.”

Carlotta treviÑo-garza

17

Develop a local and national reputation for being an effective leader, partner and advocate for affordable housing and its residents.6 Strategic partnerships, in San Antonio and beyond, are key to the Agency serving as a leader in our community and in the affordable housing industry. With San Antonio as the only community in the nation to receive all three of the White House Neighborhood Revitalization Initiative Grants (Choice Neighborhood, Promise Neighborhood and Byrne Criminal Justice), SAHA is working closely with its partners to ensure these community models, where people thrive, can be replicated anywhere.

Industry LeadershipSan Antonio hosted three housing conferences in 2013, the Council of Large Public Housing Authorities, the Public Housing Authorities Directors Association and the Texas Chapter of the National Association of Housing and Redevelopment Officials – showchasing local housing achievements.

Legislative EffortsSAHA collaborated with other Texas housing authorities to lead the successful statewide effort to pass legislation that now allows housing authorities to participate in the Low-Income Housing Tax Credit at-risk set-aside, providing additional access to resources to expand affordable housing.

city vision leader SAHA continues to serve as co-lead for a portion of Mayor Julián Castro’s city-

wide visioning process, SA2020. Metrics have been established and tracking continues for such neighborhood amenities as walkability, green space, and access to transportation. See SA2020.org for more information.

building local capacityThe 2013 Business Opportunity Academy was enhanced, in partnership with 12 other local agencies, to assist 20 small businesses in building their capacity and knowledge of procurement processes.

The Council of Large Public Housing Authorities came to San Antonio in November 2013 to discuss housing industry issues and to study best practices, including a visit to the Haven for Hope campus, which provides transformational services to the homeless population.

18

fter 37 years in business, Bryan Karp, co-owner of H. Karp Co., a small construction company, found his business struggling.

“We couldn’t keep doing the same thing and expecting different results or we weren’t going to be around for much longer,” said Bryan. “I knew we had to change our ways and become more familiar with the changing procurement processes.”

When he first heard about the Business Opportunity Academy (BOA), he had some reservations. “I figured it was for start-ups and not for established businesses like mine.”

Led by SAHA, the BOA provides individual assistance to Small, Minority, Women, Veteran, Disabled Individual Business Enterprises, Disadvantaged Business Enterprises and Historically Underutilized Businesses that are seeking help to grow their business.

Bryan was among the 20 BOA participants who received ten hours of instruction provided through workshops, seminars and networking functions.

“I was very impressed with the curriculum,” says Bryan. “I’ve learned the importance of networking and of diversifying the services we offer.”

A “This course is vital for small businesses – old and new. Everybody needs to take it.”

Bryan Karp

19

San Antonio’s Eastside is the only community in the nation to have received all three White House Neighborhood Revitalization Initiative implementation grants, Choice Neighborhood, Promise Neighborhood and Byrne Criminal Justice. To communicate the grants’ combined efforts, the community is now called EastPoint, where over the course of the next five years, investments in Housing, Neighborhood and People improvements will create a dynamic community where people thrive.

HousingThe Housing effort, led by McCormack Baron Salazar (MBS), is to redevelop the Wheatley Courts area, with one-for-one replacement of the public housing units, into a 423-unit, high quality, energy-efficient, mixed-income community, and an additional 208 mixed-income units at The Park at Sutton Oaks, all by 2019. The first official phase of Housing will be completed in Spring 2014, with the 208-unit The Park at Sutton Oaks.

NeighborhoodThe Neighborhood component, led by SAHA, will feature collaboration with the City of San Antonio, the San Antonio Police Department, residents, schools and local businesses, to transform this Eastside neighborhood of poverty into a viable, safe, pedestrian-oriented community with access to well-functioning services, parks, health, public transportation, jobs and economic development. In 2013, SAHA secured $3.6 million in City funds for FY 2014 infrastructure.

peopleThe People outcomes for Wheatley Courts residents, led by Urban Strategies, will be achieved through comprehensive, on-site case management services, that will facilitate access to employment opportunities, as well as quality early childhood education, after-school programs and adult education. Case management assessments were completed for all 201 families at the site, and families were relocated in advance of demolition.

Eastpoint - A Neighborhood of Choice20

SAHA’s Financial Highlights21

Despite the nation’s difficult economic and funding environment, SAHA was able to maintain a strong financial position. Some highlights include:• Given SAHA’s $5 million loss in funding due to sequestration, the Agency undertook an extensive budget planning process to identify ways to operate more

cost effectively, with a focus on reducing costs, improving efficiency, and generating additional revenue to minimize the impact of sequestration-related funding cuts on residents and employees. As a result of these efforts, operating expenses were cut by 8.75% and a $3.8 million improvement in operations over the prior year was realized.

• In December 2013, Google purchased nearly $15 million in bonds to support SAHA’s westside development project, The Gardens of San Juan.• SAHA took advantage of the current economic environment and successfully refinanced debt on the Woodhill and Converse Ranch I communities. The

interest rate reductions have lowered debt service payments and will result in annual savings of $497,000.• The Agency greatly appreciates the organizations that have generously provided monetary support to SAHA’s programs and Education Investment Foundation

initiatives, including but not limited to Citibank, Hixon Properties, Hawkins Delafield & Wood, Association of Corporate Counsel, Frost Bank, Alamo Colleges, Strasburger and Price, CPS Energy, Choose to Succeed, Gonzaba Medical Group, United Health Care, Davila Pharmacy, WellMed, Cima Hospice, AARP, Benevolent Hospice, Half-Price Books, and HEB.

Citibank - $30,000 Association of Corporate Counsel - $10,000 Hixon Properties - $10,000

Financial Strength

$97 Million

$258 Million$355 Million

Equity Assets Debt

Financial Liquidity

$53 Million

Current Assets Current Liabilities

$23 MillionSAHA ended its fiscal year with a debt-to-equity ratio of 0.38 and a current ratio of 2.31, signifying strong financial health and capacity to pay obligations.

(Debt-to-Equity Ratio) (Current Ratio)

SAHA COMMUNITIES & NEIGHBORHOOD REVITALIzATION

PLEA

SANT

ON

ROOS

EVEL

T

NOGAL

ITOS

PEARSALL RD

LOOP 410

S NEW

BRA

UNFE

LSS N

EW B

RAUN

FELS

ZARZ

AMOR

AZA

RZAM

ORA

SAN

PRED

RO AV

E

CUPP

LES

IH 37 PECA

N VA

LLEY

DR

LOOP

410

WW W

HITE

RD

S.FLO

RES

MILITARY

OLD HWY 90 WEST

CULEBRA RD

BANDERA RD

BABCOCK RD

WURZB

ACH

RIGSBY AVE

E HOUSTON

E. COMMERCEE. COMMERCE

BASE RD

LOCKHILL SELMA RD

FREDERICKSBURG

BITTERS RD

WEST

AVE

LOOP 410

HUEBNER RD

BROA

DWAY RITTIMAN RD

US HWY 81

NACOGDOCHES

LOOP 410

PERR

IN B

EITEL

JONE

S MAL

TSBE

RGER

EISENHAUER

FREE

WAY

McAL

LISTE

R

IH 10

LOOP 410

10INTERSTATE

10INTERSTATE

90

281

35INTERSTATE

35INTERSTATE

37INTERSTATE

410INTERSTATE

410INTERSTATE

410INTERSTATE

1604

1604

1604

1604

PUBLIC HOUSING

Family Elderly

MIXED-INCOME

ElderlyFamily

22

EastPoint This initiative features unprecedented local collaboration and the combined federal investments of Choice Neighborhood, Promise Neighborhood and Byrne Criminal Justice grants, to transform the neighborhood into a safe, vibrant, thriving community, with quality housing, along with access to education, employment, health, transportation and economic development opportunities.

Westside Reinvestment initiativeThe four single–family home neighborhoods of Blueridge, Villas de Fortuna, Sunflower and Palm Lake will be assessed and improved, to create desirable, homeownership opportunities for first-time home buyers.

Victoria CommonsWith three phases complete, work continues to finalize the Master Plan for the remaining portions of this near-downtown community, to add additional mixed-income housing to this very desirable area.

Promise ZoneThis area was designated by President Obama as one of only five communities in the country to receive this intensive federal partnership to implement economic and community development goals.

PLACE-BASED REVITALIZATION INITIATIVES

Artisan at CreeksideArtisan at Mission CreekArtisan at Salado FallsBella Claire Apts.Burning TreeCastle Point Apts.Churchill Estates TownhomesClaremont TownhomesConverse Ranch I & IICosta Almadena Apts.Costa Mirada Apts.Courtland Heights Apts.Dietrich Road Apts.Élan GardensEncanta Villa Apts.HemisView VillageHomestead Apts.La Providencia Apts.Legacy at Crown MeadowsMonterrey Park Apts.Reagan West Apts.Refugio PlaceRosemont at Highland ParkRosemont at University ParkSan Juan Square ISan Juan Square IISutton OaksSpring Hill I Apts.Spring Hill II Apts.Towering Oaks Apts.Villa de ValenciaVillas de Costa ValenciaWarren HouseWoodhill Apts

225-5600927-9800227-3999477-6300494-4540477-6310477-6310477-6300661-3260531-9590923-2972614-1900477-6334308-6555477-6335212-8808477-6355477-6364509-8084432-9000432-9000212-5256337-4202628-4221223-2889222-8866432-8711654-3600654-3600615-6500653-4400645-7015477-6300558-4500

1901 S. San Marcos7423 Yarrow3714 Binz Engleman Rd.2618 Nacogdoches14438 Jones Maltsberger5320 Blanco Rd.14121 Churchill Estates131 Claremont8355 Crestway Dr.6222 S. New Braunfels9323 Somerset Rd.5940 Danny Kaye4618 Dietrich Rd.1602 Jackson Keller5300 Encanta401 Santos St.5800 Medina Base Rd.2525 Castroville Rd.7700 Ingram Rd.6060 W. Commerce St.6503 W. Commerce St.300 Labor St.1303 Rigsby Ave.102 Emerald Ash1938 S. Zarzamora2404 S. Calaveras2818 N IH 354830 & 4840 Ray Bon4802 Ray Bon7710 Oakdell Way13656 O’Connor Rd.6303 Highway 90 West401 Warren St.4909 Woodstone

PU

BLI

C H

OU

SIN

G

MIX

ED

-IN

CO

ME

HO

US

ING

SE

CTI

ON

8/H

CV

252252252

67108220

404

228176212

5630

22856

245157

90192200

15210252240143144194253196128104230

7532

TOTAL 5,713

UnitsPhoneAddressFAMILY

Alhambra Senior Apts.Legacy at O’Connor Rd.Legacy at Science ParkMidcrown Srs. Pavilion Apts.Mirabella Srs. Apt. HomesPecan Hill Apts.Primrose at Mission HillsPrimrose at MonticelloSunshine Plaza Apts.Villa De San Alfonso

7130 New Laredo Hwy13842 O’Connor Rd.5803 Ingram Rd.5414 Midcrown Dr.1955 Bandera Rd.1600 W. Lawndale6639 S. New Braunfels Ave2803 Fredericksburg Rd.455 E. Sunshine2101 Vera Cruz

923-8200946-3900431-7400599-9199432-8711477-6417534-5380733-8300477-6462431-0500

140150120196172100252248100

29 TOTAL 1,507

ELDERLY

Tenant-based Voucher Programs 12,540

Homeless Programs

Veterans Affairs Supportive Housing (VASH) 410 Shelter Plus Care (SPC) 101 SAHA Homeless Programs 400 Set-Aside Homeless Voucher Program 200

TOTAL = 13,651

VOUCHER PROGRAMS

TOTAL SAHA HOUSING INVENTORY = 26,851

Alazan-Apache CourtsBlue Ridge SubdivisionCassiano HomesCharles AndrewsCheryl West Apts.Converse Ranch I & IICross Creek Apts.Francis FureyGlen ParkHemisView VillageHighview Apts.Kenwood ManorL. C. RutledgeLincoln Heights CourtsMirasol HomesMission Park Apts.Morris C. Beldon Apts.Olive Park Apts.Palm Lake SubdivisionPark Square Apts.Pin Oak II Apts.Refugio PlaceRiverside Apts.San Juan HomesSan Juan Square ISan Juan Square IIScattered SitesSpringViewSunflower SubdivisionSutton OaksT L ShaleyVilla de FortunaVilla Veramendi HomesVillage East Apts.Westway Apts.Wheatley Courts

1011 S. Brazos4222 El Paso2919 S. Laredo4060 Medical Dr.333 W. Cheryl8355 Crestway Dr.2818 Austin Hwy.4902 Gus Eckert Ln.121 Avenue M401 Santos St.1351 Rigsby121 Avenue M11301 Roszell1315 N. Elmendorf4222 El Paso5825 Analissa7511 Harlow1015 N. Olive4222 El Paso800 E. Park7180 Oaklawn300 Labor St.515 Riverside Dr.300 Gante Walk1938 S. Zarzamora2404 S. Calaveras1310 S. Brazos722 South Rio Grande4222 El Paso2818 N IH 354827 Pettus4222 El Paso615 Barclay819 N. Hackberry5627 Culebra906 N. Mittman

477-6290477-6384477-6306477-6314477-6318661-3260477-6331477-6345477-6359212-8808477-6353477-6359477-6435477-6316477-6384477-6395477-6298477-6624477-6384477-6359477-6424212-5256477-6430477-6440223-2889222-8866477-6522477-6454477-6384432-8711477-6472477-6384477-6616477-6624477-6176477-6624

74139

49952824666662649689

6633817410035261126225074

1164648

163186

9496628

16624

152248

TOTAL 3,966

UnitsPhoneAddressFAMILY

ELDERLY/DISABLED923-8200477-6302477-6321477-6323477-6326477-6475477-6341477-6348477-6350477-6357477-6359477-6655477-6371477-6367477-6341477-6376477-6376477-6341599-9199477-6430477-6404477-6416477-6421477-6425477-6376477-6416477-6443477-6457477-6478477-6495477-6611477-6325477-6655477-6628477-6478

1410048557820

2165951755334

1197010606355392070

15350261616306598

18566

201755015

TOTAL 2,355

Alhambra Senior Apts.Blanco Apts.Christ the KingCol. George CisnerosCollege Park Apts.Escondida Apts.Fair Avenue Apts.Frank E. Hornsby Apts.Henry B. Gonzalez AptsJewett Circle Apts.Kenwood NorthLe Chalet Apts.Lewis ChathamLila Cockrell Apts.Linda Lou Apts.Madonna Apts.Marie McGuireMatt GarciaMidcrown Srs. Pavilion Apts.Midway ApartmentsO. P. Schnabel Apts.Parkview Apts. Pin Oak I Apts. Raymundo RangelSahara RamseySan Pedro ArmsSouth San Apts.Sun Park LaneTarry Towne Apts.Victoria PlazaVilla HermosaVilla TracheseWC WhiteWilliam Sinkin Apts.Williamsburg Apts.

7130 New Laredo Hwy906 W. Huisache4502 W. Martin3003 Weir Avenue2011 N. Flores2514 Vance Jackson1215 Fair Ave.740 Rice Rd.5811 Ingram Rd.425 S. W. 34th St.121 Avenue M832 E. Grayson6405 S. Flores3500 Pleasanton124 Linda Lou7710 Madonna211 N. Alamo6114 Pecan Valley5414 Midcrown Dr.545 E. Mitchell919 S. Main St.114 Hickman7190 Oaklawn1021 S. San Eduardo10004-10012 Sahara2103 San Pedro2357 W. Southcross4523 Lavendar Ln315 Vance Jackson411 Barrera327 N. Flores307 Marshall618 N. Hackberry1518 Amanda118-120 Williamsburg

SAN ANTONIO HOUSING AUTHORITY818 South Flores | San Antonio, Texas 78204

www.saha.org

Lourdes Castro Ramírez, President and CEOMelanie Villalobos, Policy, Planning & Public Affairs Officer

Richard Milk, Director of Policy and PlanningAngela McClendon Johnson, Communications Manager

Lilia Swayne, Graphic DesignerRobert Barnes, Photographer

SAHA SAN ANTONIOHOUSING AUTHORITY

O p p o r t u n i t y L i v e s H e r e

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