[National Capital Housing Authority, Annual Report 1972, for the Fiscal Year Ended June 30, 1972] [From the U.S. Government Publishing Office, www.gpo.gov] government documents National Capital Housing Authority Annual Report 1972 PUBLIC HOUSING IN CRISIS NATIONAL CAPITAL HOUSING AUTHORITY JUNE 12, 1934 DATE DUE OCT 2 ) 1987 Out 1 1 GAYLORD PRINTED INU.S.A. National Capital Housing Authority Annual Report for the Fiscal Year Ending June 30, 1972 PUBLIC HOUSING IN CRISIS NATIONAL CAPITAL HOUSING AUTHORITY Washington, D.C. 20430 April 2, 1973 THE PRESIDENT The White House Washington, D. C. 20500 Dear Mr. President: In accordance with the Seventy-third Congress, the submits herewith its report 1972. requirements of Public Law No. 307, National Capital Housing Authority for the fiscal year ended June 30, Respectfully your . ig Authority FA. ’ER E. WASHINGTON National Capital Hou^i ii CONTENTS Page Letter of Transmittal ii Highlights of the Year. .. 1972 iv Public Housing in Crisis 1 NCHA Organization and Personnel 2 Developing New Housing 5 Modernization 8 Management and Maintenance 10 Housing New Residents 16 Security and Special Projects 18 Community Involvement and Social Services 19 The Financial Picture 21 Appendix LIST OF TABLES Page Table 1 NCHA Organizational Structure 2 Table 2 NCHA Employment 3 Table 3 Units Under Development 7 Table 4 Status of Projects Under Development 7 Table 5 Housing under NCHA Manage- ment, June 30, 1972 14 Table 6 Applications for Housing at the End of the Fiscal Year 17 Table 7 Status of Bonded Indebtedness 22 Table 8 NCHA Statement of Receipts and Expenditures 23 Table 9 Consolidated Balance Sheet, June 30, 1972 24 iii HIGHLIGHTS OF THE YEAR 1972 □ Acquired and occupied The James Apartments, a 151-unit building for the elderly located at 1425 N Street N.W. □ Broke ground for four new townhouse sites in the Shaw Urban Renewal Area providing a total of 54 three-, four-, and five-bedroom houses to be offered under the Turnkey III Homeownership Program. □ Housed 1,264 new families and elderly individuals in public housing, including 417 families displaced by public action. □ Received a three-year, $892,087 grant from HUD for “Demonstrating a Comprehensive Management System”. □ Implemented a new rent schedule in compliance with the Brooke Amendment. □ Established a Grievance Procedure to give a resident or applicant who has a grievance with NCHA the right to a written answer to a written complaint and, if he is still dissatisfied, a hearing before an impartial Hearing Officer. □ Added a Security and Special Projects Office to respond to crime and vandalism problems. □ Developed “Operation Housewarming” to speed the process of unit restoration and reoccupancy. □ Reduced the number of vacant units. □ Opened Valley Green Day Care Center to be operated by the National Capital Area Child Day Care Association. □ Ended the year with a deficit of $1,099,631 because sufficient operating subsidy funds were not available. Added to a carry-over deficit from fiscal year 1971, the cumulative deficit was $1,301,728. iv Public Housing in Crisis During fiscal year 1972, conditions in the National Capital Housing Authority (NCHA) were similar to conditions in other large housing authorities in urban areas throughout the country. The Housing Authority was faced with multiple financial problems brought on by a reduction in rental income and subsidies and a continued increase in operating expenditures. Thus, at the close of the fiscal year, the Housing Authority had not even started to make many structural and site improvements that had been programmed for completion during the past twelve months. In spite of the cutback in planned activities, the Housing Authority closed the fiscal year with a deficit of $1.3 million. However, noticeable accomplishments were made in the overall operation of the Housing Authority. To bring a positive change in operation, a massive and concerted effort was put forth to achieve a higher level of competency and efficiency in order to provide more and better services for the poor and disadvantaged families and individuals living in public housing in the Nation's Capital. We believe that this effort helped to relieve the strained relationship that had been building up for some time between management and residents of public housing. Actually, at the close of the fiscal year, NCHA staff and residents were working very closely to overcome many of the financial problems facing the Housing Authority. In addition, there was a noticeable resumption of efforts by many residents to improve their homes and work with neighbors to bring an improvement to public housing communities. Although the Housing Authority's primary responsibility is to provide housing for low-income families who are unable to obtain housing in the private market, the Authority is concerned with the cultural, economic, health and social conditions of families who move into public housing. Thus efforts were made, with little success, to locate resources that could be channelled into the public housing communities. There still exists an overwhelming need to improve the economic and social fibre in the low-income communities. As has been alluded to in previous Annual Reports, the trend of center city population growth shows that families remaining have all the syndromes of poverty. While the future prospects do not appear rosy at this time for planned expansion of the housing stock for low-income families residing in Washington, D. C., the Housing Authority may have the opportunity to increase programs for upgrading the present housing inventory. Rehabilitation of the existing housing stock, regardless of the suitability of such action, will become imperative if future expansion does not take place. 1 NCHA Organization and Personnel THE AUTHORITY Graham W. Watt, Assistant to the Commissioner of the District of Columbia (Deputy Mayor), continued as the “National Capital Housing Authority”, a designated responsibility he has held since January 2, 1970, pursuant to Executive Orders 11401 and 11571. ORGANIZATIONAL CHANGES During fiscal year 1972 NCHA continued to expand and restructure its administrative organization to increase the operating efficiency and effectiveness of the agency. The expansion of the Authority’s data processing system led to the creation of a new position, Special Assistant to the Executive Director, with specific responsibility for the operation of this computerized information system. Another new position, Security and Special Projects Officer, was established in recognition of the severe economic and social impact on NCHA residents of the crime and vandalism problem. It is expected that financial assistance for the new security program will be available from the Law Enforcement Assistance Administration. The expansion from two decentralized Group Management Offices to four Group Offices with significantly increased Management and Maintenance responsibilities is perhaps the most visible change in the Authority’s structure. Each office contains a Management Supervisor, a Maintenance Supervisor, and supportive staff. Each Group Office supervises several Area Offices. The latter manage one or more neighboring properties. Table 1—NCHA ORGANIZATIONAL STRUCTURE 2 In October 1971, the Training Officer was reassigned from the Division of Management to the Division of Administration. In March 1972, the Realty Officer, concerned primarily with leasing and acquisition programs, was transferred from the Division of Management to the Division of Project Development. The responsibilities of the Management Aides located in the 16 NCHA Area Offices were clarified. More specific objectives relating to the social service function were included in recognition of the benefits accruing from improving social service assistance to residents at each Management Area. Table 1 illustrates the revised organizational structure of the Housing Authority. NCHA was one of thirteen local housing authorities whose proposals in response to a Department of Housing and Urban Development (HUD) request for a proposal (RFP H-32-71 dated June 25, 1971) to “Design, Implement, Monitor and Document a Comprehensive Public Housing Management System That Provides Increased Tenant Services on a Cost-Effective Basis” were accepted. The contract was signed at the end of June and will be implemented early in fiscal year 1973. The three-year Management Demonstration at NCHA will focus on improving policies and procedures while simultaneously experimenting with innovative management and maintenance approaches. The proposal, prepared with the help of an outside consulting firm, incorporated many of the recommendations contained in two recent studies of the Housing Authority. These suggestions appear in the April 1970 Report of the Task Force on the Condition and Operation of NCHA and in the Comprehensive Consolidated Management Review of the National Capital Housing Authority conducted by HUD from January 18 through February 12, 1971. The organization of the Demonstration was designed to include a special Resident Involvement Workgroup and Workgroups in the areas of occupancy, maintenance, social services, security, development, administration, and planning and control. Each of the regular Workgroups will consist of NCHA staff, a resident, and a consultant. The Resident Involvement Workgroup will be made up of the residents on the other Workgroups and a Chairman who will be a resident employed by the Authority especially for the Demonstration. All of the Workgroups will be under the direction of a full-time Demonstration Coordinator. Total employment in the Authority at the close of fiscal year 1972 was 764 persons, as compared to total employment for fiscal year 1971 of 630 persons. Although staffing of General Schedule positions was restricted by the Department of Housing and Urban Development, additional staff for maintenance and modernization activities was authorized. During the fiscal year there were 281 employment accessions and 147 employment separations. Comparative statistics for the last two fiscal years are shown in Table 2. Table 2—NCHA Employment Employment Category Number of Employees June 30, 1971 Number of Employees June 30, 1972 Permanent & Pro- bational 603 (95.7%) 741 (97.0%) Temporary Limited 27 (4.3%) 23 (3.0%) Total Employment 630 (100.0%) 764 (100.0%) Veterans 240 (38.1%) 297 (38.9%) 498-713 0-73-2 3 Developing New Housing During fiscal year 1972 the National Capital Housing Authority continued in its efforts to produce low-rent housing for the low-income families of the District of Columbia. However, the goals of the Development Program for fiscal year 1972 were not reached for a variety of reasons, most of which stemmed from the lack of funds. Construction continued on the 334 dwelling units at DC 1—46, Edgewood Terrace, where building construction started in fiscal year 1971. Completion and occupancy are expected in December 1972 or early January 1973 for both the 292 efficiency and one-bedroom elderly units and the 42 three-bedroom family units. Construction was started on DC 1-73, Shaw Urban Renewal Area Sites 1, 2, 3, and 4, in April 1972. This project is located on four scattered sites and will have 13 three-bedroom, 36 four-bedroom and 5 five-bedroom units, for a total of 54 dwelling units. The proposal for DC 1-73 was offered to the Housing Authority in October 1969 by D. C. Frontiers, Inc., the local chapter of Frontiers International. The project suffered many delays from October until the start of construction because of cost problems. After working with many builders, D. C. Frontiers, Inc., was finally able to locate one, the United Housing Corporation, that was willing to produce the project for the available funds. DC 1-73 is being developed under the Turnkey III program with provisions for Homeownership Opportunities and is scheduled for completion in the early spring of 1973. On December 29, 1971, Project DC 1-70, The James Apartments, was acquired by the Housing Authority for occupancy by the elderly. The James had been under consideration for quite some time and, when acquired, provided 151 sorely needed units for the city’s low-income elderly. The downtown location of this property provides housing with convenient access to all of the shopping, service, and transportation needs of its residents. Planning proceeded intermittently on another project, DC 1-61, Knox Hill Replacement, and in December 1971 the Housing Authority was authorized to proceed with construction documents. In April 1972, further review of the documents raised questions in the Area Office of HUD relative to the size of the project and the potential child population. At this time the approval of the preliminary documents was rescinded with the recommendation that the project concept be re-evaluated with a view to reducing the density and the number of children by decreasing the number of units. By the end of the fiscal year the re-evaluation and reduction had been accomplished and concept drawings completed. During the fiscal year other projects were studied and formulated. None were proceeding at the end of fiscal year 1972 due to the inability of the Housing Authority to demonstrate that the cost of operating each project would not exceed 85% of the project’s income; a new HUD requirement. Projects falling in this category were DC 1-76, St. Mary's Replacement, and DC 1-80, Wylie Courts Turnkey III. St. Mary's Replacement proposed 120 dwelling units for the elderly on the former Title I site of St. Mary’s Apartments. The original property was built in 1938 and had deteriorated to a point where rehabilitation was both impractical and too costly. In March 1972 the Authority was authorized to award a contract for the demolition of the 24 existing units. The site has been cleared but no further planning or development activity has been authorized. DC 1-80, Wylie Courts, is a 32 unit townhouse development in the H Street N.E. Urban Renewal Area offered to the Housing Authority by JDA Consultants, a firm from the West Coast, and the Redevelopment Land Agency. This project is to be built in conjunction with an FHA project on a non-contiguous site. At the end of the fiscal year authorization to proceed with this project had not been received. DC 1-74, 51 townhouse units under Turnkey III in the Northwest Urban Renewal Area No. 1, remained in planning until the late fall of 1971. At that time it was determined that the prefabricated modules proposed by Stirling Homex, the developer, would not meet the requirements of the District of Columbia Building Code. The Developer attempted a redesign of the modules to comply 5 The James Apartments 6 with the building code but informed the Authority in March 1972 that the project could not be produced. Subsequently, the need for an additional elementary school in this project area resulted in a change in the project site location. The available area for this project has been reduced and will now permit construction of only 26 dwelling units. Other sites are being reviewed with the National Capital Planning Commission to permit development of the remaining 25 dwellings. At the end of fiscal 1971, planning had been suspended on DC 1-72, Parkside Replacement, while a comprehensive analysis was being conducted by the D. C. Office of Housing Programs. Based on its studies and recommendations, the Authority abandoned the project and is currently proposing to dispose of the land. One hundred and fifty-one (151) units were added to the National Capital Housing Authority’s inventory during the fiscal year by the acquisition of The James Apartments. At the end of the fiscal year 917 units were under development in various stages, as shown in Tables 3 and 4. Table 3—Units Under Development Under Construction________________________________388 In Planning______________________________________ 306 Sub-Total____________________________________ 694 Projects Under Study_____________________________ 223 Total________________________________________ 917 Although the production record for the past year has not been encouraging, the National Capital Housing Authority’s Development Division will continue to seek methods of producing quality housing at reasonable costs and hopefully, through joint efforts with the Division of Management and the Maintenance Engineering Office, find solutions to the problems encountered. TABLE 4—STATUS OF PROJECTS UNDER DEVELOPMENT PROJECT NUMBER NAME NUMBER OF UNITS BOUNDARY APPROVAL DEVELOPMENT PROGRAM PLANNING CONSTRUCTION INITIAL OPERATING PERIOD DC-1- 49 DC-1- 56 DC-1- 61 DC-1- 72 DC-1- 46 DC-1- 73 DC-1- 74 DC-1- 76 DC-1- 78 DC-1- 80 CONVENTIONAL PROJECTS: HOPKINS PLACE STODDERT MODERNIZATION KNOX HILL (REPLACEMENT) PARKSIDE (REPLACEMENT) TURNKEY a ACQUISITION PROJECTS: EDGEWOOD TERRACE SHAW SITES 1,2,3, a 4 SUB-TOTAL PROJECTS UNDER STUDY N.W. URA - SITE 5 ST. MARY'S REPLACEMENT V-ST. HOUSES WYLIE COURTS SUB-TOTAL GRAND TOTAL 118 42 146 334 54 0 P R 0 J E C T A B A N D 0 N E 694 51 1 20 20 32 223 917 7 Modernization In addition to developing new buildings to increase its housing supply, NCHA devotes considerable time and attention each year to the modernization of existing properties. This year the Maintenance Engineering Office obligated contracts totaling approximately $4,000,000 and ranging in scope from roof and heating system repairs to the rehabilitation of vacant and firedamaged units. The monies for these renovations come from the NCHA Operating Budget and from a Modernization Program which is financed separately by the Department of Housing and Urban Development. OPERATING BUDGET MODERNIZATION Security locks and door views were ordered for all the exterior doors at 25 properties in order to provide the residents with added security. NCHA also contracted for the installation of exterior doors and door frames for all of the 432 dwelling units at Barry Farm, DC 1-9. In another measure to provide increased protection, security window guards were installed at some properties. The air conditioning system at Claridge Towers (DC 1-60), a 343 unit high-rise building for the elderly, was completed during the year. Another project to receive interior improvements was Kenilworth Courts, DC 1-19. Units there had kitchen and bathroom faucets replaced. In an effort to improve the heating system at Langston Dwellings, DC 1-25, two new boilers Improving the Security of Residents were installed and a portion of the underground heating lines repaired. The exteriors of all the units at four properties —East Capitol Dwellings (DC 1-18), Benning Terrace (DC 1-22), Stoddert Dwellings (DC 1-26) and Carrollsburg Dwellings (DC 1-7)—are being painted. SEPARATE MODERNIZATION PROGRAM The separately financed Modernization Program included funds to renovate the heating systems of several properties and significant progress was made this year in continuing the improvements. At Lincoln Heights, DC 1-13, contracts were awarded to replace approximately two-thirds of the domestic and underground piping systems which supply heat and hot water to the units. Of the total work requirement, approximately 33% had to be deleted from the contract because the original contract amount exceeded the budgeted funds. Twelve (12) new boilers were installed at Carrollsburg Dwellings, DC 1-7, and ten (10) at Fort Dupont, DC 1-1, completing the modernization of the heating plants at these locations. Refrigerators were replaced in 250 units at Carrollsburg Dwellings and the units at Fort Dupont are being plastered by the Maintenance Engineering Plastering Crew. Contracts were awarded for brick veneering and window and door replacement for the 303 units at DC 1-4, Frederick Douglass Dwellings, and the work is well on the way to completion. In addition, plastering has been completed in all of the occupied units. Plans are underway to correct the drainage and to rehabilitate the grounds. The Day Care Center at Valley Green, DC 1-51, was completed and opened this year. Another community project, a Community Center for Lincoln Heights, remains in the planning stage. A contract was awarded for the installation of trash compactors at Carrollsburg Dwellings (DC 1-7) under one phase of the Modernization Program while another phase is providing compactors for eleven (11) other NCHA properties. HUD approved the $801,800 program for the eleven 8 New Brick Veneering at Frederick Douglass Dwellings properties in September of 1970 but no funds were received until this fiscal year. Compactors have been installed at Greenleaf Gardens (DC 1-21), Arthur Capper Dwellings (DC 1-20), and Garfield Terrace (DC 1-37). These compactors replaced the incinerators in compliance with the D. C. regulations on environmental control. The Authority is awaiting final funding from HUD before awarding contracts for the eight (8) other properties authorized to receive compactors. The rehabilitation of vacant units, insofar as funds were available under another phase of the HUD-financed Modernization Program, was completed at Sheridan Terrace (DC 1-31), Stoddert Terrace (DC 1-23), Lincoln Heights (DC 1-13), East Capitol Dwellings (DC 1-18), Hopkins Apartments (DC 1-30), and Barry Farm (DC 1-9). Other projects awarded but not completed by the end of this fiscal year included Benning Terrace (DC 1-22), Arthur Capper Dwellings (DC 1-20), and Lincoln Heights (DC 1-13). In all, 261 units were rehabilitated by contract under this phase. Of the total units completed, the D. C. Department of Corrections was responsible for 84 under an experimental program started during the last fiscal year. Of benefit to residents, the Corrections Department, and NCHA, this program is expected to continue in fiscal year 1973. Buildings were converted to Halfway Houses, first at Lincoln Heights and then later at Barry Farm due to the work requirements in this area, for some of the “work release’’ personnel under the supervision of the Department of Corrections staff. The presence of these workers on a 24-hour basis provides a deterrent to the vandalism which plagues the Authority. The men involved in this program to rehabilitate dwelling units are skilled and semiskilled craftsmen and they are paid the prevailing wage rates. Using manpower under the supervision of the Department of Corrections has enabled the Authority to rehabilitate more units within the budgetary limits than the use of private contractors would have allowed. The Authority continued to be plagued with the necessity to reduce the scope of work in the different phases of the Modernization Program in order to award contracts within the budgetary limits for the various properties. 9 Management and Maintenance Effective and responsive management of low-income housing is the primary function of the public housing program. Such management encompasses a variety of responsibilities ranging from rent collection to maintenance and the restoration of vacant units to occupancy. In fiscal year 1972 the Division of Management completed a reorganization process initiated a year ago upon the recommendation of the Department of Housing and Urban Development. The expansion mentioned earlier to four supervisory Group Offices has resulted in more effective supervision and guidance of staff at the property level. In turn, communication between residents, field staff, and Central Office staff has dramatically improved. The key aspects of the Division of Management's year included some new elements. One was the implementation of the second phase of the Brooke Amendment to the Housing Act of 1969. This Amendment limited the amount of rent which could be charged to public housing residents to 25% of their income after certain exemptions and deductions. In order for this new rental rate to be determined, each family’s income had to be reexamined. A second new feature which became operational during the year was the NCHA Grievance Proce- Horizon House & NCHA Central Office Stewart Bros. Inc. dure. This established a formal opportunity for residents and applicants, who had problems with some aspect of NCHA operation, to bring these problems before an impartial Hearing Officer. Rent collection continued to decrease in fiscal year 1972. NCHA records show that 3,185 residents owed a total of $1,565,323 at the end of the fiscal year. Some residents say that they are on a rent strike because of poor maintenance service. The Authority, not wanting to evict residents but only to collect the rent which is due so that essential maintenance work will not be further hampered by additional loss of revenue, has been forced in many cases to begin eviction procedures for non-payment of rent. The new Grievance Procedure allows each resident the opportunity to have a hearing conducted by a Hearing Officer. If a resident waives his right to a hearing or if the Hearing Officer decides in favor of the Authority, then NCHA may take the case to the Landlord and Tenant Court. It is estimated that the period from the first step taken in the eviction process through the Grievance Hearing to the court trial is about nine months. There were very few evictions during the year. 10 Maintenance has been a perennial problem for the Authority. In recent times, sufficient funds, even for necessary repairs, have not been available in a period of soaring expenses. Ordinary maintenance costs per unit month rose 25.5% in one year, from $34.38 in 1971 to $43.15 in 1972. Realizing the seriousness of NCHA’s inability to keep up with repairs, HUD suggested that the Authority implement a five year financial plan to improve the maintenance program. This plan called for additional subsidy money that would be available for all five (5) years, beginning in fiscal year 1971, and was intended to enable the Authority to bring all units up to D.C. Housing Code standards. HUD’s own estimate, made in February 1971, placed the cost of this undertaking at over $11 million. This year’s budget as approved by HUD incorporated the added money but the budget was revised during the year and the subsidy figure which resulted was $3,489,370 less than had been allowed originally. At the beginning of the fiscal year there were 712 vacant units scattered throughout the Authority. Virtually all of these units were vacant because they needed repairs, in many cases major repairs, before they could be re-rented. Many units had been vandalized after their former occupants had moved out and before the required repairs, which might well have been only minor, could be made and new residents found. This serious vandalism problem, which is not new to the Authority, compounds maintenance difficulties. A vigorous campaign was launched to protect vacated units and to time the inspections made by the D.C. Office of Licenses and Inspections to coincide with the completion of repair work. Scheduling was also coordinated with the Occupancy Office so that units could be occupied as quickly as possible. The newly established Management Group Offices of NCHA, the D.C. Department of Corrections, and private contractors were responsible for the completion of many units needing major repairs. The Area maintenance staffs scheduled and prepared for occupancy dwelling units which required minor repairs. Although the rate of turnover remained high, the Housing Authority was able to maintain a constant reduction each month in the number of vacant units. At the end of the year the number of vacant units had been reduced by 18% to 584. This reduction of vacancies in NCHA has had a positive effect not only on the atmosphere of Authority properties but also on the stabilization of neighborhoods which include these properties. 11 © 0 ©TT ©IF ©@(L©R50®D& NATIONAL CAPITAL HOUSING AUTHORITY II « 4 URBAN REDEVELOPMENT AREAS A SOUTHWEST B NORTHEAST C NORTHWEST D COLUMBIA PLAZA E PROPOSED ANACOSTIA BOLLING F SHAW G FORT LINCOLN H RLA PROJECT 6O(PART OF D.C.I-81) J 14 TH STREET URA K H-STREET URA NO. NAME DWELLING UNITS 73 SHAW URA - SITES 1.2,3 8,4 * 54 . 74 NORTHWEST ONE URA-SITE* * 51 .- 75 CAPITOL VIEW PLAZA-HOPLIF 92 - - 76 ST.MARY'S (REPLACEMENT) 120 1 7 8 V-STREET HOUSES (REPLACE.) 2 0 • » J 7 9 WILLISTON MODERNIZATION 3 1 8 0 WYLIE COURT H-STREET 3 I y* 8 1 PROJ.REHAB.(SCATTERED SITES) 160 V*" u PUBLIC HOUSING NATIONAL CAPITAL HOUSING AUTHORITY NO. NAME DWELLING UNITS S ST. MARY'S APARTMENTS 24 V V STREET HOUSES 18 W WILLISTON APARTMENTS 31 I FORT DUPONT DWELLINGS 322 2 ELLEN WILSON DWELLINGS 134 3 JAMES CREEK DWELLINGS 267 4 FREDRICK DOUGLASS DWELLINGS 303 7 CARROLLSBURG DWELLINGS 314 8 KELLY MILLER DWELLINGS 169 9 BARRY FARM DWELLINGS 432 13 LINCOLN HEIGHTS DWELLINGS 440 14 STANTON DWELLINGS 348 15 PARKSIDE ADDITION 42 16 HIGHLAND ADDITION 246 17 RICHARDSON DWELLINGS 190 18 EAST CAPITOL DWELLINGS 577 19 KENILWORTH COURTS 422 20 ARTHUR CAPPER DWELLINGS 612 21 GREENLEAF GARDENS 456 22 BENNING TERRACE 274 23 STODDERT TERRACE 200 24 SYPHAX GARDENS 174 25 LANGSTON DWELLINGS 274 29 SiBLEY PLAZA 246 30 HOPKINS APARTMENTS 158 31 SHERIDAN TERRACE 183 34 PARK MORTON APARTMENTS 174 35 GREENLEAF ADDITION 32 36A WOODLAND TERRACE 234 36B KENTUCKY COURTS 163 36C CARROLL APARTMENTS 60 37 GARFIELD TERRACE 279 38 EASTGATE GARDENS 230 39 A LE DROIT APARTMENTS 124 39B GREENLEAF EXTENSION 4 40 LANGSTON ADDITION 34 42 DEANWOOD GARDENS 56 43 POTOMAC GARDENS 352 44 MONTANA TERRACE 155 46 EDGEWOOD TERRACE * 334 48 6TH AND H STREET LOCATION 49 HOPKINS PLACE * * 118 50 SURSUM CORDA 28 51 VALLEY GREEN 350 53 HIGHLAND MODERNIZATION 196 54 HIGHLAND EXTENSION 12 56 STODDERT MODERNIZATION** 42 57 FORT DUPONT ADDITION 87 60 CLARIDGE TOWERS 343 61 KNOX HILL REPLACEMENT** 254 62 HORIZON HOUSE 105 64 FT. LINCOLN URA-PROJ. NO. I 120 65 JUDICIARY HOUSE 270 67 CAPITOL VIEW PLAZA-ELDERLY 228 68 HARVARD TOWERS 193 69 REGENCY HOUSE 160 70 THE JAMES APARTMENTS 151 PROJECTS UNDLR CONSTRUCTION *■ PROJECTS UNDER PLANNING Table 5—Housing Under NCHA Management, June 30, 1972 Area Housing Year Dwelling No. Program Property Name and Location Act Built Units On Site 0-BR 1-BR 2-BR 3-BR 4-BR 5-BR 6-BR 1 GREENLEAF GARDENS, 1, N, Canal and 3rd SW GREENLEAF ADDITION, NW corner of Delaware Ave. 1949 1959 456 — 16 294 86 40 20 — & M St. SW 1954 1960 32 — — 24 4 4 — — JAMES CREEK DWELLINGS, M,0, Half and IstSW.... 1949 1942 267 — 44 196 8 9 — 10 SYPHAX GARDENS, 0, P, 2nd & Half SW 1954 1960 174 — — 126 48 — — — GREENLEAF EXTENSION, 3rd and M St. SW 1954 1965 4 — — — — 4 — — Total ... 933 — 60 640 146 57 20 10 II ARTHUR CAPPER DWELLINGS, 2nd, 7th, M & Virginia Ave. SE 1949 1958 612 — 80 419 88 25 — — CARROLLSBURG DWELLINGS, 1, M, 3rd and 5th SE.. 1937 1941 314 — 96 194 24 — — — ELLEN WILSON DWELLINGS, 1,6th and 7th SE 1937 1941 134 — 72 34 28 — — — CARROLL APARTMENTS, 410 M St. SE 1954 1964 60 — ”60 — — — — — Total ... 1120 — 308 647 140 25 — — III BARRY FARM DWELLINGS, Sumner & Wade Roads & Firth Sterling Ave. SE SHERIDAN TERRACE, Sheridan Road between How- 1949 1943 432 — — 194 190 38 — 10 ard & Pomeroy Roads SE 1954 1960 183 — — 100 45 29 9 — Total 615 — — 294 235 67 9 10 IV FREDERICK DOUGLASS DWELLINGS, Alabama Ave. & 21st St. SE 1937 1941 303 — — 289 — 4 — 10 STANTON DWELLINGS, Alabama & Stanton Road SE.. WOODLAND TERRACE, Langston Place, Bruce Place, 1949 1952 348 — 20 96 136 56 40 — Reynolds Place and Ainger Place SE 1954 1964 234 — 36 42 78 39 26 13 Total 885 — 56 427 214 99 66 23 V LANGSTON, Benning Road & 21st NE PWA 1937 274 — 180 88 6 — — — LANGSTON ADDITION, 21st & H NE 1954 1965 34 — — — 26 8 — — FORT LINCOLN, 2855 Bladensburg Road NE 1965 1971 120 *‘96 ”24 — — — — — Total 428 96 204 88 32 8 — — VI KELLY MILLER DWELLINGS, W, 5th and Oakdale Place NW PARK-MORTON APARTMENTS, Park Road and 1937 1941 169 — 54 87 28 — — — Morton St. NW 1954 1961 174 — — 174 — — — — V STREET, V between 4th & 5th NW.. 1934 1938 18 — — 18 — — — — WILLISTON, W between 2nd & 4th NW 1934 1937 31 18 7 6 — — — — GARFIELD TERRACE, 11th & Florida Ave. NW 1954 1965 279 — ”228 — 42 9 — — LEDROIT, 4th & W Sts. NW 1954 1965 124 — ”106 — 18 — — — Total ... 795 18 395 285 88 9 — — VII EAST CAPITOL DWELLINGS, E. Capitol at DC Line NEand SE. EASTGATE GARDENS, 50th St, 51st St, E, F, & G 1949 1955 577 — 36 204 157 147 33 — Sts., Drake Place & 50th Place SE 1957 1966 230 — — — 124 57 22 27 Total 807 — 36 204 281 204 55 27 VIII LINCOLN HEIGHTS, 50th & Washington Place NE 1949 1945 440 — 66 225 107 42 — — RICHARDSON DWELLINGS,53rd and Clay Sts NE 1949 1953 190 — — 67 80 19 24 — DEANWOOD GARDENS, 54th, 55th, and Clay Sts. NE... 1957 1965 56 — — — — — 56 — Total 686 — 66 292 187 61 80 — IX HIGHLAND DWELLINGS, Condon Terrace and Atlantic St. SE Lanham 1942 208 — 28 99 53 3 9 16 HIGHLAND DWELLINGS ADDITION, 8th, 9th, Valley Ave., & Wheeler Road SE VALLEY GREEN, Wheeler Road, Varney Place, Valley 1949 1954 246 — — 72 124 36 14 — Ave. SE 1957 1964 320 — 37 60 74 74 75 — Total 774 — 65 231 251 113 98 16 14 Table 5—Housing Under NCHA Management, June 30, 1972 (Cont.) Area No. Program Property Name and Location Housing Act Year Built Dwelling Units On Site 0-BR 1-BR 2-BR 3-BR 4-BR 5-BR 6-BR X BENNING TERRACE, G between 47th & Alabama Ave. SE 1954 1960 274 48 176 25 25 — FORT DUPONT DWELLINGS, Ridge & Anacostia Roads SE 1937 1940 322 2 108 157 55 — — — STODDERT DWELLINGS, Ridge and Anacostia Roads SE Lanham 1942 46 — — 44 — — — 2 STODDERT TERRACE, Ridge Road between Anacostia Ave. & D SE 1954 1960 200 — — 8 88 72 32 — FORT DUPONT EXTENSION, Corner of Ridge Road and D Street SE 1965 1971 87 — — — 87 — ' — — Total 929 2 108 257 406 97 57 2 XI KENILWORTH COURTS, Kenilworth Ave., between Douglass & Eastern Ave. NE 1954 1959 422 — 36 207 119 60 — PARKSIDE ADDITION, Anacostia Ave., between Grant & Hayes NE.. 1949 1957 42 — — 42 — — — — Total 464 — — 78 207 119 60 — XII HOPKINS APARTMENTS, K, L, 12th, 14th StreetsSE.. 1954 1960 158 — — 108 50 — — — KENTUCKY COURTS, 13th, 14th, C & D Sts., Kentucky Ave. SE 1954 1964 163 — 118 (**76) 45 — — — — POTOMAC GARDENS, 1, G, 12th and 13th Streets SE... 1961 1968 352 — **144 64 144 — — — Total 673 — 262 217 194 — — — XIV CLARIDGE TOWERS, 12th & M Sts. NW 1965 1967 343 **285 **58 — — — — — HORIZON HOUSE, 1150-12th St. NW 1965 1967 106 **79 **27 — — — — — JAMES APARTMENTS, 1425 N St. NW 1965 1960 151 **105 **46 — — • — — — Total 600 469 131 — — — — — XV JUDICIARY HOUSE, 461 H St. NW 1965 1968 271 **155 **114 2 — — — — Total 271 155 114 2 — — — — XVI HARVARD TOWERS, 1845 Harvard St. NW 1965 1964 193 **175 **18 — — — — — REGENCY HOUSE, 5201 Connecticut Ave. NW 1965 1964 160 **123 **36 1 — — — — Total 353 298 54 1 — — — — GRAND TOTAL (PROJECTS) — .. 10,333 1,038 1,859 3,663 2,381 859 445 88 XIII Housing Under Private Management CAPITOL VIEW PLAZA, 5901 East Capitol Street 1965 1971 320 **184 **44 37 37 18 XVII SIBLEY PLAZA, North Capitol and M Streets NW 1961 1968 246 — **144 80 — 22 — — XVIII MONTANA TERRACE, Montana Ave., 15th & Bryant Sts. NE 1961 1968 155 — — — 89 36 14 16 Total 721 184 188 80 126 95 32 16 XIX Special Programs: Rehabilitation—DC 1-41 10 — — 4 5 1 — Sursum Corda—DC 1-50 28 — — — 10 10 4 4 Leased Housing—DC 1-55 225 — 32 12 34 92 33 22 Rehabilitation—DC 1-77 11 — — 4 7 — — — Acquisition—DC 1-58 97 — 1 4 62 16 3 11 Total 371 — 33 20 117 123 41 37 Grand Total (All Housing) — .. 11,425 1,222 2,080 3,763 2,624 1,077 518 141 ** Units for Elderly—2327 15 Housing New Residents Townhouses at Capitol View In fiscal year 1972 NCHA housed 1,264 new families. This figure includes 417 families displaced by government action and 99 families of veterans and servicemen. In addition, 254 families already living in NCHA homes were transferred within or between properties. Virtually the total supply of four-, five-, and six-bedroom units which became available was occupied by displaced families because the Authority was compelled by the lack of funds to restrict the number of transfers within NCHA. Each transfer means that the maintenance staff must complete two units, the new unit and the vacated unit which must be prepared for reoccupancy. The Occupancy Office conducted a total of 2,251 personal interviews with applicants during the fiscal year (as compared to 3,481 in fiscal year 1971). A great number of these were scheduled in expectation that the still uncompleted Edgewood Terrace would be available, and as a result, a considerable workload was generated in necessary review and reverification. A total of 2,828 processed applications were referred to the Area Offices for possible assignment. Those offices returned to the Occupancy Office 1,601 folders for applicants who for various reasons were not assigned—e.g., units were refused or not yet ready for rerenting, applicants failed to respond to communications or family circumstances of income and/or composition had changed. In connection with “Operation Housewarming”, a special project to restore to occupancy quickly units needing only minor repairs, an unusual telephone survey was made to determine which of the families whose record processing had been completed would accept the first available units and be able to move in on very short notice. This information is now obtained at the personal interview. Special-handling status was extended to residents being displaced by Metro from the Conard, a privately owned apartment building, for assignment to The James. Notices of ineligibility were sent to 1,020 applicants, 104 of whom responded by appearing in person to discuss their status. None filed complaints. The most significant changes in applications on hand are the increase in applications for 0-bedroom (efficiency) units and the decrease in those for three-bedrooms. Although we have considerably increased our supply of efficiencies, the growth in the elderly population and the publicity given our acquisitions for the elderly would account in large part for the increased demand for this unit size. Another contributing factor is the displacement of many single persons from the Fourteenth Street corridor. The unusual decrease in the three-bedroom waiting list is partially due to the opening in 1971 of the 87-unit Fort Dupont Addition which consists entirely of three-bedroom units, and partly to the loss of applicants who had waited so long for assistance that they either could not be located or were no longer interested enough to respond to communications from the Authority. An inventory of applications on hand on June 30, 1972, on June 30, 1971, and a comparative analysis are found in Table 6. 16 Table 6—Applications for Housing at the End of the Fiscal Year FISCAL YEAR 1971 Total 0-1 IE 1 2 3 4 5 6 7 On Hand 5165 1387 57 304 976 928 1090 363 56 4 Displaced 275 17 3 11 48 47 94 38 15 2 Veterans 273 34 12 13 6 25 141 42 0 0 All Others 4617 1336 42 280 922 856 855 283 41 2 FISCAL YEAR 1972 On Hand 5760 1835 70 403 1237 650 1153 351 58 3 Displaced 319 84 1 26 62 31 60 42 13 0 Veterans 295 38 20 20 26 29 134 25 3 0 All Others 5146 1713 49 357 1149 590 959 284 42 3 COMPARATIVE ANALYSIS On Hand +595 +448 +13 +99 +261 -278 + 63 -12 +2 -1 Displaced +44 + 67 - 2 +15 + 14 - 16 - 34 + 4 -2 -2 Veterans +22 + 4 + 8 + 7 + 20 + 4 - 7 -17 +3 0 All Others +529 +377 + 7 +77 +227 -266 +104 + 1 +1 +1 17 Security and Special Projects The Office of Security and Special Projects was created by the Authority on March 15, 1972. It was established primarily to combat the conditions of frequent crime, vandalism, and community disruption which occur in public housing. SECURITY The first mission of the new Office was to work in conjunction with residents and staff to develop a proposal for an on-site security force. A total program was developed at a cost of approximately $1,220,000 and a proposal for a Discretionary Grant of $993,841 was submitted to the Law Enforcement Assistance Administration (LEAA). LEAA notified NCHA in June that it could not approve this request due to limited funds but suggested that we apply for a Block Grant which would be awarded by the LEAA "State Planning Agency" for the District of Columbia, the Office of Criminal Justice, Plans and Analysis. The proposal was being appropriately revised as the fiscal year ended. The Security Office has also been meeting with staff, residents, and the contract security services to improve the effective use of existing resources. The main objectives of the Security Office for the next year are two: • To reduce the incidence of crime in public housing and increase residents’ sense of safety through increased, effective resident participation; an NCHA on-site security force; and the development of a total NCHA security strategy which encompasses all the functional areas in the Authority. • To foster strong working relationships between residents and outside agencies. SPECIAL PROJECTS The Special Projects aspect of this Office has the responsibility for certain special programs which the Authority undertakes. In this initial year, the Office will administer the customary summer Neighborhood Youth Corps (NYC) program wherein it is anticipated that a record number of young people, many of them residents of the Housing Authority, will be hired for the summer (1972). The programs planned for these enrollees include landscaping, cabinet-making, glazing, and plumbing. Early in the fiscal year the Authority experimented with a program to use volunteers to paint vacant dwelling units which were otherwise ready to be restored to occupancy. Called "Operation Housewarming” the Saturday events attracted volunteers from among the residents, staff from NCHA and Southeast Neighborhood House, and the community at large, including a Member of Congress. In order to avoid vandalism new families were asked to move in the same day their units were painted. The First Lady, Mrs. Patricia Nixon, and Mrs. Lenore Romney, the wife of HUD Secretary George Romney, toured the units which were involved in Operation Housewarming at Barry Farm in an effort to highlight the value of volunteers in community improvement programs. Although the program was successful in stimulating community participation, the Authority did not expand the experiment due to cost factors related to the overtime work of maintenance employees needed to perform the last-minute jobs, such as installing stoves, which were beyond the skills of the volunteers. Special Projects is investigating similar, less costly, means to restore units with community participation. The main objectives of this aspect of the Office are: • Testing new ways to incorporate the willingness and ability of the residents to work with the Authority for community improvement, and • Helping the agency develop training programs to relate NYC openings to regular staff positions, thus assisting motivated youths to seek and find employment in NCHA and elsewhere. 18 Community Involvement and Social Services The National Capital Housing Authority believes that the provision of adequate housing structures is not the sole purpose of the public housing program. Because housing involves people as well as buildings, the aim of the Authority must be to develop viable communities. NCHA and residents continued to work together toward this goal. RESIDENT INVOLVEMENT The National Capital Housing Authority Advisory Board, composed of 22 elected residents and 11 appointed members, continued in its second year of existence to meet monthly and to advise the Housing Authority on policy matters. The Board was especially active in the development of a new lease to be implemented Authoritywide. The HUD-approved budget for the Advisory Board in fiscal year 1972 included the employment of a full-time secretary and made provision for the reimbursement of the transportation expenses incurred by members when they attend Board meetings. The members of the Advisory Board serve without compensation. Advisory Board in Session SOCIAL SERVICES The social goals of the National Capital Housing Authority seek the full involvement and active participation of residents in every phase of the public housing program; they seek a working partnership and mutual participation with residents in creating and maintaining clean, safe, and sanitary housing in a sound community. In order to attain these social goals, the social service staff of the Division of Management initiated steps to organize on each property several “Resident-Management Programs.” These Programs consist of: a Welcoming Committee, a Clean-up and Beautification Committee, a Maintenance Committee, an Organization of Building and Block Captains, and an Area Advisory Board. The Programs are designed to improve resident-management relations; to stimulate interest in cleaning and beautifying the properties; and to involve and encourage residents to participate in the management and maintenance operations on the properties. A revised program for Management Aides, intensifying their social service functions and establishing specific objectives and tasks, was also implemented during the fiscal year. As part of the program, the Management Aides make home visits to every family on each property on a planned, rotating basis, in addition to responding to emergencies and complaints. Each Management Aide is responsible for the identification of general and specific needs and/ or problems of the residents. To assist residents in meeting their needs and solving their problems, the Aides initiate and follow up on referrals to appropriate agencies; make concerted efforts to develop resources to meet expressed and observed needs of residents; conduct group discussions with families who are experiencing similar difficulties; and provide direct counseling service whenever possible. In an attempt to meet the residents’ needs for employment and vocational training, NCHA arranged with the United States Employment Service (USES) to have Management Aides serve with the USES Job Bank as Job Bank Community Agency Counselors. This aspect of the program will become operational in fiscal year 1973 and will enable Aides to assist residents directly in securing employment and training. The second major component of the Management Aide Program relates to program planning sessions with resident leaders and the various resident groups. These sessions are scheduled on 19 a regular basis by the Management Aides to provide the necessary expertise and technical assistance to ensure maximum benefit from resident programs and activities and to develop resident leadership potential. The Management Aides’ efforts in the implementation of such a comprehensive program are supplemented by Group Program Specialists who provide technical assistance to the Aides and secure additional services and resources from the wider community. Recognizing that these new efforts could not substantially meet the needs and solve the problems of the residents, NCHA submitted a proposal in June to the D. C. Department of Human Resources (DHR) for the provision of additional social service assistance to public housing residents. The proposal requested a Management Aide and two (2) Youth Coordinators for every 200 family units in NCHA and a Help-Mate for every 50 senior citizens. This proposal also included the provision of transportation services in the form of four fifty-passenger buses and two twelve-passenger mini-buses to be used for shuttle service to and from elderly locations. NCHA also proposed thirteen (13) day care centers to be constructed on thirteen (13) family properties and requested additional recreational services which included increased staff, equipment, and supplies in existing recreational centers; roving recreation specialists to visit properties that do not have centers; and an expanded mobile recreation program. As NCHA’s existing social service program continues and the committed funds* are received from DHR to implement the social service proposal described above, the National Capital Housing Authority will be well on the way to attaining its social goals. *Funding for this program was eliminated early in fiscal year 1973 with the passage by Congress of a ceiling for funds available under Title IV-A of the Social Security Act. 20 The Financial Picture FINANCES During fiscal year 1972 the National Capital Housing Authority continued to operate in a precarious financial situation. Since fiscal year 1967 rental income has been unable to keep pace with the rising costs of routine maintenance. While the per unit monthly rental for Title II properties decreased from $51.66 in 1971 to $49.44 in 1972, total routine operating expenditures per unit rose from $79.10 to $94.50 during the same period. The following is a comparative costs statement by fiscal years: Routine Costs 1971 1972 Administration $14.11 $16.49 Tenant Services .69 .81 Utilities 24.70 28.52 Ordinary Maintenance 34.38 43.15 General 5.22 5.53 Total Routine Costs $79.10 $94.50 Based on the approval of the 1972 Operating Budget by the Department of Housing and Urban Development it had been anticipated that the Authority would receive an operating subsidy in the amount of $7,498,740. This would have enabled the Authority to continue to upgrade its properties, correct many maintenance problems, restore units to housing code standards and establish an operating reserve of $601,340. However, sufficient operating subsidy funds were not made available; the anticipated amount was reduced to $4,009,370. As a result, the Authority suffered an operating deficit for fiscal year 1972 of $1,099,631. This coupled with a carryover deficit from the previous fiscal year resulted in a cumulative deficit for the fiscal year beginning July 1, 1973 of $1,301,728. At the close of the fiscal year the Authority had outstanding the following Project Notes sold on the private market to finance the development and construction of low cost housing and the rehabilitation of properties under the Modernization Programs: Project Notes 4th Series 1971_________________$12,932,000 Project Notes 1st Series 1972_________________ 13,549,000 Project Notes 2nd Series 1972_________________ 2,044,000 Total Outstanding___________________$28,525,000 The Authority also had outstanding Notes due to the Department of Housing and Urban Development as follows: Preliminary Notes______________________ $ 208,959 Advance Notes________________________________ 380 Permanent Notes__________________________ 625,000 Other (Deferred)_________________________ 369,876 Total Outstanding___________________ $1,204,215 No new Housing Authority Bonds were sold in fiscal year 1972. Table 7 indicates the status of bonded indebtedness as of June 30, 1972. 21 Table 7—Status of Bonded Indebtedness, June 30, 1972 New Housing Authority Bonds Final Maturity Date Total Issue Retired Outstanding First Issue May 1, 1994 $ 11,420,000 $ 5,827,000 $ 5,593,000 Second Issue May 1, 1994 7,020,000 2,314,000 4,706,000 Third Issue May 1, 1994 6,010,000 69,000 5,941,000 Fourth Issue May 1, 1994 10,505,000 2,885,000 7,620,000 Fifth Issue May 1, 1994 7,505,000 1,854,000 5,651,000 Sixth Issue May 1, 1994 5,670,000 880,000 4,790,000 Seventh Issue May 1, 2000 15,650,000 2,485,000 13,165,000 Eighth Issue May 1, 2001 2,765,000 452,000 2,313,000 Ninth Issue May 1, 2004 7,990,000 1,005,000 6,985,000 Tenth Issue May 1, 2005 4,790,000 455,000 4,335,000 Eleventh Issue May 1, 2005 7,740,000 885,000 6,855,000 Twelfth Issue May 1, 2007 5,015,000 265,000 4,750,000 Thirteenth Issue May 1, 2007 5,250,000 335,000 4,915,000 Fourteenth Issue May 1, 2007 10,075,000 655,000 9,420,000 Fifteenth Issue May 1, 2008 2,265,000 85,000 2,180,000 Sixteenth Issue May 1, 2008 6,690,000 315,000 6,375,000 Seventeenth Issue May 1, 1994 1,400,000 125,000 1,275,000 Eighteenth Issue May 1, 2008 4,000,000 170,000 3,830,000 Nineteenth Issue May 1, 2009 2,485,000 45,000 2,440,000 Total $124,245,000 $21,106,000 $103,139,000 Series “A” Bonds Sept. 1, 2000 3,744,000 2,190,000 1,554,000 Series “B” Bonds Sept. 1, 2000 *3,263,000 *3,263,000 0 Total All Issues . $131,252,000 $26,559,000 $104,693,000 * Refinanced in 1964 by Temporary Notes; currently part of Project Notes, Fourth Series 1971. INVESTMENT OF FUNDS The Annual Contributions Contract requires that excess monies on deposit in the General Fund be invested in securities approved by the Department of Housing and Urban Development. Earnings from management and modernization funds invested in Government Securities totaled $57,-039. This revenue was used to help defray operating costs. Investments made from debt service funds on deposit with fiscal agents earned $12,-123. There were no development funds available for investment purposes. ACCRUED PAYMENT IN LIEU OF TAXES Normally the National Capital Housing Authority would record, as an expense, payment in lieu of taxes due the District of Columbia Government in the amount of 10% of the net shelter rent charged for public housing. However, because of the continual increase in operating costs and the grave financial crisis facing the Authority, the Department of Housing and Urban Development did not approve payment in lieu of taxes as an operating expense in the 1972 Operating Budget. The amount of payment in lieu of taxes would have approximated $277,535. 22 Table 8—NCHA Statement of Receipts and Expenditures Receipts Rents $6,783,179 Miscellaneous Rents, Charges & Other Income $234,548 Interest on Funds Invested $57,039 Federal Contributions: Debt Service $7,405,506 Operations $4,009,370 Leased Dwellings $365,033 Special Subsidy Families $1,028,180 Existing Operating Deficit $519,237 Expenditures Administration $2,245,069 Tenant Services $110,467 Utilities $3,840,435 Maintenance $6,114,276 Improvements and Additions $442,114 Employee Benefits and Terminal Leave $569,908 Collection Losses $144,825 Casualty Losses $79,457 Amortization and Interest $7,401,040 Rent for Leased Dwellings $430,937 Others $123,195 Total Receipts $20,402,092 Total Expenditures 1 $21,501,723 1 Deficit Operation for Year $1,099,631. 23 Table 9—Consolidated Balance Sheet, June 30, 1972 U.S. Housing Act Alley Dwelling Act Consolidated ASSETS Cash: With Treasury $ 486,579 — $ 486,579 On Hand and in Transit 25,358 25,358 Accounts Receivable 1 2,123,596 $ 3,447 2,127,043 Accrued Receivables 4,500 4,500 Debt Amortization Funds 7,959,365 7,959,365 Deferred Charges 481,490 — 481,490 Land, Structures & Equipment2 166,813,701 287,124 167,100,825 Total Assets $177,894,589 $290,571 $178,185,160 LIABILITIES AND SURPLUS Liabilities: Accounts Payable $ 3,771,592 $ 1,599 $ 3,773,191 Notes Payable (HUD & Non-HUD)3 29,729,215 — 29,729,215 Accrued Liabilities 2,886,810 2,886,810 Deferred Credits 155,818 224 156,042 Fixed Liabilities-Bonds Payable-Non-HUD__. 104,693,000 — 104,693,000 Total Liabilities $141,236,435 $ 1,823 $141,238,258 Surplus: Government Investment $ 36,496,931 $288,748 $ 36,785,679 Non-Federal Contributions 161,223 — 161,223 Total Surplus $ 36,658,154 $288,748 $ 36,946,902 Total Liabilities & Surplus $177,894,589 $290,571 $178,185,160 Inter-Project receivables of $524,994 and a like amount of payables were eliminated from this consolidation. ' Estimated Uncollectible: U.S. Housing Act $500,000 4- $1,000 Alley Dwelling Act = $501,000. 2 Excludes uncompleted portions of contracts in process: U.S. Housing Act, $8,781,779. 3 Non-HUD Notes are secured by requisition agreement whereby HUD guarantees payment at maturity $28,525,000. U.S. GOVERNMENT PRINTING OFFICE: 1973 O-489-713 24 Appendix Public Law 86-400, 86th Congress, S.1159, approved April 4, 1960, provides in part that the Authority shall give “a full and detailed account of all operations under the provision of the Act for the preceding fiscal year, including an itemization of all properties purchased during such fiscal year setting forth the assessed value of such properties, together with the purchase price.” To fulfill the requirements of Public Law 86-400 for this fiscal year, the following list is presented. Address Lot Square Assessed Purchase Value Price DC 1-70 The James Apartments 1425 N Street N.W___ 856 211 $1,184,782 $1,750,000 Nate Fine Photo The Mayor’s Committee on Housing for the Elderly Witnesses the Purchase of The James Apartments UNIVERSITY OF LOUISVILLE LIBRARIES U005 25075 385 9 HD 7288.78 .1152 W374 1972