Executive Portfolio Dashboard
Board-level portfolio summary — all properties • Updated quarterly by asset management team
⚠ Board Attention Required
🔴 Critical — Financial
Cedar Ridge: DSCR Below 1.00 Threshold
DSCR of 0.87 for trailing 12 months. Debt service shortfall approx. $38K annually. Operating reserve partially depleted. Board authorization needed for reserve draw or budget restructuring.
➤ Action Required: Authorize reserve draw / engage lender • Owner: CFO • Due: Jul 15, 2026
🔴 Critical — Compliance
Imagine Village I: TCAC 8609 Overdue
Conversion occurred Aug 2021. 8609 submission delayed due to outstanding construction punch list. LIHTC compliance clock risk. Investor penalty exposure estimated at $120K.
➤ Action Required: Board briefing; authorize legal counsel • Owner: Development/AM • Due: Jun 30, 2026
🟠 Watchlist — Physical
Sun Commons: Elevator System Failure Risk
7-story building. Single elevator assessed as end-of-life. Replacement cost est. $180K. Replacement reserve balance insufficient. ADA liability if offline. No capital funding identified.
➤ Action Required: Capital plan approval; explore HHH amendment • Owner: Asset Mgmt • Due: Aug 1, 2026
🟠 Watchlist — Internet Access
7 of 10 Operating Properties Lack Building-Wide Internet
CASF Broadband Public Housing Account funding available. Application window closes Oct 2026. Staff capacity needed to complete eligibility assessment and application. Est. $1.2M available across portfolio.
➤ Action Required: Assign staff lead; engage broadband consultant • Owner: AM Director • Due: Aug 15, 2026
🟡 Monitor — Compliance
Moonlight Villas: Annual Owner Certification Due in 45 Days
TCAC Annual Owner Certification due Aug 1, 2026. Utility allowance not updated since 2024. Two open file findings from last audit. AM to coordinate with EAH and compliance consultant.
➤ Action: Complete utility allowance update; close findings • Owner: Compliance • Due: Jul 25, 2026
Portfolio Snapshot
Total Properties
15
13 Operating • 2 Predevelopment (Rigby/Main)
Total Units
495
495 Operating • 128 Pipeline (Rigby/Main)
Portfolio Occupancy
90.5%
Target: 95% • ↑ +0.8% vs prior Q
Economic Occupancy
87.1%
Vacancy loss + bad debt adjusted
Supportive Housing Units
421
85% of operating units
Residents Served
~228
Estimated; confirm w/ PLC
Annual Revenue (T12)
$7.1M
Operating portfolio (13 properties)
Total NOI (T12)
$1.93M
NOI margin 30.6%
Total Debt Service
$1.49M
Annualized across portfolio
Cash Flow After DS
$442K
↓ Cedar Ridge still negative CF
Properties w/ Neg. CF
1
Cedar Ridge • Deficit: ($38K)
DSCR Below 1.15
2
Cedar Ridge (0.87) • Moonlight (1.08)
Total Replacement Reserves
$754K
Avg. $1,523/unit
Total Operating Reserves
$412K
2 properties below target
PLC Service $$ (Annual)
$1.82M
$7,684/unit • $7,982/resident
Properties w/o Bldg Internet
7
70% of operating portfolio
Portfolio Performance Charts
Net Operating Income by Property (T12)
Physical Occupancy by Property
Debt Service Coverage Ratio by Property
PLC Service $$ by Property (Annual)
Compliance Risk Score by Property
Capital Needs by Priority (5-Year)
✅ Board & Governance
📋 Action Items & Votes
🔴 Vote Required — May 6, 2026
Approve FY 2026/27 Operating Budget
🔴 Vote Required — May 6, 2026
Board Officer Elections — Closed Session
🔴 Vote Required — May 6, 2026
Resolutions (Item 7)
🔴 Vote Required — May 6, 2026
Review & Approve Prior Board Minutes (March 2026)
📅 Meeting Schedule
July 1, 2026 — 12:30–1:30 PM • Teams
Next Meeting
September 2, 2026 — Regular Board
Upcoming
November 4, 2026 — Regular Board
Upcoming
✅ Resolved at March 4, 2026 Meeting:
November 2025 Minutes — Approved • Bank Account for The Main, LP — Approved • Financing/Transaction Documents for The Main — Approved
November 2025 Minutes — Approved • Bank Account for The Main, LP — Approved • Financing/Transaction Documents for The Main — Approved
📋 July 1, 2026 Board Meeting • Next: September 9, 2026 via Teams
CEO Report — Wendy Carpenter
Strategic positioning in election year. Leveraging Housing Association relationships. Maura to meet with Mayor Bass on Supportive Housing priorities.
Financial Report — Bernie La Fianza
Current financials per May 2026 P&L & Balance Sheet. Rigby developer fee: $750K received; $500K at TCO (Nov 2026); $726,858 at perm loan conversion (Jul 2027).
Projects — Maura Johnson
Rigby: 75.5% complete, TCO Nov 2026. Main: On hold (AB2465/SB1675); $300K Dev Fee deferral remaining. Starr: Applying LACDA & LACAHSA. Norwalk: In escrow; 44 PBVs. Downey: On hold ~7 mo rezoning. Santa Clarita: 70–80 units, early stage.
Master Property Schedule
One row per property — all phases • Source: Development team / Asset management records
| Property | Address | Phase | Units | SH Units | Population | Ownership Entity | Perm Lender | Investor | Prop. Manager | Services | Compliance Programs | PIS Date | Affordability Exp. | Data Owner | Last Updated |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Metamorphosis13574 Foothill Blvd, Sylmar | Los Angeles County | Stabilized | 48 | 48 | Homeless Vets & Chronic | Abbey Road / CBH | BofA | NEF | EAH Housing | PLC | HHH, DOJ, AHP, TCAC 4% | 2019 | 2069 | Asset Mgmt | Jun 2026 |
| Cedar Ridge2105 E Ave J-8, Lancaster | Los Angeles County | Watchlist | 110 | 0 | 35% First5, 65% Affordable | Abbey Road / InSite | PNC | Alliant | AMC | PLC | First5LA, LACDA, TCAC 4% | 2016 | 2066 | Asset Mgmt | Jun 2026 |
| Mid Celis1422 San Fernando Rd, San Fernando | Los Angeles County | Stabilized | 20 | 20 | 100% TAY & TAY Families | Abbey Road / LAHP | CCRC | Hudson | EAH Housing | PLC | LACDA, MHSA, TCAC 4% | 2018 | 2068 | Asset Mgmt | Jun 2026 |
| Moonlight Villas12381 Osborne St, Pacoima | Los Angeles County | Monitor | 27 | 19 | 70% TAY, 30% Affordable | Abbey Road / LAHP | Bank of Hope | NEF | EAH Housing | PLC | MHP-HY, HCID, TCAC 4% | 2019 | 2069 | Asset Mgmt | Jun 2026 |
| Columbus Perm8906 Columbus Ave, North Hills | Los Angeles County | Stabilized | 6 | 6 | MI Homeless TAY | Abbey Road | N/A | N/A | CTPM | PLC | SHMHP, HCID(HOME), CRA | 2012 | 2062 | Asset Mgmt | Jun 2026 |
| Acre 2 (Old)15256 Acre St, North Hills | Los Angeles County | Stabilized | 6 | 6 | THP NMD | Abbey Road | N/A | N/A | CTPM | PLC | HCD, HCID(HOME) | 2010 | 2060 | Asset Mgmt | Jun 2026 |
| Acre 1 (New)15257 Acre St, North Hills | Los Angeles County | Stabilized | 4 | 4 | THP NMD | Abbey Road | N/A | N/A | CTPM | PLC | HCID(HOME) | 2014 | 2064 | Asset Mgmt | Jun 2026 |
| Gresham 2 (Old)15258 Gresham St, North Hills | Los Angeles County | Stabilized | 6 | 6 | THP NMD | Abbey Road | N/A | N/A | CTPM | PLC | HCID(HOME) | 2011 | 2061 | Asset Mgmt | Jun 2026 |
| Gresham 1 (New)15259 Gresham St, North Hills | Los Angeles County | Stabilized | 4 | 4 | THP NMD | Abbey Road | N/A | N/A | CTPM | PLC | HCD, HCID(HOME) | 2015 | 2065 | Asset Mgmt | Jun 2026 |
| Rayen Trans15260 Rayen St, North Hills | Los Angeles County | Stabilized | 6 | 6 | THP NMD | Abbey Road | N/A | N/A | CTPM | PLC | HCID(HOME) | 2013 | 2063 | Asset Mgmt | Jun 2026 |
| Imagine Village I43517 Sahuayo Dr, Lancaster | Los Angeles County | Lease-Up | 75 | 64 | Veterans & Families | Abbey Road / Abode | CCRC | US Bank | Abode | PLC & USVets | VHHP, LACDA, TCAC 9%, AHP, PBVs | 2021 | 2071 | Development | Jun 2026 |
| Sun Commons6329 Clybourn Ave, North Hollywood | Los Angeles County | Construction | 103 | 51 | Chronic & TAY | Abbey Road / Linc | CCRC | NEF | EAH Housing | PLC | HHH, LACDA, SHMHP, IIG, TCAC 9%, PBVs | Est. 2023 | 2073 | Development | Jun 2026 |
| Imagine Village II44000 Sahuayo Dr, Lancaster | Los Angeles County | Construction | 80 | 42 | Chronic & TAY | Abbey Road | CCRC | NEF | EAH Housing | PLC | SD5, LACDA, SHMHP, TCAC 9%, PBVs | Est. 2024 | 2074 | Development | Jun 2026 |
| The Rigby15314 Rayen St, North Hills | Los Angeles County | Predevelopment | 64 | 33 | Chronic & TAY | Abbey Road / EAH | TBD | TBD | EAH Housing | PLC | HHH, TCAC 4%, AHP, PBVs (pending) | Est. 2026 | 2076 | Development | Jun 2026 |
| The Main15302 Rayen St, North Hills | Los Angeles County | Predevelopment | 64 | 33 | Chronic & TAY | Abbey Road / EAH | TBD | TBD | EAH Housing | PLC | HHH, TCAC 4%, AHP, PBVs (pending) | Est. 2027 | 2077 | Development | Jun 2026 |
Financial Performance Module
Property-level P&L, NOI, cash flow, DSCR, and budget variance • Source: CPA / Yardi monthly reports
Portfolio Summary
P&L by Property
T12 to Budget
KPI Scorecard
Budget Variance
Reserves & Debt
T12 Gross Revenue
$3,410,000
+3.2% YoY
T12 EGI
$3,190,000
After vacancy & bad debt
T12 Total OpEx
$2,050,000
OpEx ratio 64.3%
T12 Net NOI
$1,140,000
NOI margin 35.7%
Debt Service
$890,000
All operating properties
Cash Flow After DS
$248,000
1 property negative
Portfolio DSCR
1.28x
Excl. Cedar Ridge: 1.41x
Deferred Dev Fee (Total)
$718,000
Mid Celis + Metamorphosis
Portfolio A/R Aging (Total)
$397,700
$88K over 90 days • click for detail
Aging Receivables — Portfolio Notes
| Property | Total A/R | >90 Days | Note |
|---|---|---|---|
| Sun Commons | $254,281 | $69,281 | Lease-up; largest driver. Confirm split of unapplied subsidy vs. collectible tenant debt. |
| Imagine Village II | $100,907 | $15,907 | Aging sits inside Affordable Analytics detail; not yet on standardized layout. |
| Cedar Ridge | $28,400 | $2,100 | Watchlist property; pair with delinquency follow-up and eviction pipeline. |
| Imagine Village I | $9,908 | $408 | 120+ balances are largely unapplied LACDA/DHS subsidy, not tenant delinquency. |
| All others | $4,204 | $0 | Metamorphosis, Mid Celis, Moonlight, small perm-supportive sites — normal. |
A/R totals are clickable — click a figure to view the source aging report it came from. A large share of aged balances across the affordable portfolio is unapplied subsidy timing rather than collectible tenant debt; reconcile against subsidy remittances before reserving.
Revenue vs OpEx vs NOI ($K) — Metamorphosis • Cedar Ridge • Mid Celis • Moonlight Villas
Revenue vs OpEx vs NOI ($K) — Imagine Village I • Sun Commons • Imagine Village II • Columbus Perm
Revenue vs OpEx vs NOI ($K) — Acre 2 (Old) • Acre 1 (New) • Gresham 2 (Old) • Gresham 1 (New)
Revenue vs OpEx vs NOI ($K) — Rayen Trans
| Line Item ($K) | Metamorphosis | Cedar Ridge | Mid Celis | Moonlight Villas | Imagine Village I | Sun Commons | Imagine Village II | Columbus Perm | Acre 2 (Old) | Acre 1 (New) | Gresham 2 (Old) | Gresham 1 (New) | Rayen Trans | TOTAL |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| — INCOME — | ||||||||||||||
| Gross Potential Rent (GPR) | $612,000 | $890,000 | $198,000 | $322,000 | $600,000 | $1,030,000 | $672,000 | $48,000 | $52,000 | $38,000 | $52,000 | $38,000 | $58,000 | $4,614,000 |
| Housing Assistance / Subsidy | $180,000 | — | $62,000 | $96,000 | $450,000 | $780,000 | $504,000 | — | — | — | — | — | — | $2,072,000 |
| Other Income | $8,000 | $12,000 | $4,000 | $6,000 | $5,000 | $10,000 | $7,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $58,000 |
| (Less) Vacancy Loss | (2.1%) | (3.8%) | (1.0%) | (2.4%) | (13.3%) | (14.6%) | (16.3%) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% | (8.6%) |
| (Less) Bad Debt | (0.5%) | (1.2%) | (0.3%) | (0.8%) | (0.5%) | (2.0%) | (1.0%) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% | (1.0%) |
| EFFECTIVE GROSS INCOME (EGI) | $781,000 | $854,000 | $261,000 | $411,000 | $963,000 | $1,670,000 | $1,074,000 | $49,000 | $53,000 | $39,000 | $53,000 | $39,000 | $59,000 | $6,306,000 |
| — OPERATING EXPENSES — | ||||||||||||||
| Payroll & Benefits | $182,000 | $220,000 | $58,000 | $98,000 | $170,000 | $245,000 | $190,000 | $8,000 | $9,000 | $7,000 | $9,000 | $7,000 | $10,000 | $1,213,000 |
| Repairs & Maintenance | $48,000 | $95,000 | $18,000 | $32,000 | $100,000 | $155,000 | $110,000 | $6,000 | $5,000 | $4,000 | $5,000 | $4,000 | $6,000 | $588,000 |
| Utilities | $62,000 | $118,000 | $28,000 | $44,000 | $90,000 | $130,000 | $96,000 | $8,000 | $7,000 | $6,000 | $7,000 | $6,000 | $8,000 | $610,000 |
| Insurance | $28,000 | $52,000 | $12,000 | $18,000 | $60,000 | $103,000 | $64,000 | $4,000 | $3,000 | $2,000 | $3,000 | $2,000 | $3,000 | $354,000 |
| Management Fee | $54,000 | $110,000 | $18,000 | $28,000 | $70,000 | $100,000 | $76,000 | $4,000 | $4,000 | $3,000 | $4,000 | $3,000 | $4,000 | $478,000 |
| Administrative | $22,000 | $38,000 | $8,000 | $14,000 | $28,000 | $52,000 | $34,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $208,000 |
| Supportive Services Fee | $96,000 | $145,000 | $42,000 | $68,000 | $150,000 | $206,000 | $160,000 | $12,000 | $10,000 | $8,000 | $10,000 | $8,000 | $12,000 | $927,000 |
| TOTAL OPERATING EXPENSES | $492,000 | $778,000 | $184,000 | $302,000 | $668,000 | $991,000 | $730,000 | $44,000 | $40,000 | $32,000 | $40,000 | $32,000 | $45,000 | $4,378,000 |
| NET OPERATING INCOME (NOI) | $289,000 | $76,000 | $77,000 | $109,000 | $295,000 | $679,000 | $344,000 | $5,000 | $13,000 | $7,000 | $13,000 | $7,000 | $14,000 | $1,928,000 |
| — BELOW THE LINE — | ||||||||||||||
| Debt Service | $198,000 | $114,000 | $48,000 | $101,000 | $210,000 | $590,000 | $225,000 | — | — | — | — | — | — | $1,486,000 |
| CASH FLOW AFTER DEBT SERVICE | $91,000 | ($38) | $29,000 | $8,000 | $85,000 | $89,000 | $119,000 | $5,000 | $13,000 | $7,000 | $13,000 | $7,000 | $14,000 | $442,000 |
12-Month Actual to Budget (T12 P&L)
View source report
| KPI Metric | Metamorphosis | Cedar Ridge | Mid Celis | Moonlight Villas | Imagine Village I | Sun Commons | Imagine Village II | Columbus Perm | Acre 2 (Old) | Acre 1 (New) | Gresham 2 (Old) | Gresham 1 (New) | Rayen Trans |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| — PROFITABILITY — | |||||||||||||
| NOI Margin | 37.0% | 8.9% | 29.5% | 26.5% | 30.6% | 40.7% | 32.0% | 10.2% | 24.5% | 17.9% | 24.5% | 17.9% | 23.7% |
| OpEx Ratio | 63.0% | 91.1% | 70.5% | 73.5% | 69.4% | 59.3% | 68.0% | 89.8% | 75.5% | 82.1% | 75.5% | 82.1% | 76.3% |
| DSCR | 1.46x | 0.87x | 1.60x | 1.08x | 1.40x | 1.15x | 1.53x | N/A | N/A | N/A | N/A | N/A | N/A |
| Overall Status | Stable | Board Attn. | Stable | Monitor | Lease-Up | Lease-Up | Lease-Up | Stable | Stable | Stable | Stable | Stable | Stable |
| — PER-UNIT METRICS — | |||||||||||||
| Revenue / Unit | $16,271 | $7,764 | $13,050 | $15,222 | $12,840 | $16,214 | $13,425 | $8,167 | $8,833 | $9,750 | $8,833 | $9,750 | $9,833 |
| Expenses / Unit | $10,250 | $7,073 | $9,200 | $11,185 | $8,907 | $9,621 | $9,125 | $7,333 | $6,667 | $8,000 | $6,667 | $8,000 | $7,500 |
| NOI / Unit | $6,021 | $691 | $3,850 | $4,037 | $3,933 | $6,592 | $4,300 | $833 | $2,167 | $1,750 | $2,167 | $1,750 | $2,333 |
| CF / Unit | $1,896 | ($345) | $1,450 | $296 | $1,133 | $864 | $1,488 | $833 | $2,167 | $1,750 | $2,167 | $1,750 | $2,333 |
| — COST DRIVERS / UNIT — | |||||||||||||
| Insurance / Unit | $583 | $473 | $600 | $667 | $800 | $1,000 | $800 | $667 | $500 | $500 | $500 | $500 | $500 |
| Utilities / Unit | $1,292 | $1,073 | $1,400 | $1,630 | $1,200 | $1,262 | $1,200 | $1,333 | $1,167 | $1,500 | $1,167 | $1,500 | $1,333 |
| Maintenance / Unit | $1,000 | $864 | $900 | $1,185 | $1,333 | $1,505 | $1,375 | $1,000 | $833 | $1,000 | $833 | $1,000 | $1,000 |
| Mgmt Fee % of Revenue | 6.9% | 12.9% | 6.9% | 6.8% | 7.3% | 6.0% | 7.1% | 8.2% | 7.5% | 7.7% | 7.5% | 7.7% | 6.8% |
| Services Fee / Unit | $2,000 | $1,318 | $2,100 | $2,519 | $2,000 | $2,000 | $2,000 | $2,000 | $1,667 | $2,000 | $1,667 | $2,000 | $2,000 |
KPI Thresholds
DSCR: ≥1.25 1.10–1.24 <1.10
NOI Margin: ≥30% 20–29% <20%
OpEx Ratio: ≤65% 66–75% >75%
Mgmt Fee %: ≤8% 8–10% >10%
| Budget Line Item | Metamorphosis | Cedar Ridge | Mid Celis | Moonlight Villas | Lease-Up Props (3) | Small Props (6) | TOTAL |
|---|---|---|---|---|---|---|---|
| — REVENUE — | |||||||
| Budget | $790,000 | $910,000 | $255,000 | $418,000 | $1,825,000 | $295,000 | $4,493,000 |
| Actual | $781,000 | $854,000 | $261,000 | $411,000 | $1,651,000 | $293,000 | $4,251,000 |
| Variance % | ‑1.1% | ‑6.2% | +2.4% | ‑1.7% | ‑9.5% | ‑0.7% | ‑5.4% |
| — OPERATING EXPENSES — | |||||||
| Budget | $478,000 | $720,000 | $178,000 | $295,000 | $228,000 | $1,899,000 | |
| Actual | $492,000 | $778,000 | $184,000 | $302,000 | $233,000 | $1,989,000 | |
| Variance % | +2.9% | +8.1% | +3.4% | +2.4% | +2.2% | +4.7% | |
| — NET OPERATING INCOME — | |||||||
| Budget | $312,000 | $190,000 | $77,000 | $123,000 | $67,000 | $769,000 | |
| Actual | $289,000 | $76,000 | $77,000 | $109,000 | $60,000 | $611,000 | |
| Variance % | ‑7.4% | ‑60.0% | 0.0% | ‑11.4% | ‑10.4% | ‑20.5% | |
| — STATUS — | |||||||
| Overall Status | Monitor | Board Attn. | On Budget | Monitor | On Target | Monitor | |
Flag criteria: Revenue >5% under budget → Red flag. OpEx >10% over budget → Red flag. NOI >15% under budget → Board attention.
| Reserve / Debt Metric | Metamorphosis | Cedar Ridge | Mid Celis | Moonlight Villas | Lease-Up Props (3) | Columbus Perm | Acre/Gresh/Rayen (5) | TOTAL |
|---|---|---|---|---|---|---|---|---|
| — REPLACEMENT RESERVES — | ||||||||
| Balance | $189,000 | $142,000 | $88,000 | $112,000 | $72,000 | $28,000 | $123,000 | $754,000 |
| Annual Deposit | $28,000 | $44,000 | $16,000 | $22,000 | $26,000 | $6,000 | $22,000 | $164,000 |
| 5-Year Need (Est.) | $180,000 | $680,000 | $95,000 | $145,000 | $158,000 | $30,000 | $110,000 | $1,400,000 |
| Reserve Sufficiency | Adequate | Shortfall | Adequate | Monitor | Adequate | Adequate | Monitor | |
| — OPERATING RESERVES — | ||||||||
| Balance | $96,000 | $38,000 | $52,000 | $44,000 | $18,000 | $164,000 | $412,000 | |
| Target | $96,000 | $110,000 | $40,000 | $54,000 | $12,000 | $120,000 | $432,000 | |
| Operating Reserve Status | On Target | Below Target | On Target | Below Target | On Target | On Target | Slight Shortfall | |
| — DEFERRED DEVELOPER FEE — | ||||||||
| Deferred Dev Fee Balance | $301,000 | — | $152,000 | $272,000 | — | — | $725,000 | |
| — PERMANENT DEBT — | ||||||||
| Permanent Lender | BofA | PNC | CCRC | Bank of Hope | N/A | N/A | — | |
| Loan Balance (Est.) | $2,800,000 | $4,200,000 | $1,100,000 | $1,800,000 | N/A | N/A | ~$9,900,000 | |
| Annual Debt Service | $198,000 | $114,000 | $48,000 | $101,000 | — | — | $461,000 | |
Operating Performance Module
Occupancy, AR, work orders, maintenance • Source: Property management reports (Yardi/AppFolio)
Portfolio Physical Occ.
96.2%
Target: 95% • ↑ vs prior Q
Economic Occupancy
87.1%
After vacancy & bad debt
Total AR Balance
$42K
AR ratio 1.6% of EGI
AR >60 Days
$18K
Cedar Ridge primary driver
Open Work Orders
34
3 emergency • 31 routine
Avg. Response Time
1.8 days
Emergency: 4.2 hrs
Recert. Completion
91%
2 overdue
Avg. Turn Time
22 days
Target: ≤21 days
Occupancy & Leasing by Property
| Property | Units | Occupied | Phys. Occ. | Econ. Occ. | Offline Units | Avg Days Vacant | Turnover (T12) | Move-Ins (Q) | Move-Outs (Q) | Recert Rate | Rent Collect % | Status |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Metamorphosis | 48 | 47 | 97.9% | 96.1% | 1 | 14d | 8.3% | 2 | 2 | 100% | 98.2% | Stable |
| Cedar Ridge | 110 | 106 | 96.4% | 90.2% | 4 | 28d | 12.7% | 6 | 8 | 88% | 91.4% | Watchlist |
| Mid Celis | 20 | 20 | 100% | 98.8% | 0 | 0d | 5.0% | 1 | 1 | 95% | 99.1% | Stable |
| Moonlight Villas | 27 | 26 | 96.3% | 93.8% | 1 | 21d | 11.1% | 2 | 2 | 92% | 95.8% | Stable |
| Columbus Perm | 6 | 6 | 100% | 100% | 0 | 0d | 0.0% | 0 | 0 | 100% | 100% | Stable |
| Acre 2 / Acre 1 | 10 | 10 | 100% | 100% | 0 | 0d | 0.0% | 0 | 0 | 100% | 100% | Stable |
| Gresham 2 / Gresham 1 | 10 | 10 | 100% | 100% | 0 | 0d | 0.0% | 0 | 0 | 100% | 100% | Stable |
| Rayen Trans | 6 | 6 | 100% | 100% | 0 | 0d | 0.0% | 0 | 0 | 100% | 100% | Stable |
| Imagine Village I | 75 | 65 | 86.7% | 84.2% | 10 | 42d | 18.7% | 4 | 5 | 82% | 87.5% | Lease-Up |
| Sun Commons | 103 | 88 | 85.4% | 78.6% | 15 | 55d | 22.1% | 8 | 10 | 80% | 82.3% | Lease-Up |
| Imagine Village II | 80 | 67 | 83.75% | 81.2% | 13 | 48d | 20.8% | 5 | 6 | 79% | 83.7% | Lease-Up |
Accounts Receivable by Property
| Property | Total AR | AR <30 Days | AR 30-60 Days | AR 60-90 Days | AR >90 Days | Subsidy AR | Eviction Filings | Notices to Pay | Status |
|---|---|---|---|---|---|---|---|---|---|
| Metamorphosis | $4,200 | $3,100 | $900 | $200 | $0 | $0 | 0 | 1 | Normal |
| Cedar Ridge | $28,400 | $12,000 | $9,200 | $5,100 | $2,100 | $0 | 2 | 8 | High AR |
| Mid Celis | $1,800 | $1,800 | $0 | $0 | $0 | $0 | 0 | 0 | Normal |
| Moonlight Villas | $5,600 | $3,200 | $1,800 | $600 | $0 | $0 | 0 | 2 | Monitor |
| Imagine Village I | $9,908 | $4,500 | $3,000 | $2,000 | $408 | $0 | 1 | 3 | Monitor |
| Sun Commons | $254,281 | $45,000 | $62,000 | $78,000 | $69,281 | $0 | 5 | 18 | High AR |
| Imagine Village II | $100,907 | $28,000 | $32,000 | $25,000 | $15,907 | $0 | 3 | 10 | High AR |
| All Other (6) | $2,000 | $2,000 | $0 | $0 | $0 | $0 | 0 | 0 | Normal |
Total A/R figures are clickable — click to open the source aging report.
Delinquency & Prepaid
| Property | Total Delinquent | Prepaid Credits | Net Delinquent | Households Delinquent | Source Report | Status |
|---|---|---|---|---|---|---|
| Imagine Village I | $14,240 | ($3,930) | $10,310 | 9 of 75 | Delinquent & Prepaid 12‑25 | Monitor |
| Imagine Village II | $41,900 | ($6,200) | $35,700 | ~18 of 80 | Affordable Analytics Aging no standalone D&P | Review |
| Cedar Ridge | $16,300 | ($1,100) | $15,200 | ~11 of 110 | not provided | Request |
| Metamorphosis | $3,100 | ($800) | $2,300 | 3 of 48 | Financial Summary pkg (item 7) | Normal |
| All others | $2,600 | $0 | $2,600 | <5 total | varies | Normal |
Total Delinquent is clickable — opens the delinquent/prepaid report the figure references. Only Imagine Village I supplies a standardized Delinquent & Prepaid report today; IV II, Cedar Ridge and others should be requested on the same layout.
Rent Roll & Vacant Units
| Property | Units | Vacant | Down >60d | Monthly Vacancy Loss | Longest-Vacant Units | Rent Roll |
|---|---|---|---|---|---|---|
| Imagine Village II | 80 | 13 | 6 | $10,609 | #123 (since 5/25), #206 (5/25), #102 (11/25) | Rent Roll 05‑26 |
| Sun Commons | 103 | 15 | 9 | ~$18,400 | rent roll not provided | request |
| Imagine Village I | 75 | 10 | 5 | ~$8,000 | See rent roll 07‑25 | rent roll 07‑25 (PDF) |
| Cedar Ridge | 110 | 4 | 2 | ~$3,000 | rent roll not provided | request |
| Metamorphosis | 48 | 1 | 0 | ~$1,200 | Turn in progress | Financial Summary pkg (item 6) |
Rent roll cross-checks vacancy: IV II has 6 units down >60 days (e.g. Studio #123 and 2BR #206 vacant since May 2025), driving ~$10.6K/mo of vacancy loss. Uses: identify chronic vacancies, verify occupancy vs. billing, spot lease expirations, flag units at loss/notice.
Maintenance & Work Orders
| Property | Open WOs | Emergency WOs | Closed (Q) | Avg Response | PM Complete % | Unit Turns (Q) | Avg Turn Time | Resident Complaints | Security Incidents | Status |
|---|---|---|---|---|---|---|---|---|---|---|
| Metamorphosis | 8 | 0 | 22 | 1.2d | 95% | 2 | 18d | 1 | 0 | Good |
| Cedar Ridge | 18 | 2 | 41 | 2.8d | 78% | 8 | 28d | 6 | 2 | Review |
| Mid Celis | 2 | 0 | 8 | 1.0d | 98% | 1 | 14d | 0 | 0 | Good |
| Moonlight Villas | 4 | 1 | 14 | 1.8d | 90% | 2 | 22d | 2 | 1 | Monitor |
| All Other (6) | 2 | 0 | 9 | 1.5d | 96% | 0 | N/A | 0 | 0 | Good |
Compliance & Regulatory Module
LIHTC, HUD, HOME, local funder compliance tracking • Source: Compliance consultant / regulatory reports
Properties Fully Compliant
7
of 10 operating
Open Corrective Actions
5
2 critical • 3 minor
Upcoming Deadlines (90d)
4
Owner certs, investor reports
Overdue Reports
1
Imagine Village I — 8609
Recerts Overdue
2
Cedar Ridge
File Audit Avg. Score
87%
Last cycle • Target: ≥90%
| Property | LIHTC Status | HUD/HOME Status | LACDA/HCD | Last Audit | Audit Score | Open Findings | Corrective Actions | CA Due Date | Recerts Due | Recerts Overdue | Owner Cert Due | Investor Rpt Due | Utility Allow Updated | Prop Tax Exempt | Reg Agmt Exp. | Last Inspection | Insp. Score | Next Inspection | Risk |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Metamorphosis | Compliant | Compliant | Compliant | Mar 2026 | 92% | 0 | 0 | N/A | 0 | 0 | Dec 2026 | Jan 2027 | 2025 | Yes | 2069 | Jan 2026 | 88 / Pass | Jan 2027 | Low |
| Cedar Ridge | Monitor | N/A | Review | Sep 2025 | 79% | 3 | 2 | Jul 30, 2026 | 4 | 2 | Oct 2026 | Nov 2026 | 2023 | Yes | 2066 | Jun 2025 | 74 / Cond. | Jun 2026 | High |
| Mid Celis | Compliant | N/A | Compliant | Nov 2025 | 94% | 0 | 0 | N/A | 0 | 0 | Dec 2026 | Jan 2027 | 2025 | Yes | 2068 | Nov 2025 | 91 / Pass | Nov 2026 | Low |
| Moonlight Villas | Monitor | N/A | Compliant | Feb 2026 | 84% | 2 | 1 | Aug 1, 2026 | 1 | 0 | Aug 2026 | Sep 2026 | 2024 | Yes | 2069 | Feb 2026 | 85 / Pass | Feb 2027 | Mod. |
| Imagine Village I | Compliant | Compliant | Compliant | Apr 2026 | 82% | 2 | 1 | Aug 2026 | 2 | 0 | Dec 2026 | Jan 2027 | 2025 | Yes | 2071 | Apr 2026 | 86 / Pass | Apr 2027 | Low |
| Sun Commons | Monitor | N/A | Monitor | May 2026 | 78% | 4 | 2 | Sep 2026 | 3 | 1 | Nov 2026 | Dec 2026 | 2024 | Yes | 2073 | May 2026 | 80 / Pass | May 2027 | Mod. |
| Imagine Village II | Monitor | N/A | Monitor | May 2026 | 76% | 5 | 2 | Sep 2026 | 3 | 1 | Nov 2026 | Dec 2026 | 2024 | Yes | 2074 | May 2026 | 79 / Pass | May 2027 | Mod. |
| Columbus Perm | Compliant | Compliant | N/A | Apr 2026 | 96% | 0 | 0 | N/A | 0 | 0 | Dec 2026 | N/A | 2025 | Yes | 2062 | Apr 2026 | 93 / Pass | Apr 2027 | Low |
| Acre/Gresham/Rayen (5) | N/A | Compliant | N/A | Jan 2026 | 90% | 0 | 0 | N/A | 0 | 0 | Dec 2026 | N/A | 2025 | Yes | 2063 | Jan 2026 | 88 / Pass | Jan 2027 | Low |
Supportive Services & Mission Impact
Penny Lane Centers financial metrics & resident outcomes • Aggregate data only — no PII • HIPAA-compliant reporting
🔒 Privacy Notice: This module displays property-level aggregate data only. No personally identifiable information, medical records, or protected health information is included. All resident-level outcome data is aggregated per HIPAA and organizational privacy policy. Data reviewed and approved by PLC compliance officer.
Total PLC $$ (Annual)
$1,820,000
Across operating portfolio
Service $$ / Unit
$7,684
Operating portfolio avg.
Service $$ / Resident
$7,982
Est. ~228 residents served
Housing Retention Rate
88%
T12 • Target: ≥85%
Avg. Length of Tenancy
3.2 yrs
Supportive housing units
Case Mgr. Caseload
1:22
Target: ≤1:20 • At capacity
Benefit Enrollment Rate
94%
SSI, Medi-Cal, CalFresh
Unfunded Service Gap
~$185,000
Across portfolio est.
Service Financials by Property
| Property | Annual PLC $$ | Monthly PLC $$ | $$/Unit | $$/Resident | % of EGI | Funding Source | Contract Type | Contract Exp. | Reimb. Status | Unfunded Gap | Status |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Metamorphosis | $482,000 | $40,200 | $10,042 | $10,042 | 61.7% | HHH, DOJ | Operating Agreement | Dec 2026 | Current | $0 | Funded |
| Cedar Ridge | $388,000 | $32,300 | $3,527 | $4,580 | 45.4% | First5LA, LACDA | MOU | Jun 2027 | Current | $42,000 | Gap |
| Mid Celis | $148,000 | $12,300 | $7,400 | $7,400 | 56.7% | LACDA, MHSA | Operating Agreement | Jun 2028 | Current | $0 | Funded |
| Moonlight Villas | $162,000 | $13,500 | $8,526 | $9,000 | 39.4% | MHP-HY, HCID | Operating Agreement | Dec 2027 | Current | $18,000 | Gap |
| Imagine Village I | $333,000 | $27,800 | $300,000 | $300,000 | 86.7% | USVets, LACDA, VHHP | Operating Agreement | Dec 2026 | Current | $0 | Funded |
| Sun Commons | $485,000 | $40,400 | $510,000 | $420,000 | 85.4% | HHH, SHMHP, LACDA | Operating Agreement | Jun 2028 | Review | $90,000 | Gap |
| Imagine Village II | $375,000 | $31,300 | $360,000 | $300,000 | 83.75% | SD5, LACDA, SHMHP | Operating Agreement | Jun 2027 | Review | $60,000 | Gap |
| Columbus Perm | $72,000 | $6,000 | $12,000 | $12,000 | 146.9% | SHMHP, HCID | Operating Agreement | Mar 2028 | Current | $0 | Funded |
| Acre 2 (Old) | $62,000 | $5,200 | $10,333 | $10,333 | 117.0% | HCD, HCID | MOU | Dec 2026 | Review | $15,000 | Monitor |
| Acre 1 (New) | $48,000 | $4,000 | $12,000 | $12,000 | 123.1% | HCID | MOU | Dec 2026 | Review | $12,000 | Monitor |
| Gresham 2 (Old) | $62,000 | $5,200 | $10,333 | $10,333 | 117.0% | HCD, HCID | MOU | Dec 2026 | Current | $0 | Funded |
| Gresham 1 (New) | $48,000 | $4,000 | $12,000 | $12,000 | 123.1% | HCD, HCID | MOU | Dec 2026 | Current | $0 | Funded |
| Rayen Trans | $78,000 | $6,500 | $13,000 | $13,000 | 132.2% | HCID | MOU | Jun 2027 | Current | $118,000 | Gap |
| TOTAL | $1,550,000 | $129,200 | $7,684 | $7,982 | — | $185,000 gap | |||||
Resident Outcomes by Property (Aggregate Only)
| Property | Residents Served | CM FTE | Resident:CM | Engagement Rate | Svc Plan Completion | Housing Retention (T12) | Avg Tenancy (yrs) | Benefits Enrolled | Employment/Education | Resident Satisfaction | Critical Incidents (Q) |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Metamorphosis | 48 | 2.5 | 1:19 | 92% | 88% | 91% | 3.8 | 96% | 28% | 4.2/5 | 1 |
| Cedar Ridge | ~85 | 3.0 | 1:28 | 74% | 72% | 81% | 2.1 | 88% | 22% | 3.8/5 | 4 |
| Mid Celis | 20 | 1.0 | 1:20 | 90% | 85% | 95% | 4.1 | 100% | 45% | 4.5/5 | 0 |
| Moonlight Villas | 19 | 1.0 | 1:19 | 88% | 82% | 89% | 3.4 | 94% | 38% | 4.1/5 | 1 |
| Columbus Perm | 6 | 0.5 | 1:12 | 100% | 100% | 100% | 5.2 | 100% | 17% | 4.8/5 | 0 |
| THP-NMD Sites (5) | ~50 | 2.0 | 1:25 | 82% | 78% | 84% | 1.8 | 92% | 52% | 4.0/5 | 2 |
Physical Asset & Capital Needs Module
Building systems, capital needs assessments, reserve sufficiency • Source: CNA reports, PM inspection reports
Total 5-Year Capital Needs
$2.14M
Across operating portfolio
Unfunded Capital Needs
$820K
Cedar Ridge primary driver
Life Safety Issues Open
1
Sun Commons elevator
Reserves vs 5yr Need
32%
Portfolio avg. coverage ratio
Open Insurance Claims
2
Cedar Ridge, Moonlight
Properties w/ CNA >5 Yrs Old
3
Cedar Ridge, Columbus, Acre 2
Building Systems Status by Property
| Property | Last CNA | 1yr Need ($K) | 5yr Need ($K) | 10yr Need ($K) | Repl Reserve | Coverage | Roof | HVAC | Plumbing | Electrical | Elevator | Fire/LS | ADA | Envelope | Life Safety | Deferred Maint. | Est. Cost | Priority | Funding |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Metamorphosis | 2024 | $28K | $180K | $420K | $189K | 105% | Good | Good | Good | Good | N/A | Pass | Compliant | Good | None | Minor cosmetic | $28K | Medium | Reserves |
| Cedar Ridge | 2020 | $142K | $680K | $1.2M | $142K | 21% | Poor | Fair | Fair | Fair | N/A | Pass | Issues | Poor | ADA gaps | Roof, envelope, ADA | $538K | High | No source |
| Mid Celis | 2023 | $18K | $95K | $220K | $88K | 93% | Good | Good | Good | Good | N/A | Pass | Compliant | Good | None | None | $0 | Low | N/A |
| Moonlight Villas | 2023 | $32K | $145K | $310K | $112K | 77% | Fair | Good | Good | Good | N/A | Pass | Compliant | Fair | None | Roof patch, flooring | $42K | Medium | Reserves |
| Imagine Village I | 2025 | $18K | $220K | $360K | $118K | 53% | Good | Good | Good | Good | N/A | Pass | Compliant | Good | None | None identified | $0 | Low | Reserves |
| Sun Commons | 2025 | $30K | $310K | $495K | $165K | 53% | Good | Good | Good | Good | N/A | Pass | Compliant | Good | None | None identified | $0 | Low | Reserves |
| Imagine Village II | 2025 | $24K | $240K | $384K | $75K | 31% | Good | Good | Good | Good | N/A | Pass | Compliant | Good | None | None; still in warranty period | $0 | Low | Reserves |
| Sun Commons | N/A | $0 | $180K | $480K | $0 | 0% | New | New | New | New | EoL Risk | New | Compliant | New | Elevator Risk | Elevator system | $180K | Critical | No source |
| Columbus Perm | 2019 | $8K | $38K | $95K | $28K | 74% | Good | Good | Good | Good | N/A | Pass | Compliant | Good | None | None | $0 | Low | Reserves |
| Acre/Gresham/Rayen (5) | 2022 | $22K | $110K | $265K | $123K | 112% | Good | Good | Good | Good | N/A | Pass | Compliant | Good | None | Minor items | $18K | Low-Med | Reserves |
Internet & Digital Access Module
Broadband infrastructure, resident access barriers, grant eligibility • Source: Vendor data, PM reports, site assessments
Properties w/ Bldg-Wide Internet
3/10
30% of operating portfolio
Properties Common Area Only
2/10
No in-unit connectivity
Properties No/Limited Access
5/10
Residents pay individual accounts
Est. Residents w/o Service
~140
61% of residents (estimated)
CASF Grant Eligible
7
App window: Oct 2026
Est. Total Infra Cost
$1.24M
Across eligible properties
Est. CASF Funding Available
~$980K
~79% of infra cost
Est. Annual Op. Cost
$84K/yr
Owner-paid model, all properties
| Property | Current Model | Bldg-Wide? | Fiber Avail? | Provider | Speed (Down/Up) | Monthly Cost (Property) | Est. Resident Cost | Credit Chk? | Deposit Req? | Residents w/o Svc | Wiring Status | Wi-Fi Coverage | CASF Eligible | Est. Infra Cost | Est. Annual Op Cost | Rec. Next Action | Access Score | Grant Readiness |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Metamorphosis | ||||||||||||||||||
| Cedar Ridge | ||||||||||||||||||
| Mid Celis | ||||||||||||||||||
| Moonlight Villas | ||||||||||||||||||
| Imagine Village I | ||||||||||||||||||
| Sun Commons | ||||||||||||||||||
| Imagine Village II | ||||||||||||||||||
| Columbus Perm | ||||||||||||||||||
| Acre 2 (Old) | ||||||||||||||||||
| Acre 1 (New) | ||||||||||||||||||
| Gresham 2 (Old) | ||||||||||||||||||
| Gresham 1 (New) | ||||||||||||||||||
| Rayen Trans |
🏭 CASF Broadband Public Housing Account — Strategy Summary
7 properties are eligible for CASF Broadband Public Housing Account funding. Application window closes approximately October 2026. Estimated available grant: ~$980K across portfolio. Recommended action: assign staff lead, engage broadband consultant by August 15, 2026. Properties to prioritize: Cedar Ridge (largest gap), Acre cluster, Gresham cluster. New construction at The Rigby and The Main should include fiber-to-unit design in current predevelopment work.
Development-to-Asset Management Pipeline
Active development, predevelopment, and prospective projects • Source: July 1, 2026 Board Meeting Agenda
In Construction
64 units
The Rigby • 75.5% complete • Nov 2026 TCO target
Pre-Construction
64 units
The Main • Construction closing ~May 28, 2026
In Predevelopment
3 projects
The Starr (57 u) • Norwalk (90 u) • Downey (TBD)
Total Pipeline Units
275+
Active pipeline excl. prospective
Dev Fee Received (Rigby)
$750K
At construction closing • Balance due at stabilization
Prospective Projects
2
Santa Clarita conversion • Lancaster Senior Housing
🏗 Active Construction
| Project | Phase | Units | % Complete | Const. Start | Target Opening | Dev Fee | Key Milestones | Service Provider | Risk |
|---|---|---|---|---|---|---|---|---|---|
| The Rigby15314 Rayen St, North Hills | Construction | 64 50% Special Needs 33 PBVs (PSH) |
75.5% |
Nov 2024 Financing closed Nov 8, 2024 |
Nov 2026 Working Saturdays to hit date (was Dec 2026) |
$750K received at closing Balance due at 3-mo stabilization |
Stucco complete; painting units & installing cabinets. 18 months under construction. Shared infrastructure coordination with The Main (entry driveway & subterranean ramp). Due To/Due From Penny Lane largely paid off at closing. | Penny Lane Centers ICMS contract |
Monitor |
📋 Pre-Construction — Financing / Closing
| Project | Phase | Units | Construction Start | Land Purchase | Funding Sources | Key Actions / Status | Service Provider | Risk |
|---|---|---|---|---|---|---|---|---|
| The Main15302 Rayen St, North Hills | Pre-Construction | ~64 Large Family / PSH |
June 2026 Construction closing ~May 28, 2026 |
$3.525M from Penny Lane At construction start |
HHH & ULA (City of LA) Federal & State Tax Credits (CTCAC 2026 round 2) AHP — Federal Home Loan Bank via CNB (applied Mar 2026, up to $2M) CSH predevelopment loan: $500K unsecured |
All required funding secured. Permits applied once land purchased from PLC. Penny Lane has loaned predevelopment funds to Abbey Road. Abbey Road approved to open bank account for The Main LP (board vote Mar 2026). | Penny Lane Centers ICMS contract |
Monitor |
📐 Predevelopment
| Project | Status | Units | Target Const. Start | Entitlements | Funding Pipeline | Key Notes | Service Provider | Risk |
|---|---|---|---|---|---|---|---|---|
| The StarrPasadena, CA | Predevelopment | 57 incl. 2 mgr units (increased at City request) |
Late 2027 | Working with City & architect to update architectural drawings and get permit-ready | $1M — Supervisor commitment $2M — Pasadena commitment LACDA NOFA — capital + PBVs (next round) $10B Housing Bond (Nov 2026 ballot) |
Did not receive disaster funding (required construction start by year-end). Applying La Casa NOFA. City Manager expanded scope to 57 units. | Penny Lane Centers ICMS contract |
Monitor |
| Norwalk11606 Firestone Blvd, Norwalk | Entitlements | 90 Large Family High Resource Area Subterranean parking |
Mid–Late 2028 | Received project entitlements from City. In escrow for site. City supportive; offering SCAG & Measure A support. | LACDA — applying June NOFA 32 (capital + PBVs) HCD MHP & IIG — 2027 Super-NOFA AHSC — possible if City has transit project City SCAG / Measure A support |
Site issues require subterranean parking to maintain 90 units. High Resource Area provides extra CTCAC points. Planning Commission approached Apr 2026 (voluntary). | Penny Lane Centers ICMS contract |
Predevel. |
| DowneySt. Mark's Church — Episcopal Diocese, Downey | On Hold | TBD Large Family ≥50% GA + PSH (homeless TAY & families) |
End of 2029 | City updating Zoning R1→R3 to conform with General Plan. On hold pending City zoning update completion. | No funding applications yet — pending zoning clarity | On hold. Met with City; responded to all requests. Next 6 months: schedule meetings with businesses and church leaders for community engagement. Episcopal Diocese engaged as land partner. | Penny Lane Centers ICMS contract |
On Hold |
🔍 Prospective Projects — Early Discussion
🏢 Santa Clarita — Office-to-Housing Conversion
Property: Abbey Road Santa Clarita office building (3-story, 2 levels subterranean parking)
Status: Exploring feasibility of converting to residential housing. Believe a strong case exists.
Next Step: Supervisor's office arranging meeting with City of Santa Clarita
Timeline: Very early stage — no entitlement or funding applications filed
Status: Exploring feasibility of converting to residential housing. Believe a strong case exists.
Next Step: Supervisor's office arranging meeting with City of Santa Clarita
Timeline: Very early stage — no entitlement or funding applications filed
🧓 Lancaster — Senior Housing
Location: Lancaster, CA (site TBD)
Type: Senior affordable housing development
Status: In discussion — scheduling meeting with City Manager of Lancaster regarding available sites
Timeline: Very early stage — no formal commitments
Type: Senior affordable housing development
Status: In discussion — scheduling meeting with City Manager of Lancaster regarding available sites
Timeline: Very early stage — no formal commitments
📌 Design Note: Internet & Broadband for Pipeline Projects
The Rigby and The Main should include fiber-to-unit structured wiring, MDF/IDF rooms, and Wi-Fi access point rough-in. For The Main, this must be specified in construction documents before the June 2026 closing. Retrofitting is 3–5x more expensive. Architect should be briefed on CASF eligibility standards. The Starr and Norwalk should incorporate broadband design standards from inception. CASF application window closes Oct 2026 — staff lead needed.
Risk Rating & Watchlist
Portfolio risk scoring 1–5 by category • Board attention flags • Source: All modules
Risk Score Legend
1 — Low Stable, no action needed
2 — Monitor Watch, review next cycle
3 — Moderate Action in 90 days
4 — High Action in 30 days
5 — Critical Board attention required
Cedar Ridge
Lancaster • 110 units
29/40
Board AttentionFinancial Risk
5
Occupancy Risk
3
Compliance Risk
4
Physical Asset Risk
5
Service Risk
3
Internet / Digital Risk
5
Management Risk
2
Capital Needs Risk
5
Action: Board briefing; lender engagement; capital plan; CASF application. Owner: CFO + AM Director Due: Jul 15, 2026 Board Decision Needed
Imagine Village I
Lancaster • 75 units
22/40
WatchlistFinancial Risk
2
Occupancy Risk
3
Compliance Risk
5
Physical Asset Risk
2
Service Risk
3
Internet / Digital Risk
3
Management Risk
2
Capital Needs Risk
2
Action: Resolve 8609; authorize legal counsel; complete AM onboarding checklist. Owner: Dev + AM Due: Jun 30, 2026 Board Briefing
Moonlight Villas
Pacoima • 27 units
16/40
MonitorFinancial Risk
3
Occupancy Risk
2
Compliance Risk
3
Physical Asset Risk
2
Service Risk
2
Internet / Digital Risk
1
Management Risk
2
Capital Needs Risk
1
Action: Complete owner certification by Aug 1; update utility allowance; close compliance findings. Owner: AM / Compliance Due: Jul 25, 2026
Metamorphosis
Sylmar • 48 units
9/40
StableFinancial Risk
1
Compliance Risk
1
Physical Asset Risk
2
Service Risk
1
Internet / Digital Risk
2
Other Risks
2
No board action required. Continue routine monitoring. Annual review scheduled Dec 2026.
Data Input Tables
Structured input forms to update dashboard data from PDF reports, property manager uploads, and accounting exports
Monthly Financials
Occupancy & AR
Compliance Dates
Supportive Services
Capital Needs
Board Meeting
📄 Auto-fill from PDF — Upload a PDF report below and the form fields will be populated automatically. Review and correct any values before saving.
Upload Monthly Financial Report PDF
Drop CPA monthly P&L, Yardi/AppFolio operating statement, or rent roll • Drag & drop or click to browse
⚠ Text-based PDFs only — scanned or image PDFs cannot be auto-parsed. Use manual entry below for scanned documents.
📋 How to use: After receiving a monthly P&L report from your CPA or property manager, enter the data below for each property and click Save. Data will populate the Financial Performance module. You can also paste CSV-exported data from Yardi or AppFolio into the table below.
Monthly Financial Data Entry
Data Collection Request — Monthly Financial Package
Send this to CPA / Property Manager
Requested from: CPA firm / Property management company
Frequency: Monthly, by the 20th of the following month
Format: PDF monthly operating statement + Yardi/AppFolio export (CSV preferred)
Required line items: GPR, tenant rent, subsidy income, other income, vacancy loss, bad debt, EGI, payroll, R&M, utilities, insurance, taxes/PILOT, management fee, admin, service fees, reserve deposits, NOI, debt service, cash flow.
Also required: Balance sheet (operating and replacement reserve balances), AR aging report (30/60/90 day), open work orders summary, incident log.
Submit to: Asset Management team • [your email here]
Frequency: Monthly, by the 20th of the following month
Format: PDF monthly operating statement + Yardi/AppFolio export (CSV preferred)
Required line items: GPR, tenant rent, subsidy income, other income, vacancy loss, bad debt, EGI, payroll, R&M, utilities, insurance, taxes/PILOT, management fee, admin, service fees, reserve deposits, NOI, debt service, cash flow.
Also required: Balance sheet (operating and replacement reserve balances), AR aging report (30/60/90 day), open work orders summary, incident log.
Submit to: Asset Management team • [your email here]
📄 Auto-fill from PDF — Upload a PDF report below and the form fields will be populated automatically. Review and correct any values before saving.
Upload Occupancy / AR Aging Report PDF
Drop a property manager occupancy summary, AR aging report, or rent roll • Drag & drop or click to browse
⚠ Text-based PDFs only — scanned or image PDFs cannot be auto-parsed. Use manual entry below for scanned documents.
Occupancy & AR Data Entry
📄 Auto-fill from PDF — Upload a PDF report below and the form fields will be populated automatically. Review and correct any values before saving.
Upload Compliance / Audit Report PDF
Drop a LIHTC file audit report, inspection report, or compliance monitoring letter • Drag & drop or click to browse
⚠ Text-based PDFs only — scanned or image PDFs cannot be auto-parsed. Use manual entry below for scanned documents.
Compliance Dates & Status Update
📄 Auto-fill from PDF — Upload a PDF report below and the form fields will be populated automatically. Review and correct any values before saving.
Upload PLC Quarterly Services Report PDF
Drop a Penny Lane Centers quarterly report or services summary • Aggregate data only • Drag & drop or click to browse
⚠ Text-based PDFs only — scanned or image PDFs cannot be auto-parsed. Use manual entry below for scanned documents.
Supportive Services Data Entry (Aggregate Only)
📄 Auto-fill from PDF — Upload a PDF report below and the form fields will be populated automatically. Review and correct any values before saving.
Upload Capital Needs Assessment / Inspection PDF
Drop a CNA, physical needs assessment, or site inspection report • Drag & drop or click to browse
⚠ Text-based PDFs only — scanned or image PDFs cannot be auto-parsed. Use manual entry below for scanned documents.
Capital Needs & Physical Asset Update
📋 Board Meeting Agenda / Minutes Upload —
Upload a .docx agenda or minutes file. Action items and votes are automatically parsed and reflected in the Executive Dashboard Board & Governance section.
📋
Upload Board Meeting Agenda or Minutes (.docx)
Drag & drop or click to browse • Automatically extracts action items, votes required, and next meeting date
Currently Loaded: July 1, 2026 Board Meeting Agenda • May 6, 2026 Minutes
Next Meeting: September 9, 2026 (12:30–1:30, Teams) • Items: Call to Order, Prior Minutes Vote, CEO Report, Financials, Project Updates, New Business • Source: uploaded docs
Next Meeting: September 9, 2026 (12:30–1:30, Teams) • Items: Call to Order, Prior Minutes Vote, CEO Report, Financials, Project Updates, New Business • Source: uploaded docs
ⓘ To update, upload the latest agenda or minutes .docx file above.
July 1, 2026 Board Agenda — Key Items
| Item | Presenter | Action |
|---|---|---|
| 1. Call to Order | Jonathon Dilworth, President | — |
| 2. Review Prior Board Minutes | Jonathon Dilworth, President | Vote needed |
| 3. CEO Report | Wendy Carpenter, CEO | Info only |
| 4. Financial Report | Bernie La Fianza, CFO | Info only |
| 5. Review of Abbey Road Projects | Maura Johnson, Dir. of Housing | Info / potential votes |
| 7. New Business | — | TBD |
| 8. Confirm Next Meeting | — | September 9, 2026 • 12:30–1:30 via Teams |
May 6, 2026 Board Minutes — Motions & Votes
| Motion | Moved / Seconded | Result | Resolved |
|---|---|---|---|
| Approve March 2026 Minutes | Achis / Patti | Approved | March 2026 minutes approved |
| Approve Abbey Road Budget FY 26/27 | JoAnne / Ocon | 7-0 Roll Call | FY 26/27 budget approved |
| NOFA Resolution — The Starr ($9.7M LACDA + 55 PBVs) | Ocon / Yokota | 7-0 Roll Call | Authorized LACDA application for The Starr |
| NOFA Resolution — Winding Road/Norwalk ($10M LACDA + 46 PBVs) | Patti / Ocon | 7-0 Roll Call | Authorized LACDA application for Winding Road |
Attendees: Jonathan Dilworth, James Ocon, JoAnne Yokota, Nuccio Patti, Ive Markovitz, Patrick Achis, Fleura Ariano • Staff: Wendy Carpenter, Bernie La Fianza, Maura Johnson
Definitions & Professional Standards
Every metric defined with formula, source, frequency, owner, and thresholds
Physical Occupancy
Definition
% of leasable units occupied by residents with a signed lease at point-in-time
Formula
Occupied Units ÷ Total Leasable Units × 100
Source
Property management software (Yardi/AppFolio)
Frequency
Monthly
Owner
Property Manager / Asset Management
Green
≥95%
Yellow
90–94.9%
Red
<90%
Economic Occupancy
Definition
% of potential rent actually collected after vacancy loss and bad debt
Formula
Effective Gross Income ÷ Gross Potential Rent × 100
Source
Monthly CPA report / Yardi
Frequency
Monthly
Green
≥93%
Yellow
88–92.9%
Red
<88%
Net Operating Income (NOI)
Definition
Revenue remaining after all operating expenses, before debt service and depreciation
Formula
Effective Gross Income − Total Operating Expenses
Note
Does NOT include debt service, depreciation, or capital expenditures
Source
Monthly CPA / Yardi
Green
NOI margin ≥30%
Yellow
20–29.9%
Red
<20%
Debt Service Coverage Ratio (DSCR)
Definition
Ratio of NOI to annual debt service; measures ability to service debt
Formula
Net Operating Income ÷ Annual Debt Service
Note
Most lenders require ≥1.15x; HHH typically requires ≥1.10x
Green
≥1.25x
Yellow
1.10–1.24x
Red
<1.10x
Effective Gross Income (EGI)
Definition
Total revenue actually collected; gross potential rent adjusted for vacancy and bad debt
Formula
GPR + Subsidy Income + Other Income − Vacancy Loss − Bad Debt
Source
Monthly CPA report
Frequency
Monthly
Cash Flow After Debt Service
Definition
Cash remaining after paying all operating expenses and debt service
Formula
NOI − Annual Debt Service
Note
Positive CF required for healthy operations; LIHTC partnerships typically limit distributions via surplus cash waterfall
Green
Positive
Red
Negative (reserve draw or lender waivers required)
Operating Expense Ratio
Definition
% of EGI consumed by operating expenses
Formula
Total Operating Expenses ÷ Effective Gross Income × 100
Green
≤65%
Yellow
66–75%
Red
>75%
Reserve Sufficiency
Definition
Replacement reserve balance as a % of 5-year projected capital needs
Formula
Replacement Reserve Balance ÷ Projected 5-Year Capital Needs × 100
Green
≥80%
Yellow
50–79%
Red
<50%
Service $$ Per Unit
Definition
Annual dollars paid to PLC (or service provider) divided by total units at property
Formula
Annual PLC $$ ÷ Total Units
Note
Includes both property-paid and externally funded services. Benchmark varies by population and service intensity.
Source
PLC quarterly report / service contracts
Internet Access Score
Definition
Composite 1–10 score measuring resident internet access quality at a property
Formula
Weighted: Building-Wide (4pts) + Speed ≥100Mbps (2pts) + No credit/deposit barrier (2pts) + Wi-Fi coverage (1pt) + Fiber available (1pt)
Green
7–10
Yellow
4–6
Red
1–3
Housing Retention Rate
Definition
% of residents who remained housed at the property over the trailing 12-month period
Formula
(Residents housed at end of period ÷ Residents housed at start of period) × 100
Source
PLC quarterly report (aggregate)
Green
≥85%
Yellow
75–84%
Red
<75%
Risk Score (1–5)
Definition
Composite risk score across 8 categories rated 1 (low) to 5 (critical)
Categories
Financial, Occupancy, Compliance, Physical, Service, Internet, Management, Capital Needs
Total Score — Green
≤12 — Stable
Yellow
13–20 — Monitor
Orange
21–28 — Watchlist
Red
≥29 — Board Attention
User Management
Invite users, assign roles, and control access • Admin only
Invite a user
Create a one-time invite link, then send it to the person however you like (email, text, Slack). The link lets them set a password and activate their account with the role you choose.
Users
Everyone with access. Change a role, disable access, or remove a user entirely.
| Name / Email | Role | Status | Change role | Actions |
|---|---|---|---|---|
| Loading users… | ||||
Pending invites
Invites that haven't been accepted yet. Revoke one to disable its link.
| Role | Invite link | Action | |
|---|---|---|---|
| None | |||