FY2021 Proposed Budget by NRHA

FY 2021 PROPOSED BUDGET

WEâ&#x20AC;&#x2122;RE IN THIS TOGETHER #ONENRHA WWW.NRHA.US

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MESSAGE FROM THE

EXECUTIVE DIRECTOR "In the midst of the turmoil (coronavirus), we created an initiative called #OneNRHA to serve as a reminder that by working together not only will we get through the frustration and adversity of this challenging time but we will come out the other side as stronger people and a stronger organization."

When former NRHA Executive Director John Kownack retired earlier this year, he left big shoes to fill, and it was truly an honor to have been selected to take over the reins of an organization of this caliber. I come to NRHA from across the water at Hampton Redevelopment and Housing Authority, where I was Executive Director for nine years. I have nearly 20 years of experience that touches almost all aspects of the housing industry. I am thankful for this experience as it has helped prepare me to navigate the organization when the COVID-19 crisis hit just weeks after my arrival at NRHA. As have most companies and organizations in our nation, NRHA has taken financial hits from the unprecedented impact of the COVID-19 crisis. In response, NRHA is implementing strong financial and budgetary measures to maintain the Authority’s fiscal integrity. To this end, I present a proposed consolidated capital and operating spending plan of $121 million for fiscal year 2021, reflecting a minimal increase of less than 1 percent when compared to the FY2020 Approved Budget. While the proposed budget provides continued funding of all services and programs, the Authority has taken the following budgetary actions in FY2020 that will continue into FY2021: ▶▶ A halt to all discretionary spending. ▶▶ A reduction of 40 full-time positions. This reduction to budgeted positions has been accomplished through attrition, a hiring freeze and the defunding of all vacant positions. If there is a demonstrated need to add positions back during FY2021, a budget amendment will be drafted and presented to the Board of Commissioners for their approval. ▶▶ Utilization of earnings from the operation of non-public housing apartments in the amount of $2 million. ▶▶ Utilization of $1.3 million from NRHA discretionary reserves to support Housing Choice Voucher administration, stop-gap funding for transportation services, construction services at Diggs Town and Grandy Phase VI and Specialized Maintenance services for federally-aided units. ▶▶ Utilization of $3 million in reserves from discretionary and non-discretionary funds to support the implementation of programs and services to our residents and clients. Given the pandemic’s fluid nature and the speed with which it occurred, the FY2021 budget cannot capture all the COVID-19 effects. Therefore, a budget amendment will be presented in the fall to address currently unknown impacts.

CONTINUING SUPPORT FOR NRHA RESIDENTS As we all know, the COVID crisis had everyone scrambling. One of my first concerns was for our residents, who might be among the hardest hit by this pandemic. While it was critical to cut expenses to maintain a balanced budget, we made sure that our residents’ needs came first. While there have been operational changes, we’ve made every effort to continue to provide the programs, services and support that are so important for our residents. To help soften the financial impact of the COVID crisis on our residents, NRHA has ceased evictions until further notice. In addition, fees are not being charged for late rent payments and transaction fees have been discounted for online rent payments. Rental offices, tenant management council offices, family investment centers and common areas in our family communities and midrises are closed to the public. However, residents are able to continue working

with their Property Managers, Case Managers and other management representatives by phone and email. NRHA also opened a COVID hotline to answer questions and help residents navigate through these perilous times. To support resident health and safety during the COVID crisis, the Agency has posted signage throughout all communities reminding residents to wear masks, wash hands and engage in social distancing. In addition to NRHA offices, community basketball courts and playgrounds are closed. Senior and disabled residents are contacted for wellness checks. And for the safety of all concerned, NRHA transportation services and extracurricular activities are suspended until further notice. NRHA continues its partnership with community agencies and non-profits to help residents get access to food, health, emotional and educational support, housing, economic and other much-needed resources. On a personal note, while safety measures are indeed paramount, they require a degree of self-sacrifice. Our employees will especially miss joining with our residents in celebrating NRHA’s graduating high school seniors, the Golden Years Prom, Cops and Curls, National Night Out and all the other special events that are so close to our hearts.

REDEVELOPMENT PROJECTS Over the past two years NRHA has been working toward development of a sustainable budget by documenting the long-term impacts of asset repositioning. In FY2021, an operational and organizational assessment will be performed. The assessment will provide a roadmap toward a stronger operational stance as assets are repositioned. NRHA will continue acquisition and demolition efforts in Norfolk’s Wards Corner/Denby Park area. New for-sale home development will continue at The Homes at Bay Oaks in East Ocean View. In addition, infrastructure construction supporting new singlefamily homes at the former Moton Circle site in Broad Creek is expected to begin in FY2021. The St. Paul’s area project has not been immune to COVID-19 impacts. NRHA has suspended all 120-day relocation notices to residents until mid-October. Residents are still able to move out of the community, but on a voluntary basis only. Since the People First program remains operational, success coaching and supportive services continue to be available for Tidewater Garden residents. We are also working to identify creative tax credit strategies to assist in the development of off-site housing development.

business landscape within the framework of state and city health and safety directives. Adopting a mission critical status allows NRHA to quickly identify essential tasks and develop new procedures to guarantee operational continuity. Yet, while the ways in which we conduct business are changing, there remain two constants: ▶▶ NRHA is open and continues to deliver essential services to our clients and the 13,000 residents in Norfolk who rely on us every day to provide safe, affordable and accountable housing. ▶▶ The health and safety of our employees, clients and residents remain the foundation of all business decisions. Mission critical operations have given NRHA the opportunity to embrace the use of technology not only to support teleworking but also streamline internal processes. Remote desktop access, teleconferencing tools and training guides have been deployed to staff. An emergency texting service has been rolled out to guarantee all employees receive critical information in real time. Board of Commissioners meetings and public hearings are now live-streamed, increasing access to our residents and members of the community. The agency will continue to recognize these efficiencies beyond the COVID-19 crisis. When and how NRHA will reopen to the public has not yet been determined and is dependent on the continued monitoring of conditions as well as state and city guidance.

#ONENRHA While continuing to provide stellar service to clients and residents, NRHA transitioned from normal operations to mission critical in the space of one week. This could not have happened without our employees’ willingness and commitment to always do what needs to be done to serve NRHA’s residents. It takes remarkable people working together as a powerful team to accomplish the impossible. I am proud and humbled to be leading this amazing group. In the midst of the turmoil, we created an initiative called #OneNRHA to serve as a reminder that by working together not only will we get through the frustration and adversity of this challenging time but we will come out the other side as stronger people and a stronger organization. The cover of this FY2021 Budget Book perfectly captures the spirit of #OneNRHA.

MISSION CRITICAL OPERATIONS COVID-19 requires NRHA to be agile and flexible as we navigate a drastically changed and ever-evolving

RON JACKSON

EXECUTIVE DIRECTOR

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AUTHORITY GOALS Quality Housing Opportunities for All

NRHA is committed to providing a continuum of housing options for households of all incomes seeking housing.

Sustainable Mixed-Income Communities

There is a need for a new housing model to create a healthy physical and social environment that would appeal to a wider range of incomes.

Strategic Business Approach

To meet changing requirements and to make the best use of our resources, we are developing a new approach for the delivery of products and services.

Community Support

Recognizing the interrelated nature of our mission, NRHA resolves to work to become a trusted partner that works collaboratively with key stakeholders and partners.

AUTHORITY VALUES â&#x20AC;&#x153;A C E I T â&#x20AC;?

CUSTOMER SERVICE

ACCOUNTABILITY

INNOVATION

NRHA FY2021 Proposed Budget

EXCELLENCE

TEAMWORK

June 2020

BOARD OF COMMISSIONERS

Don Musacchio

Alphonso Albert

Chairman

Rose Arrington

Vice Chairman

Joe Dillard, Jr.

Richard Gresham

Ken Benassi

Suzanne Puryear

NRHA is headed by a board of seven commissioners, appointed by Norfolk City Council, who are responsible for determining policy and direction. NRHA Commissioners are residents of Norfolk and serve staggered four-year terms. The board elects a Chairman and Vice Chairman, as well as selects an Executive Director who is responsible for NRHAâ&#x20AC;&#x2122;s activities and operations. To contact a Commissioner, call 757.314.1679

EXECUTIVE DIRECTOR

Ronald Jackson

Executive Director NRHA FY2021 Proposed Budget

June 2020

EXECUTIVE LEADERSHIP TEAM

Photo unavailable

Richard Archer

Human Resources Director

Virginia Mack

Chief Administrative Officer

Scott Pontz

Finance Director

Russell H. Carlock

Interim Design & Construction Management Director

Donna Mills

Chief Housing Officer

Michael Clark

Information Technology Director

Jennifer Moore

Steve Morales

Photo unavailable

Laura Rath

Bryant M. Sanders

NRHA FY2021 Proposed Budget

Neighborhood Projects Director

Communications and Government Relations Director

Photo unavailable

Budget & Compliance Director

Mike Diaz

Development Operations Director

Lysandra Shaw

Property Management Director

Neighborhood Projects Director

III

Terri Giuliana

Structured Finance Director

Kathy Mosley

Administrative Services Director

Yilla Smith

Client Services Director

Pamela Jones-Watford Housing Choice Voucher Director

Rick O'Neal

Facilities Management Director

Kim Thomas

Housing Programs Director

June 2020

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NRHA FY2021 Proposed Budget

June 2020

ORGANIZATIONAL CHART Board of Commissioners

Executive Office

Administrative Operations

Development Operations

Housing Operations

Administrative Services

Design & Construction Management

Client Services

Communications & Government Relations

Budget & Compliance

Real Estate Services

Compliance Services

Human Resources

Finance

Facilities Management

Information Technology

Structured Finance

Housing Choice Voucher Program

Neighborhood Projects*

Housing Programs

Property Management

Security Programs *Funded by Development Operations NRHA FY2021 Proposed Budget

June 2020

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FY2021 PROPOSED BUDGET TABLE OF CONTENTS

FY2021 PROPOSED BUDGET TABLE OF CONTENTS Message from the Executive Director Authority Goals……………………………………………………………………. Board of Commissioners and Executive Director………………………………. Executive Leadership Team………………………………………………………. Organizational Chart………………………………………………………………

I II III V

READER’S GUIDE & OVERVIEW Reader’s Guide……………………………………………………………………... Operating Budget Program and Fund Summaries............................................... Approved Budget Overview……………………………………………………... Resource Trends and Percentages………………………………………………... Expenditure Trends and Percentages.....................................................................

4 5 6 6-7 8

BUDGET SUMMARY Budget Summary by Resources and Expenditures…………………………...... Expenditures……………………………………………………………………….. Resources…………………………………………………………………………… Revenue Comparison……………………………………………………………… Utilization of Reserves and Earnings…………………………………………...... Employee Benefit and Salary History……………………………………………. Staffing Dashboard…………………………………………………………………

13 14 15 16 18 19 20

HOUSING PROGRAMS Housing Overview Summary…………………………………………………...... Housing Revenue and Expenditures…………………………………………...... Broad Creek Renaissance………………………………………………………..... Federally Aided Housing…………………………………………………………. Federally Aided Safe Harbor Fees……………………………………………….. RAD/Project Based Voucher (PBV) Communities……………………………… RAD/PBV Safe Harbor Fees………………………………………………………. Cottage Bridge……………………………………………………………………… Diggs Town Phase I………………………………………………………………... Franklin Arms……………………………………………………………………… Grandy Village Revitalization…………………………………………………..... Grandy Village V…………………………………………………………………...

26-28 29 30-32 34-37 39 40-41 42 44-45 46-47 48-49 50-51 52-53

Grandy Village VI………………………………………………………………...... North Wellington…………………………………………………………………... Housing Choice Voucher (HCV)…………………………………………………. Housing Choice Voucher (HCV) – Single Room Occupancy (SRO)………….. Housing Choice Voucher (HCV) Safe Harbor Fees…………………………...... State Rental Assistance Program (SRAP)………………………………………... Resident Services………………………………………………………………....... Section 5310 Grant (formerly New Freedom)…………………………………… Out of School Youth Program.................................................................................. ROSS Family Self-Sufficiency Grant……………………………………………... ROSS Service Coordinator Grant………………………………………………… Residential Options, Inc. Summary…....………………………………………… Residential Options, Inc. (Guy Avenue) ………………………………………... Residential Options, Inc. (Hugo Street) …………………………………………. Residential Options, Inc. (Fenner Street) ………………………………………...

DEVELOPMENT PROGRAMS Development Overview…………………………………………………………... Development Revenue and Expenditures………………………………………. Capital Fund Program…………………………………………………………...... Capital Improvement Program…………………………………………………... Development Administration…………………………………………………….. East Beach………………………………………………………………………....... 5th to 7th Bay Development………………………………………………………… General Fund……………………………………………………………………….. Home Investment Partnership Program (HOME)…………………………........ HomeNet Homeownership Center………………………………………………. Privately Managed Properties: Merrimack Landing Operations……………………………………….................. Oakmont North Operations……………………………………………………… Park Terrace Operations……………………………………………………......... Privately Managed Properties Safe Harbor Fees……………………………...... Rehabilitation Reserve Account (RERA)………………………………………… Choice Neighborhood Implementation Grant (CNI)………………………..…. Available Revenue………………………………………………………………….

54-55 56-57 58-59 60-61 63 64-65 66-67 68-69 70-71 72-73 74-75 76-77 78 79 80

86-87 89 90-93 94-95 96-97 98-99 100-101 102-103 104-105 106-107 108-109 110-111 112-113 115 116-117 118-119 121

OTHER PROGRAMS Other Programs Overview Summary…………………………………………..... NRHA Rent Project ……………………………………………………………….. 555 East Main Street Operations…………………………………………………. Broad Creek Village Center……………………………………………………...... Central Office Cost Center (COCC) Specialized Maintenance………………... Communications and Government Relations…………………………………... Core Business Service……………………………………………………………… Disposition Support……………………………………………………………….. Executive Director Contingency Fund…………………………………………... Hampton Roads Ventures (HRV)………………………………………………... Project Development Financing…………………………………………………..

126-127 128-129 130-131 132-133 134-135 136-137 138-139 140-141 142-143 144-145 146-147

CCENTRAL OFFICE Central Office Cost Center (COCC) Overview COCC Challenges, Accomplishments and Goals: Administrative Services………………………………………………………...... Budget and Compliance………………………………………………………….. Communications and Government Relations……..……………………………. Finance…………………………………………………………………………… Human Resources………………………………………………………............... Information Technology…………………………………………………….......... COCC Revenue and Expenditures……………………………………………..... COCC Summary by Functional Group………………………………………...... COCC Detail………………………………………………………………………... Detail of COCC Specialized Maintenance……..………………………………...

159-161 162-163 164-165 166-167 168-169 170-171 172 173-174 175-178 179

GLOSSARY AND ACRONYMS Glossary……………………………………………………………………………... Development Revenue and Expenditures……………………………………….

183-200 201-203

152-158

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READER'S GUIDE & OVERVIEW

NRHA FY2021 Proposed Budget

June 2020

NRHA FY2021 Proposed Budget

June 2020

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NRHA FY2021 Proposed Budget

June 2020

FY2021 READER’S GUIDE Each year Norfolk Redevelopment and Housing Authority (NRHA) must submit a proposed budget to its Board of Commissioners (BOC). The budget represents the annual spending plan for all of the programs administered by NRHA. The approved annual budget is published once the proposed budget is approved by the BOC. The Reader’s Guide is a tool to help the reader navigate the annual budget book. This year’s budget includes: • Financial summary tables and narrative overviews related to operations • Programs, financial policies and procedures • Staff and non-staff expenditure detail

A WELL PLANNED OPERATING AND CAPITAL BUDGET REAFFIRMS NRHA’S: • Fiscal responsibility with limited resources while providing quality housing services • Commitment to ensuring affordable housing and the promotion of housing

NRHA FY2021 Proposed Budget

June 2020

FY2021 OPERATING BUDGET PROGRAM & FUND SUMMARIES For each program and fund, summary information is provided on revenues and expenditures using the sample format below:

Program or Fund

FY19 Actual Budget

FY20 Approved Budget

FY20 Projected Actual

FY21 Proposed Budget

Revenue: xxxx yyyy Total Revenue:

Expenditures: xxxx yyyy Total Expenditures:

READER’S GUIDE & OVERVIEW

DEVELOPMENT PROGRAMS

BUDGET SUMMARY

OTHER PROGRAMS

The Reader’s Guide & Overview section provides a guide to navigating the budget book and a summary of revenue and expenditures for the total NRHA budget while also indicating the percentage change from the prior year.

The Development Operations Program provides detailed budget information including funding for program administration in redevelopment, rehabilitation, operation, relocation and homeownership opportunities for Norfolk citizens.

The Budget Summary section provides authority-wide graphical and numerical breakdowns of revenue and expenditure summaries, sources and comparisons. It also includes NRHA’s employee benefit and salary history as well as workforce demographics.

The Other Programs section provides information about the Authority’s unique programs that do not fall under the Housing and Development divisions.

CENTRAL OFFICE

The Central Office Cost Center (COCC) section provides insight on the Authority's central support service expenditures which benefit all or multiple programs and functions. The COCC includes the central support staff such as Executive and Administrative Offices, Specialized Maintenance and so on.

HOUSING PROGRAMS

The Housing Program section delivers detailed budget information for programs that provide assisted and/or affordable rental opportunities to the citizens of Norfolk. NRHA encourages citizens to become economically self-sufficient by linking them to social service programs and ensuring that they gain the necessary skills and resources for long-term success.

NRHA FY2021 Proposed Budget

GLOSSARY AND ACRONYMS

The Glossary provides definitions of programs and budget-related terms used as well as the meaning of many acronyms used throughout this document. 5

June 2020

FY2021 PROPOSED BUDGET OVERVIEW TOTAL FY2021 PROPOSED BUDGET - $121,394,621 Other Programs $6,196,503 | 5%

Housing $70,685,403 | 58%

THE DEVELOPMENT of the FY2021 Budget was an agency-wide effort and included input from the executive team, directors, managers and program staff. During the process, historical funding and expenditure patterns were analyzed along with seasonality and grant awards. The FY2021 Budget includes FY2019 actuals, as displayed on audited Financial Statements ending June 30, 2019, FY2020 Projected Actuals based on February Financial Statements and input from program staff.

Development $44,512,716 | 37%

FY2021 RESOURCE TRENDS & PERCENTAGES FY2021 PROPOSED BUDGET City Grants $13,313,043 | 11%

Tenant Revenues $26,645,435 22% Other Income $2,806,781 | 2% Program Reserves $4,323,692 | 4%

HUD Grants $74,305,670 | 61%

NRHAâ&#x20AC;&#x2122;S REVENUE STREAMS are supported largely by the U.S. Department of Housing and Urban Development (HUD) (61%) and Tenant Rent Payments (22%). Additional sources include City of Norfolk Grants (11%), Other Income (2%) and Program Reserves (4%). Revenue projections in the aggregate show a decrease from FY2020 to FY2021. The table on the following page depicts the decrease. NRHA FY2021 Proposed Budget

June 2020

Revenue Source

FY2020 Approved Budget

FY2021 Proposed Budget

Variance FY2020 vs. FY2021

% of FY2021 Proposed Budget

HUD GRANT

$64,365,414

$74,305,670

$9,940,256

61%

CITY GRANTS

$15,338,787

$13,313,043

$(2,025,744)

11%

TENANT REVENUES

$26,977,846

$26,645,435

$(332,411)

22%

OTHER INCOME

$6,209,654

$2,806,781

$(3,402,873)

PROGRAM RESERVES

$8,489,565

$4,323,692

$(4,165,873)

Grand Total

121,381,266

121,394,621

13,355

100%

HUD GRANT - HUD funding has increased as a result of increased planned spending in the Capital Fund Program. CITY GRANTS - The City of Norfolk’s FY2021 Approved Budget continued funding for neighborhood revitalization efforts, including development and disposition support. TENANT REVENUE - Tenant revenue remains relatively stable. OTHER INCOME - This income is derived from bond fees, developer fees, proceeds from land sales, non-rental income and loans. The net decrease is the result of the completion of several large development projects during FY2020, such as 5th-7th Bay Development, that were generating land sales proceeds. PROGRAM RESERVES - This funding source includes authorizations of resources accumulated during a prior fiscal period to be utilized for its own fund or another program’s funding gap. The net decrease is attributed to at-risk construction costs in Grandy VI and Diggs Phase I during FY2020. THE CHART BELOW SHOWS A BUDGET COMPARISON OF FY2020 VS. FY2021 RESOURCES BY DIVISION.

Projected Revenue

Total

Housing

Development

Other

FY2021 RESOURCE TRENDS & PERCENTAGES

$121,394,621

$70,685,403

$44,512,716

$6,196,502

FY2020

$121,381,266

$69,463,738

$44,970,243

$6,947,285

$ CHANGE

$13,355

$1,221,665

$(457,527)

$(750,783)

% CHANGE

0.01%

1.76%

-1.02%

-10.81%

LISTED BELOW ARE OTHER REVENUE HIGHLIGHTS WITHIN THE BUDGET PROCESS FOR FY2021. •

Utilization of $1.3 million from the City of Norfolk General Fund appropriation for NRHA program delivery and administration

•

Use of $1,597,291 from Federally Aided Reserves in support of low income public housing

•

Use of $328,391 of NRHA’s earnings from Privately

Managed Properties for the administration of the Housing Choice Voucher Programs NRHA FY2021 Proposed Budget

•

Use of $557,398 of Land Sales Proceeds for Development Administration

•

Use of $4.3 million from NRHA discretionary and project reserve balances to fund programs

•

Use of $658,000 of developer fees to fund development related operations

June 2020

FY2021 EXPENDITURE TRENDS & PERCENTAGES Distribution of Admin Costs $4,727,031 | 4% Capital and Multi Year $33,263,502 27%

Employee Benefits $3,374,420 | 3%

Program Costs $36,507,316 30%

Other Admin $5,995,909 | 5%

General Expense $2,859,599 | 2%

Operation Cost $27,315,914 23%

Labor (Authority Direct) $7,350,930 | 6%

NRHA continues the practice of conservative and prudent fiscal planning in the face of a challenging economic climate. Expenditures include labor, employee benefits, operational costs, program costs, capital and direct costs, other administrative costs and general operating expenditures.

THE CHART BELOW REPRESENTS AN EXPENDITURE COMPARISON FROM FY2020 TO FY2021 BY DIVISION.

Projected Expenditure

Total

Housing

Development

Other

FY2021

$121,394,621

$70,685,403

$44,512,716

$6,196,502

FY2020

$121,381,266

$69,463,738

$44,970,243

$6,947,285

$ CHANGE

$13,355

$1,221,665

$(457,527)

$(750,783)

% CHANGE

0.01%

1.76%

-1.02%

-10.81%

The FY2021 Budget provides continued funding of all services. The following are a few highlights within the budget for FY2021: • • • •

All vacant positions have been defunded No reductions to service delivery No adjustments for RAD conversions Inclusion of HUD Choice Neighborhoods Initiative grant funding

NRHA FY2021 Proposed Budget

June 2020

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NRHA FY2021 Proposed Budget

June 2020

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NRHA FY2021 Proposed Budget

June 2020

BUDGET SUMMARY

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2021 Proposed Budget

June 2020

NRHA FY2021 Proposed Budget

June 2020

NRHA PROPOSED BUDGET FISCAL YEAR 2021 SUMMARY BY RESOURCES AND EXPENDITURES Authority Wide

Description

Resources

HUD Grants City Grants Tenant Income Other Income Working Fund/Project Advances Appropriations of Program Reserves

Resources Total

Expenditures

Labor* Employee Benefits* Other Administration Program Costs General Expense Operation Cost Capital & Multiyear Programs Distribution of Administrative Costs*

Expenditures Total

Percentage of Authority Total

74,305,670 13,313,043 26,645,435 2,806,781 800,000 3,523,692 121,394,621

61.2% 11.0% 21.9% 2.3% 0.7% 2.9% 100.0%

7,350,930 3,374,420 5,995,909 36,507,316 2,859,599 27,315,914 33,263,502 4,727,031 121,394,621

6.1% 2.8% 4.9% 30.1% 2.4% 22.5% 27.4% 3.9% 100.0%

*Distribution of Administrative Costs- Departmental share of agencywide costs that are allocated to the programs and projects which benefit from the services. Refer to "Employee Benefit and Salary History" schedule located in this Budget Summary section for total labor and employee benefit costs.

NRHA FY2021 Proposed Budget

June 2020

FY2021 PROPOSED EXPENDITURES $121,394,621 Description

Labor (Direct)* Employee Benefits* Other Administration Program Costs Operation Costs General Expenses Capital & Multiyear Programs Distribution of Administrative Costs* Total

Capital & Multiyear Programs 33,263,502 27.40%

Total

7,350,930 3,374,420 5,995,909 36,507,316 27,315,914 2,859,599 33,263,502 4,727,031 121,394,621

Labor (Direct)* $7,350,930 6.06%

Housing

Development

4,312,652 2,271,618 2,688,450 35,974,632 18,335,237 1,858,387 1,308,781 3,935,646 $ 70,685,403

2,309,414 814,082 840,912 532,684 8,184,989 79,493 31,154,721 596,421 44,512,716

Other

728,864 288,720 2,466,547 795,688 921,719 800,000 194,964 $ 6,196,502

Employee Benefits* Distribution of 3,374,420 Administrative Costs* 2.78% Other Administration 4,727,031 5,995,909 3.89% 4.94%

Program Costs 36,507,316 30.07%

General Expenses 2,859,599 2.36%

Operation Costs 27,315,914 22.50%

June 2020

FY2021 PROPOSED RESOURCES $121,394,621 Total

Development

Housing

Other

HUD Grants Housing Choice Voucher & SRO Federally Aided Housing Broad Creek Renaissance (TCB) Choice Neighborhood Initiative Capital Fund Jobs Plus Section 5310 Grant-DPRT (formerly New Freedom) Public Housing and HCV FSS Ross Grant ROSS Service Coordinator Grant CDBG Rehabilitation Program HomeNet HOME

Total

37,756,036 12,624,338 1,028,648 649,395 20,126,610 146,445 360,000 236,118 116,803 1,261,277

649,395 20,126,610 116,803 1,261,277

37,756,036 12,624,338 1,028,648 146,445 360,000 236,118 -

74,305,670

22,154,085

52,151,585

2,957,720 8,750,000 1,605,323

2,957,720 8,750,000 1,557,398

47,925

City Grants General Fund Capital Improvement Program Other City Grants

Total

13,313,043

13,265,118

47,925

6,886,604 7,089,251 595,064 4,281,440 589,042 5,335,485 106,217 1,762,332 -

3,868,235 589,042 3,729,122 -

6,886,604 7,089,251 595,064 106,217 -

413,205 1,606,363 1,762,332 -

26,645,435

8,186,399

14,677,136

3,781,900

3,618 181,414 758,802 679,601 319,646 863,700

181,414 38,784 -

3,618 679,601 319,646 627,800

720,018 -

Other Income 2,806,781 Tenant Income 2% 26,645,435 22%

Total

Other Income Interest Proceeds from Property Sales and Notes Project Delivery Fees State Funds Bank Loan Operating Transfer In (from Replacement Reserves) Other

Total

2,806,781

43,545 324,627 9,541 48,374 27,361 1,597,291 138,947 7,000 800,000 1,327,006

215,000

20,900

435,198

1,630,665

740,918

43,545 7,000 421,371

9,541 48,374 27,361 1,597,291 448,391

324,627 138,947 800,000 457,244

Appropriations from Program Reserves Housing Opportunity Reserves Admin Equipment & Data Processing Grandy V Reserves Grandy Revite Reserves Cottage Bridge Reserves Federally Aided Reserves COCC Administration RERA Working Fund - Project Development Financing Privately Managed Reserves

Total Use of All Reserves NRHA Total Resources

NRHA FY2021 Proposed Budget

4,323,692

471,916

2,130,958

1,720,818

121,394,621

44,512,716

70,638,269

6,243,635

HUD Grants 74,305,670 61%

City Grants 13,313,043 11%

Proposed Resources FY2021

Tenant Income Federally Aided Housing Project Based Voucher (PBV) -RAD PBV - Cottage Bridge Oakmont North Park Terrace Merrimack Landing Residential Options Inc. (ROI) 555 East Main Street Other

Appropriations/ Program Reserves 4,323,692 4%

Budget Comparison - FY2020 vs. FY2021 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000

20,000,000 10,000,000 -

FY 21 Budget

FY 20Budget

111,804,022

(9,590,599)

June 2020

FY2021 PROPOSED REVENUE COMPARISON HUD Grants Housing Choice Voucher $ Housing Choice Voucher SRO Federally Aided Housing Choice Neighborhood Initiative Grandy Revitalization Franklin Arms PBV - RAD Broad Creek Renaissance (TCB) Park Terrace Capital Grants Capital Fund Grant for Operations ROSS Service Coordinator Grant Job Access Freedom Grant Job Access HCV Section 5310 Grant-DPRT (formerly New Freedom) Jobs Plus Community Development Block Grant Public Housing & HCV FSS ROSS HomeNet Home Total $ City Grants General Fund $ Capital Improvement Program Other City Grants Total $ Tenant Income Federally Aided Housing $ Grandy Revitalization Franklin Arms PBV - RAD Cottage Bridge Oakmont North Park Terrace Marriott Rent Merrimack Landing Residential Options Inc. (ROI) 555 East Main Street Other Total $ Other Income Interest $ Proceeds from Property Sales and Notes Private Bank Funds State Rental Assistance Program (SRAP) Out of School Grant HomeNet Project Delivery Fees Other Total $ Appropriations from Program Reserves

Housing Choice Voucher Resident Service Activities Capital Fund Administration Franklin Arms Cottage Bridge Grandy V Grandy Revitalization Housing Opportunities Park Terrace 3rd Party Management Fee Federally Aided Housing Reserves RERA Broad Creek Reserves TCB EZ 2010 Proceeds from Land Sales 201 Granby Building COCC Administration COCC Specialized Maintenance Other Discretionary or Development Reserves Privately Managed Reserves Merrimack Landing Replacement Broad Creek/HOPE VI Reserves Working Fund

Approved FY 2017

Approved FY 2018

Approved FY 2019

Approved FY2020

Proposed FY2021

Annual $ Change

27,573,618 356,450 12,882,183 1,094,052 368,976 752,760 316,357 9,218,638 550,000 250,636 55,073 54,250 334,254 691,300 345,450 90,882 1,061,056 55,995,935

28,728,488 356,931 12,733,550 889,777 325,848 12,388,244 600,000 298,843 369,873 732,721 336,964 149,857 921,022 58,832,118

29,775,986 360,882 12,927,692 839,844 325,848 11,156,955 153,486 400,154 609,058 600,000 303,550 140,153 997,293 58,590,901

33,182,392 349,973 12,472,767 3,000,000 616,352 761,645 9,625,769 120,741 418,179 575,000 1,100,000 332,115 146,663 1,453,041 64,154,637

37,396,422 359,614 12,624,338 649,395 1,028,648 19,692,906 433,704 236,118 146,445 360,000 116,803 1,261,277 74,305,670

4,214,030 9,641 151,571 (2,350,605) (616,352) 267,003 10,067,137 433,704 115,377 (271,734) (575,000) (1,100,000) 27,885 (29,860) (191,764) 10,151,033

13% 3% 1% N/A N/A N/A -100% 35% N/A 105% N/A 96% N/A N/A -65% -100% -100% 8% -20% -13% 16%

3,122,751 5,750,000 8,872,751

5,125,601 6,665,019 15,588 11,806,208

4,393,548 6,523,723 36,390 10,953,661

2,861,438 10,424,600 2,026,825 15,312,863

3,957,720 8,750,000 605,323 13,313,043

1,096,282 (1,674,600) (1,421,502) (1,999,820)

38% -16% -70% -13%

8,367,577 1,066,728 226,953 345,009 3,879,353 238,656 114,500 3,614,796 17,853,572

8,103,314 3,353,194 589,272 4,072,569 190,757 114,500 3,827,509 85,625 20,336,740

8,655,072 3,386,316 411,023 4,264,385 190,757 4,448,263 144,497 1,664,376 114,500 23,279,189

7,919,800 6,605,794 594,961 4,326,081 540,062 5,239,976 92,752 1,683,972 27,003,398

6,886,606 7,089,249 595,064 4,281,440 589,042 5,335,485 106,217 1,762,332 26,645,435

(1,033,194) 483,455 103 (44,641) 48,980 95,509 13,465 78,360 (357,963)

-13% N/A N/A 7% 0% -1% 9% N/A 2% 15% 5% N/A -1%

2,996 272,500 16,900,000 400,000 140,000 25,000 1,007,299 823,621 19,571,416

6,246 754,400 27,412,015 651,367 193,343 1,086,456 898,309 31,002,136

11,525 664,163 9,627,839 654,158 125,956 1,223,407 1,099,514 13,406,562

15,186 885,378 653,118 675,447 195,000 651,655 1,288,628 4,364,412

10,190 181,414 679,601 195,000 758,802 981,774 2,806,781

(4,996) (703,964) (653,118) 4,154 107,147 (306,854) (1,557,631)

-33% -80% -100% 1% 0% N/A 16% -24% -36%

473,000 50,000 119,023 43,545 600,000 7,000 600,000 57,563 673,321 869,643 4,002,987 1,952,688 1,036,000 10,484,770

323,087 53,470 43,545 968,071 200,318 7,000 713,089 555,908 1,787,176 1,180,663 5,832,327

343,545 1,000,000 109,031 7,000 324,049 500,000 304,307 7,158,024 800,000 10,545,956

27,361 9,541 48,374 43,545 1,597,291 7,000 138,947 324,627 1,327,006 800,000 4,323,692

27,361 9,541 48,374 (300,000) (1,000,000) 1,488,260 (324,049) (500,000) (165,360) 324,627 (5,831,018) (6,222,264)

N/A N/A N/A N/A N/A N/A N/A -87% N/A -100% 1365% 0% -100% N/A N/A -54% N/A N/A -81% N/A N/A 0% -59%

132,461,972

112,062,640

121,381,266

121,394,621

Total

53,154 13,906 43,545 54,567 10,529 461,249 7,000 51,839 302,217 519,333 671,228 1,039,316 2,500,000 75,000 940,000 6,742,883

NRHA Total Resources

109,036,557

NRHA FY2021 Proposed Budget

13,355

June 2020

Annual % Change

0.01%

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

June 2020

FY2021 SUMMARY OF UTILIZATION OF RESERVES AND EARNINGS Description

Available to Distribute @ 6/30/20

2,019,568

Federally Aided

1,402,006

1,973,295

Admin Equipment & Data Procesing

Grandy Revite

Grandy V

11,891

59,030

Rehab Financing

351,237

Housing Opportunity

13,364

COCC Admin Reserves

Cottage Bridge

816,556

1,597,291

328,391

40,765

HCV Administration HCV SRO

Federally Aided Reserves

Privately Managed Properties

Privately Managed Earnings

(140,013)

Working Fund

1,262,563

Total

992,581

8,762,078

1,597,291

328,391

40,765

Grandy Village Revitalization

48,374

Section 5310 Grant (New Freedom)

120,000

Residential Options Inc. (ROI)

6,369

Grandy V

9,541

Diggs & Grandy Construction Services

421,371

Disposition Support

30,000

7,000

43,545

RERA Housing Opportunity (HomeNet)

43,545

60,000

303,110

457,244

138,947

899,301

27,361

73,075

800,000

Core Business Services

646,641

324,627

971,268

Government Relations

431,085

ED Contingency Fund

428,523

Broad Creek Village Center COCC Specialized Maintenance Cottage Bridge NRHA Rent Project Project Development Financing

Total Utilization

2,019,568

Balance Remaining

1,597,291

9,541

48,374

324,627

7,000

43,545

27,361

138,947

800,000

6,343,260

75,000

376,004

2,350

10,656

26,610

6,364

773,011

(167,374)

1,123,616

192,581

2,418,818

*Funds available to distribute at 6/30/20. These figures are net of anticipated COVID funding, target reserve funds, and FY2020 obligations and commitments. Note: The above table displays only earnings and reserves appropriated in the FY2020 Budget. It does not include reserves for which there is no proposed activity.

NRHA FY2021 Proposed Budget

428,523

1,327,006

June 2020

FY2021 EMPLOYEE BENEFIT AND SALARY HISTORY Description

Benefits

Health Insurance FICA Taxes & Unemployment VRS (Life) VRS (Retirement) Terminal Leave Worker's Compensation Uniforms* Total Employee Benefits

FY2016 Approved Budget

FY2017 Approved Budget

FY2018 Approved Budget

FY2019 Approved Budget**

FY2020 Approved Budget

FY2021 Proposed Budget

Change

1,957,404 1,123,887 161,953 1,996,683 184,466 171,101 4,338

2,062,450 1,215,308 192,690 1,794,444 195,463 185,019 3,450

2,128,609 1,288,381 201,622 1,878,693 204,524 196,144 3,500

2,179,119 1,288,023 206,081 1,909,366 209,047 137,928 24,086

2,316,736 1,313,317 203,641 1,914,848 206,572 140,637 -

2,206,110 1,236,298 193,931 1,549,716 193,828 132,389 -

(110,626) (77,019) (9,710) (365,132) (12,744) (8,248) -

5,599,832

5,648,824

5,901,473

5,953,650

6,095,751

5,512,272

(583,479)

1,239,521 191,338 91,020 9,148,020

2,095,913 200,618 104,600 8,882,599

2,008,928 209,448 110,777 8,716,634

2,005,137 214,645 46,016 9,706,822

2,033,880 223,895 47,749 9,850,231

1,986,976 203,644 49,575 205,236 9,090,114

(46,904) (20,251) 1,826 205,236 (760,117)

2,968,715 223,604 12,000 190,124 231,126 14,295,468

3,028,356 245,588 11,392 304,627 139,189 15,012,882

3,893,603 156,952 245,761 11,847 416,573 145,117 15,915,640

3,016,469 72,685 258,329 12,481 451,972 126,746 15,911,302

3,055,317 213,832 214,624 450,040 134,231 16,223,799

2,817,282 231,617 76,803 401,649 94,251 15,157,147

(238,035) 17,785 (137,821) (48,391) (39,980) (1,066,652)

Labor Development Admin Community Development Maintenance Development (HOMENET) CNI Administration Housing COCC Executive and Admin Executive Transformation Government Relations Hampton Roads Ventures Structured Finance Management Fee Project Total Labor

Full Time Staffing Counts Development Housing Administration Total Full Time Labor

FY2016

37 204 54 295

FY2017

FY2018

37 206 54 297

37 212 55 304

FY2019

36 212 54 302

FY2020

35 216 54 305

FY2021

Change

34 182 49 265

(1) (34) (5) (40)

*Beginning in FY20, uniforms are no longer budgeted as a fringe benefit. **FY19 Labor figures have been restated. NRHA FY2021 Proposed Budget

June 2020

NRHA Staffing Dashboard As of May 13, 2020

278

Total Employees

Workforce Distributions By Race and Gender

By Employee Status

By Division Housing Operations

69.4%

Regular Full Time

93.2% 6.8% 0.0%

12.2%

Regular Part Time

11.5%

Seasonal

Administative Operations Development Operations

193

Executive Office

259 19 0

6.8%

By Age

By Length of Service (LOS) in Years

Black Females

41.7%

Black Males

31.7%

White Males

13.7%

White Females

9.0%

Other Males

2.5%

Other Females

1.4%

116 88 38 25 7 4

103 100

60 41

41 37

20 - 24

25 - 29

>=30

11 0 <=19

20 - 29

30 - 39

40 - 49

50 - 59

60 - 64

Average Employee Age: 50.8

NRHA FY2021 Proposed Budget

>=65

<=4

5-9

10 - 14

15 - 19

Average Employee LOS in Years: 12.34

June 2020

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NRHA FY2021 Proposed Budget

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

June 2020

HOUSING PROGRAMS

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2021 Proposed Budget

June 2020

NRHA FY2021 Proposed Budget

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

June 2020

SUMMARY

FY2021 HOUSING OVERVIEW

FY2021 HOUSING DIVISION Housing Division revenue and expenditures total $70,685,403 and are derived from HUD operating subsidies, grants, tenant income and other income. The operational shortfall of $1.58 million projected in FY2021 for the Federally Aided Program is recommended to be funded from Federally Aided program reserve. The Housing Choice Voucher Administration shortfall of $328,391 is recommended to be funded from privately managed reserves. In FY2021, NRHA’s expenditure projections will fluctuate as NRHA continues to convert properties to the Rental Assistance Demonstration (RAD) program, as additional grant funding is awarded and as funding changes are considered in federally aided programs. At the same time, NRHA’s focus will be on efforts to manage and maintain 3,277 assisted rental units as well as an average of 3,766 Housing Choice Vouchers for participants in multiple programs. Capital Funds, under the umbrella of the Design and Construction Management Department, continues to provide funding for necessary capital improvements to the aging stock and infrastructure of public housing properties. NRHA must constantly replace roofing, heating systems, windows, doors, flooring, and other items in the federally assisted public housing communities.

CHALLENGES As traditional low- income public housing is converted to other community types, our biggest budgetary challenge will be insufficient HUD funding for Public Housing and Housing Choice Voucher program administration as well as grant expiration and eligibility. HUD has placed caps on operating subsidy which do not cover the cost to operate our communities. Likewise, administrative fees are not sufficient to cover NRHA’s costs in the Housing Choice Voucher program. Given recent Congressional funding decisions, this trend may continue indefinitely.

NRHA FY2021 Proposed Budget

June 2020

FY2020 ACCOMPLISHMENTS ♦ NRHA has been successful in obtaining

Workforce development initiatives continue to diversify and show growth in attendance resulting in more participation in community and NRHA sponsored job/employment fairs. In total, workforce programs recognized a 10% increase in program enrollment, from 581 enrolled participants in FY2019 to 639 participants currently enrolled in FY2020.

♦

funding to renovate NRHA-owned public housing communities (Grandy Village and Diggs Town). Eleven million dollars in Low Income Housing Tax Credit funding was secured to construct 70 Project Based Voucher units in Grandy Village.

♦ NRHA has obligated 188 Project Based

♦ Prior grant funding from the Department of Rails and Public Transportation was used to provide transportation for elderly and disabled residents. The NRHA transportation program offered a total of 26,287 rides to 1,919 elderly and disabled riders during the 2019 calendar year.

Vouchers to private developers for new developments in Norfolk and neighboring jurisdictions which will increase the housing options for voucher holders.

♦ NRHA applied for and received additional HUD VASH Vouchers for homeless veterans.

♦ NRHA received a grant for $183,489 (an 18% increase in funding) from the Hampton Roads Workforce Council (Formally Opportunity, Inc.) to provide education and vocational support for out of school youth 17-24 years of age.

♦ NRHA received 10 Tenant Protection Vouchers for youth graduating out of Foster Care through a collaborative effort with the Norfolk Department of Human Services.

♦ Monthly landlord orientations were held with

♦ NRHA received $360,000 from HUD to fund the salaries of five Family Self-Sufficiency case managers who coordinate and provide services to help public housing residents and Housing Choice Voucher participants become self-sufficient.

prospective and current landlords, which have yielded several new landlords offering units for voucher holders to lease.

♦ In collaboration with the City of Norfolk and the Rent Ready Norfolk program, the first Landlord Summit was held on March 3, 2020, at Old Dominion University’s Ted Constant Convocation Center. The summit provided landlords with valuable information on the new Communities of Opportunity Tax Credit, maximizing rental portfolios, updates to the Virginia Residential Landlord and Tenant Act as well as the Rent Ready and Housing Choice Voucher programs benefits and incentives.

♦ Jobs Plus, a HUD-funded pilot program, focused on developing a locally-based approach to increase earnings and advance employment outcomes for public housing residents in the Young Terrace community. The Jobs Plus program, in its fourth and final year of operations, saw a total 352 program participants. Of this number, 328 program participants are employed and 290 are receiving Jobs Plus Earned Income Disregard credits.

♦ In 2019, NRHA’s Family First Initiatives focused on increasing resident engagement with crime prevention efforts by promoting events that focus on building safe and healthy communities.

♦ NRHA certified under Section 8 Management Assessment Program (SEMAP) in August 2019 as a Standard Performer.

♦ NRHA coordinated specialized maintenance efforts to ensure safe and decent affordable units and to support the transition of Diggs Town from Public Housing to RAD PBV.

NRHA FY2021 Proposed Budget

June 2020

MAJOR GOALS ♦ Increase the availability of decent, safe and affordable housing by: • Applying for rental and special-purpose vouchers as made available by HUD. • Seek out privately-owned available rental units for lease in low poverty areas throughout the City of Norfolk to include on NRHA’s Unit Availability List for lease by voucher holders.

•

Educating property owners on the Housing Choice Voucher program and HUD’s Housing Quality Standards to ensure that their properties continue to meet standards.

• • • •

Conducting an annual Landlord Summit for existing and potential property owners.

•

Seeking grants that are available for HCV Program participants in order to provide supportive services to improve participant’s knowledge, skills and abilities.

•

As a collaborative effort with Client Services and HomeNet, having ten Housing Choice Voucher program participants transition into the Homeownership Voucher Program within five years.

Increasing assisted housing choices by providing Project Based Vouchers for developers. Converting Diggs Town to the Rental Assistance Demonstration Program. When possible, partnering with community stakeholders (e.g. Community Services Board, Norfolk Department of Human Services, Endependence Center, Planning Council) to address the special needs population within the local jurisdiction.

♦ Improve the overall quality of the Housing Choice Voucher Program by: • Obtain high performer status for the Section Eight Management Assessment Program (SEMAP). SEMAP measures the performance in 14 key areas of public housing agencies that administer the Housing Choice Voucher program.

•

Creating positive public awareness and expanding the level of support among families, owners and the community regarding the Housing Choice Voucher program.

•

Obtaining high performer status for the Housing Choice Voucher program.

♦ Improve the quality of public housing programs using various strategies for renovations including: • •

Completing renovations at Diggs Town Phase I and II. Finalizing plans to transition the scattered site units into a Section 32 Homeownership program, make renovations and sell all units to residents.

♦ Improve community quality of life and economic vitality by:

•

Promoting family and individual self-sufficiency and asset development. Developing community engagement initiatives for public housing communities to promote safety through prevention, intervention and enforcement. Expanding the Workforce Development Program to focus on pre-employment assessment, training and

•

Increasing community partnerships to foster direct access to employment and training opportunities.

•

Developing community focus groups to engage of residents in interactive conversations targeting

• •

placement of both public housing residents and Housing Choice Voucher participants

community concerns and solutions that promote safer and healthier communities.

♦ Engaging more youth residents in organized programs and activities in an effort to provide an alternative to truancy and undesirable behavior.

NRHA FY2021 Proposed Budget

June 2020

Approved Revenue

HOUSING PROGRAMS FISCAL YEAR 2021 PROPOSED REVENUE AND EXPENDITURES

TCB Communities- HUD PHA Grants Federally Aided Communities - HUD PHA Grants Federally Aided Communities - Operating Receipts Federally Aided Communities - Federally Aided Reserves Housing Choice Voucher - HUD PHA Grants (for HAP) Housing Choice Voucher - HUD PHA Grants (Admin) Housing Choice Voucher - Privately Managed Reserves for HCV Admin Housing Choice Voucher SRO - HUD PHA Grants (Admin) Housing Choice Voucher SRO - HUD PHA Grants Housing Choice Voucher SRO - Earnings from other Programs Cottage Bridge- Tenant Revenue Cottage Bridge- Appropriations of Reserves PBV RAD - Operating Receipts PBV RAD - Appropriation of Reserves PBV RAD - Operating Transfers-in (Replacement Reserves) PBV- Grandy VI State Rental Assistance Program (SRAP) HUD PHA Grants Section 5310 Grant-DPRT (formerly New Freedom) ROSS (PH and HCV Family Self-Sufficiency Grant) Ross Grant Service Coordinator Residential Options Inc.- Tenant Revenue (061) Residential Options Inc.- Earnings Appropriation (062,063) Other Revenue- External Sources (HRV) Out of School Program Total Revenue

Approved Expenditures Housing Choice Voucher (HAP) Housing Choice Voucher Admin Federally Aided Housing Programs PBV-RAD Housing Choice Voucher SRO Housing Choice Voucher SRO (Administration) Broad Creek Renaissance (TCB) State Rental Assistance Program (SRAP) Cottage Bridge Residential Options Inc. (061,062,063) Section 5310 Grant-DPRT (formerly New Freedom) ROSS Grant PH and HCV Family Self-Sufficiency Grant ROSS Service Coordinator Grant Resident Services Activity Out of School Program Total Expenditures

NRHA FY2021 Proposed Budget

$ $

FY2021 Amount

1,028,648 12,624,338 6,887,664 1,597,290 34,585,754 2,822,968 328,391 49,666 309,948 40,765 595,073 27,361 6,001,555 57,915 313,073 1,096,818 679,601 266,445 360,000 236,118 154,143 6,369 420,500 195,000 70,685,403

1.46% 17.86% 9.74% 2.26% 48.93% 3.99% 0.46% 0.07% 0.44% 0.06% 0.84% 0.04% 8.49% 0.08% 0.44% 1.55% 0.96% 0.38% 0.51% 0.33% 0.22% 0.01% 0.59% 0.28% 100.00%

Amount

34,585,754 3,151,359 21,109,293 7,469,363 309,948 90,430 1,028,648 679,601 622,434 160,512 266,445 360,000 236,118 420,500 195,000 70,685,405

48.93% 4.46% 29.86% 10.57% 0.44% 0.13% 1.46% 0.96% 0.88% 0.23% 0.38% 0.51% 0.33% 0.59% 0.28% 100.00%

June 2020

BROAD CREEK RENAISSANCE OVERVIEW

FUNDING METHODOLOGY

In 2000, Norfolk obtained a $35 million HOPE VI grant and enlisted The Community Builders, Inc. (TCB) to implement NRHA’s vision of a revitalized neighborhood springing from the demolished Roberts Village and Bowling Green public housing communities as well as the redevelopment of the Marshall Manor site. Completed in 2012, Broad Creek is named after a nearby body of water. The neighborhood consists of 494 mixed-income units comprised of 300 family rental units, 100 senior rental units, and 94 for-sale homes.

Under Public Housing or Section 9 projectbased funding, Public Housing Authorities complete a separate subsidy request for operating subsidies in each Low Income Public Housing (LIPH) community. In theory, the maximum operating subsidy a project owner receives is funding that covers the gap or shortfall in operating costs to fund a Project Expense Level that allows the project operating cost to break even. Although subsidy applications have been submitted that request funding at a 100% level, HUD has historically been funding LIPH project owners at lower levels. TCB oversees a housing portfolio in Broad Creek consisting of seven rental phases totaling 350 units that operate mostly under a Section 9/LIPH platform. The units are physically managed by S.L. Nusbaum Realty Co.

As the master developer of six of the seven rental phases, TCB’s role included coordination of the demolition, infrastructure engineering, and multifamily property management. TCB continues to manage six phases of the multifamily rentals in the Broad Creek Renaissance area under the Section 9 platform.

PROGRAM INITIATIVES ♦ Obtain HUD designation as a high performer in Low Income Public Housing management ♦ Asset management ♦ Ongoing maintenance

NRHA FY2021 Proposed Budget

June 2020

BROAD CREEK RENAISSANCE FY19 Actual

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other HUD PHA Grants Interest Income

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

1,092,246 -

761,645 -

859,339 -

1,028,648 -

Appropriation of Own Reserves

Proceeds from Property Sales

Other Revenue (External Source) Total Revenue

1,092,246

761,645

859,339

1,028,648

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

Total Admin & Program Delivery Exp.

Resident Services Utilities Maintenance Specialized Maintenance Protective Services Operating Subsidy Payment

Program Expenses:

General Expense Interest Expense Operating Transfer Out Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

810,695 343,576 -

761,645 324,049 -

742,558 -

1,028,648 -

1,154,271 (62,025)

1,085,694 (324,049)

742,558 116,781

1,028,648 -

$ $ $

718,165 -

834,946 -

834,946

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

June 2020

BROAD CREEK RENAISSANCE DETAIL

Transaction Type Resources

Line Item Description

Bowling Green Ill

Bowling Green IV

Marshall Manor II

Marshall Manor Ill

Marshall Manor IV

Broad Creek Grand Total V Moton 50

HUD PHA Grants Net Tenant Rental Revenue Tenant Revenue - Other Other Revenue Interest Income

126,602 126,602

138,297 138,297

136,972 136,972

211,434 211,434

166,325 166,325

136,539 136,539

112,479 112,479

1,028,648 1,028,648

General Expense Other

126,602 126,602

138,297 138,297

136,972 136,972

211,434 211,434

166,325 166,325

136,539 136,539

112,479 112,479

1,028,648 1,028,648

Resources Total Expenditures

Bowling Green II

Expenditure Total Net Surplus/(Deficit)

NRHA FY2021 Proposed Budget

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

June 2020

FEDERALLY AIDED HOUSING OVERVIEW

FUNDING METHODOLOGY

The Public and Indian Housing program provides and operates cost-effective, decent, safe and affordable dwellings for lower income families through an authorized local Public Housing Agency. Public Housing comes in all sizes and types, from multifamily apartments to scattered single-family houses and mid-rise apartments for elderly families. Norfolk Redevelopment and Housing Authority administers 2,787 low-income public housing units

Under project-based funding, NRHA completes a separate subsidy form for each project. A major component of a project’s subsidy calculation is its Project Expense Level (PEL). The PEL is a model-generated estimate of the cost to operate the project, excluding utilities and taxes. It is based on the costs of operating other federallyassisted housing projects with similar characteristics in terms of building type, location, number of bedrooms per unit and so on.

PROGRAM INITIATIVES  Obtain HUD designation as a high performer in managing Low Income Public Housing.  Asset management and ongoing maintenance.  Develop and implement community standards to improve curb appeal.  Develop community engagement initiatives to promote safety, prevention, intervention and enforcement.

NRHA FY2021 Proposed Budget

June 2020

FEDERALLY AIDED HOUSING (Non-Tax Credit Projects) FY19 Actual

Revenue:

Net Tenant Rental Revenue

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

8,070,947

7,312,612

6,648,806

6,434,661

607,344 14,101,771

607,188 12,472,767

421,146 13,298,211

443,325 12,624,338

1,379 -

1,139 -

1,079 -

1,058 -

Proceeds from Property Sales

Other Revenue (External Source) Appropriations from Other Programs

1,626,849

840,821

8,620 -

109,031

1,597,290

Tenant Revenue - Other HUD PHA Grants Interest Income Proceeds from Notes, Loans and Bonds

Appropriation of Federally Aided Reserves $

22,781,441

22,129,586

21,319,094

21,109,292

Administration Resident Services Maintenance Program

1,028,595 370,510 1,440,625 162,872

1,217,106 384,387 1,687,950 158,273

1,003,258 294,963 1,425,144 147,360

823,048 654,308 1,414,842

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

3,002,602 360,198 132,325 1,107,076 2,647,643

3,447,716 311,302 224,198 1,385,700 2,336,504

2,870,725 147,080 245,085 1,062,257 2,271,617

2,892,198 297,879 265,252 1,133,251 2,359,466

Total Admin & Program Delivery Exp.

7,249,844

7,705,420

6,596,764

6,948,046

Resident Services Utilities Maintenance Specialized Maintenance Protective Services Housing Assistance Payments

138,646 8,909,158 1,024,304 3,381,885 737,594 222,455

169,047 8,026,134 1,308,653 3,111,208 760,041 -

143,903 8,500,863 726,299 3,144,131 650,771 667,356

166,110 7,510,272 733,069 3,949,502 627,527 -

701,871 258 142,795 272,631

637,248 411,835

637,502 1,708 249,797

674,449 258 500,059

$ $

22,781,441 -

22,129,586 -

21,319,094 -

21,109,292 -

$ $ $

5,768,990 -

5,659,959 -

4,062,669

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

General Expense Interest Expense Operating Transfers Out Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

June 2020

FEDERALLY AIDED HOUSING SUMMARY BY COMMUNITY Revenue

Community

Expenditures

Net Surplus/ (Deficit) **

NON - TAX CREDIT PROJECTS Bobbitt Apartments

513,974

746,586

($232,612)

Calvert Square

2,709,766

3,139,746

(429,980)

Diggs Town

1,445,656

1,674,476

(228,820)

100,293

128,817

(28,524)

15,705

(15,705)

608,461

885,743

(277,282)

2,049,902

2,349,758

(299,856)

Partrea Apartments

669,679

900,973

(231,294)

Sykes Apartments

546,952

826,260

(279,308)

Tidewater Gardens

3,636,098

4,028,096

(391,998)

Young Terrace

7,231,220

6,413,132

818,088

19,512,001

21,109,292

(1,597,291)

FSS Scattered Sites Grandy Village Hunter Square Apartments Oakleaf Forest

Grand Total

Surplus cash is fungible between non-tax credit communities for front line expeditures.

Note: Federally Aided deficit will be funded with the program's own reserves.

NRHA FY2021 Proposed Budget

June 2020

FEDERALLY AIDED HOUSING COMMUNITIES SUMMARY DETAIL CC: 02

020

Transaction Type

Line Item Description

Resources

HUD PHA Grants Net Tenant Rental Revenue Tenant Revenue - Other Other Revenue

Resources Total Expenditures

Labor Employee Benefits * PC Access * 555 Main Street Building * Vehicle Expense Telephones/Copiers/Printers ** Management Fee Other Administration Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Capital Improvements Expenditures Total

Net Surplus/(Deficit)

006

024

008

019

012

018

021

002

010

Calvert Square

Diggs Town

Grandy Village

Hunter Square

Oakleaf Forest

Partrea

Sykes

Tidewater Gardens

Young Terrace

188,563 318,415 6,951 45 513,974

1,586,056 988,829 129,452 5,429 2,709,766

1,084,757 321,828 36,294 2,777 1,445,656

FSS Scattered Sites

97,181 37,442 1,141 1,106 249 80,371 35,821 4,971 149,076 85,695 132,808 78,885 26,700 15,138 746,585

461,400 194,175 4,210 7,431 1,523 296,608 56,466 18,665 1,091,322 149,019 557,031 64,558 97,837 139,500 3,139,745

292,476 117,693 1,996 3,655 780 140,649 26,285 7,275 464,320 29,481 403,888 36,807 87,528 61,642 1,674,477

14,634 5,452 204 45 14,352 878 530 516 8,249 56,346 27,155 457 128,817

(232,611)

(429,979)

(228,821)

(28,524)

Bobbitt

011

22,495 75,826 1,885 87 100,293

313,412 287,095 7,906 48 608,461

1,416,322 611,189 21,870 521 2,049,902

278,349 382,699 8,569 62 669,679

283,551 254,575 8,781 45 546,952

2,888,094 712,628 35,311 65 3,636,098

4,562,739 2,481,577 186,306 598 7,231,220

15,705

106,622 25,054 1,236 1,199 270 87,068 41,911 7,210 226,266 74,372 178,975 75,000 14,711 45,850 885,743

424,553 159,120 3,490 6,436 1,384 245,897 60,918 16,062 532,659 76,536 649,718 66,485 71,500 35,000 2,349,757

101,753 41,967 1,548 1,501 339 109,075 58,405 5,841 194,913 80,991 161,627 78,885 33,547 30,580 900,973

95,361 34,708 1,141 1,106 249 80,371 31,596 5,676 214,669 73,393 143,434 75,149 15,721 53,687 826,261

583,002 238,085 8,392 12,089 1,836 591,302 77,472 10,931 1,532,260 63,868 728,737 0 135,033 45,090 4,028,096

758,175 279,556 10,130 17,807 3,632 713,773 77,511 45,989 3,096,270 91,465 936,938 151,758 157,012 73,115 6,413,132

2,935,157 1,133,251 33,487 52,331 10,308 2,359,466 467,263 123,151 7,502,272 733,069 3,957,502 627,527 674,449 500,059 21,109,291

(15,705)

(277,282)

(299,855)

(231,294)

(279,309)

(391,997)

818,088

(1,597,290)

0 0

8,000 0 7,705

* Centrally administered charge back costs, including allocations. ** HUD Safe Harbor Rate, see fee rate schedule.

NRHA FY2021 Proposed Budget

Total Federally Aided

June 2020

12,624,338 6,434,661 443,325 9,677 19,512,002

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

June 2020

FY2021 Safe Harbor Fee Schedule - Federally Aided Projects Management Fee * $64.39 97%

Public Housing

Rate Per Unit Month (PUM) PH Occupancy Assumption Project Name Tidewater Gardens Diggs Town Young Terrace Calvert Square Oakleaf Forest Partrea Apartments Hunter Square Bobbitt Apartments Sykes Apartments FSS Scattered Sites Public Housing Totals

Project Number

# of Units

002 006 010 011 012 018 019 020 021 024

618 147 746 310 257 114 91 84 84 15 2,466

Bookeeping Fee $7.50 97%

Asset Management Fee $10.00 NA

Total Fees

Project Total 463,191 110,176 559,127 232,345 192,621 85,443 68,204 62,958 62,958 11,242 $1,848,266

53,951 12,833 65,126 27,063 22,436 9,952 7,944 7,333 7,333 1,310 $215,282

74,160 17,640 89,520 37,200 30,840 13,680 10,920 10,080 10,080 1,800 $295,920

591,302 140,650 713,773 296,608 245,897 109,075 87,069 80,371 80,371 14,352 $2,359,468

*Reflects HUD published Safe Harbor Fee rate, effective 1/1/2018. NRHA uses its discretion to change safe harbor fees, as it reviews the fiscal affordability of PIH programs funded by HUD.

NRHA FY2021 Proposed Budget

June 2020

RAD / PROJECT BASED VOUCHER COMMUNITIES OVERVIEW

FUNDING METHODOLOGY

The Rental Assistance Demonstration (RAD) is a voluntary HUD program. RAD helps Public Housing Authorities (PHAs) preserve and make needed improvements to assisted rental housing properties by providing access to more stable funding. RAD allows PHAs to change apartments from the Public Housing Program to the Project Based Voucher (PBV) Program.

Tenant payments for rent and other fees as well as a HUD subsidy provide the total income for these projects.

PROGRAM INITIATIVES

Current RAD and PBV communities include Grandy Revitalization, Franklin Arms, North Wellington, Grandy Village V and Diggs Town Phase I.

♦ Offer affordable housing choices for low-income individuals by providing rental assistance. ♦ Asset management and ongoing maintenance.

Cottage Bridge and Grandy VI are PBV communities without RAD.

♦ Develop and implement community standards to improve curb appeal. ♦ Develop community engagement initiatives to promote safety through prevention, intervention and enforcement.

NRHA FY2021 Proposed Budget

June 2020

RAD/ PROJECT BASED VOUCHER COMMUNITIES SUMMARY BY COMMUNITY Revenue

Community Cottage Bridge Diggs Phase I Franklin Arms Grandy Village Phase V Grandy Village Phase VI Grandy Village Revitalization North Wellington Grand Total

NRHA FY2021 Proposed Budget

595,073 2,744,508 1,020,787 145,396 1,208,484 2,848,306 256,358 8,818,912

Expenditures 622,434 2,179,891 933,054 154,937 1,096,818 2,896,680 256,358 8,140,172

Net Surplus/ (Deficit) (27,361) 564,617 87,733 (9,541) 111,666 (48,374) 678,740

June 2020

FY2021 Safe Harbor Fee Schedule - RAD/PBV Projects Management Fee * $64.39 97%

RAD/PBV Housing

Rate Per Unit Month (PUM) PH Occupancy Assumption Project Name North Wellington Franklin Arms Grandy Village Revitalization Grandy Village Phase V Grandy Village Phase VI Diggs Phase I RAD/PBV Totals

Project Number

# of Units

022 025 084 092 093 110

25 100 275 16 70 226 712

Bookeeping Fee $7.50 97%

Asset Management Fee $10.00 NA

Total Fees

Project Total 18,737 74,950 206,112 11,992 52,465 169,387 $533,644

2,183 8,730 24,008 1,397 6,111 19,730 $62,158

3,000 12,000 33,000 1,920 8,400 0 $58,320

23,920 95,680 263,120 15,309 66,976 189,117 $654,121

*Reflects HUD published Safe Harbor Fee rate effective 1/1/2018. NRHA uses its discretion to change Safe Harbor fees, as it reviews the fiscal affordability of PIH programs funded by HUD.

NRHA FY2021 Proposed Budget

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

June 2020

COTTAGE BRIDGE FUNDING METHODOLOGY

OVERVIEW

Tenant rent payments and other fees as well as a HUD subsidy comprise the total income from this project.

The Cottage Bridge Midrise apartment complex is adjacent to Partrea Midrise. The three-story building houses 47 energy efficient apartments.

Tenant rent for Project Based Vouchers is referred to as the Total Tenant Payment. It is based on a family’s anticipated gross annual income less deductions. HUD regulations allow Public Housing Authorities to exclude from annual income the following allowances: $480 for each dependent; $400 for any elderly family members; and medical deductions for families headed by an elderly person or a person with disabilities.

The facility includes office and administration areas as well as a community room. All units are designed to meet Americans with Disability Act accessibility standards for residents with disabilities and are Type A wheelchair accessible. Previously an underutilized infill development, Cottage Bridge is a gorgeous apartment complex providing affordable housing to disabled residents in the City of Norfolk.

PROGRAM INITIATIVES

In 2012, NRHA was awarded a low income housing tax credit for the development of the Cottage Bridge apartments. NRHA awarded 47 Project Based Vouchers for Cottage Bridge. NRHA Partrea Limited Partnership, a Virginia limited partnership, and Norfolk Redevelopment and Housing Authority own the complex.

♦ Offer affordable housing choices for disabled households by providing rental assistance. ♦ Asset management and ongoing maintenance. ♦ Develop and implement community standards to improve curb appeal. ♦ Develop community engagement initiatives to promote safety through prevention, intervention and enforcement.

NRHA FY2021 Proposed Budget

June 2020

COTTAGE BRIDGE FY19 Actual

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other Interest Income

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

587,018

592,696

579,508

592,927

1,849 9

2,227 38

2,137 9

Transfers from Other Projects

12,490

Appropriation of (this project) Reserves

27,361

588,876

607,451

581,654

622,434

26,306

30,218

29,924

18,458

Resident Services

1,819

1,849

1,756

941

Maintenance

6,473

31,700

6,604

9,834

34,598

63,767

38,284

29,233

16,337

21,066

9,169

30,886

400

3,214

2,677

16,356

Employee Benefits

12,316

20,657

12,042

12,579

Management Fees

34,717

35,562

47,519

35,576

98,368

144,266

109,691

124,630

119

5,600

5,960

4,437

Utilities

87,673

95,531

89,554

92,057

Maintenance

46,108

45,603

46,488

40,684

Specialized Maintenance

30,384

19,106

46,794

24,262

Protective Services

42,572

45,600

43,362

General Expense

57,644

51,830

49,130

38,274

Interest Expense

167,800

163,428

Total Revenue Expenditures Administrative and Program Delivery: Labor: Administration

Program Total Labor

Other Administration Other (Interproject Fee for Services)

Total Admin & Program Delivery Exp. Program Expenses: Resident Services

Principal Payment on Debt

168,531

Equipment (Non Expendable/Hardware)

Capital Expenditures

167,800 -

2,350

32,115

925

91,270

Total Program/Operating Expenses

533,779

607,451

561,955

622,434

Surplus (Deficit) From Operations

55,097

19,699

Actual Reserves June 30, 2019

176,444

Projected Reserves June 30, 2020

Projected Reserves June 30, 2021

Provision For Reserves: 196,143 -

168,782

55,097 -

NRHA FY2021 Proposed Budget

June 2020

DIGGS TOWN PHASE I OVERVIEW

FUNDING METHODOLOGY

Diggs Town Phase I, located in the Campostella area, consists of 222 units converted to the RAD ProjectBased Voucher program in FY2019.

Tenant rent payments and other fees as well as a HUD subsidy comprise the total income from this project. Tenant rent for Project Based Vouchers is referred to as the Total Tenant Payment. It is based on a family’s anticipated gross annual income less deductions. HUD regulations allow Public Housing Authorities to exclude from annual income the following allowances: $480 for each dependent; $400 for any elderly family members; and medical deductions for families headed by an elderly person or a person with disabilities.

Funded with tax credits, substantial rehabilitation is projected to be completed in FY2021.

PROGRAM INITIATIVES ♦ Offer affordable housing choices for low income individuals by providing rental assistance. ♦ Asset management and ongoing maintenance. ♦ Develop and implement community standards to improve curb appeal. ♦ Develop community engagement initiatives to promote safety through prevention, intervention and enforcement. NRHA FY2021 Proposed Budget

June 2020

DIGGS TOWN PHASE I FY19 Actual

Revenue:

Net Tenant Rental Revenue

356,415

Tenant Revenue - Other

3,213

HUD PHA Grants

106,252

Interest Income Other Revenue (External Source)

432 418,030

Total Revenue

FY20 Approved Budget 1,739,457 980,881 -

FY20 Projected Actual

FY21 Requested Budget

2,461,833

2,177,751

10,576

2,140

1,783 -

884,342

2,720,338

2,474,192

2,179,891

34,302 1,816 42,262 78,380 4,114 2,088 21,135 32,859 138,576

115,738 1,159 8,732 125,629 105,830 6,241 20,601 212,410 470,711

159,989 9,052 172,123 341,164 21,911 8,131 122,149 139,565 632,920

79,656 39,522 156,379 275,557 36,542 2,166 125,408 189,117 628,790

1,564 292,579 1,637 78,995 14,135 69,937 707 -

5,433 727,372 391,584 55,832 128,947 448,490 66,600 -

13,553 909,984 367,808 93,981 124,498 99 66,600 836 -

22,353 1,089,435 90,944 12,823 75,649 136,797 66,600 56,500 -

$ $

598,130 286,212

2,294,969 425,369

2,210,279 263,913

2,179,891 -

$ $ $

182,356 -

446,269 -

446,269

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees Total Admin & Program Delivery Exp.

Program Expenses: Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Interest Expense Principal Payment on Debt Replacement Reserves Capital Expenditures Housing Assistance Payments Total Program/Operating Expenses Surplus (Deficit) From Operations

Provision For Reserves: Actual Operating Reserves June 30, 2019 Projected Operating Reserves June 30, 2020 Projected Operating Reserves June 30, 2021

NRHA FY2021 Proposed Budget

June 2020

FRANKLIN ARMS OVERVIEW

FUNDING METHODOLOGY

Franklin Arms is a 100-unit development serving residents 55 years or older. It was built in 2003 as part of the Broad Creek HOPE VI program. It is a tax credit financed development and may be expanded as part of the redevelopment strategy for nearby Moton Circle.

Franklin Arms was converted to the RAD Project Based Voucher program in FY2018.

PROGRAM INITIATIVES ♦ Offer affordable housing choices for low-income individuals by providing rental assistance. ♦ Asset management and ongoing maintenance. ♦ Develop and implement community standards to improve curb appeal. ♦ Develop community engagement initiatives to promote safety through prevention, intervention and enforcement.

NRHA FY2021 Proposed Budget

June 2020

FRANKLIN ARMS FY19 Actual

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other HUD PHA Grants

FY20 Projected Actual

FY21 Requested Budget

981,111

998,448

1,013,536

926,428

5,334

4,546

4,724

4,941

1,019 -

975 -

1,686 -

1,685 -

987,464

1,003,969

1,019,946

933,054

90,816 50,721 3,886 145,423 10,459 4,218 48,667 97,190 305,957

83,650 36,864 3,933 124,447 22,424 9,111 47,975 95,680 299,637

44,149 71,865 4,078 120,092 19,005 4,599 38,582 90,199 272,477

60,976 38,418 2,003 101,397 20,691 31,466 32,022 95,680 281,256

6,996 97,344 95,774 63,320 75,218 61,611 20,335 -

13,326 94,146 94,303 91,681 75,821 75,061 62 128,000 -

12,216 112,596 91,088 93,623 75,821 95,550 156 9,689 6,640 -

8,847 102,212 96,783 90,544 75,218 64,026 214,168 -

$ $

726,555

872,037

769,856

933,054

260,909

131,932

250,090

$ $ $

1,252,645 -

Interest Income Other Revenue (External Source) Replacement Reserves Total Revenue

FY20 Approved Budget

Program Expenses: Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Interest Expense Transfers to Other Projects Capital Expenditures Housing Assistance Payments Total Program/Operating Expenses Surplus (Deficit) From Operations

Provision For Reserves: Actual Operating Reserves June 30, 2019 Projected Operating Reserves June 30, 2020 Projected Operating Reserves June 30, 2021

NRHA FY2021 Proposed Budget

1,502,735 -

1,502,735

June 2020

GRANDY VILLAGE REVITALIZATION OVERVIEW

FUNDING METHODOLOGY

Grandy Village Revitalization is the first multi-family complex in Hampton Roads to transform a community into a sustainable mixedincome community financed with tax credits.

The 22 duplexes were designed to Energy Star Standards and have received awards of merit from the National Association of Housing and Redevelopment Officials. Criteria for families to move into Grandy Revitalization include:

♦ Being employed for the past six months and working at least 15 hours per week, unless elderly or disabled

PROGRAM INITIATIVES

♦ Children must be attending school and be in good standing as defined by Norfolk Public Schools.

♦ Offer affordable housing choices for low income individuals by providing rental assistance.

♦ Any household member who is 16 years of age or older not attending school must be employed a minimum 20 hours per week and involved in a job training or vocational program.

♦ Asset management and ongoing maintenance. ♦ Develop and implement community standards to improve curb appeal. ♦ Develop community engagement initiatives to promote safety through prevention, intervention and enforcement.

Grandy Village Revitalization was converted to the Project Based Voucher program in FY2018.

NRHA FY2021 Proposed Budget

June 2020

GRANDY VILLAGE REVITALIZATION FY19 Actual

Revenue:

Net Tenant Rental Revenue Tenant Revenue - Other

2,368,093 32,815

HUD PHA Grants Interest Income Other Revenue (External Source)

FY20 Approved Budget 2,458,128 31,865

FY20 Projected Actual 2,381,518 33,229

FY21 Requested Budget 2,417,972 18,434

7,358 79,913

11,052 91,339

2,269 74,571

4,310 87,716

90,000

271,500

Replacement Reserve Appropriation of (this project) Reserves

48,374

2,488,179

2,682,384

2,581,587

2,848,306

Administration Resident Services Maintenance Program

162,125 60,215 239,518 -

160,588 259,562 58,345 -

180,532 49,397 237,000 -

143,675 53,991 182,650 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

461,858 27,197 11,027 172,209 269,470

478,495 47,641 7,595 198,653 263,120

466,929 40,588 7,569 163,523 268,824

380,316 43,169 8,830 163,533 270,620

Total Admin & Program Delivery Exp.

941,761

995,504

947,433

866,468

Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Interest Expense Capital Expenditures Housing Assistance Payments

16,197 940,755 92,387 358,053 99,208 199,460 3,855 -

51,358 780,812 159,637 541,030 63,618 200,363 10,532 -

49,077 959,570 44,071 364,596 84,672 215,056 212 9,614 -

52,348 986,972 105,326 305,391 135,388 199,513 196,900 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

2,651,676 (163,497)

2,802,854 (120,470)

2,674,301 (92,714)

2,848,306 -

$ $ $

1,124,367 -

1,031,653 -

983,279

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

June 2020

GRANDY VILLAGE V OVERVIEW

FUNDING METHODOLOGY

Grandy Village V is part of the first multi-family development in Hampton Roads that transformed a neighborhood into a sustainable mixed-income community financed with tax credits.

Criteria for families to move into Grandy Village V include: ♦ Being employed for the prior six months and working at least 15 hours per week unless elderly or disabled ♦ Children must be attending school and be in good standing as defined by Norfolk Public Schools. ♦ Any household member who is 16 years or older and not attending school must be employed a minimum 20 hours per week and involved in a job training or vocational program.

PROGRAM INITIATIVES ♦ Offer affordable housing choices for low income individuals by providing rental assistance. ♦ Asset management and ongoing maintenance.

Grandy Village V was converted to the Project Based Voucher program in FY2018.

♦ Develop and implement community standards to improve curb appeal. ♦ Develop community engagement initiatives to promote safety through prevention, intervention and enforcement.

NRHA FY2021 Proposed Budget

June 2020

GRANDY VILLAGE V FY19 Actual

Revenue:

Net Tenant Rental Revenue Tenant Revenue - Other

FY20 Approved Budget

139,544 938

HUD PHA Grants

Interest Income

117

Other Revenue (External Source)

Replacement Reserve

Appropriations from other Programs

Appropriation of (this project) Reserves

FY20 Projected Actual

142,213 919 -

136,012 957

FY21 Requested Budget 143,551 988

852

857

34,700

9,541

140,599

177,839

137,821

154,937

Administration Resident Services Maintenance Program

11,379 4,391 16,159 -

8,672 3,131 13,670 -

12,363 2,987 14,147

9,179 3,511 12,016 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

31,929 1,347 670 12,033 15,579

25,473 3,161 435 10,595 15,309

29,497 2,099 940 10,798 14,983

24,706 2,423 491 10,550 15,309

Total Admin & Program Delivery Exp.

61,558

54,973

58,317

53,479

Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Interest Expense Capital Expenditures Housing Assistance Payments

681 57,215 2,918 15,008 3,039 9,286 -

2,581 52,617 18,622 35,111 3,419 10,516 -

2,471 58,498 8,615 33,358 2,142 10,515 -

1,038 60,076 2,849 15,688 4,695 11,112 6,000 -

Total Program/Operating Expenses

149,705

177,839

173,916

154,937

Surplus (Deficit) From Operations

(9,106)

(36,095)

$ $ $

154,054 -

117,959 -

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

108,418

June 2020

GRANDY VILLAGE VI OVERVIEW

FUNDING METHODOLOGY

Grandy Village VI, located in the Chesterfield area, consists of 70 units placed under the Project Based Voucher program in FY2019.

Funded with tax credits, new construction of the 70 units was completed in FY2020.

June 2020

GRANDY VILLAGE VI FY19 Actual

Revenue:

Net Tenant Rental Revenue Tenant Revenue - Other

FY20 Approved Budget 1,102,596 -

FY20 Projected Actual 581,408 322

HUD PHA Grants

Interest Income

Other Revenue (External Source)

FY21 Requested Budget 1,096,020 788 9

1,102,596

581,730

1,096,817

Administration Resident Services Maintenance Program

14,876 2,753 56,953 -

24,589 4,554 18,901 -

36,082 13,523 45,662 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

74,582 22,989 1,955 30,690 66,976

48,044 12,794 2,454 17,080 33,488

95,267 28,929 13,822 41,024 66,976

Total Admin & Program Delivery Exp.

197,192

113,860

246,018

Resident Services Utilities Maintenance Protective Services General Expense Principal Payment on Debt Transfers to Other Projects Capital Expenditures Replacement Reserve Housing Assistance Payments

55,699 163,700 69,554 37,092 66,586 491,773 21,000 -

4,030 76,503 63,509 29,372 102,420 192,036 -

4,186 171,885 18,008 43,477 63,755 528,488 21,000 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

1,102,596 -

581,730 -

1,096,817 -

$ $ $

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

June 2020

NORTH WELLINGTON OVERVIEW

FUNDING METHODOLOGY

North Wellington was converted to the Project Based Voucher program in FY2018. The community consists of 23 duplexes and two singlefamily homes located primarily in the Norview area of Norfolk.

PROGRAM INITIATIVES ♦ Offer affordable housing choices for disabled households by providing rental assistance. ♦ Asset management and ongoing maintenance. ♦ Develop and implement community standards to improve curb appeal. ♦ Develop community engagement initiatives to promote safety through prevention, intervention and enforcement. NRHA FY2021 Proposed Budget

June 2020

NORTH WELLINGTON FY19 Actual

Revenue:

Net Tenant Rental Revenue Tenant Revenue - Other

204,607 1,648

HUD PHA Grants

Interest Income

408

Operating Transfer In Other Revenue (External Source)

Operating Transfer In (Replacement Reserve)

FY20 Approved Budget 212,548 3,075 -

FY20 Projected Actual

FY21 Requested Budget

202,582 1,625

210,811 1,711

2,263

21,662 15,429

41,573

206,663

252,730

206,470

256,358

Administration Resident Services Maintenance Program

6,553 5,438 -

8,456 6,192 -

5,659 5,500 -

8,810 6,146 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

11,991 206 69 3,585 24,495

14,648 967 5,535 23,920

11,159 731 2,160 24,567

14,956 870 5,935 23,920

Total Admin & Program Delivery Exp.

40,346

45,070

38,617

45,681

Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Interest Expense Capital Expenditures Housing Assistance Payments

204 1,463 1,719 61,607 19,417 -

703 5,068 2,000 180,729 19,160 -

3,648 1,955 2,000 67,215 17,036 -

1,355 1,536 1,748 69,615 19,473 116,950 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

124,756 81,907

252,730 -

130,471 75,999

256,358 -

$ $ $

572,074 -

648,073 -

606,500

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

June 2020

HOUSING CHOICE VOUCHER PROGRAM OVERVIEW

FUNDING METHODOLOGY

The Housing Choice Voucher program provides rental assistance to very low- to moderately- low income families, the elderly and disabled to help them afford decent, safe and sanitary housing in the private market.

Total budget authorization is based on the prior year calendar Housing Assistance Payments (HAP) expenses. HUD adjusts for inflation and proration factors. Administrative fees are paid on the basis of units leased as of the first day of each month. The data is extracted from the Voucher Management System on a quarterly cycle.

NRHA also receives special HUD VA Supportive Housing vouchers for homeless veterans as well as vouchers for non-elderly disabled through the HUD Mainstream and Non-Elderly Disabled programs that provide housing assistance payments to participating owners on behalf of eligible tenants.

PROGRAM INITIATIVES ♦ Offer affordable housing choices for extremely-low, very-low and lowincome households by providing rental assistance.

NRHA makes Project Based Vouchers available for Low Income Public Housing units that have been approved as RAD properties, newly constructed or rehabilitated properties.

♦ Increase housing opportunities in low poverty areas by providing Project Based Vouchers for newly constructed or rehabilitated properties. ♦ Assist program participants in becoming self-sufficient through participation in the Family Self Sufficiency Program. ♦ Recruit landlords to provide accessible housing for the disabled and expand housing choice options for program participants.

NRHA FY2021 Proposed Budget

June 2020

HOUSING CHOICE VOUCHER PROGRAM AND ADMINISTRATION FY19 Actual Revenue: HUD PHA Grants

HUD PHA Grants (Administrative Fee)

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

27,469,517

30,524,214

30,552,402

34,585,754

2,268,317

2,658,178

2,737,278

2,810,668

24,573

12,300

29,581

12,300

Other Revenue Other Fees (Port In)

112,021

Earnings from Other Programs

Appropriations from Other Programs

441,527

Appropriation of HCV HAP Reserves

658,594

378,415 -

369,564 -

328,391 -

30,974,549

33,573,107

33,688,825

37,737,113

Administration Resident Services Maintenance Program

830,020 325,099 -

1,009,698 313,506 -

1,012,162 395,350 -

1,051,308 351,509 -

Total Labor Other Administration Other (Interproject Fee for Services) General Expense Employee Benefits Management Fees

1,155,119 338,666 113,435 77,045 365,572 770,581

1,323,204 277,803 120,723 25,825 467,694 833,644

1,407,512 408,579 119,582 24,944 435,038 740,768

1,402,817 235,518 70,977 39,450 480,079 864,942

Total Admin & Program Delivery Exp.

2,820,418

3,048,893

3,136,423

3,093,783

24,979,493 3,174,638 -

30,524,214 -

27,424,786 3,127,616 -

31,049,007 3,594,323 -

30,974,549 -

33,573,107 -

33,688,825 -

37,737,113 -

Total Revenue Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Resident Services Utilities Maintenance Specialized Maintenance Housing Assistance Payments NRHA Homebuyer Assistance General Expense Interest Expense Equipment (Non-Expendable/Hardware) Port-In (HAP & Admin Fees) Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

Provision For Reserves: Actual Reserves (HAP) June 30, 2019 Actual Reserves (ADM) June 30, 2019

Projected Reserves (HAP) June 30, 2020 Projected Reserves (ADM) June 30, 2020

Projected Reserves (HAP) June 30, 2021 Projected Reserves (ADM) June 30, 2021

NRHA FY2021 Proposed Budget

353,506 -

June 2020

HOUSING CHOICE VOUCHER PROGRAM – SINGLE ROOM OCCUPANCY OVERVIEW

FUNDING METHODOLOGY

Section 441 of the McKinney-Vento Homeless Assistance Act authorizes the Single Room Occupancy program. Under the Section 8 Moderate Rehabilitation Program, NRHA assists homeless participants in obtaining housing in a single room occupancy facility.

HUD enters into Annual Contributions Contracts with public housing agencies (PHAs) in connection with the moderate rehabilitation of residential properties that, when rehabilitation is completed, will contain multiple single-room dwelling units. These PHAs make Section 8 rental assistance payments to participating owners /landlords on behalf of homeless individuals who rent the rehabilitated dwellings. The rental assistance payments cover the difference between a portion of the tenant’s income (normally 30%) and the unit’s rent, which must be within the fair market rent established by HUD. Rental assistance for SRO units is provided for a period of 10 years.

PROGRAM INITIATIVES

NRHA FY2021 Proposed Budget

♦

To provide homeless single adults with stable and affordable housing.

♦

Provide case management, housing and outreach services.

June 2020

HOUSING CHOICE VOUCHER - SINGLE ROOM OCCUPANCY PROGRAM AND ADMINISTRATION FY19 Actual

Revenue:

HUD PHA Grants

HUD PHA Grants- Administrative Fee

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

297,585

294,774

309,756

309,948

55,343

55,199

65,347

49,666

Interest Income

Other Revenue (External Source)

49,321

39,784

40,765

Earnings from Other Programs Appropriation of Reserves $

402,249

389,757

414,887

400,379

Administration Resident Services Maintenance Program

55,521 -

56,719 -

57,222 -

57,844 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits General Expense Management Fee

55,521 14,783 7,505 10,652 1,051 13,085

56,719 5,256 5,113 13,590 265 14,040

57,222 22,162 2,059 10,697 416 11,949

57,844 783 4,414 12,801 548 14,040

Total Admin & Program Delivery Exp.

102,597

94,983

104,505

90,430

297,585 -

294,774 -

626 309,756 -

309,949 -

400,182 2,067

389,757 -

414,887 -

400,379 -

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Resident Services Utilities Maintenance Housing Assistance Payments NRHA Homebuyer Assistance General Expense Other Capital Expenditures Total Program/Operating Expenses Surplus(Deficit) From Operations

Provision For Reserves: Actual Reserves (HAP) June 30, 2019 Actual Reserves (ADM) June 30, 2019

$ $

Projected Reserves (HAP) June 30, 2020 Projected Reserves (ADM) June 30, 2020

$ $

Projected Reserves (HAP) June 30, 2021 Projected Reserves (ADM) June 30, 2021

$ $

NRHA FY2021 Proposed Budget

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

June 2020

FY2021 Safe Harbor Fee Schedule - Housing Choice Voucher Management Fee

Section 8

Fee Rate (PUM)

$12.00

Month

Projected Leased Units

July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June

3,572 3,557 3,593 3,646 3,699 3,687 3,672 3,707 3,792 3,826 3,810 3,795

NRHA FY2021 Proposed Budget

878,982

42,864 42,684 43,116 43,752 44,388 44,244 44,064 44,484 45,504 45,912 45,720 45,540

26,790 26,678 26,948 27,345 27,743 27,653 27,540 27,803 28,440 28,695 28,575 28,463

NA $ NA NA NA NA NA NA NA NA NA NA NA

69,654 69,362 70,064 71,097 72,131 71,897 71,604 72,287 73,944 74,607 74,295 74,003

532,272

332,670

864,942

NA $

State Rental Assistance Program (SRAP)

Fee Rate (PUM) SRAP Program Total

$7.50

Total Fees

Total

HCV Single Room Occupancy

Fee Rate (PUM) SRO Program Total

Bookeeping Fee

Asset Management Fee

$12.00 $8,640

$7.50 $5,400

NA NA

$14,040

$0.00 $0

NA NA

June 2020

STATE RENTAL ASSISTANCE PROGRAM OVERVIEW

FUNDING METHODOLOGY

The State Rental Assistance Program (SRAP) serves individuals with intellectual and developmental disabilities, as defined by the Department of Justice, who want to live in integrated and independent housing.

SRAP is funded through the State General Fund and Affordable Housing Trust Fund. Behavioral Health and Developmental Services departments contract with Public Housing Authorities (PHAs) to administer the program to individuals with intellectual and developmental disabilities. The PHAs make the rental assistance payments to participating owners / landlords on behalf of the individuals participating in the program. The rental assistance payments cover the difference between a portion of the participantâ&#x20AC;&#x2122;s income (30% of their adjusted income) and the unit rent.

The program provides rental assistance to households that meet program eligibility criteria, e.g. households having the means to lease private market rental housing that meets their needs. Individuals can choose where they live, with whom they live and who supports them. Services and supports are provided through sources separate from their housing, including Medicaid waiver-funded homeand community-based services, natural supports, privately paid supports and other community resources.

NRHA FY2021 Proposed Budget

PROGRAM INITIATIVES Provide individuals with intellectual and developmental disabilities stable and affordable housing in the private market.

June 2020

STATE RENTAL ASSISTANCE PROGRAM FY19 Actual Revenue: Tenant Revenue - Other

HUD PHA Grants HUD PHA Grants (Administrative Fee) Interest Income

FY20 Approved Budget -

FY20 Projected Actual

FY21 Requested Budget

620,994

648,504

59,020

26,943

65,360

31,097

2,111

3,739

Other Revenue (External Source)

Interproject Repayments

Earnings from Other Programs

Appropriations from Program Reserves

Appropriation of HCV HAP Reserves

682,125

675,447

717,603

679,601

Administration Resident Services Maintenance Program

27,436 -

19,706 -

30,307 -

20,144 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

27,436 5,269 5,219 -

19,706 2,043 5,194 -

30,307 3,817 5,661 -

20,144 5,398 4,969 -

37,924

26,943

39,785

30,511

586 197,766 -

648,504 -

249,761 428,057 -

586 648,504 -

$ $

236,276 445,849

675,447 -

717,603 -

679,601 -

Actual Reserves (ADM) June 30, 2019

41,223

Actual Reserves (HAP) June 30, 2019

1,185,784

Projected Reserves (HAP) June 30, 2020

41,223

Projected Reserves (ADM) June 30, 2020

1,185,784

Projected Reserves (ADM) June 30, 2021

41,223

Projected Reserves (HAP) June 30, 2021

1,185,784

Total Revenue Expenditures Administrative and Program Delivery: Labor:

Total Admin & Program Delivery Exp. Program Expenses: Resident Services Utilities Specialized Maintenance Portable Admin. Fees Housing Assistance Payments NRHA Homebuyer Assistance General Expense Interest Expense Equipment (Non-Expendable/Hardware) Operating Transfers Out Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations Provision For Reserves:

NRHA FY2021 Proposed Budget

June 2020

RESIDENT SERVICES OVERVIEW

FUNDING METHODOLOGY

Hampton Roads Ventures (HRV) is a community development entity. Staffed by experienced community economic development professionals, HRV is extremely sensitive to the unique opportunities, challenges and constraints faced by underserved communities.

NRHA applications for funding from HRV are reviewed by a committee selected by NRHA’s Board of Commissioners.

Funds support Adult Workforce Development, Youth Services, Community Engagement, Special Projections Positions, Relocation Efforts, Training, and Community Improvements. The amounts may vary within and between the service categories, but actual expenditures are maintained within the $700,000 total budget.

PROGRAM INITIATIVES ♦ Workforce development. ♦ Community engagement. ♦ Community improvements. ♦ Youth services. ♦ Training.

NRHA FY2021 Proposed Budget

June 2020

RESIDENT SERVICES FY19 Actual

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other Appropriation from Own Reserve Other Revenue (External Source) Total Revenue

FY20 Approved Budget -

FY20 Projected Actual -

FY21 Requested Budget -

368,963

700,000

420,500

368,963

700,000

420,500

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program

60,986 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

60,986 44,660 -

Total Admin & Program Delivery Exp.

105,646

Program Expenses: Resident Services Utilities Maintenance Specialized Maintenance Protective Services Equipment (Non Expendable/Hardware) Transfers to Other Projects Interproject Repayments or Advances Other Capital Expenditures

368,963 -

700,000 -

279,500 -

314,854 -

Total Program/Operating Expenses Roll Forward

368,963 -

700,000 -

279,500 420,500

420,500 -

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

June 2020

SECTION 5310 GRANT (formerly New Freedom) OVERVIEW

FUNDING METHODOLOGY

The Commonwealth of Virginia’s Department of Rails and Public Transportation (DRPT) administers the Federal Transit Administration (FTA) Section 5310 “Enhanced Mobility of Seniors and Individuals with Disabilities” Program as a designated recipient, with direct oversight from FTA, for the large urbanized area of Hampton Roads.

Funding awarded through a competitive grant process supports capital (including vehicles and equipment) and operating costs of transportation services and transportation alternatives beyond those required by the Americans with Disabilities Act of 1990. Section 5310 includes activities previously eligible under the Section 5317 New Freedom Program.

The Section 5310 grant provides financial assistance for transportation services planned, designed, and carried out to improve mobility for seniors and individuals with disabilities by removing barriers to transportation services and expanding transportation mobility options.

PROGRAM INITIATIVES ♦ Provide transportation services for residents with disabilities seeking employment.

The grant funds received by NRHA require a 10% match of local dollars.

♦ Engage residents with disabilities in training and employment activities.

In utilizing the grant funds, NRHA primarily offers services to residents who are seniors or individuals with disabilities as defined by the Americans with Disabilities Act of 1990.

NRHA FY2021 Proposed Budget

♦ Provide transportation services for elderly residents to improve their quality of life.

June 2020

SECTION 5310 GRANT (formerly New Freedom)

Revenue:

Net Tenant Rental Revenue

FY19 Actual $

Tenant Revenue - Other HUD PHA Grants

FY20 Projected Actual

FY21 Requested Budget

225,019

Privately Managed Reserves

FY20 Approved Budget

418,179

179,236

146,445

210,000

158,120

120,000

225,019

628,179

337,356

266,445

Administration Resident Services Maintenance Program

132,768 -

242,864 -

166,591 -

140,007 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

132,768 28,271 -

242,864 60,985 -

166,591 41,780 -

140,007 35,975 -

Total Admin & Program Delivery Exp.

161,039

303,849

208,371

175,982

Resident Services Utilities Maintenance Specialized Maintenance Protective Services Equipment (Non Expendable/Hardware) Transfers to Other Projects Interproject Repayments or Advances Other Capital Expenditures

63,981 -

324,330 -

128,985 -

90,463 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

225,019 -

628,179 -

337,356 -

266,445 -

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

June 2020

OUT OF SCHOOL YOUTH PROGRAM OVERVIEW

FUNDING METHODOLOGY

The Out of School Youth program, funded under the Workforce Innovation and Opportunity Act of 2014 (WIOA), helps out-ofschool youth get back on track academically while pursuing employer-driven vocational training that is linked to labor market demand.

Funding is provided through a competitive grant process administered by the Hampton Roads Workforce Council (formerly Opportunity Inc. of Hampton Roads), established as a sub-recipient pursuant to WIOA.

As defined by WIOA, out-of-school youth are between ages 16 to 24 who are not attending any school and who have one or more barriers to employment, such as youth who are homeless, parenting, have disabilities or have a juvenile or criminal record.

PROGRAM INITIATIVES

The comprehensive program provides:

♦ Connect participants to on the job training opportunities.

♦ Vocational training

♦ Connect participants to unsubsidized employment opportunities.

♦ Practical learning experience through paid work experience

♦ Connect participants to educational programs.

♦ GED preparation ♦ Post-secondary education exploration ♦ Workforce preparation activities ♦ Case management services NRHA FY2021 Proposed Budget

June 2020

OUT OF SCHOOL YOUTH PROGRAM

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other HUD PHA Grants

FY19 Actual

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

116,666

Privately Managed Reserves

195,000 -

183,489

195,000

116,666

195,000

183,489

195,000

Administration Resident Services Maintenance Program

46,012 -

62,788 -

47,829 -

78,936 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

46,012 12,092 -

62,788 10,507 -

47,829 12,718 -

78,936 19,235 -

Total Admin & Program Delivery Exp.

58,104

73,295

60,547

98,171

58,562 -

121,705 -

122,942 -

96,829 -

Total Program/Operating Expenses Roll Forward Balance

116,666 -

195,000 -

183,489 -

195,000 -

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

June 2020

ROSS FAMILY SELF-SUFFICIENCY GRANT OVERVIEW

FUNDING METHODOLOGY

HUD’s Public and Indian Housing Family Self-Sufficiency (FSS) Program helps participating families increase earned income and financial literacy, reduce or eliminate the need for welfare assistance and make progress toward achieving economic independence and self-sufficiency.

The funding stream for the Housing Choice Voucher FSS and Public Housing FSS programs were combined under the Consolidated Appropriations Act of 2014. All Public Housing Authorities receiving funding must administer the FSS program in accordance with HUD regulations and requirements as defined in 24 CFR 984 and must also comply with Public Housing and Housing Choice Voucher and/or ProjectBased Rental Assistance program requirements, notices and guidebooks, as applicable.

NRHA’s FSS Program encourages the development of local strategies to coordinate public and private resources with services provided through NRHA’s Public Housing and Housing Choice Voucher programs.

PROGRAM INITIATIVES ♦ Increase the number of residents participating in the program. ♦ Increase the number of participants earning a living wage. ♦ Increase household income. ♦ Increase the number of participants with an escrow account. ♦ Reduce the number of participants receiving welfare assistance.

NRHA FY2021 Proposed Budget

June 2020

ROSS FAMILY SELF-SUFFICIENCY GRANT

Revenue:

Tenant Revenue - Other

Program Y-T-D GY39

FY20 Approved Budget GY39

HUD PHA - Grant Year (GY) 39

335,695

HUD PHA - Grant Year (GY) 40

332,115

FY20 Projected Actual GY39/GY40

FY21 Requested Budget Carryover

184,746

360,000

85,493

Other Government Grants

Interest Income

Appropriations from Other Programs

Appropriation of Reserves

335,695

332,115

270,239

360,000

Administration Resident Services - Grant Year (GY) 39 Resident Services - Grant Year (GY) 40 Maintenance Program

117,058 -

246,848 -

141,417 68,173 -

285,999 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits - Grant Year (GY) 39 Employee Benefits - Grant Year (GY) 40 Management Fees

117,058 33,889 -

246,848 85,267 -

209,590 43,330 17,319 -

285,999 74,001 -

Total Admin & Program Delivery Exp.

150,947

332,115

270,239

360,000

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Equipment (Non Expendable/Hardware) Capital Expenditures Total Program/Operating Expenses Roll Forward Balance

$ $

150,947 184,748

332,115 -

270,239 -

360,000 -

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

June 2020

RESIDENT OPPORTUNITIES AND SELF-SUFFICIENCY SERVICE CORDINATOR PROGRAM (ROSS-SC)

OVERVIEW

FUNDING METHODOLOGY

The Resident Opportunities and Self-Sufficiency Service Coordinator (ROSS-SC) Program provides funds to hire and maintain Service Coordinators who assess the needs of residents in conventional Public Housing or Indian Housing and coordinate available community resources to meet those needs.

The HUD Appropriations Act of 2010 provides ROSS SC three-year grant funding to support the coordination of supportive services designed to help public housing families attain economic and housing selfsufficiency. There is a minimum 25% match requirement for this grant.

Services provided to participating families focus on: ♦ Increasing earned income.

PROGRAM INITIATIVES

♦ Making progress toward achieving economic independence and housing selfsufficiency.

♦ Improve resident access to career opportunities to increase earned income.

♦ Reducing or eliminating the need for welfare assistance.

♦ Support residents achieve economic independence and housing selfsufficiency.

♦ Helping improve living conditions and enable elderly or disabled residents to gracefully age in place.

NRHA FY2021 Proposed Budget

♦ Improve living conditions of the elderly and disabled residents, allowing them to gracefully age in place.

June 2020

ROSS SERVICE COORDINATOR GRANT

Revenue:

HUD PHA Grants- Grant Year (GY) 37

Program Y-T-D GY37 $

492,000

FY20 Approved Budget GY37 120,741

FY20 Projected Actual GY37/GY40

FY21 Proposed Budget Carryover

75,915

HUD PHA Grants- Grant Year (GY) 40

Other Government Grants

Interest Income

Appropriations from Other Programs

Appropriation of Reserves

478,500

412,667

492,000

120,741

554,415

412,667

Administration Resident Services- Grant Year (GY) 37 Resident Services- Grant Year (GY) 40 Maintenance Program

248,737 -

78,654 -

53,244 38,500 -

132,095 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits - Grant Year (GY) 37 Employee Benefits - Grant Year (GY) 40 Management Fees

248,737 102,728 -

78,654 1,100 40,987 -

91,744 21,020 19,833 -

132,095 13,000 54,602 -

Total Admin & Program Delivery Exp.

351,465

120,741

132,597

199,697

12,120 52,500 -

1,651 7,500 -

5,000 -

$ $

416,085 75,915

141,748 412,667

204,697 207,970

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense - Grant Year (GY) 37 General Expense - Grant Year (GY) 40 Equipment (Non Expendable/Hardware) Capital Expenditures Total Program/Operating Expenses Roll Forward Balance

120,741 -

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

June 2020

RESIDENTIAL OPTIONS, INC. OVERVIEW

FUNDING METHODOLOGY

Residential Options, Inc. (ROI), a non-profit entity, was established in 1992 by concerned citizens in collaboration with the Norfolk Community Services Board to serve the residential needs of Norfolk Community Services Board clients.

Tenant payments for rent and other fees, in addition to a subsidy from Norfolk Community Services Board and City of Norfolk grant funding make up the total income for this project.

In order to improve the efficiency of its program, the board of ROI requested that Norfolk Redevelopment and Housing Authority (NRHA) assume management and control of ROI, including the operation of its housing portfolio, to provide residential placement options for the clients of the Norfolk Community Services Board.

PROGRAM INITIATIVES  Provide safe, affordable housing to Norfolk Community Services Board clients.

By a resolution adopted on December 8, 2016, with City Council approval, NRHA’s Board of Commissioners authorized NRHA to assume management and control of ROI, its real estate assets, liabilities and remaining fund balances and to continue operating ROI’s existing housing portfolio.

NRHA FY2021 Proposed Budget

 Asset management and ongoing maintenance.

June 2020

RESIDENTIAL OPTIONS, INC. COMMUNITIES SUMMARY BY COMMUNITY Revenue

Community Guy Avenue Hugo Street Fenner Grand Total

NRHA FY2021 Proposed Budget

Expenditures

154,143 -

154,143

154,143 5,714 655 160,512

Net Surplus/ (Deficit) (5,714) (655) (6,369)

June 2020

RESIDENTIAL OPTIONS, INC. (Guy Avenue) FY19 Actual

CC: 03 Proj: 061

Revenue:

Net Tenant Rental Revenue

FY20 Projected Actual

FY21 Approved Budget

68,901

63,851

710

1,017

1,961

1,959

Other Income Tenant Revenue - Other

FY20 Approved Budget

HUD PHA Grants Other Government Grants

Interest Income

292,080

79,051

106,189 28

Non-Dwelling Rent

18,460

42,627

47,926

Appropriations from Other Programs Appropriation of Reserves

108,621

90,057

467,528

121,678

154,143

Administration Resident Services Maintenance Program

7,366 5,960 -

6,389 -

7,631 5,124 -

9,893 6,545 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

13,326 4,828 3,067 28,862

6,389 3,178 3,798 30,618

12,755 6,566 2,639 4,359

16,438 3,653 3,692 -

Total Admin & Program Delivery Exp.

50,084

43,983

26,319

23,783

47,571 34,470 3,248 15,944 -

297,200 250 57,160 24,500 2,834 41,601 -

43,183 14,800 17,561 -

550 54,135 31,776 2,298 41,601 -

$ $

151,317 (61,260)

467,528 -

101,864 19,814

154,143 -

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Rehabilitation Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Payment on Debt Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

June 2020

RESIDENTIAL OPTIONS, INC. (Hugo Street) FY19 Actual

CC: 03 Proj: 062

Revenue:

Net Tenant Rental Revenue

FY20 Approved Budget

FY20 Projected Actual

FY21 Proposed Budget

Tenant Revenue - Other

HUD PHA Grants

25,925

2,160

Other Government Grants Interest Income

447

Project Advances

Appropriations from Earnings

Appropriation of Reserves

5,714

86,263

22,280

24,440

5,714

26,372

112,188

Administration Resident Services Maintenance Program

1,871 -

9,462 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

1,871 695 555 -

9,462 1,312 4,784

200 -

2,500 -

Total Admin & Program Delivery Exp.

3,121

15,558

200

2,500

Utilities Maintenance Specialized Maintenance Interior Renovations Protective Services General Expense Payment on Debt Capital Expenditures

7,360 2,328 571 11,319 -

3,705 9,625 60,000 830 22,470 -

2,435 835 20,970 -

1,750 1,464 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

24,701 1,671

112,188 -

24,440 -

5,714 -

$ $ $

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

June 2020

RESIDENTIAL OPTIONS, INC. (Fenner Street) FY19 Actual

Revenue:

Net Tenant Rental Revenue

FY20 Approved Budget

FY20 Projected Actual

FY21 Proposed Budget

Tenant Revenue - Other

HUD PHA Grants

Other Government Grants

Interest Income

386

Appropriations from Earnings

655

Appropriation of Reserves

15,004

10,847

386

15,004

10,847

655

Administration Resident Services Maintenance Program

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

Total Admin & Program Delivery Exp.

213 485 537 3,025 -

955 2,000 896 11,153 -

162 532 10,153 -

400 255 -

$ $

4,268 (3,882)

15,004 -

10,847 -

655 -

$ $ $

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Rehabilitation Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Interest Expense Bond Fees Client (New Loans) Payment on Debt Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

8 -

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

June 2020

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NRHA FY2021 Proposed Budget

June 2020

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NRHA FY2021 Proposed Budget

June 2020

DEVELOPMENT PROGRAMS

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2021 Proposed Budget

June 2020

NRHA FY2021 Proposed Budget

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

June 2020

SUMMARY FY2021 DEVELOPMENT OVERVIEW

FY2021 DEVELOPMENT DIVISION Revenue for the Development Division totals $44,512,716 which is derived from a blend of various funding sources. Shortfalls within the Development Division will covered from the following reserves: Privately Managed, Housing Opportunity, and Rehabilitation Reserve. Expenditures for the division will focus on completing the 40 new single-family Homes at Bay Oaks Park located at 5th-7th Bay Streets in Ocean View as well as completing infrastructure development plans for 74 new single-family homes at the former Moton Circle public housing community. NRHA will continue managing the redevelopment component of assisted-rental properties selected for the HUD Rental Assistance Demonstration program. The Development Division will continue programs that move first-time homebuyers to closing as wells as those that target acquisition of blighted properties based on negotiations with willing sellers. During FY2020, NRHA was awarded an Acquire, Renovate, and Sell rehabilitation (ARS) grant through the Virginia Department of Housing and Community Development (VHDA). This grant will allow NRHA to acquire, renovate and resell undervalued homes throughout the City of Norfolk to first-time low-to-moderate income homebuyers. The Capital Fund, which is a tool to improve aging public housing stock and infrastructure, has a budget of $20,126,610 to continue dwelling and community upgrades including lighting, porches, windows, site upgrades and appliance replacement. NRHA provides oversight of communities managed by third party entities. Property management fees and operating expenses are covered through tenant rents. These properties produce net annual operating revenue that can be used for other NRHA programs. We anticipate using $2,019,568 in earnings to fund shortfalls in other Authority programs.

Challenges The COVID-19 pandemic crisis has necessitated a thorough review and possible re-assessment of development initiatives. Revenue sources continue to be more and more varied, requiring careful documentation and monitoring of work hours to ensure that funding programs are charged appropriately to meet targeted goals. The removal of blight remains a challenge and assembling large parcels of land for redevelopment has become increasing difficult. The Authorityâ&#x20AC;&#x2122;s redevelopment initiatives are currently focused on areas where there is a high degree of property controlled by the City of Norfolk, NRHA or other public institutions. Redevelopment initiatives also focus on the possible purchase of existing income-producing multi-family housing to provide the operating funds once provided by the City.

NRHA FY2021 Proposed Budget

June 2020

FY2020 ACCOMPLISHMENTS ♦ In support of the Wards Corner

♦ During FY2020, construction oversight, plan review and

Comprehensive Plan, NRHA acquired and demolished 72 blighted rental units housed in the five Sunrise Apartments buildings located in Wards Corner along Fort Worth Avenue. To date, the City and NRHA have spent more than $14.1 million on property acquisition and demolition in the Wards Corner/Denby Park area. This represents clearance of over 30 blighted structures and assemblage of more than 10 acres for future development opportunities.

progress inspections continued on 21 new units with 16 homes projected to be completed by June 2020.

♦ NRHA continued oversight on the East Beach Phase VII mixed-use development. Construction continues on mixed-use buildings and commercial sites.

♦ NRHA was awarded a $200,000 ARS grant through the Department of Housing and Community Development. The grant allows RHA to acquire, renovate and resell undervalued homes throughout the city of Norfolk.

♦ In conjunction with the Beacon Light Community Housing Development Organization, construction started on three new single-family homes with.

♦ Construction continues at The Homes at Bay Oaks in East Ocean View. Builders are expected to close on all remaining lots by spring 2020 and new home build-out should be complete by December 2020.

MAJOR GOALS ♦ Continue renovation efforts in the Diggs Town and Grandy Village communities. ♦ Continue new infill single-family home construction throughout NRHA’s redevelopment and conservation areas and designated City of Norfolk neighborhood plan areas.

♦ Continue working with the City of Norfolk on development of the GEM Lot Disposition Pilot Program. ♦ Continue providing homeownership assistance through first-time homebuyer subsidies as well as homebuyer credit repair, education and counseling.

♦ Implement the ARS rehabilitation grant awarded through the Virginia Housing Development Authority. This grant allows NRHA to acquire, renovate and resell undervalued homes throughout the City of Norfolk to firsttime low-to-moderate income homebuyers.

♦ Provide a broader range of quality housing choices via the revitalization of Norfolk’s public housing communities through the HUD Rental Assistance Demonstration program which involves collaboration with new and existing partners.

♦ Complete development plans for 74 new single-family homes at the former Moton Circle public housing community. If approved and funded, infrastructure construction could begin during FY2021.

♦ In conjunction with the City of Norfolk, undertake a “refresh” of the Broad Creek Master Plan. Public meetings regarding the plan are scheduled to begin during spring 2020 that will help determine future target areas for development.

♦ Examine repositioning options for Oakmont North and Park Terrace. ♦ Continue rehabilitation work planned for 555 East Main Street as we continue to lease available office space.

NRHA FY2021 Proposed Budget

June 2020

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NRHA FY2021 Proposed Budget

June 2020

DEVELOPMENT PROGRAMS FISCAL YEAR 2021 PROPOSED REVENUE AND EXPENDITURES Revenue

FY2021 Amount

20,126,610 8,750,000 5,335,485 4,281,440

45.22% 19.66% 11.99% 9.62%

City of Norfolk General Fund

3,957,720

8.89%

HOME Program

Capital Grant Program - HUD PHA Grants Capital Improvement Program

Operating Receipts - Merrimack Landing Operating Receipts - Oakmont North

1,185,838

2.66%

Land Sale Proceeds

738,812

1.66%

Choice Neighborhood Initiative

649,395

1.46%

Park Terrace - HUD PHA Grants

589,042

1.32%

Privately Managed Reserves

421,371

0.95%

Bond Fees

215,000

0.48%

HOME Fees

75,439

0.17%

CDBG

56,894

0.13%

Housing Opportunity Reserves

43,545

0.10%

Developer Fees

38,784

0.09%

VHDA (HomeNet)

35,000

0.08%

HomeNet Other Fees

24,909

0.06%

7,000

0.02%

(2,019,568) 44,512,716

-4.54% 100.00%

Amount

20,126,610 3,868,235 3,729,122 3,288,283 3,000,000 2,957,720 1,500,000 1,300,000 888,001 750,000 675,000 589,042 425,000 275,000 275,000 200,000 200,000 178,703 150,000 130,000 7,000 44,512,716

45.22% 8.69% 8.38% 7.39% 6.74% 6.64% 3.37% 2.92% 1.99% 1.68% 1.52% 1.32% 0.95% 0.62% 0.62%

Rehabilitation Reserve Account Earnings Transferred to other programs from Merrimack and Oakmont Operating Receipts Total Revenue

Expenditures Capital Fund Program Oakmont North Property Management Merrimack Landing Property Management Administrative Support & Program Management Transforming Public Housing Communities General Fund Program Acquisition and Demolition of Blighted Properties - Church Street Improving East Ocean Viw - Acquistion & Demolition of Blight Homebuyer Assistance Infrastructure Construction - Broad Creek (Moton Circle) Pump Station Acqusition to complete Wards Corner Development Site Park Terrace Property Management Acqusition & Demolition of Blight - Willoughby Acquisition and Demolition of Blighted Fenner Street Property Homeward Norfolk Initiative Infrastructure Design and Planning - J.T. West School Site Acquisition and Demolition of Blighted Property - Citywide CHDO Projects Acqusition & Demolition of Flood Prone Units in Spartan Village 5th-7th Bay Development Local Rehabilitation Initiatives Total Expenditures

NRHA FY2021 Proposed Budget

June 2020

0.45% 0.45% 0.40% 0.34% 0.29% 0.02% 100.00%

CAPITAL FUND PROGRAM OVERVIEW

FUNDING METHODOLOGY

The primary objective of the Capital Fund Program is to provide assistance to NRHA in carrying out capital and management improvement activities in its public housing communities.

The Capital Fund is made available by formula distribution based on the number of public housing units, age of the buildings and geographic location.

PROGRAM INITIATIVES The Capital Fund will be utilized to assist with public housing neighborhood renovations and specific upgrades such as new roofs, windows and doors.

NRHA FY2021 Proposed Budget

June 2020

CAPITAL FUND PROGRAM FY19 Actual

Revenue:

HUD PHA Grants

Other Government Grants Other Fees for Service (External Source)

FY20 Approved Budget

6,805,089 859,145 -

Other Revenue (External Source)

Administrative Fee (Interproject)

857,713

7,821,049 431,765

FY20 Projected Actual 7,821,049

FY21 Requested Budget 19,692,906

469,590

433,704

Appropriations from Other Programs

Earnings from Other Programs

Appropriation of (Admin project) Reserves

8,521,947

8,252,814

8,290,639

20,126,610

Administration Resident Services Maintenance Program

273,566 -

607,836 -

201,791 -

557,988 134,032

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

273,566 33,115 52,521 93,254 961,499

607,836 36,362 101,044 222,572 -

201,791 49,501 75,645 60,209 82,444

692,020 45,074 87,696 231,685 73,135

Total Admin & Program Delivery Exp.

1,413,955

967,814

469,590

1,129,610

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Resident Services Utilities Maintenance Specialized Maintenance

Equipment (Non Expendable/Hardware) Transfers to Other Projects Interproject Repayments or Advances Other Capital Expenditures

6,805,089

7,285,000

7,821,049

18,997,000

$ $

8,219,044

8,252,814

8,290,639

20,126,610

302,903

Actual Admin Reserves June 30, 2019

369,295

Projected Admin Reserves June 30, 2020

Projected Admin Reserves June 30, 2021

Total Program/Operating Expenses Surplus (Deficit) From Operations

Provision For Reserves:

NRHA FY2021 Proposed Budget

369,295

June 2020

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NRHA FY2021 Proposed Budget

June 2020

CAPITAL FUND PROGRAM

PLANNED DESIGN & CONSTRUCTION WORK AND ADMINISTRATION FOR NRHA FY2021 (using multiple grant years)

NEW CONTRACT WORK

Job Description

Neighborhood

Development Activities Development Activities Site Work Screen Doors (Under Contract) Sccreen Doors and Entry Doors (Under Contract) Painting Fencing Window replacement estimate Window replacement and Fencing Estimate Design, Inspection, and fees Tidewater Gardens Demo - A/E & Construction Fees Grandy Site A- A/E and Consturction Fees Diggs Town Phase IIA - A/E and Construction Fees Diggs Town Phase IIB - A/E and Construction fees (If

Start Date

Tidewater Young Grandy Phase VI Young Calvert Oakleaf Partrea Hunter Square Bobbitt Various Tidewater Grandy Diggs

FY FY FY FY FY FY FY FY FY FY FY FY FY

2021 2021 2021 2021 2021 2021 2021 2021 2021 2021 2021 2021 2021

Diggs Various North Wellington Franklin Arms

FY 2021 FY 2021 FY 2021 FY 2021 Subtotal

Estimated Cost $ $

1,500,000 1,500,000 645,000 737,000 980,000 100,000 100,000 603,000 207,000 600,000 7,000,000 750,000 1,200,000

2,600,000 300,000 175,000 18,997,000

Administration

433,704

Grand Total

$ 19,430,704

City allows new units on site F2)

Program Delivery Screen Doors, Entry Doors, and Concrete Drives Painting New Contract Work

NRHA FY2021 Proposed Budget

June 2020

CAPITAL IMPROVEMENT PROGRAM OVERVIEW

FUNDING METHODOLOGY

The Capital Improvement Program (CIP) is a multi-year plan for capital expenditures to replace and expand the City of Norfolk’s infrastructure. The City uses CIP funds to develop infrastructure and provide support for redevelopment and conservation activities. This funding allows for a mixed-income, market rate approach that is considered essential in building sustainable healthy neighborhoods.

NRHA applies for funding through the City’s Funding Application Process.

PROGRAM INITIATIVES ♦ Design public infrastructure to support the development of new housing in Broad Creek. ♦ Provide support to the redevelopment of the St. Paul’s Area. ♦ Acquire and clear blighted properties in Wards Corner, East Ocean View and Willoughby to support redevelopment initiatives.

NRHA FY2021 Proposed Budget

June 2020

CAPITAL IMPROVEMENT PROGRAM FY19 Actual Revenues: Net Tenant Rental Revenue Tenant Revenue - Other HUD PHA Grants Other Government Grants Interest Income Proceeds from Notes, Loans and Bonds Proceeds from Property Sales Other Fees for Service (External Source) Other Revenue (External Source) Management Fees (Interproject) Interproject Repayments Appropriation of CIP Reserves Total Revenue Expenditures: Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program Total Labor Other Administration Employee Benefits Management Fee Total Admin & Program Delivery Exp. Program Expenses: Renewal Service Activity Relocation Demolition Site Improvements Disposition Construction Rehabilitation Other Total Program/Operating Expenses Surplus(Deficit) From Operations Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

1,271,602 1,271,602

$ $

1,024,044 247,558 1,271,602 -

$ $ $

FY20 Approved Budget 10,424,600 10,424,600

6,624,600 300,000 3,500,000 10,424,600 -

FY20 Projected Actual 3,644,000 3,644,000

FY21 Requested Budget 8,750,000 8,750,000

3,644,000 3,644,000 -

7,525,000 200,000 1,025,000 8,750,000 -

June 2020

DEVELOPMENT ADMINISTRATION OVERVIEW

FUNDING METHODOLOGY

This fund pays for administrative support for Development Operations.

Funds in this account are accumulated via settlement and yearly fees on tax-exempt bond issuance, General Fund appropriations from the City of Norfolk, proceeds from property sales, and fees earned from inspection services.

PROGRAM INITIATIVES ♦ Receive fees associated with ongoing development initiatives and new activities reaching fruition in FY2021. ♦ Provide operating and program delivery support for the Community Development Division.

NRHA FY2021 Proposed Budget

June 2020

DEVELOPMENT ADMINISTRATION FY19 Actual

Revenues

Net Tenant Rental Revenue

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

Tenant Revenue - Other

HUD PHA Grants

Other Government Grants

1,000,000

Interest Income

Proceeds from Notes, Loans and Bonds

Proceeds from Property Sales

475,050

Other Fees for Service Other Revenue (External Source) Operating Transfer In

714,744

594,774

1,000,000 557,398

57,224

174,434

95,639

75,439

292,325

319,520

242,279

215,000

56,224

15,298

Privetly Managed Earnings

Appropriations from Reserves

Other Fees

Total Revenue

1,839,897

2,208,698

1,988,916

1,847,837

894,978

1,052,861

1,023,794

880,243

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services

Maintenance

Program

Total Labor Other Administration

894,978

1,052,861

1,023,794

880,243

100,678

50,077

17,400

10,991

Employee Benefits

272,912

352,918

292,802

281,619

Management Fee

500,414

678,452

587,960

584,003

1,768,982

2,134,308

1,921,956

1,756,856

Total Admin & Program Delivery Exp.

Program Expenses: Acquisition

Relocation

Demolition

Site Improvements

78,981

Disposition

58,915

62,390

54,960

General Expense

Interest Expense

12,000

Operating Transfer Out Client (New Loans) Principal Payment on Debt

Equipment (Non Expendable/Hardware)

Interproject Repayments or Advances Other Total Program/Operating Expenses

1,839,897

2,208,698

1,988,916

1,847,837

Surplus (Deficit) From Operations

Provision For Reserves: Actual Reserves June 30, 2019

Projected Reserves June 30, 2020

Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

June 2020

EAST BEACH OVERVIEW

FUNDING METHODOLOGY

East Bea ch is a public/private partnership of NRHA, the City of Norfolk and East Beach Company, LLC, with the goal of turning nearly 100 acres of once-blighted property in Ocean View into a waterfront village of nearly 700 residences, offices, retail spaces, walking paths, parks and a beach pavilion.

NRHA receives five percent of land-sales proceeds based on an agreement between NRHA and the developer.

PROGRAM INITIATIVES Support continued development of East Beach Phase VII in the East Ocean View Redevelopment project area, including disposition contract oversight, design review and financial administration.

NRHA FY2021 Proposed Budget

June 2020

EAST BEACH FY19 Actual

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other Proceeds from Notes, Loans and Bonds Proceeds from Property Sales Operating Transfer (Interproject)

FY20 Projected Actual

583,200 -

Other Revenue (External Source) Appropriation of East Beach Reserves Total Revenue

FY20 Approved Budget

313,250 -

222,500 -

FY21 Requested Budget

195,500 -

583,200

313,250

222,500

195,500

22,540 22,540 7,968 10,180 40,688

34,106 34,106 6,747 11,929 52,782

23,535

11,961 11,961 3,475 5,304 20,740

Program Expenses: Acquisition $ Demolition Planning Disposition Rehabilitation General Expense Interest Expense Bond Fees Land Sale Proceeds to the City of Norfolk Principal Payment on Debt Operating Transfer Out Capital Expenditures Total Program/Operating Expenses $ Surplus (Deficit) From Operations $

3,759 475,050 499,548 83,652

9,690 50,378 262,872

4,016 56,798 165,702

9,690 51,414 144,086

373,089 -

517,175

Expenditures Administrative and Program Delivery: Labor: Administration $ Resident Services Maintenance Program $ Total Labor Other Administration Employee Benefits Management Fee Total Admin & Program Delivery Exp.

7,975 10,214 41,724

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

207,387 -

June 2020

5TH to 7TH BAY DEVELOPMENT OVERVIEW

FUNDING METHODOLOGY

The original Master Plan for the 5th to 7th Bay Streets development dates from the early 2000s.

In addition to Capital Improvement Program funds, NRHA utilized its line of credit to fund infrastructure development costs. Proceeds from lot sales are utilized to repay the loan.

Discussions with community and city leadership resulted in the project being divided into two sections. The western side of 5th Bay Street became Bay Oaks Park and the eastern side of 5th to 7th Bay Streets was targeted for development into 40 single-family homes comprising the Homes at Bay Oaks.

PROGRAM INITIATIVES Builders are expected to close on all lots in the 5th to 7th Bay Streets development by the end of FY2020 with new home build-out completed by December 2020.

NRHA utilized the services of an engineering firm to produce a set of bid-ready construction documents detailing the infrastructure needed to support new single-family homes. Site work began in the summer of 2017 and was completed in late 2018. NRHA has awarded all 40 of the single-family lots in the development to 10 of its Builders Guild members. Construction of the first 20 homes in Phase 1 began in the summer of 2018 with construction of the remaining 20 lots in Phase 2 beginning in early 2020.

NRHA FY2021 Proposed Budget

100

June 2020

5TH TO 7TH BAY DEVELOPMENT FY19 Actual

Revenue:

Other Government Grants

Interest Income

Proceeds from Notes, Loans and Bonds Proceeds from Property Sales

1,533,500

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

835,000

1,227,817

130,000

Other Fees for Service (External Source)

Other Revenue (External Source)

Management Fees (Interproject)

Other Fees (Interproject)

Interproject Repayments

Appropriations from Other Programs

Appropriation of (this project) Reserves Total Revenue

1,533,500

835,000

1,227,817

130,000

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program

Total Labor

Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

184 -

Total Admin & Program Delivery Exp.

184

Utilities Maintenance Specialized Maintenance Site Improvements

554,897

130,000

14,000

796,912 -

705,000 -

112,500 1,282,824 -

$ $

1,351,993 181,507

835,000 -

1,409,324 (181,507)

$ $ $

181,507 -

Program Expenses:

General Expense Interest Expense Bond Fees Equipment (Non Expendable/Hardware) Transfers to Other Projects (Developer Fee) Interproject Repayments or Advances Payment on Debt Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

130,000 130,000 -

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021 NRHA FY2021 Proposed Budget

101

June 2020

GENERAL FUND PROGRAM OVERVIEW

FUNDING METHODOLOGY

A contractual agreement between the City of Norfolk and NRHA provides funding for staffing, neighborhood initiatives and special projects.

NRHA applies for funding through the City’s Funding Application Process.

PROGRAM INITIATIVES ♦ Provide direct administrative support for the delivery of the Development Division’s programs and activities. ♦ Support the Economic Development Incentive Grant program to provide performance-based funding to private businesses that generate additional tax revenue for the City of Norfolk. ♦ In partnership with the City of Norfolk, provide office space funding support for various agencies. ♦ Maintain acquired properties and pursue disposition activities for new development that serve the objectives established for redevelopment and conservation project areas in Norfolk.

NRHA FY2021 Proposed Budget

102

June 2020

GENERAL FUND PROGRAM FY19 Actual

Revenue:

Net Tenant Rental Revenue

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

Tenant Revenue - Other

HUD PHA Grants

Other Government Grants

4,479,263

2,849,438

4,216,817

2,957,720

Interest Income

Proceeds from Notes, Loans and Bonds Management Fees (Interproject) Other Fees (Interproject)

Interproject Repayments

12,000

47,720

2,861,438

4,264,537

Appropriation for Reserves/Earnings Total Revenue

4,479,263

2,957,720

Expenditures Administrative and Program Delivery: Labor: Administration $ Resident Services Maintenance Program Total Labor $ Other Administration Employee Benefits Management Fee Total Admin & Program Delivery Exp.

Program Expenses: Acquisition Relocation Demolition Site Improvements Disposition Rehabilitation General Expense Interest Expense Other Total Program/Operating Expenses Surplus(Deficit) From Operations

$ $

332,599 4,179,263 4,511,862 (32,599)

312,000 2,549,438 2,861,438 -

314,277 3,917,661 4,231,938 32,599

300,000 2,657,720 2,957,720 -

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

103

June 2020

HOME INVESTMENT PARTNERSHIP PROGRAM OVERVIEW

FUNDING METHODOLOGY

The objectives of the HOME Investment Partnership (HOME) project include:

The HOME formula, developed by HUD, spreads the allocation geographically to reflect different types of housing need. HOME funds are split, allocating sixty percent to units of general local government and forty percent to states.

♦ Expanding the supply of decent and affordable housing for very lowand low-income families; ♦ Strengthening the abilities of state and local governments to design and implement strategies for achieving adequate supplies of decent and affordable housing;

The City of Norfolk is the grantee and awards HOME funds to NRHA as a subrecipient.

♦ Providing financial and technical assistance to participating jurisdictions including the development of model programs for affordable low-income housing; and

PROGRAM INITIATIVES

♦ Extending and strengthening partnerships among all levels of government and the private sector, including for-profit and non-profit organizations, in the production and operation of affordable housing.

♦ Utilizing the projected FY 2021 Homebuyer Assistance allocation, provide down payment and closing costs assistance for up to 22 eligible first-time homebuyers. ♦ Utilizing the projected FY 2021 Community Housing Development Organization (CHDO) set-aside allocation, develop one to two single-family new construction homes to be sold to one to two eligible first-time homebuyers.

NRHA utilizes HOME funds to assist eligible first-time homebuyers with down payment and closing costs assistance in the form of a forgivable, no interest and no monthly payment “soft second” mortgage loan with a principal residence requirement, affordability period, forgiveness term and recapture/refinance restrictions. NRHA FY2021 Proposed Budget

104

June 2020

HOME INVESTMENT PARTNERSHIP PROGRAM FY19 Actual

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Grants

983,991

Other Government Grants

Interest Income

Proceeds from Notes, Loans and Bonds

1,278,608 -

917,486

1,185,838

Proceeds from Property Sales

Other Revenue (External Source)

Management Fees (Interproject)

Other Fees (Interproject)

Interproject Repayments

Appropriations from Other Programs

Appropriation of HOME Reserves

Total Revenue

983,991

1,278,608

917,486

1,185,838

103,902 103,902 11,892 27,319 31,817 174,930

92,401 92,401 5,000 29,280 1,179 127,860

55,887 55,887 32 15,279 22,192 93,390

60,310 60,310 14,435 18,214 26,175 119,134

754,734 54,327 983,991 -

958,956 191,792 1,278,608 -

701,388 794,778 -

888,001 178,703 1,185,838 -

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program Total Labor Other Administration Employee Benefits Management Fee Total Admin & Program Delivery Exp.

Program Expenses: Acquisition Site Improvements Disposition Rehabilitation NRHA Homebuyer Assistance CHDO Projects Other Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

105

June 2020

HOMENET HOMEOWNERSHIP CENTER OVERVIEW

FUNDING METHODOLOGY

The HomeNet Homeownership Center provides a “one-stop shop” for first-time homebuyers.

NRHA applies for grant funding through the City of Norfolk’s Funding Application Process, HUD Housing Counseling and the Virginia Housing Development Authority.

Services include: ♦ Housing Choice Voucher (HCV) Homeownership ♦ Development of individualized action plans for overcoming homeownership obstacles;

PROGRAM INITIATIVES

♦ Comprehensive credit counseling, credit clinics and credit repair;

♦ Assist 30 clients achieve homeownership.

♦ Financial literacy;

♦ Provide pre-purchase comprehensive one-one-one counseling to 350 clients.

♦ A 16-month Homebuyer’s Club offering classes for residents and HCV participants;

♦ Increase HCV enrollment by 30.

♦ Virginia Housing Development Authority Homeownership Education classes;

♦ Market and sell 15 scattered units. ♦ Enroll 25 residents into the Homebuyers Club classes.

♦ Referrals to qualified lenders, realtors and attorneys; and

♦ Enroll 240 potential first-time homebuyers into the VHDA homeownership class.

♦ Post-purchase counseling; Qualifying first-time homebuyers may receive up to $40,000 through NRHA’s Homebuyer Assistance Program towards a home purchase within the City of Norfolk or up to $20,000 through the Homeward Norfolk program towards a home purchase in the Oakdale Farms, Ingleside and Monticello Village neighborhoods. NRHA FY2021 Proposed Budget

♦ Provide am Affirmative Fair Housing Marketing Plan for HOME and Homeward Norfolk. ♦ Explore strategies to increase funding for robust homeownership programs.

106

June 2020

HOMENET HOMEOWNERSHIP CENTER FY19 Actual

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other HUD PHA Grants Other Government Grants Interest Income Proceeds from Notes, Loans and Bonds Proceeds from Property Sales Other Revenue (External Source) Management Fees (Interproject) Other Fees (Interproject) Earnings from Other Programs Appropriations from Other Programs Appropriation of HomeNet Reserves Total Revenue

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget -

56,894

58,956

89,769

60,862

59,909

43,545 -

159,395

190,208

161,301

160,348

118,144 118,144 2,336 30,220 8,695 159,395

47,749 47,749 106,055 24,507 11,897 190,208

108,901 108,901 12,935 29,642 9,823 161,301

110,996 110,996 12,688 36,664 160,348

159,395 -

190,208 -

161,301 -

160,348 -

Program Expenses: Acquisition Relocation Demolition Site Improvements Disposition Rehabilitation Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

107

June 2020

MERRIMACK LANDING OPERATIONS OVERVIEW

FUNDING METHODOLOGY

Merrimack Landing is a 492-unit conventional multi-family housing community built in 1941 on 56 acres that provides below marketrate rental housing.

Tenant payments for rent, utilities and fees comprise the total income for the Merrimack Landing Apartments.

The property is privately managed by Lawson Realty. Property management includes but is not limited to: unit leasing, unit turnover, deposit and rent collection, lease enforcement, full range maintenance responsibilities, provision and maintenance of curb appeal, financial management responsibilities and submission of required monthly reports.

PROGRAM INITIATIVES â&#x2122;Ś Continue to provide below market rate rental housing. â&#x2122;Ś Utilize project savings for additional improvements including community building enhancements and site amenities such as playground equipment.

The final phase of a comprehensive renovation project was completed in October 2018. Associated sewer and infrastructure repairs were also completed in the fall of 2018. Renovation costs totaled $22,117,516.

NRHA FY2021 Proposed Budget

108

June 2020

MERRIMACK LANDING OPERATIONS FY19 Actual

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other HUD PHA Grants

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

4,339,963

4,712,723

4,509,514

4,725,729

540,968 -

526,786 -

572,267 -

609,240 -

Other Government Grants

Interest Income

488

468

502

516

Proceeds from Notes, Loans and Bonds

Appropriation of (this project) Reserves Total Revenue

4,881,419

5,239,977

5,082,283

5,335,485

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program

Total Labor

Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

760,685 140,004

708,209 140,000

757,750 110,484

859,653 140,004

Total Admin & Program Delivery Exp.

900,689

848,209

868,234

999,657

Utilities Maintenance Specialized Maintenance Protective Services

351,031 868,622 62,303

332,998 836,796 69,600

400,406 838,961 58,145

388,344 943,651 58,980

56,048 918,309 32,002 40,661

58,199 863,401 154,469

35,003 983,550 31,916

56,380 1,198,110 84,000

Program Expenses:

General Expense Interest Expense Relocation Expenses Client (New Loans) Principal Payment on Debt Equipment (Non Expendable/Hardware) Transfers to Other Projects * Interproject Transfer Other Capital Expenditures Total Program/Operating Expenses

3,229,665

3,163,672

3,216,215

3,729,122

Surplus (Deficit) From Operations *

1,651,754

2,076,305

1,866,068

1,606,363

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

$ $ $

* Surplus is considered current year earnings to be utilized for other program initative funding gaps NRHA FY2021 Proposed Budget

109

June 2020

OAKMONT NORTH OPERATIONS OVERVIEW

FUNDING METHODOLOGY

Oakmont North is a 408-unit multifamily housing community built in 1971 on 21 acres that provides below market-rate rental housing.

Tenant payments for rent, utilities and other fees make up the total income for the Oakmont North Apartments.

PROGRAM INITIATIVES ♦ Oakmont North was included in the Portfolio Needs Assessment (PNA) of all NRHA’s rental communities that was conducted by the Authority’s Housing Operations Division. A review of the PNA study for Oakmont North will be used in determining long range plans for the community.

Comprehensive capital improvements for the Oakmont North Family Investment Center are complete.

NRHA FY2021 Proposed Budget

♦ The Oakmont North site includes property that could support the development of additional affordable rental housing units. NRHA continues to pursue community support for this effort.

110

June 2020

OAKMONT NORTH OPERATIONS FY19 Actual

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

3,985,790

3,955,549

4,036,493

4,071,101

274,464

368,504

216,645

208,095

HUD PHA Grants

Other Government Grants

3,306

2,028

2,170

2,244

Interest Income Proceeds from Notes, Loans and Bonds Other Revenue (External Source) Total Revenue

4,263,560

4,326,081

4,255,308

4,281,440

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

664,556 124,824

677,210 125,000

502,206 123,065

668,656 124,824

Total Admin & Program Delivery Exp.

789,380

802,210

625,271

793,480

Program Expenses: Resident Services

Utilities Maintenance Protective Services General Expense Interest Expense Bond Fees Principal Payment on Debt Equipment (Non Expendable/Hardware) Other Capital Expenditures

512,977 1,085,832 61,474

513,353 1,238,808 65,000

544,662 1,192,259 60,686

533,100 1,432,558 58,512

135,789 13,373 7,245 300,000 458,008

128,352 15,268 32,853 300,000 545,010

157,148 6,631 12,842 300,000 342,474

129,372 17,795 15,058 300,000 588,360

Total Program/Operating Expenses

3,364,078

3,640,854

3,241,973

3,868,235

Surplus (Deficit) From Operations *

899,482

685,227

1,013,335

413,205

Provision For Reserves: $ Actual Reserves June 30, 2019 $ Projected Reserves June 30, 2020 $ Projected Reserves June 30, 2021 * Surplus is considered current year earnings to be utilized for other program initative funding gaps

NRHA FY2021 Proposed Budget

111

June 2020

PARK TERRACE OPERATIONS OVERVIEW

FUNDING METHODOLOGY

Park Terrace is an 81-unit community on 5 acres offering market-rate units as well as Housing Choice Voucher units that provide assisted-rental support to extremely-low and moderately-low income families.

Tenant payments for rent, utilities and other fees, in addition to a subsidy from HUD, comprise the total income for this project.

The property is privately managed by S. L. Nusbaum. Property management includes, but is not limited to: unit leasing, unit turnover, deposit and rent collection, lease enforcement, full range maintenance responsibilities, provide and maintain curb appeal, financial management responsibilities, and submission of required monthly reports.

PROGRAM INITIATIVES ♦ Long term planning for Park Terrace is included in the Portfolio Needs Assessment. ♦ Since the Housing Assistance Payment contract for Park Terrace expired August 31, 2019, to ensure all existing Park Terrace residents in compliance with their leases are able to remain in Park Terrace, NRHA obtained 81 tenant-based housing choice vouchers for their use through the Housing Choice Voucher Program. ♦ During FY2021, NRHA will continue to evaluate improvement needs for Park Terrace in order to develop a renovation plan.

NRHA FY2021 Proposed Budget

112

June 2020

PARK TERRACE OPERATIONS FY19 Actual

CC: 99 Proj: 031

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other HAP Susidy

347,143

526,622

55,999

13,440

231,611

Other Government Grants Interest Income Other Revenue Appropriation of Park Terrace Reserves Total Revenue

FY20 Projected Actual

FY21 Requested Budget

443,412

588,000

47,173

682

157,536

1,204

505

360

FY20 Approved Budget

635,957

540,062

648,625

589,042

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

192,214 35,525

135,497 30,885

189,220 38,137

165,769 37,448

Total Admin & Program Delivery Exp.

227,739

166,382

227,357

203,217

95,333 220,745 8,800 21,500

88,200 162,780 -

86,929 204,593 8,272 -

88,560 143,655 10,200 -

19,262 26,003

59,000 1,000 62,700

22,615 53,329

59,400 71,110

619,382 16,575

540,062 -

603,095 45,530

589,042 -

Program Expenses: Utilities Maintenance Protective Services Housing Assistance Payments PILOT

General Expense Interest Expense Bond Fees Principal Payment on Debt Extraordinary Maintenance Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

113

June 2020

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NRHA FY2021 Proposed Budget

114

June 2020

FY2021 Fee Schedule - Privately Managed Properties Privately Managed Units

# of Units

Management Fee

Bookeeping Fee

Asset Management Fee

$5.00

Fee Rate (PUM) Merrimack*

492

Oakmont*

407

Park Terrace** Privately Managed Totals

140,004

124,824

81 $

8,881 273,709 $

29,520 24,420 53,940

Total Fees

169,524 149,244

8,881 327,649

*Flat Fee. **Based on a percentage of Gross Rents.

NRHA FY2021 Proposed Budget

115

June 2020

REHABILITATION RESERVE ACCOUNT OVERVIEW

FUNDING METHODOLOGY

At this time, the only income booked to this Rehabilitation Reserve Account is from repayments from a residential program once offered and funded by the Department of Defense and administered by NRHA.

Growth in this account is from interest income on investments. Use of program income is left to the discretion of NRHA. Cash is advanced to cover rehabilitation construction draws and down payment and closing cost assistance until Community Development, Home Investment Partnerships or Community Investment Program funding is received from the City of Norfolk.

PROGRAM INITIATIVES Provide funding to address quality and customer service issues related to various neighborhood revitalization activities.

NRHA FY2021 Proposed Budget

116

June 2020

REHABILITATION RESERVE ACCOUNT FY19 Actual

Revenue:

Net Tenant Rental Revenue

FY20 Projected Actual

FY21 Requested Budget

965

8,873

7,000

2,754

7,000

9,838

7,000

2,754

7,000

$ $

9,838 9,838 -

7,000 7,000 -

2,754 2,754 -

7,000 7,000 -

$ $ $

13,362 -

10,608 -

3,608

Tenant Revenue - Other HUD PHA Grants Other Fees for Service (External Source) Other Income Management Fees (Interproject) Other Fees (Interproject) Interproject Repayments Appropriations from Other Programs Appropriation of Rehabilitation Reserves Total Revenue

FY20 Approved Budget

Expenditures

Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program Total Labor Other Administration Employee Benefits Management Fee Total Admin & Program Delivery Exp.

Program Expenses: Acquisition Relocation Demolition Site Improvements Disposition Housing Assistance Payments NRHA Homebuyer Assistance General Expense Operating Transfer* Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

117

June 2020

CHOICE NEIGHBORHOODS INITIATIVE (CNI) IMPLEMENTATION GRANT OVERVIEW

FUNDING METHODOLOGY

NRHA and the City of Norfolk in partnership with Brinshore Development are implementing a $30M Choice Neighborhood Initiative (CNI) Grant from HUD for the Tidewater Gardens community. This is the first step in the transformation of the expanded St. Paul’s area adjacent to downtown Norfolk.

Through a competitive application process, the Department of Housing and Urban Development (HUD) has awarded NRHA and the City of Norfolk a $30M CNI Implementation grant. All FY2018 Choice Neighborhoods funds must be expended by September 30, 2025. The grant requires matching funds of in cash or in-kind donations for at least five percent of the grant to be secured and used by the end of the grant term.

The transformation plan seeks to break the cycle of intergenerational poverty by revitalizing the area with a strong focus on selfsufficiency programs for residents; and creating a sustainable mixed income community with vibrant neighborhoods where families and residents of all income levels, races, ages and cultures can live, learn, work, play and thrive.

PROGRAM INITIATIVES Housing Plan: Replace distressed public and assisted housing with quality housing for all income levels. The grant will provide a housing choice voucher for every household residing in the Tidewater Gardens community.

The CNI program brings together efforts to revitalize public housing with efforts to improve the lives of residents through human service programs, educational improvement, catalytic public assets and programs that connect residents with job training and access to employment opportunities. The program focuses on three core goals: Housing, People and Neighborhoods. NRHA FY2021 Proposed Budget

People Plan: Provide St. Paul’s public housing community residents with “People First” supportive services focusing on housing, employment, education, health and wellness, and self-sufficiency. Neighborhood Plan: Transform the Tidewater Gardens site into a resilient mixed-income community that addresses flooding with recreational amenities; and connects the site to retail, cultural and educational amenities, and community services. 118

June 2020

CNI IMPLEMENTATION GRANT FY19 Actual

FY20 Approved Budget

FY20 Projected Actual

FY21 Approved Budget

HUD PHA Grants

Other Government Grants

Interest Income

Appropriations from Other Programs

Revenue:

Tenant Revenue - Other

Appropriation of Reserves

649,395

Administration Resident Services Maintenance Program

205,235 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

205,235 114,845 50,000

Total Admin & Program Delivery Exp.

370,080

223,417 55,898 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

649,395 -

Depreciation (Not Included in Totals)

Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

$ $ $

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Resident Services Utilities Maintenance Relocation Protective Services General Expense Equipment (Non Expendable/Hardware) Capital Expenditures

Provision For Reserves:

NRHA FY2021 Proposed Budget

119

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

120

June 2020

FEDERAL, LOCAL AND OTHER SOURCES AVAILABLE REVENUE FOR FY2021 (All Program Years) Projected Carryover FY20

Description CDBG Program Rehabilitation NRHA HomeNet Project Improvements Total CDBG Program HOME Investment Partnership Program CHDO NRHA Admin NRHA Homeownership Total HOME Program Neighborhood Revitalization (CIP) Acquisition & Demolition Homebuyer Assistance Site Clearance Renewal Services Activities Redevelopment Activity Rehabilitation All Purpose Project Improvements/A&E Total CIP Program General Fund Economic Development Performance Grants Disposition Monroe Building Rental Supplement Administrative Support Total General Fund Other Program Funding Land Proceeds East Beach Land Proceeds 5th to7th Bay Rehabilitation Reserve Account Prior Year Land Sales Proceeds Housing Opportunity Funding-HomeNet Home Fees Appropriation Developer Fee Capital Fund Bond Fees Choice Neighborhod Initiative VHDA Total Other Program Funding Capital Fund & Privately Managed Grandy VI Merrimack Landing Operations Oakmont Operations Park Terrace Total Capital Fund and Privately Managed

Total NRHA

NRHA FY2021 Proposed Budget

Projected Budget FY21

$ $

4,680,471 500,000 2,963,168 12,549 3,071 1,374,116 9,533,375

$ $

$ 9,533,375 121

$ -

$ $

Total Available FY21

56,894 56,894

178,703 119,134 888,001 1,185,838

4,375,000 275,000

56,894 56,894 178,703 119,134 888,001 1,185,838 9,055,471 775,000

3,000,000 1,100,000 8,750,000

5,963,168 12,549 3,071 2,474,116 18,283,375

2,542,749 300,000 114,971 1,000,000 3,957,720

$ $ $ $ $

2,542,749 300,000 114,971 1,000,000 3,957,720

51,414 130,000 7,000 557,398 43,545 100,348 421,371 38,784 20,126,610 215,000 649,395 35,000 22,375,865

3,729,122 3,868,235 589,042 8,186,399

$ 44,512,716

3,729,122 3,868,235 589,042 8,186,399

$ 54,046,091 June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

122

June 2020

OTHER PROGRAMS

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2021 Proposed Budget

123

June 2020

NRHA FY2021 Proposed Budget

124

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

125

June 2020

FY2021 OTHER PROGRAMS OVERVIEW

SUMMARY FY2021 OTHER PROGRAMS FY2021 expenditure needs for “Other Programs” total $6,196,502 and are comprised of ten unique programs which are not contained in either of the Authority’s two programmatic divisions. The revenue sources supporting these activities are derived from program revenue, a program’s own reserves, earnings from privately managed properties or fee for service agreements. Expenditures and funding gaps included in “Other Programs” are displayed below:

Programs

Amount

NRHA Rental Project

73,075

555 E Main Street Operations

1,762,332

Broad Creek Village Center

60,000

COCC Specialized Maintenance

899,301

Core Business Service

971,268

Communications and Government Relations

431,085

Disposition Support

30,000

Executive Director Contingency Fund

428,523

Hampton Roads Ventures

20,900

Project Development Financing

1,520,018

Total

NRHA FY2021 Proposed Budget

126

6,196,502

June 2020

PROGRAM DESCRIPTIONS NRHA Rent Project: Receives and disburses office rent payments from NRHA projects for space leased at 555 E. Main Street. Supports NRHA specific maintenance and janitorial services. 555 E Main Street Operations: Funds the operating costs and debt service of 555 E. Main Street. Broad Creek Village: Includes the former sites of the Moton and Roberts Village public housing communities that have been cleared and are awaiting development. COCC Specialized Maintenance: A collective group of specialized trades that perform maintenance services primarily to the public housing communities. Core Business Service: A project to expense certain services that are determined to be an administrative burden to be equitably distributed to the programs including information technology, parking, the employee assistance program and telephone lines. Communications and Government Relations: The department oversees development, planning, implementation and integration of all communications and marketing strategies in support of NRHAâ&#x20AC;&#x2122;s initiatives and coordinates liaison activities for legislative matters. Disposition Support: NRHA provides maintenance of cleared land and temporary operations support to properties purchased and owned by NRHA. Executive Director Contingency Fund: Funds activities that support internal and external initiatives that are otherwise ineligible under federal programs. Hampton Roads Ventures: NRHA provides management and services to Hampton Roads Ventures, LLC, including oversight management for loan servicing, asset management, compliance and reporting. Project Development Financing: Dedicated to developing financial strategies and coordinating efforts to provide mixed-financing initiatives in the renovation, redevelopment or construction of housing.

NRHA FY2021 Proposed Budget

127

June 2020

NRHA RENT PROJECT OVERVIEW

FUNDING METHODOLOGY

The NRHA Rent Project receives and disburses office rent payments from NRHA projects for space leased at 555 E. Main Street. The project also supports specific NRHA maintenance and janitorial services.

This project is funded from rents based on square foot usage.

PROGRAM INITIATIVES NRHAâ&#x20AC;&#x2122;s administrative offices are located at 555 E. Main Street. The FY2021 funding gap for this project will be funded from Privately Managed Earnings.

NRHA FY2021 Proposed Budget

128

June 2020

NRHA RENT PROJECT FY19 Actual

Revenue:

Net Tenant Rental Revenue

FY20 Approved Budget

711,272

FY20 Projected Actual 711,272

FY21 Requested Budget 711,272

Tenant Revenue - Other

Other Fees (Interproject)

Appropriation of Earnings

68,163

53,833

73,862

73,075

779,435

765,105

785,134

784,347

Administration Resident Services Maintenance Program

26,864 -

28,078 -

29,748 -

29,463 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject) Management Fees (External)

26,864 4,862 12,359 -

28,078 6,077 13,178 -

29,748 3,381 12,214 -

29,463 4,490 13,708 -

Total Admin & Program Delivery Exp.

44,085

47,333

45,343

47,661

7,864 -

5,000 1,500

2,831 -

7,862 1,500

727,486 -

711,272 -

736,960 -

727,324 -

779,435 -

765,105 -

785,134 -

784,347 -

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Planning Utilities Maintenance Specialized Maintenance Protective Services General Expense

Transfers to Other Projects Other (Rent) Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

$ $ $

*FY19 Approved Budget included in 555 E. Main Steet Operations.

NRHA FY2021 Proposed Budget

129

June 2020

555 EAST MAIN STREET OPERATIONS OVERVIEW

FUNDING METHODOLOGY

The purpose of this project is to cover the operating costs and debt service for the office building located at 555 East Main Street in Norfolk.

This project is funded from 555 East Main Streetâ&#x20AC;&#x2122;s tenant revenue. Rents are based on square footage.

PROGRAM INITIATIVES Fund the operating costs and debt service of the 555 East Main Street office building project.

NRHA FY2021 Proposed Budget

130

June 2020

555 EAST MAIN STREET OPERATIONS FY19 Actual

Revenue:

Net Tenant Rental Revenue

Tenant Revenue - Other

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

1,580,420

1,925,014

1,736,635

1,760,000

212,980

218,937

173,553

178,314

Proceeds from Notes, Loans and Bonds

Proceeds from Property Sales

Other Fees (Interproject)

Appropriation of Reserves

Total Revenue

1,793,400

500,000

230,000

2,643,951

2,140,188

1,938,314

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

140,154 -

Total Admin & Program Delivery Exp.

140,154

Program Expenses: Planning

Resident Services Utilities Maintenance Specialized Maintenance Protective Services Note Payable Real Estate Taxes Planning & Building Construction General Expense Interproject Repayments or Advances Other (Rent) Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

70,910 107,198

72,894 -

48,600 -

178,108

72,894

48,600

311,567 363,563 149,500 442,865 179,604 53,024 -

338,600 381,722 177,957 436,798 109,061 61,726 500,000

407,052 498,616 128,410 446,808 48,765 65,237 230,000

346,773 328,440 156,800 657,344 120,686 103,689 -

1,640,277 153,123

2,183,972 459,979

1,897,782 242,406

1,762,332 175,982

$ $ $

1,932,964 -

2,175,370 -

2,351,352

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

131

June 2020

BROAD CREEK VILLAGE CENTER OVERVIEW

FUNDING METHODOLOGY

Funds are required for the temporary maintenance of undeveloped land that will ultimately be used in the construction of for-sale residential homes. This land is located in the area of the Broad Creek revitalization effort known as the Broad Creek Village Center, which is the former public housing site of Moton Circle and Roberts Village East.

The initiative is funded with contributions from local funds.

PROGRAM INITIATIVES Activity in FY2021 includes maintenance of cleared land and disposition of parcels to private developers for residential construction.

NRHA FY2021 Proposed Budget

132

June 2020

BROAD CREEK VILLAGE CENTER FY19 Actual

Revenue:

Net Tenant Rental Revenue

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

Tenant Revenue - Other

HUD PHA Grants

Other Government Grants

Interest Income

Earnings from Other Programs

58,499

60,000

50,236

60,000

58,499

60,000

50,236

60,000

Administration Resident Services Maintenance Program

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

Total Admin & Program Delivery Exp.

58,499 -

60,000 -

50,236 -

60,000 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

58,499 -

60,000 -

50,236 -

60,000 -

$ $ $

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

133

June 2020

COCC SPECIALIZED MAINTENANCE OVERVIEW

FUNDING METHODOLOGY

COCC Specialized Maintenance is a collective group of specialized trades that perform maintenance services primarily for NRHA’s public housing communities and midrise buildings. Services include ground maintenance, electrical, carpentry, extermination, painting, plastering, plumbing, heating and other specialized and preventative maintenance services.

This fund is comprised of earnings derived from fees for actual work performed for NRHA public housing communities and programs.

PROGRAM INITIATIVES ♦ Revenue is constrained due to limited HUD funding for low-income housing maintenance. While expenses still exceed income, continue the decline in annual shortfalls. ♦ Provide the Tidewater Wooden Boat Workshop with 4,080 square feet of warehouse space to allow them to continue the training they provide for public housing residents and other nonprofit organizations. ♦ Assist the Rental Assistance Demonstration demolition project in Diggs Town by salvaging high cost materials. The valuable materials aid in funding maintenance costs throughout NRHA’s communities. ♦ Assist Property Management in preparing the Tidewater Gardens Community for demolition.

NRHA FY2021 Proposed Budget

134

June 2020

COCC SPECIALIZED MAINTENANCE FY19 Actual

Revenue:

Other Fees Other Revenue (External Source)

FY20 Approved Budget

5,814,320 50,451

6,299,571 100,000

FY20 Projected Actual 5,138,553 5,998

Apropriation of (this project) Reserves

Appropriation from Other Program Reserve

12,000

Appropriation of Earnings

FY21 Proposed Budget 5,792,666 80,000 596,191

478,181

985,105

975,216

303,110

6,354,952

7,384,676

6,119,767

6,771,967

Administration Resident Services Maintenance Program

2,040,970 -

2,421,297 -

2,036,238 -

2,154,166 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

2,040,970 14,440 287,178 779,897 813,601

2,421,297 26,299 286,131 1,015,814 982,815

2,036,238 26,482 281,811 749,737 748,376

2,154,166 30,488 582,838 811,444 835,660

Total Admin & Program Delivery Exp.

3,936,086

4,732,356

3,842,644

4,414,596

81,424 2,172,313 54,935 110,194 -

71,373 2,353,299 68,648 159,000 -

77,016 1,972,460 68,647 159,000 -

85,495 1,853,042 102,168 186,666 130,000

$ $

6,354,952 -

7,384,676 -

6,119,767 -

6,771,967 -

$ $ $

3,202,963 -

3,202,963

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Utilities Maintenance Specialized Maintenance Protective Services General Expense Interest Expense Equipment Other Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

135

June 2020

COMMUNICATIONS AND GOVERNMENT RELATIONS OVERVIEW

FUNDING METHODOLOGY

Communications and Government Relations oversees the development, planning, implementation and integration of all communications and marketing strategies in support of NRHA’s vision, mission and business objectives. It also coordinates liaison activities for legislative matters.

Earnings from the Authority’s privately managed apartments fund the department’s activities.

Key functions include:

♦ Planning and implementing operational objectives and strategies to align the Communications Department with corporate strategic plans.

PROGRAM INITIATIVES

♦ Designing, developing and implementing PR and marketing strategies and campaigns using various media platforms.

♦ Planning and developing news releases, articles, reports, newsletters, ads, website and social media content and other materials for external and internal distribution.

♦

Provide community outreach.

♦

Foster collaborative relationships.

♦

Provide legislative advocacy.

♦

Complete new website development.

♦

Participate in the St. Paul’s area Transformation communications efforts.

♦ Planning, developing and coordinating special events, conferences and appearances.

♦ Maintaining positive relationships with media and government officials.

♦ Monitoring and reporting on legislative actions that affect agency operations.

NRHA FY2021 Proposed Budget

136

June 2020

COMMUNICATIONS AND GOVERNMENT RELATIONS FY19 Actual

Revenue:

Net Tenant Rental Revenue

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

Tenant Revenue - Other

HUD PHA Grants

Developer Fees

Interest Income

Proceeds from Notes, Loans and Bonds

Other Fees for Service (External Source)

Earnings from Other Programs

399,221

439,366

391,539

431,085

399,221

439,366

391,539

431,085

Administration Resident Services Maintenance Program

231,542 -

213,832 -

201,919 -

231,617 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

231,542 64,196 25,664 77,819 -

213,832 120,592 26,723 78,219 -

201,919 93,899 26,659 69,062 -

231,617 89,398 28,862 81,208 -

Total Admin & Program Delivery Exp.

399,221

439,366

391,539

431,085

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Planning Bond Fees

$ $

399,221 -

439,366 -

391,539 -

431,085 -

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

137

June 2020

CORE BUSINESS SERVICE OVERVIEW

FUNDING METHODOLOGY

Core Business Service is a project created to expense certain services, i.e. information technology, parking, employee assistance program and telephone lines, that are determined to be an administrative burden when allocated to individual programs.

The Core Business Service project is funded by earnings from the Authorityâ&#x20AC;&#x2122;s privately managed apartments.

Core Business Service is a collective group of services and activities considered essential to NRHA operations and the well being of staff.

NRHA FY2021 Proposed Budget

PROGRAM INITIATIVES Expense certain information technology services and other employee benefits as a direct cost to relieve the administrative burden of distributing these costs to individual programs.

138

June 2020

CORE BUSINESS SERVICE FY19 Actual

Revenue:

Interest Income

Other Fees (Interproject) Interproject Repayments Earnings from Other Programs

FY20 Projected Actual

641,858

Appropriation of Reserves Total Revenue

FY20 Approved Budget

641,858

712,743 107,647 820,390

615,632 615,632

FY21 Requested Budget

646,641 324,627 971,268

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

38,091 511,293 92,474 -

49,180 701,090 70,120 -

44,264 471,619 99,749 -

54,841 827,427 89,000 -

Total Admin & Program Delivery Exp.

641,858

820,390

615,632

971,268

Program Expenses:

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

641,858 -

820,390 -

615,632 -

971,268 -

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

139

June 2020

DISPOSITION SUPPORT OVERVIEW

FUNDING METHODOLOGY

Disposition Support provides support services for grounds and property owned by NRHA.

The fund is comprised of earnings derived from fees charged for services performed.

PROGRAM INITIATIVES In FY2021, $30,000 of earnings from NRHAâ&#x20AC;&#x2122;s Privately Managed properties will be used to fund the operating shortfall.

NRHA FY2021 Proposed Budget

140

June 2020

DISPOSITION SUPPORT FY19 Actual

FY20 Approved Budget

FY20 Projected Actual

Proceeds from Notes, Loans and Bonds

Proceeds from Property Sales

Other Fees for Service (External Source) Other Revenue (External Source)

Interest Income

4,523 -

17,795 -

29,946 -

30,000 -

4,523

17,795

29,946

30,000

Administration Resident Services Maintenance Program

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

Total Admin & Program Delivery Exp.

Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Equipment (Non Expendable/Hardware) Transfers to Other Projects Interproject Repayments or Advances Other Capital Expenditures

4,523 -

17,795 -

29,946 -

30,000 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

4,523 -

17,795 -

29,946 -

30,000 -

$ $ $

Revenue:

Other Fees Other Revenue (External Source)

Appropriation from Other Program Reserves Appropriation of Earnings from Other Projects Appropriation from (this) Program Reserve

Appropriation of Reserves Total Revenue

FY21 Requested Budget

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

141

June 2020

EXECUTIVE DIRECTOR CONTINGENCY FUND OVERVIEW

FUNDING METHODOLOGY

The Executive Director Contingency Fund was created to capture costs that support internal and external initiatives that are otherwise ineligible under federal programs. The contingency fund allows staff activities to continue that would otherwise be unfunded. It also provides the flexibility to fund unforeseen expenditures with the approval from the Executive Director.

Earnings from the Authority’s privately managed apartments fund the Executive Director Contingency Fund.

NRHA FY2021 Proposed Budget

PROGRAM INITIATIVES

142

♦

Support internal and external initiatives.

♦

Support administrative Rental Assistance Demonstration conversion initiatives.

June 2020

EXECUTIVE DIRECTOR CONTINGENCY FUND FY19 Actual

Revenue:

Interest Income

Other Revenue (External Source) Earnings from Other Programs

FY20 Projected Actual

449,267

Appropriations from Other Programs

Appropriation of (this project) Reserves Total Revenue

FY20 Approved Budget

449,267

360,250 360,250

359,303

FY21 Requested Budget

428,523

359,303

428,523

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees

449,267 -

360,250 -

359,303 -

428,523 -

Total Admin & Program Delivery Exp.

449,267

360,250

359,303

428,523

Program Expenses: General Expense Interest Expense Bond Fees Client (New Loans) Principal Payment on Debt Equipment (Non Expendable/Hardware) Transfers to Other Projects Interproject Repayments or Advances Other Capital Expenditures

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

449,267 -

360,250 -

359,303 -

428,523 -

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

$ $ $

143

June 2020

HAMPTON ROADS VENTURES OVERVIEW

FUNDING METHODOLOGY

Hampton Roads Ventures, LLC, (HRV) is a limited liability company formed in 2003. HRV is a qualified community development entity that holds new market tax credit allocation authority to be used for investment in qualified active low-income community businesses.

The HRV Management Agreement provides fee for service and funding to support operating cost. The New Markets Tax Credit program costs and post-closing expenditures of each investment are reflected under HRV as a component unit of NRHA, rather than incorporated in the Authority’s annual budget. NRHA’s budget reflects the revenue from HRV as a fee for service for operational oversight and support provided by NRHA staff.

HRV partners with public, privatesector and non-profit community development organizations to attract private-sector investment capital for innovative real estate projects in lower income neighborhoods, particularly inner city and rural communities. Staffed by experienced community economic development professionals, HRV is extremely sensitive to the unique opportunities, challenges and constraints facing public sector and non-profit community development agencies.

The New Market Tax Credits Program provides tax credit incentives to investors for equity investments in certified Community Development Entities that invest in low-income communities.

PROGRAM INITIATIVES ♦ Continue to spur revitalization efforts of low-income and impoverished communities. ♦ Meet the investor requirements of existing Limited Partnership Agreements for NRHA component units.

NRHA FY2021 Proposed Budget

144

June 2020

HAMPTON ROADS VENTURES FY19 Actual

FY20 Approved Budget

FY20 Projected Actual

Tenant Revenue - Other

HUD PHA Grants

Other Government Grants

14,209

17,956

16,720

20,900

Revenue:

Net Tenant Rental Revenue

Mangement Fees Appropriations from Other Programs

FY21 Requested Budget

14,209

17,956

16,720

20,900

Administration Resident Services Maintenance Program

11,058 -

13,313 -

10,833 -

15,817 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

11,058 3,151 -

13,313 4,643 -

10,833 5,887 -

15,817 5,083 -

Total Admin & Program Delivery Exp.

14,209

17,956

16,720

20,900

14,209 -

17,956 -

16,720 -

20,900 -

$ $ $

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Planning Bond Fees

Provision For Reserves: Actual Reserves June 30, 2019 Projected Reserves June 30, 2020 Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

145

June 2020

PROJECT DEVELOPMENT FINANCING OVERVIEW

FUNDING METHODOLOGY

Funds provided through Project Development Financing support efforts to finance the renovation, redevelopment and/or construction of quality, affordable homes and apartments in sustainable, mixed-

Advances from Working Fund reserves are provided to cover pre-development costs. Advances are repaid when permanent financing is in place.

income communities.

PROGRAM INITIATIVES ♦ HUD Choice Neighborhoods Initiative.

♦ Reposition activities and projects to enhance cash flow in NRHA’s existing rental portfolio.

NRHA FY2021 Proposed Budget

146

June 2020

PROJECT DEVELOPMENT FINANCING FY19 Actual

Revenue:

Net Tenant Rental Revenue

FY20 Approved Budget

FY20 Projected Actual

FY21 Requested Budget

Tenant Revenue - Other

HUD PHA Grants

Developer Fees

743,476

Other Income

Interest Income

Earnings

Appropriation from Other Programs Reserves

651,655 202,655

720,018

17,969

749,922

418,258

800,000

605,300

800,000

1,161,734

1,654,310

1,373,191

1,520,018

Administration Resident Services Maintenance Program

400,220 -

450,040 -

442,926 -

374,905 -

Total Labor Other Administration Other (Interproject Fee for Services) Employee Benefits Management Fees (Interproject)

400,220 44,935 40,272 110,603 147,446

450,040 26,833 42,766 149,524 185,147

442,926 15,066 42,611 120,769 146,519

374,905 29,030 44,690 113,429 157,964

Total Admin & Program Delivery Exp.

743,476

854,310

767,891

720,018

Relocation Demolition Planning Disposition Rehabilitation General Expense Interest Expense Bond Fees Client (New Loans) Principal Payment on Debt Equipment (Non Expendable/Hardware) Transfers to Other Projects Interproject Repayments or Advances Other Capital Expenditures

418,258 -

800,000 -

605,300 -

800,000 -

Total Program/Operating Expenses

$ $

1,161,734

1,654,310

1,373,191

1,520,018

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

Surplus (Deficit) From Operations

Provision For Reserves: Actual Reserves June 30, 2019

Projected Reserves June 30, 2020

Projected Reserves June 30, 2021

NRHA FY2021 Proposed Budget

147

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

148

June 2020

CENTRAL OFFICE

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2021 Proposed Budget

149

June 2020

NRHA FY2021 Proposed Budget

150

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

151

June 2020

CENTRAL OFFICE COST CENTER Overview of Funding Methodology and Services Provided

CENTRAL OFFICE COST CENTER The Central Office Cost Center (COCC) refers to the collective group of Authority business units that provide corporate oversight, specialized services and professional support benefitting all or multiple NRHA projects or programs (business centers) whose services may not be readily identifiable to a particular one. Some services of the COCC units are targeted to benefit all programs of NRHA while others benefit subsets of the Agency as follows: 1. Units that benefit all programs of the Authority that require indirect business overhead cost recovery. Organizationally, these units function within the Administrative Operations Division or Executive Offices and include: ♦ ♦ ♦ ♦ ♦ ♦ ♦

Administrative Services Department (including Procurement) Budget and Compliance Department Chief Administrative Officer Executive Office Finance Department Human Resources Information Technology

2. COCC units that benefit Property Management Functions and support the administration of the Housing Choice Voucher Program include: ♦ Chief Housing Officer ♦ Public Housing Property Management ♦ Project Base Voucher Property Management ♦ Public Housing Annual Plan Coordination ♦ Asset Management Function ♦ Resident Services (Central Oversight) ♦ Rental Properties - Third Party Management Oversight ♦ Specialized Maintenance The costs of each of the business units listed above are recovered from the benefiting properties, projects and programs under three different methodologies:

NRHA FY2021 Proposed Budget

152

June 2020

Fee for Service This method involves charging a management fee, service fee, and other allowable fees for those properties, projects and programs consistent with eligibility rules. Public Housing, the Capital Fund Program and the Housing Choice Voucher Program are examples of programs that allow fees for services as the basis for recovering overhead. Fees are also charged to external sources when services are rendered to nonaffiliated agencies. Proration of centralized front line costs Some properties and programs allow centralized “front line” activities, such as intake and security, to be prorated and the cost distributed to the benefitting properties based upon the number of units or the number of bedrooms. OMB-Compliant Indirect Cost Allocation Plan Properties, projects and programs that do not allow fee for service and/or proration may receive an allocation of COCC Indirect Costs based upon an Indirect Cost Allocation Plan (CAP).

SERVICES PROVIDED An overview of the services provided by each unit of the Central Office Cost Center is provided on the following pages. Asset Management Department The Asset Management department supports the public housing communities by supplying various services as follows: Maintaining the Public and Indian Housing Information Center (PIC) public housing report system as well as the Enterprise Income Verification (EIV) system to ensure the integrity of the data that is reported to HUD. ♦ Maintaining statistical analysis of public housing demographics and community activity data. ♦ Supplying the AMP managers with tools to assist in the management of their communities, e.g. a condensed monthly financial report called a “monthly report card”. ♦ Monitoring and inventory oversight including establishing procedures and processes, training staff, problem solving, annual physical inventory and reconciliation. ♦

The Asset Management department also conducts on-going systems training and

NRHA FY2021 Proposed Budget

153

June 2020

refresher sessions to the AMP staff as needed. The department assists the AMP managers in gathering the information required for their HUD on-site review and also reviews files and records for HUD compliance. In addition, the department manages the NRHA fraud hotline. Chief Administrative Officer (CAO) The Chief Administrative Officer provides oversight of the Authority's Finance and Administration departments that provide expert supportive services and administrative data to ensure all other business areas of the Authority are able to contribute to the achievement of the mission of the organization. The departments reporting to the CAO within the Administrative Operations Division are Finance, Structured Finance, Budget and Compliance and Administrative Services. The CAO is responsible for ensuring that the organizational infrastructure links goals, activities and people through planned processes and systems in a manner that supports the vision and growth of NRHA. Chief Housing Officer (CHO) The Chief Housing Officer oversees Property Management, Client Services and Community Engagement, Facilities Management, Specialized Maintenance and Housing Choice Voucher. The CHO keeps abreast of housing policies affecting these departments and makes recommendations and changes to relevant policies and procedures. Grants, plans and reports are reviewed and approved for submission to HUD and other governmental agencies. Periodic reviews are conducted by the CHO to ensure that NRHA complies with the laws of all governing agencies. Budget and Compliance Department The Budget and Compliance Department coordinates preparation of the financial components of NRHAâ&#x20AC;&#x2122;s operating and capital plan. Budget and Compliance manages annual operating and capital budgets of approximately $110 million annually. Specific support services include preparation of budget guidelines and instructions, coordination of budget preparation and review, providing feedback on budget status and approved budgets, publishing the budget document, providing needed budget, analytical and reporting data, monitoring budget, reporting and compliance oversight and providing assistance on budget and compliance issues. The Budget and Compliance Department also serves as liaison with funding providers

NRHA FY2021 Proposed Budget

154

June 2020

and coordinates many of the compliance audits for the Authority. Executive Office The Executive Director maintains NRHA’s strategic focus on the accomplishment of its mission and vision as well as overseeing the operations of all NRHA and affiliate organizations. The Chief Administrative Officer, Chief Housing Officer and Director of Development Operations, as well as the Communications and Government Relations, Human Resources, Information Technology, and Neighborhood Projects departments report to the Executive Director. Finance Department NRHA’s Finance Department monitors the fiscal integrity of the Authority. The department is charged with ensuring asset identification and control, providing sound fiscal guidance and performing traditional financial operations to include accounts payable, accounts receivable, payroll and monitoring compliance with financial mandates. Specific services provided for NRHA programs include: disbursement of all NRHA funds; processing and payment of biweekly payroll; draw-down of all government revenue; tracking and reporting on the status of nrha reserves and inter-project advances; tenant accounting for resident balances; tracking program notes and accounts receivable; grant accounting; cash and investment management; financial reporting; capital asset, land inventory accounting; supply inventory accounting; contract reporting and tracking; regulatory reporting; accounting for NRHA debt obligations; COCC/internal service fund accounting; maintenance of general ledger and chart of accounts; accounting for component units; maintenance of cost allocation system and evolving fee for service structure; third party property management monitoring and bookkeeping; fiscal agent accounting services; and annual financial and other audits. Communications and Government Relations Communication and Government Relations is responsible for every aspect of NRHA's internal and external communications. The department develops and implements communications and marketing plans for major initiatives such as the St. Paul’s area transformation as well as for internal programs and services including HomeNet, Housing Choice Voucher and others. The department is responsible for customer relations, special events, public and media relations, monitoring and communicating legislative changes impacting NRHA’s operations as well as production of multiple publications. It is responsible for the design and management of NRHA’s website and

NRHA FY2021 Proposed Budget

155

June 2020

intranet. It also handles all FOIA requests. Human Resources Human Resources is responsible for the professional, technical and administrative functions associated with staffing, compensation, benefits, training and development, human resources policy development and enforcement, employment law compliance, employee relations and other internal administration. Information Technology The Information Technology department provides a wide range of technology services to NRHA’s operating divisions to: ♦ Ensure that technology assets are fully operational for all users in support of daily business needs; ♦ Provide security for the Authority’s data from unauthorized access using industry best practices security measures; ♦ Perform daily backups of that data utilizing off-site storage; and ♦ Maintain vendor-provided and internally developed custom applications to serve the Authority’s business needs. Administrative Services Department Administrative Services provides a wide array of services to support all Authority operations. ♦ Procurement Services develops, recommends and establishes procurement policies and procedures; serves as internal consultant on procurement policy and procedures; oversees centralized small purchases, survey and disposition of expendable and non-expendable assets; conducts physical inventory of assets; administers the credit card purchasing program; administers the desktop office supply delivery program; provides centralized supply chain management, primarily for Housing Operations; and collaborates with the Economic Opportunities Office in outreach to Section 3 and Minority-Owned Business Enterprise vendors. ♦ Administrative Services manages incoming, distribution and bulk mail services; Central Files document management, records retention and storage; parking administration; cellular telephones; vehicle pool; service billings and payments and customer service. ♦ Property Management manages the 555 E. Main Street building and contract administration with third party realtors.

NRHA FY2021 Proposed Budget

156

June 2020

♦ Safety and Risk Management provides workers compensation management; general liability, property, auto and boiler insurance procurement and claims management; employee safety and risk management; conducts/facilitates employee and resident training in risk management and OSHA compliance; conducts loss prevention, control and accident investigations; and coordinates emergency incident response. Public Housing Property Management Public Housing Property Management provides managerial direction for the operations of all Public Housing communities to ensure that affordable, safe, decent and sanitary housing is available for qualified individuals and families through ongoing monitoring of the physical, management and financial condition of each community. In addition, Property Management ensures compliance with HUD public housing rules and regulations, equal housing laws, local ordinances and Americans with Disabilities Act regulations. Rental Properties – Third Party Management Oversight NRHA owns or has Annual Contributions Contract compliance oversight responsibility for several rental properties whose daily operations are managed by third-party realty companies. The COCC third party management oversight function serves to: assure contract compliance; monitor property performance; resolve issues related to contractors’ property management; maintain positive relations with contractors; monitor expenditures for conformity with budget; recommend housing policies, programs, and procedures; monitor compliance with laws and regulations; coordinate asset management functions with NRHA’s managed public housing operations; coordinate property inspections according to Uniform Physical Condition Standards set by HUD; randomly review records to ensure they are maintained properly; monitor review by HUD and the Virginia Housing Development Authority to ensure corrective action and contract negotiation. Resident Services Central Public Housing Coordination The COCC supervises the central resident service functions that support the public housing residents. Functions supervised include workforce development, resource development, and neighborhood management. Annual Plan Coordination Included in the COCC budget are the costs associated with coordinating the development of the draft annual plan, disseminating the draft, conducting meetings

NRHA FY2021 Proposed Budget

157

June 2020

with residents, staff and others, presenting the plan to NRHAâ&#x20AC;&#x2122;s Board of Directors and interested parties and submitting the plan to HUD. Prior to developing the draft plan, HUD guidelines are reviewed for new regulatory changes and/or mandates. After submission, staff follows up with HUD for approval and to receive feedback on the contents of the plan. Specialized Maintenance Shops Specialized Maintenance Shops perform services to maintain or improve the physical environment of NRHAâ&#x20AC;&#x2122;s housing communities and programs. Services include ground maintenance, electrical work, extermination, painting, plastering, plumbing, heating and other specialized maintenance services. To generate income to offset expenses, the shops charge fees for services to the housing communities and programs for actual work performed.

NRHA FY2021 Proposed Budget

158

June 2020

ADMINISTRATIVE SERVICES

Building Management, Central Files, Purchasing, and Risk Management & Safety

KEY CHALLENGES ♦ ♦ ♦

♦ ♦ ♦

COVID-19; impact and effect on standard business operations Ensuring that the needs of end users are met while maintaining compliance with statutory, regulatory and policy requirements Elevating Procurement to a position of strategic importance and encouraging the function to be better recognized as a value-generating resource within the agency, where sourcing success is linked to business outcome Partial agency use of the Elite Procurement System; using manual and electronic contracting procedures Temporary and permanent document storage facility filled to capacity Competitive leasing market and low occupancy of leased office space at 555 E. Main Street

FY2019 ACCOMPLISHMENTS ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦

Re-assigned procurement department staff, rotating client service areas to refresh skills, cross train and build new internal and external relationships Two procurement staff attended Emphasys User Group Training. All purchasing staff fully trained on the newly implemented Elite Procurement Module Two procurement staff made presentation at the NRHA Contractor’s Workshop Bank Card Administration yielded rebate for Purchase Cards and Travel Cards in the amount of $17,180.43 Closed out Phase I building upgrades at 555 E. Main Street: Garage Lighting, Railing at front entrance, HVAC Upgrades Successful Fire Drill at 555 E. Main Street, no casualties identified Received $2,000 Risk/Safety Grant Award for Critical Incident Alarm System for installation in a NRHA PH community Participated in the 2019 Housing Authority Insurance Group’s collaborative meeting with area PHAs Reconciled the erred obligation for NRHA to pay real estate assessment for leased space at 555 E. Main Street resulting in a reimbursement of 61,460.01 Completed anonymous tenant feedback survey; all responses were favorable Updated Vehicle/Driver Policy Completed mass shredding of outdated records, files, stored documents Created and executed Admin Services orientation training via virtual processes

NRHA FY2021 Proposed Budget

159

June 2020

ADMINISTRATIVE SERVICES

Building Management, Central Files, Purchasing, and Risk Management & Safety

FY2020 GOALS – 555 EAST MAIN STREET BUILDING MANAGEMENT Work with JLL, leasing company, on marketing strategy for the 555 E Main Street building and preparing leasing proposals for perspective tenants ♦ Implementation of Phase II garage deck construction work ♦

FY2020 GOALS - CENTRAL FILES ♦ ♦ ♦ ♦ ♦ ♦

Full and agency-wide implementation of an automated document management system Streamline and make administrative operational governance by revamping the outdated Administrative Procedures/Operations Manual Purchase and install proper weight bearing shelving for records volume at the Central Records archive site Organize central archive records site by separating permanent storage from dated retention storage files Prepare mass shredding of retention dated files Continue to scan historic and permanent records

FY2020 GOALS - PURCHASING ♦ ♦ ♦ ♦

♦ ♦ ♦ ♦

Promulgation and implementation of an agency-wide Electronic Signature Policy Continue to improve end-user relationships through negotiations of cost of services to improve transparency through established contracts Begin preparation for the re-solicitation of new stock contracts Continue to reduce costs through negotiation, cooperative procurement opportunities, and by combining departmental needs to increase buying power for NRHA. Manage P-Card spend for stock items purchases made by end users. Update the procurement procedures manual to include procedures for the use of Emphasys Elite Procurement Elite Authority wide refresher training in procurement procedures. Promote authority-wide usage of the Elite software program by developing easy to follow Elite Procurement training documents.

NRHA FY2021 Proposed Budget

160

June 2020

ADMINISTRATIVE SERVICES

Building Management, Central Files, Purchasing, and Risk Management & Safety

FY2020 GOALS - RISK MANAGEMENT & SAFETY ♦

♦

♦ ♦ ♦

♦

Promote a safe working environment that minimizes potential accidents for staff, residents and the general public by maintaining an active focus on safety and identifying corrective measures to eliminate or control recognized safety hazards. Continue to work with outside agencies and security programs to produce sitespecific emergency management procedures for both residents and employees to ensure a cohesive response in emergency situations. Continue with the Employee, Client, and Community safety initiative - establish emergency management procedures. Continue to advise, mitigate and address liability and risk concerns within the agency. Assist in the implement of on-job safety training and PPE use for specialized shops and property management maintenance. ♦ Encourage vehicle safety by training all required drivers on distracted driving and implement a cell phone usage policy for vehicle operators. Finalize updates and electronically redistribute the NRHA Employee Safety Manual

NRHA FY2021 Proposed Budget

161

June 2020

BUDGET AND COMPLIANCE KEY CHALLENGES The biggest challenges in FY2021 are to estimate the level of resources that will be needed to support the goal of transforming public housing and to assist executive management in developing a plan to obtain a sustainable budget.

FY2020 ACCOMPLISHMENTS ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦

Developed a process to monitor vacancy and turnover savings, providing the Board of Commissioners with quarterly updates. Worked with the Department of Human Resources to implement position control numbers. Prepared and submitted an application to VDHA for COVID-19 Emergency Funding support totaling $75,000. Prepared and submitted a balanced FY2021 Annual Operating and Capital Budget. Prepared mid-year and year-end reports to the Board of Commissioners on the Authority’s current fiscal year’s budget expenditures. Provided technical assistance and coordination in the preparation and execution of the operating and capital budget with participants of the budget process. Provided support and assistance to other departments during software implementations, audits, and new programs. Monitored appropriated funds. Provided various departments with program compliance assistance. Provided assistance in the preparation of the City’s FY2019 CAPER and FY2021 Annual Action Plan. Prepared and submitted funding applications to the City for the award of FY2021 HOME funds for Admin, Homebuyer Assistance and CHDO Set-Aside. Completed pre-Monitoring of HOME & CDBG Program in preparation of HUD and/or City Monitoring. Pursued collection of past due reimbursement of HOME & CDBG expenditures. Prepared and submitted a HCV & LIPH Compliance and Efficiency Evaluation report.

FY2021 GOALS ♦

Quantify the budgetary impacts of COVID-19 and present a budget amendment to the Board of Commissioner to correct any issues.

NRHA FY2021 Proposed Budget

162

June 2020

BUDGET and COMPLIANCE ♦ ♦ ♦ ♦ ♦ ♦ ♦

Work with management to identify expenditure reductions and revenue opportunities to assist in balancing future budgets. Streamline the budget process. Prepare the annual operating budget for approval by the Board. Complete the development of and implement a grants review process. Develop policies and procedures for grants compliance, management and reporting. Report bi-annually the Authority’s current fiscal position. Continue to promote fiscal responsibility among departments by working more collaboratively.

NRHA FY2021 Proposed Budget

163

June 2020

COMMUNICATIONS AND GOVERNMENT RELATIONS KEY CHALLENGES ♦ ♦ ♦ ♦

Completion of NRHA website overhaul and redesign. Continue Department staff training and development. Improve citizen/neighborhood perception of the Housing Choice Voucher program. Provide support for the St. Paul’s area redevelopment initiative.

FY2020 ACCOMPLISHMENTS ♦ Planned and implemented operational objectives and strategies to align the Communications Department with corporate strategic plans. ♦ Planned and implemented successful special events including the Annual Employee Meeting and the HUD EnVision Center press conference. ♦ Continued writing, designing and printing of the “Families First” newsletter serving all NRHA communities. ♦ Provided significant support services for the St. Paul’s area redevelopment initiative, including media relations as well as the creation of a St. Paul’s area website and Facebook page. ♦ Provided significant services in support of NRHA’s Choice Neighborhoods Initiative, including special tours of the St. Paul’s area for representatives from HUD. ♦ Produced and distributed NRHA’s 2018 Annual Report. ♦ Designed, developed and implemented PR and marketing strategies and campaigns. ♦ Planned and developed news releases, articles, reports, newsletters, ads, website and social media content as well as other materials for external and internal distribution. ♦ Provided support for activities in NRHA’s resident communities including creation of flyers and other promotional materials, photography and provision of marketing materials. ♦ Designed and developed graphics for print and digital media. ♦ Planned, developed and coordinated special events, conferences and appearances. ♦ Advised NRHA executive leadership on communications and PR matters. ♦ Represented the Authority in response to media information requests. ♦ Created and maintained positive relationships with elected government officials, government representatives, political agencies, business and industry organizations,

NRHA FY2021 Proposed Budget

164

June 2020

COMMUNICATIONS AND GOVERNMENT RELATIONS

♦ ♦ ♦ ♦

key influencers, community groups, public housing residents, news media and employees. Managed social media to showcase agency events, announcements, people and achievements. Managed and responded to all Freedom of Information Act (FOIA) requests. Prepared successful award submissions for NRHA’s Annual Report and Trunk or Treat event. Monitored and reported on legislative actions that affect the Authority’s operations.

FY2021 GOALS ♦ Provide clear and accurate information to the families within the St. Paul’s area to enable them to feel comfortable in making housing choices that best suit their needs.

♦ Improve citizen, neighborhood and landlord perception of the Housing Choice Voucher program through a targeted campaign. ♦ Support major NRHA property management and real estate development initiatives such as the St. Paul’s area redevelopment, Ocean View, Broad Creek and the repositioning of privately-managed properties. ♦ Implementation of NRHA’s website redesign. ♦ Provide regular General Assembly and Congressional delegation updates on NRHA activities as well as advocate for legislation that positively impact NRHA’s operations. ♦ Effectively represent NRHA in the community and with partner organizations. ♦ Plan and implement organization-wide special events. ♦ Provide marketing support to NRHA’s employee recognition program. ♦ Support NRHA resident community activities.

NRHA FY2021 Proposed Budget

165

June 2020

FINANCE

KEY CHALLENGES ♦ ♦

♦

Continue staff realignment activity with the goal of an overall reduction in staffing levels. Continue introduction of new programs and initiatives for organizational support that have either no additional or inadequate administrative funding and that require significant time to set up, track and draw funding. Continued maintenance of a significant number of “legacy” programs that have no new program initiatives but require administrative oversight and tracking of phasedown activity. These programs generate no new earned fees to cover administrative cost throughout this maintenance and phase down period. With the conversion of software from the Masterpiece platform to the Elite Administration Suite for Procurement, General Ledger, Accounts Payable, Grants and Fixed Assets completed, continue facing the challenge of determining maximum utilization of the system to aid in producing more user-friendly reports. Transition from Low Income Public Housing to Rental Assistance Demonstration/ Project Based Voucher (RAD/PBV) funding, which require different monthly processing as well as different fiscal year end reporting. Plan for the impact the development of the St. Paul’s area will have on the Public Housing and Housing Choice Voucher programs.

FY2020 ACCOMPLISHMENTS ♦

♦ ♦ ♦ ♦ ♦ ♦ ♦

Continued to update the protocols and procedures for the management and tracking of inventory and fixed assets between property management, purchasing and finance personnel. Applied for and obtained renewal of a Single Room Occupancy voucher contract before its annual expiration. Completed FY2019 unaudited financial statements by HUD’s August 31 deadline. Completed the FY2019audited financial statements with an unqualified (clean) opinion by HUD’s March 31 deadline. Implemented accounting for the RAD/PBV conversion of Diggs Town Phase I. Continued providing oversight for the accounting and reporting of the change in Park Terrace. Implemented additional rent payment options for Project Based Voucher residents. Secured the services of an audit firm to perform NRHA’s annual fiscal year end audit for another five year term

NRHA FY2021 Proposed Budget

166

June 2020

FINANCE FINANCE ♦

Created far-reaching revenue and expense models to forecast possible outcomes of the St. Paul’s area development.

FY2021 GOALS ♦

♦ ♦ ♦ ♦ ♦ ♦ ♦

♦ ♦ ♦ ♦

Revamp and simplify protocols and procedures for the management and tracking of inventory and fixed assets between property management, purchasing and finance personnel with inclusion of new software. Revamp and simplify payroll processing procedures and protocols. Continue to provide accounting oversight for the renovation of the Merrimack Landing project. Complete the implementation of accounting for RAD/PBV conversion of Diggs Town Phase I. Complete FY2020 unaudited financial statements by HUD’s August 31 deadline. Complete the FY2020 audited financial statements with an unqualified (clean) opinion by HUD’s March 31 deadline. Implement departmental affected areas of NRHA sustainability forecast and procedural change document. Continue to implement the new Elite Administration Suite software the Procurement, General Ledger, Accounts Payable, Grants and Fixed Assets modules to better position us to meet future reporting requirements needed for tax credit entities. Assist in the assessment of legacy programs to determine avenues for either transitioning them to performing assets or to closing them out. Assist the Budget Department in a review of the budget preparation and transaction recording process for Specialized Maintenance operations. Continue to update far-reaching revenue and expense models to forecast possible outcomes of the St. Paul’s area development. Implement paperless filing in various areas of departmental operations.

NRHA FY2021 Proposed Budget

167

June 2020

HUMAN RESOURCES

KEY CHALLENGES ♦ Attract and retain talent at an affordable cost. ♦ Control staffing management costs, especially temporary and turnover staffing costs. ♦ Expand and improve training content while managing training costs. ♦ Improve performance management systems. ♦ Offer a benefits program that attracts and retains employees, while also controlling benefit costs. ♦ Monitor and comply with changing legal requirements, particularly those related to compensation and health care reform. ♦ Expand the use of technology to improve administrative efficiencies and service delivery.

FY2020 ACCOMPLISHMENTS ♦ In concert with the NRHA Board of Commissioners, coordinated the recruitment and selection of the Executive Director. ♦ Facilitated key organizational structure changes, including reintegration of the Community Engagement Department into the Housing Operations division. ♦ Recruited and placed special project support staff for the St. Paul’s area initiative. ♦ Administered a two percent upward adjustment in the NRHA pay structure. ♦ Administered the Performance Review Summary evaluation system and coordinated a comprehensive pay-for-performance program for the fifth year. ♦ Expanded the training offered by NRHA, coordinated cybersecurity and discrimination prevention training and conducted a leadership training session. ♦ Served as an active member in the Norfolk Healthcare Consortium. ♦ Marketed wellness, biometric screenings, disease management, flu shot and other health management initiatives as well as financial wellness initiatives. ♦ Adopted the Commonwealth of Virginia Voluntary Group Long-Term Care Insurance Program. ♦ Participated as a member of the Critical Incident Response Team and supported organization-wide active threat training.

NRHA FY2021 Proposed Budget

168

June 2020

HUMAN RESOURCES FY2021 GOALS ♦ Provide effective and efficient action on proposed organizational changes in response to implementing grant-based housing and community engagement programs. ♦ Implement technological solutions to routine human resource and payroll operations including employee records management. ♦ Create and execute a comprehensive staff training strategy. ♦ Stabilize hiring and retention. ♦ Expand employee recognition and engagement. ♦ Continue to serve as an active member in the Norfolk Healthcare Consortium by obtaining and implementing recommendations for managing benefits costs from a benefits consultant. ♦ Act to assure compliance with new federal mandates.

NRHA FY2021 Proposed Budget

169

June 2020

INFORMATION TECHNOLOGY

KEY CHALLENGES ♦ Develop staff, engage in knowledge transfer and keep staff skill sets up-to-date in the face of the rapid advancement of technology. ♦ Balance an increasing and evolving workload with current staffing capacities. ♦ Continue the review of technology and operational methodology to seek ways to reduce costs while ensuring sustainability. ♦ Maintain legacy in-house custom programs for long-term sustainability and support. ♦ Grow understanding of the business directions and needs of NRHA to ensure that technology solutions meet those needs efficiently. ♦ Include non-traditional business areas within NRHA that require technology review and planning.

FY2020 ACCOMPLISHMENTS ♦ Upgraded desktop computers to Windows 10 and Microsoft Office 2019. ♦ Upgraded computer management, email, antivirus, ancillary databases and most custom programs to function in the new virtualized computer environment. ♦ Upgraded housing and administrative support software to the Elite Administration Suite (Elite) 2.0, MR2. ♦ Configured Elite email integration to allow for management notification of identified events. ♦ Implemented the Elite MyHousing Portal module for cloud-based Housing Choice Voucher open enrollment. ♦ Implemented the cloud-based Elite MyHousing Waitlist module that allows clients to update their waitlist status online. ♦ Upgraded server hardware at the 910 Ballentine facility to be fully compatible with 555 E. Main Street headquarters offices. ♦ Implemented electronic publication of the Board of Commissioners meeting agenda. ♦ Facilitated major security enhancements in rental offices including cameras, cards, emergency locking and alert systems. ♦ Implemented virtualized backup strategy and software. ♦ Renewed the copier/printer fleet. ♦ Facilitated the migration of Accounts Payable scanning to Laserfiche. ♦ Installed a new amplification system in the Board of Commissioner’ room. NRHA FY2021 Proposed Budget

170

June 2020

INFORMATION TECHNOLOGY ♦ Replaced the aging Cisco Firewall with the Barracuda Cloud Generation firewall.

FY2021 GOALS ♦ Assist in new budget software implementation. ♦ Assist in the creation of a Request for Proposal for Human Resources payroll software. ♦ Upgrade camera servers and software. ♦ Facilitate on-going security enhancements in community rental offices. ♦ Implement TAX Credit ♦ Install computer kiosks in community rental offices use by residents.. ♦ Implement a property maintenance work order management system to allow residents to enter and track work order tickets. ♦ Implement Elite’s Reasonable Accommodations Request tracking software module. ♦ Facilitate implementation of Elite’s Grants Management module for contracts. ♦ Purchase new iPads for Housing Choice Voucher inspectors ♦ Upgrade the audiovisual system in the Grandy Village Learning Center. ♦ Install the newest version of Crystal Server.

NRHA FY2021 Proposed Budget

171

June 2020

FY2021 Revenue & Expenditures Requested Revenue

Central Office Cost Center

FY2021

Description

Management Fees (Internal Projects)

Federally Aided Housing via HUD-approved Safe Harbor Fees Section 8 program via HUD-approved Safe Harbor Fees RAD/Project Based Voucher via HUD-approved Safe Harbor Fees Diggs Phase I-approved Safe Harbor Fees Cottage Bridge via 6% of gross rent Development Operations via allocated costs Project Development Financing initiatives via allocated costs Specialized Maintenance via allocated costs Capital Fund Administration 3rd Party Oversight Management

Amount

Other Fees for Service (Internal Projects)

Fees earned for Specialized Maintenance Services Rental Income 555 Main Street Office (Other Programs)

Fees for Service and Other Revenue (External Projects)

Specialized Maintenance fees charges Other Revenue for Administration Operations

Reserves or Appropriations (Internal Projects)

Specialized Maintenance NRHA Rent Project Communications & Government Relations

Total Revenue Requested Expenditures

Total Expenditures Excess/Deficit

2,323,822 878,982 465,005 189,117 35,576 459,786 157,964 835,660 514,337 325,398

16.34% 6.18% 3.27% 1.33% 0.25% 3.23% 1.11% 5.88% 3.62% 2.29%

5,792,666 711,272

40.72% 5.00%

80,000 30,000

0.56% 0.21%

899,301 73,075 451,985

6.32% 0.51% 3.18%

$ 14,223,946 100.00%

Description

Labor Employee Benefits Management Fee Expense Other Administration General Expense Copiers Capital & Multiyear Programs Equipment Information Services Insurance - Liability Insurance - Property Maintenance Rent 910 Building Rent 555 Main Street (COCC) Operating Transfer Out Training and Travel Utilities Vehicle

Amount

6,246,987 2,238,185 835,660 836,564 1,500 35,691 130,000 189,878 37,554 46,307 55,861 1,860,904 277,395 1,097,623 83,348 126,244 85,495 38,750

43.92% 15.74% 5.88% 5.88% 0.01% 0.25% 0.91% 1.33% 0.26% 0.33% 0.39% 13.08% 1.95% 7.72% 0.59% 0.89% 0.60% 0.27%

$ 14,223,946 100.00% $ -

Central Office Cost Center Summary by Functional Group TOTAL

Executive & Administrative Offices

Line Item Descriptions Resources City Grant Interest Income Management Fee (Interproject) Other Fees (Interproject) Other Fees for Service (External Source) Other Revenue (External Source) Appropriation of (this project) Reserves Transfer from Other Projects Total Resources Expenditures Capital & Multiyear Programs Copiers Employee Benefits Equipment General Expense Insurance - Liability Insurance - Property Interest Expense Information Technology Labor Maintenance Management Fee Expense Other Administration Protective Services Rent 910 Building Rent 555 Main St. Building COCC Rent 555 Main St. Building Other Programs Telephone Transfer to Other Programs Training and Travel Utilities Vehicle Total Expenditures Excess/Deficit NRHA FY2021 Proposed Budget

$ $

30,000 30,000

Housing Management COCC -

Development Management COCC -

24,443 1,018,384 3,599 27,161 2,836,151 409,328 265,919 81,568 38,750 4,705,303

5,484 258,799 2,013 841,609 13,232 74,223 19,610 1,214,970

4,421 250 460 4,695 6,289 5,550 21,665

(4,675,303)

(1,214,970)

(21,665)

173

Mutual Income COCC 5,947,584 5,947,584 5,947,584

Executive, Administrative, Housing Mgmt, Mutual Income

5,911,938 30,000 5,941,938 34,348 1,277,183 3,849 29,634 3,677,760 427,255 6,289 340,142 106,728 38,750 5,941,938 June 2020

Central Office Cost Center Summary by Functional Group

Expenditures Capital & Multiyear Programs Copiers Employee Benefits Equipment General Expense Insurance - Liability Insurance - Property Interest Expense Information Technology Labor Maintenance Management Fee Expense Other Administration Protective Services Rent 910 Building Rent 555 Main St. Building COCC Rent 555 Main St. Building Other Programs Telephone Transfer to Other Programs Training and Travel Utilities Vehicle Total Expenditures

Excess/Deficit

NRHA FY2021 Proposed Budget

Specialized Maintenance

555 E. Main Street & Other Programs

Rental Properties 3rd Party Oversight Management Project

5,792,666 80,000 899,301 6,771,967

20,900 711,272 504,160 1,236,332

273,709 273,709

6,206,547 6,503,938 30,000 80,000 1,403,461 14,223,946

130,000 811,444 186,666 46,307 55,861 2,154,166 1,853,042 835,660 342,220 271,106 85,495 6,771,967

1,343 99,999 363 1,500 7,920 276,897 7,862 66,089 754,843 19,516 1,236,332

49,559 138,164 2,638 190,361

130,000 35,691 2,238,185 190,878 1,500 46,307 55,861 37,554 6,246,987 1,860,904 835,660 835,564 277,395 1,097,623 126,244 85,495 38,750 14,140,598

83,348

174

GRAND TOTAL

June 2020

Central Office Cost Center Detail

Admin Services

Line Item Descriptions Resources City Grant Interest Income Management Fee (Interproject) Other Fees (Interproject) Other Fees for Service (External Source) Other Revenue (External Source) Appropriation of (this project) Reserves Transfer from Other Projects Total Resources Expenditures Capital & Multiyear Programs Copiers Employee Benefits Equipment General Expense Insurance - Liability Insurance - Property Information Technology Labor Maintenance Management Fee Expense Other Administration (direct) Protective Services Rent 910 Building Rent 555 Main St. Building COCC Rent 555 Main St. Building Other Programs Telephone Operating Transfer Training and Travel Utilities Vehicle Total Expenditures Excess/Deficit

NRHA FY2021 Proposed Budget

AED For Fin & Adm Svc & CFO

Budget & Compliance

15,000 15,000

Executive Office 15,000 15,000

Finance Dept -

Human Resources -

Information Services

Procurement

2,866 74,189 197,877 105,038 25,236 5,825 31,000 442,031

29,725 400 129,458 8,750 9,021 3,500 180,854

3,295 115,843 200 369,303 26,875 38,124 3,000 556,640

5,801 77,657 273 237,734 132,625 14,290 7,488 7,750 483,618

6,215 330,563 426 16,051 870,893 41,564 77,132 12,000 1,354,844

1,112 123,802 300 7,061 302,199 83,332 29,842 6,000 553,648

2,242 169,657 471,426 2,206 52,370 35,805 733,706

2,912 96,948 1,000 4,049 257,261 9,938 19,904 7,950 399,962

(442,031)

(165,854)

(556,640)

(468,618)

(1,354,844)

(553,648)

(733,706)

(399,962)

175

June 2020

Central Office Cost Center Detail

Assistant Executive Director of Housing

Line Item Descriptions Resources City Grant Interest Income Management Fee (Interproject) Other Fees (Interproject) Other Fees for Service (External Source) Other Revenue (External Source) Appropriation of (this project) Reserves Transfer from Other Projects Total Resources Expenditures Capital & Multiyear Programs Copiers Employee Benefits Equipment General Expense Insurance - Liability Insurance - Property Information Technology Labor Maintenance Management Fee Expense Other Administration (direct) Protective Services Rent 910 Building Rent 555 Main St. Building COCC Rent 555 Main St. Building Other Programs Telephone Operating Transfer Training and Travel Utilities Vehicle Total Expenditures Excess/Deficit

NRHA FY2021 Proposed Budget

$ $

Public Housing Property & Asset Mgmt.

Client Services

Housing Programs Director & Annual Plan -

Development -

117 38,273 140,413 5,435 15,244 3,650 203,132

2,446 116,334 2,013 376,882 23,662 521,337

1,741 81,929 273,666 5,900 30,075 5,500 398,811

1,180 22,263 50,648 1,897 5,242 10,460 91,690

5,550 21,665

(203,132)

(521,337)

(398,811)

(91,690)

(21,665)

176

4,421 250 460 4,695 6,289 -

Mgmt. Fee Public Housing 2,323,822 2,323,822 2,323,822

Mgmt. Fee Project Based Voucher/ RAD Projects 465,005 465,005

Mgmt. Fee Diggs Phase I 189,117 189,117

465,005

189,117

June 2020

Central Office Cost Center Detail

Mgmt. Fee Cottage Bridge

Line Item Descriptions Resources City Grant Interest Income Management Fee (Interproject) Other Fees (Interproject) Other Fees for Service (External Source) Other Revenue (External Source) Appropriation of (this project) Reserves Transfer from Other Projects Total Resources Expenditures Capital & Multiyear Programs Copiers Employee Benefits Equipment General Expense Insurance - Liability Insurance - Property Information Technology Labor Maintenance Management Fee Expense Other Administration (direct) Protective Services Rent 910 Building Rent 555 Main St. Building COCC Rent 555 Main St. Building Other Programs Telephone Operating Transfer Training and Travel Utilities Vehicle Total Expenditures Excess/Deficit

NRHA FY2021 Proposed Budget

$ $

35,576 35,576 35,576

Mgmt. Fee Section 8 878,982 878,982 878,982

Mgmt. Fee Residental Options Inc. -

177

Mgmt. Fee Capital Fund

Mgmt. Fee Specialized Maintenance

514,337 514,337

835,660 835,660

514,337

835,660

Mgmt. Fee Development 459,786 459,786 459,786

Mgmt. Fee Housing Reinvention

TOTAL Executive, Administrative, Housing, Development, Management Fee

209,653 209,653

5,911,938 30,000 5,941,938

34,348 1,277,183 2,849 29,634 3,677,760 428,255 6,289 340,142 106,728 38,750 5,941,938

209,653

June 2020

Central Office Cost Center Detail

Specialized Maintenance

Line Item Descriptions Resources City Grant Interest Income Management Fee (Interproject) Other Fees (Interproject) Other Fees for Service (External Source) Other Revenue (External Source) Appropriation of (this project) Reserves Transfer from Other Projects Total Resources Expenditures Capital & Multiyear Programs Copiers Employee Benefits Equipment General Expense Insurance - Liability Insurance - Property Information Technology Labor Maintenance Management Fee Expense Other Administration (direct) Protective Services Rent 910 Building Rent 555 Main St. Building COCC Rent 555 Main St. Building Other Programs Telephone Operating Transfer Training and Travel Utilities Vehicle Total Expenditures Excess/Deficit

NRHA FY2021 Proposed Budget

$ $

555 E. Main Street

Government Relations

Rental Properties 3rd Party Mgmt. Fee Oversight Hampton Management Roads Venture Project

Grand Total

5,792,666 80,000 899,301 6,771,967

711,272 73,075 784,347

431,085 431,085

20,900 20,900

273,709 273,709

6,206,547 6,503,938 30,000 80,000 1,403,461 14,223,946

130,000 811,444 186,666 46,307 55,861 2,154,166 1,853,042 835,660 342,220 271,106 85,495 6,771,967

13,708 1,500 4,240 29,463 7,862 727,324 250 784,347

1,343 81,208 363 3,680 231,617 66,089 27,519 19,266 431,085

5,083 15,817 20,900

49,559 138,164 2,638 83,348 273,709

130,000 35,691 2,238,185 189,878 1,500 46,307 55,861 37,554 6,246,987 1,860,904 835,660 836,564 277,395 1,097,623 83,348 126,244 85,495 38,750 14,223,946

178

June 2020

COCC - Specialized Maintenance Detail Automotive Equipment Fund

Line Item Descriptions

Resources City Grant Interest Income Management Fee (Interproject) Other Fees (Interproject) Other Fees for Service (Ext. Source) Other Revenue (External Source) Appropriation of (this project) Reserves Transfer from Other Projects Total Resources Expenditures Capital & Multiyear Programs Employee Benefits Equipment Insurance - Liability Insurance - Property Information Technology Labor Maintenance Management Fee Expense Other Administration (direct) Rent 910 Building Other (Interproject Fees for Service) Utilities Total Expenditures Excess/Deficit

$ $

Carpentry Shop

Electrical

Electronics

952,194 40,000 992,194

1,083,036 40,000 1,123,036

229,827 229,827

79,294 79,294

57,242 186,666 45,964 47,803 166,547 231,578 70,174 2,502 35,223 2,640 846,339 145,855

116,205 303,563 393,000 127,904 2,372 67,692 55,688 1,066,424 56,612

41,604 115,388 72,500 48,618 610 4,536 27,700 310,956 -81,129

4,725 52,260 30,000 657 160 1,080 7,750 96,632 -17,338

NRHA FY2021 Proposed Budget

Extermination

Grounds

276,625 276,625

Housing Ops. Bldg

HVAC

Painting

Specialized Maintenanc Sanitation e Admin

789,209 789,209

381,520 381,520

1,111,244 1,111,244

337,094 337,094

23,000 23,000

118,622 118,622

63,517 138,032 157,781 358,275 34,000 399,800 66,480 150,957 1,661 4,080 4,284 45,470 34,000 361,723 1,096,614 -85,098 -307,405

130,000 343 8,058 162,964 20,428 85,495 407,288 -25,768

153,185 393,709 306,000 165,887 2,614 23,350 62,000 1,106,745 4,499

46,143 111,598 53,200 47,021 956 1,500 23,250 283,668 53,426

112,572 -

13,667 30,547

179

327,135 3,000 87,213 14,116 77,904 16,026 637,966 -614,966

12,871 507 39,000 96,592 22,030

Tool Room

Tile

317,327 317,327

Grand Total

93,674 93,674

5,792,666 80,000 5,872,666

46,287 18,265 87,393 49,970 166,000 1,000 36,823 21,055 600 310 4,700 5,367 15,500 7,750 357,303 103,717 -39,976 -10,043

130,000 811,444 186,666 46,307 55,861 2,154,166 1,853,042 835,660 30,488 271,106 311,732 85,495 6,771,967 -899,301

June 2020

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2021 Proposed Budget

180

June 2020

GLOSSARY AND ACRONYMS

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2021 Proposed Budget

181

June 2020

NRHA FY2021 Proposed Budget

182

June 2020

BUDGET GLOSSARY The Budget Document contains a variety of terms, phrases, and references to programs that are not generally familiar. Some are unique to governmental budgeting or housing agencies; some are unique to NRHA. This glossary made liberal use of glossaries already compiled by other governmental entities and of NRHA’s independent auditors. In all instances, terms are defined as they are used in NRHA’s budget. Account – A separate financial reporting unit for budgeting, management, or accounting purposes. All budgetary transactions (revenue or expenditure) are recorded in accounts. Several related accounts may be grouped together in a fund.

Acquisition – Costs associated with the actual purchase or other acquisition of land. Activity – A specific line item capturing the cost of work performed to accomplish a function, project or program for which a governmental unit is responsible.

Accounting System – The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity or fund.

Administration (also Administrative) – Costs associated with the general management, oversight, coordination, monitoring and evaluation of program. While these costs are not a component of the final work product, they are essential to the accomplishment of program objectives. At NRHA, direct program administration costs are captured in the activity “administration” or “other administration”. Indirect administrative costs are captured in the line called “Allocated Administration Costs”.

Accounts Payable (A/P) - is the obligation that a business owes to its creditors for buying goods or services. It is the unpaid invoices, bills, or statements for goods or services rendered by outside contractors, vendors or suppliers. Accounts Receivable (A/R) - Money which is owed to a company by a customer for products or services provided on credit. A specific sale is generally only treated as an account receivable after the customer is sent an invoice.

Advances – The temporary loan of cash from one program to another in anticipation of the future repayment.

Accrual – A method of accounting that recognizes the financial effect of transactions, events and inter-fund activities when they occur, regardless of the timing of related cash flows.

NRHA FY2021 Proposed Budget

Allocations – The allowable costs of services provided by a governmental unit on a centralized basis to its departments and units; these central service costs are accumulated during the month then distributed (or allocated) to the appropriate programs based on the relative benefit received – 183

June 2020

Annual Contributions Contract (ACC) – Each public housing project is covered by an ACC which is executed between HUD and the PHA and sets forth the specific obligations and responsibilities of each party in the implementation of the Public Housing Program.

as defined by a documented central service cost allocation plan. The services are necessary for the function of the organization as a whole, but cannot be directly assigned to one program. i.e. accounting, computer support, human resources, etc. or are considered more efficient to administer centrally i.e. (liability insurance, office rent, division general office expenses).

Appropriation – An authorization made by NRHA Board of Commissioners, which permits NRHA to incur obligations and to make expenditure of resources. An appropriation is a specified sum of money from a specified fund for a specific purpose.

Amendment – A change to an adopted budget which may increase or decrease a fund total and requires Board of Commissioner approval. American Dream Down Payment Initiative (ADDI) – Provides down payment, closing cost and rehabilitation assistance in the amount of $10K or 6% of the home’s purchase price to eligible individuals to help increase the homeownership rate among minority and lower-income households.

Approved Budget - The financial plan of revenue and expenditures for a fiscal year that are adopted once approved by the Board of Commissioners. Audit – Systematic collection of sufficient, competent evidential matter needed to attest to the fairness of the presentation of the Authority’s or service provider financial statements. The audit tests the Authority’s accounting system to determine whether the internal accounting controls are both available and being used.

Americans with Disabilities (ADA) – Civil rights protection for individuals with disabilities similar to those provided to individuals on the basis of race, color, sex, national origin, age and religion. It guarantees equal opportunity for those with disabilities in public accommodations, employment, transportation, state and local government services and telecommunications.

Authority – Refers to Norfolk Redevelopment and Housing Authority. Available Fund Balance – That portion of a fund balance available within the current period or soon enough thereafter to be used to pay liabilities of the current period.

Administrative Operating Cost - i.e. legal, consultant, sundry admin, office supplies, training, travel, vehicles, employee recognition, printing and reproduction, mileage

Balance Budget – Total revenues equal total expenses.

Administrative Overhead- Fixed Cost associated with doing business. Examples include rent, telephones, PC software, copiers/printers, PC Maintenance.

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Balance Sheet – That portion of the Authority’s financial statement that discloses the assets, liabilities and reserves. The sheets reflect the

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balances of specific government funds as of specific date.

Proposed budget is drafted first. Once it is approved and adopted by the Board, it becomes the “Approved Budget.”

Basis of Accounting – A term used when revenues, expenditures, expenses, transfers, assets, and liabilities are recognized in the accounts reported in the financial statements. Specifically, it relates to timing of measurements made, regardless of nature to the measurement, on the cash, modified accrual or accrual method.

Budget Amendment– A procedure to revise a budget appropriation either by: a) NRHA Board approval via adoption of a supplemental Resolution for any addition appropriation, or b) Chief Executive Officer approval for any interdivisional or inter-fund adjustments.

Beginning/Ending Balance – Cash resources available in a fund from the prior/current fiscal year after payment of the prior/current fiscal year’s expenditures. This is not necessarily cash on hand.

Budget Calendar – Key date schedule NRHA follows in the preparation, adoption, and implementation of the budget. The calendar begins with the issuance of the budget preparation package; ends with adoption of the budget by resolution of the Board of Commissioners.

Blighted Area – Is an area and or structure of a community which constitutes physical, social or economic liabilities. Redevelopment is in the interest of the people of the community and the city.

Budget Document – A bound version of approved budget authorizations presented as a comprehensive financial program.

Board of Commissioners – (BOC) Locally appointed citizens who serve as the direct supervisor and policy makers of a local public agency for a specified term, usually without financial compensation.

Budgetary Control – The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues.

Bond Fees – Funds received to pay down principal debt of a loan.

CHDO Support & Administration – Expenditures relating to the Community and Housing Development Organization, a nonprofit housing provider.

Broad Creek Village Center - Includes the former site of the Roberts Village public housing community that has been cleared and is awaiting development.

Capital Budget – A plan of expenditures which results in the acquisition of or addition to fixed assets, and the means of financing these expenditures.

Budget (Operating) – A plan of financial operation embodying an estimate of proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them.

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Capital & Direct Cost- money spent by an organization for long-term improvements as well as money not consumed directly by the grantee. Examples are Capital Expenditures for Public Housing and Direct program Costs such as Planning, A&E, Acquisition, Relocation, Demolition, Site Improvement, and HCV Payments

Capital Improvement Program Neighborhood (CIP-N) – A short-range plan, usually four to six years, which identifies neighborhood projects, provides a planning schedule and identifies options for financing the plan. Central Service Cost Allocation Plan – The documentation identifying, accumulating, and allocating allowable costs of services provided by a governmental unit on a centralized basis to its departments and units. The costs of these services may be allocated or billed to users.

Capital Equipment – Chattels which have a useful life of more than five years and a unit cost of at least $5,000.00. Capital Expenditures – Cost that is incurred in the acquisition or improvement of property asset.

CEO Contingency - Funds activities that support internal and external initiatives that are otherwise ineligible under Federal programs.

Capital Fund Admin. - Management fee provided by HUD for the oversight for physical improvements to all public housing communities as well as some supportive services.

Chart of Accounts – The list of general ledger account numbers that subdivide basic accounting equations, with associated titles and definitions, used by an entity for posting to its general ledger.

Capital Fund Program – Provides funding for physical and management improvements to all Public Housing Authorities. Capital Improvement – A permanent addition to NRHA’s assets (for operations), including the design, construction, or purchase of land, buildings, or facilities, or major renovations.

Choice Neighborhoods Initiative – A competitive grant program that provides flexible resources for local leaders to help transform highpoverty, distressed neighborhoods into mixedincome neighborhoods with the affordable housing, safe streets, and good schools every family needs.

Capital Improvement Program (CIP) – A plan for capital expenditures to provide long lasting physical improvements to be incurred over a fixed period of several future years.

COCC Admin - A collective group of business units of the Authority which provide corporate oversight, specialized services, and professional support.

Capital Improvement Program Independent (CIP-I) – A short-range plan, usually four to six years, which identifies independent projects, provides a planning schedule and identifies options for financing the plan.

COCC Specialized Maintenance - A collective group of specialized trades that perform maintenance services primarily to the public housing communities.

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Community/Property Operating Cost - i.e. insurance for property and liability, utilities, maintenance

development corporation that serves the needs of low-wealth and low-income individuals and families in the southeast by creating affordable, green, sustainable housing opportunities and services for them.

Cost of living Adjustment (COLA) –- An increase in salary for employees intended to adjust for inflation.

Comprehensive Grant Program (CGP) – A formula-determined federal grant program which is aimed at funding capital improvements and correction of construction and management deficiencies in the federally-assisted housing communities to ensure their continued availability to low and moderate income families.

Collateralized Mortgage Obligations – A security backed by a pool of pass-through rates structured so that there are several classes of bondholders with varying maturities, called tranches. The principal payments from the underlying pool of pass-through securities are used to retire the bonds on a priority basis as specified in the prospectus.

Contingency – An authorized budgetary set aside for emergencies or unforeseen expenditures during the fiscal year.

Come Home To Norfolk, Now (NOW) – is a program designed to encourage and maximize investment in Norfolk’s neighborhoods and to spread the word about the breadth and quality of the city’s housing

Contributed Capital – An equity account that shows the amount of permanent fund contributed to that fund.

Community Development – A special Revenue Fund which accounts for the implementation and administration of the Federal Community Development Block Grant Program and the cost associated with the delivery of financial services for the Community Development loan and grant and rental rehabilitation program.

Core Business Services - A newly created project to expense certain services (IT, Parking, Employee Assistance Program and Telephone Lines) determined to be an administrative burden to distribute to the program. Cost – An amount as determined on cash, accrual, or other basis acceptable to the Federal awarding or cognizant agency. It does not include transfers (permanent nor temporary) to a general or similar fund.

Community Development Block Grant Program (CDBG) – A federal program which allocates block grants to local governments to be used to meet housing and community development needs. NRHA applies to the City of Norfolk each year to obtain funding to perform particular projects for the city. Community Housing (CHP) - a 501(c)(3)

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Davis-Bacon – Statutory requirement that persons working on federally supported projects is paid at least a minimum of prevailing wage. Debt Service Fund – The Debt Service Fund accounts for transactions related to resources

Partnership community

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obtained and used for the payment of interest and principal on long-term general obligation debt, except for the debt payable by the propriety Fund Types. Resources are principally derived from contributions from HUD.

drawing funds against a letter of credit, a federal grant, or an escrow account). Eminent Domain – Authority of a government agency to acquire property for public purposes. This is also known as condemnation.

Deficit – The excess of expenditures over revenues (cash basis).

Employee (or Fringe) Benefits - Amounts paid on behalf of employees, not included in the gross salary. Examples are group health or life insurance payments, contributions to employee retirement, Social Security taxes, workers’ compensation payments and unemployment insurance payments.

Demolition – Costs related to the removal of a structure, existing paving, foundations, utilities and related infrastructure. Department – A defined segment of NRHA employees and equipment assigned overall management responsibility for a group of related operations within a functional area.

Encumbrance – The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure.

Department of Housing and Urban Development (HUD) – The Federal agency responsible for administering the bulk of federal funds allocated to housing and economic development programs.

Enterprise Funds – Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises – where the intent of the Authority is that the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis will be recovered primarily through user charges. The measurement focus is upon determination of net income, financial position, and changes in financial position.

Depreciation – 1) Expiration in the service life of a capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. 2.) That portion of the cost of a capital asset which is charged as an expense over the expected usable life of the asset. Disposition – The cost associated with acquired property, such as legal fees and surveys, and routine maintenance.

Equipment – An article of tangible personal property that has a useful life of more than 2 years and a cost of $500 or more.

Division – A group of departments that make up the various units which are functionally unique in their service delivery:

Estimated Revenue – The amount of revenue projected to be collected during the fiscal year.

Drawdown - The withdrawal of funds from an account established for a specific purpose (e.g.,

NRHA FY2021 Proposed Budget

Expendable – Property that is consumed, loses its identity, or becomes an integral part of other

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property and has an expected life of less than one year, with a cost of under $500(example: materials and supplies).

lead to economic independence and selfsufficiency. Federal Insurance Contributions Act tax (FICA) – Mandates that an employer withhold a set percentage of an employee’s pay each pay period and requires that the employer match the employee’s amount and contribute the money to the Social Security Trust Fund.

Expenditure/Expense – Decreases in net financial resources. Refers to the outflow of funds paid in acquiring an asset, goods, or services which requires current or future use of current assets. External Source – A source outside of NRHA.

Fees for Service & Other Income (External Projects) – are funds earned by COCC functions when services are rendered to non-NRHA entities, i.e. rental of office space, maintenance of small equipment.

Extraordinary Maintenance - Work that is not recurrent, is substantial in scope, and is performed in connection with specific work programs. Whether performed by the owner or regularly employed staff, specific labor force, or under contract, the expenditure involved would otherwise materially distort the level trend of ordinary maintenance expense.

Fiscal Year (FY) – The twelve (12) month period for recording financial transactions. NRHA’s fiscal year begins July 1st and ends June 30th. Fiscal Year-to-Date (FYTD) – A total of all activity from the first day of the fiscal year (July 1) to the date the information was last updated.

Fair Labor Standards Act (FLSA) – Requires most employers in the United States to comply with minimum wage and hour standards. It requires overtime payment for employees working more than 40 hours per work week, employment limitations for children and mandated record keeping by employers.

Fixed Assets – Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment.

Family Investment Center (FIC) – Located in Calvert Square, it provides the public housing communities with a variety of sources and support such as the Family Resource Center, Youth Center, Elderly Programs and the Early Childhood Education Program. It is a unique partnership between several public and private agencies.

Fund – An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Fund Balance – The excess of an entity’s or fund’s assets over its liabilities and is therefore also known as surplus funds. A negative fund balance is sometimes known as a deficit.

Family Self-Sufficiency (FSS) – A HUD program that encourages communities to develop local strategies to help families living in subsidized housing obtains employment that will

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Funding Gap - The amount by which expenditures exceed revenues for a particular program or project.

procedures necessary to define accepted accounting practices at a particular time. They include not only broad guidelines of general applications, but also detailed practices and procedures. The GAAP provides a standard by which to measure financial presentations. The primary authoritative body on application of GAAP to state and local government is the Government Accounting Standards Board (GASB).

Fungible – a commodity that is freely interchangeable with another in satisfying an obligation. General Fund (GF) – The fund is a contractual agreement between the City and NRHA which provides additional funds for staffing neighborhood initiatives and special projects.

Goal – The milestone the program or organization aims to achieve.

General Expense – An expense not directly connected with any single department.

Government Relations (Formerly Communications and Marketing) - The department oversees development, planning, implementation and integration of all communications and marketing strategies in support of NRHA’s initiatives and coordinates liaison activities for legislative matters.

General Governmental Revenue – The revenue of government other than those derived from and retained in an enterprise fund. General Obligation Bonds – Bonds that finance a variety of public projects such as streets, buildings, and improvements; the repayment of these bonds is usually made from secondary property taxes, and these bonds are backed by the full faith and credit of the issuing governmental body.

Grant – A contribution by the government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed to the grantee.

General Operating Expenditures – Expenses incurred for administration, maintenance, establishment of reserves and other costs and charges (including, but not limited to payments in lieu of taxes and operating improvements) which are necessary for the operation of a project.

HUD – see Department of Housing and Urban Development Hard Cost – The costs directly associated with the construction of a development, including labor, materials, general contractor, profit and contingencies.

Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards and guidelines for financial accounting and reporting. These principles govern the form and content of the financial statements of an entity. The GAAP encompasses the conventions; rules and

NRHA FY2021 Proposed Budget

Home Investment Partnership Program (HOME) – The largest Federal block grant to state and local governments designed exclusively to create affordable housing for low-income

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Housing Opportunities for Persons With AIDS (HOPWA) - A program dedicated to the housing needs of low-income persons living with HIV/AIDS and their families.

households.. The program is funded under Title II of the National Affordable Housing Act of 1990. Homeownership Opportunity Program – A housing program administered by NRHA that offers low income housing to qualified individuals under a program of ‘rent with option to buy.

Housing Quality Standards (HQS) – housing standards defined by HUD to establish minimum quality criteria necessary for the health and safety of program participants.

Hope VI – A grant to assist Public Housing Authority’s in improving the living environment for public housing resident of severely distressed public housing projects through the demolition, rehabilitation, reconfiguration, or replacement of obsolete public housing projects.

Improvements – The necessary changes to a parcel(s) of land that is required for this future development. These often include modifications of the roadways, water and sewer mains, and the parcel capacity.

Housing Assistance Payments (HAP) - That portion of rent subsidize by the Section 8 program for eligible households in the private sector.

Income – A term used in proprietary fund-types accounting to represent, (1) revenues or (2) the excess of revenues over expenses. Indirect Cost – A cost that is not directly related to the production of a specific, good or service, but that is indirectly related to a variety of goods or services.

Housing Choice Voucher Program (HCVP) – A program that assists very low-income families, elderly, and the disabled afford decent , safe and sanitary housing in the private market by: providing “tenant-based” rental assistance vouchers for tenants to move from one unit meeting housing quality standards to another (assistance stays with the tenant); allowing individuals to apply their monthly voucher towards the purchase of a home; and allowing part of the program funding to be used for “project-based” rental assistance vouchers for a specific number of units in a building (assistance stays with the unit).

Infrastructure – Public improvements which support development, including street lights, sewers, flood control facilities, water lines, gas lines, telephone lines, etc. Interest Expense – The cost of borrowing funds in the current fiscal year. Interest Income - Income generated from investments. Internal Control – A process, affected by the management and other personnel of an entity, designed to provide reasonable assurance regarding the achievement of objectives in the following categories: (i) effectiveness and efficiency of operations and programs (ii)

Housing Choice Voucher (SRO-Single Room Occupancy) – Housing Choice Vouchers that assist homeless participants obtain housing in a single room occupancy facility.

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Low Income Housing – Encompasses the revenues and expenditures of the Authority’s federally aided housing projects, the Comprehensive Improvement Assistance Program, and the Comprehensive Grant Program.

reliability of information and financial reporting, and (iii) compliance with applicable laws and regulations. Internal Service Funds – Internal Service Funds provides a means to account for the financing of goods or services provided by one department to other departments within the Authority on a costreimbursement basis.

Low Income Public Housing (LIPH) – refers to residencies for individuals or families with low annual household income. The purpose of low income housing is to provide places for people to live at a reasonable cost for them to afford.

Inter-project fee for services – A monetary charge billed to one project’s account for a service that has been provided by another project.

Low Income Residents – Families (or single persons) whose income does not exceed 80percent of the median income for the area.

Inter-project Transfers – Monies transferred from one fund to another. These transfers may finance the operations or another fund or to reimburse the fund for certain expenditures.

Low Rent Housing Program – This program is conventional public housing whereby the Federal Governmental provides the funds to acquire or build housing for low-income people. The Authority owns and operates the units.

Investment – The outlay of money, usually for income or profit. Labor - wages paid to workers in a specific job.

Maintenance – The activities that provide routine care and upkeep of NRHA’s housing projects. These expenditures include, labor, materials, supplies, contracts and equipment used in connection with routine maintenance.

Leverage – refers to the use of debt to supplement investment Line-Item Budget – A budget that lists each expenditure category (Administrative salaries, Fringe Benefits, etc.) separately, along with the dollar amount budgeted for each specified category.

Management Fee Project - Asset management and bookkeeping fees received for services rendered for privately managed properties.

Local Development Fund (LDF) – This fund is used as working capital to support development efforts. Advances are made from this fund when shortfalls occur in the CDBG and CIP funding sources by the City of Norfolk.

Management Fees (Internal Projects) – Groups amounts tendered to cover services that may not be directly identifiable with the programs benefited i.e. executive office staffing and office administration, bookkeeping, asset management oversight, maintaining computer infrastructure, image management, preparing for audits.

Long-Term Debt – Debt with a maturity of more than one year after the date of issuance.

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Management Improvement Cost – Cost to implement programs to increase the Authority’s efficiency, reduce waste, increase the safety and security of the residents, and afford the residents the opportunity to break generation of poverty.

NOW (Come Home to Norfolk Now) - is designed to encourage and maximize investment in Norfolk’s neighborhoods and to spread the word about the breadth and quality of the city’s housing. Specifically, the initiative is about strengthening neighborhoods, broadening the housing market through new housing and rehabilitation, creating new programs and providing financial incentives for home ownership and improvements.

Mandated – A requirement, usually by Federal law. Mission Statement – A mission statement outlines what the organization, department or program is now. It focuses on today; it identifies the customer(s); it identifies the critical processes; and it states the level of performance.

NRHA Homebuyer Assistance – This affordable housing initiative provides assistance to those who may not be able to realize the opportunity of homeownership on their own. NRHA makes the homeownership opportunity available to those who are low and moderate income.

Mixed-Finance – Refers to the combination of public housing funds with other government and private funds to develop low income and public housing authorized to public housing authorities by 24CFR 941.

Neighborhood Stabilization Program (NSP) – Established for the purpose of stabilizing communities that have suffered from foreclosures and abandonment, the NSP provides for the purchase and redevelopment of foreclosed and abandoned homes and residential properties.

Mixed-Income – Refers to a resident mix that includes families with various incomes levels within one development. Mixed incomes developments combine public housing families with other residents in order to decrease the economic and social isolation of these families.

Net Assets – The difference between assets and liabilities.

Modernization (Public Housing) – The process of upgrading public housing developments when the local housing authority and HUD deem that the physical condition, location, and outmoded management policies in specific developments adversely affect the quality of living of the tenants.

Net Income – Excess of revenue over outlays in a given period of time (including depreciation and other non-cash expenses). Net Operating Income (NOI) – A company's operating income, after operating expenses are deducted and before income taxes and interest are deducted. If this is a positive value, it is referred to as net operating income, while a negative value is called a net operating loss (NOL).

Money Follows the Person (MFP) – Helps people transition from an institution such as a nursing facility, to community living in an apartment, private home or small group setting.

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New Loans – An initial financial transaction in which one party (the lender) agrees to give another party (the borrower) a specific amount of money with the expectation of total repayment. The specific terms of the new loan are often spelled out in the form of a promissory note or other contract.

connection with the ownership or operation of a project or program.

Non-expendable – Property which has a continuing use, is not consumed in use, is of a durable nature with an expanded service life of one or more years, and has an acquisition cost of $500 or more.

Operating Subsidy - Subsidy paid by the federal government to a local housing authority to compensate for the limitation on rent of 30% of a tenant's adjusted monthly income; a result of the Housing and Urban Development Act of 1970. The operating subsidy funds-the amount of the deficit between rents and expenses up to the difference between the annual contributions paid the authority by the federal government.

Operating Revenue – Fund revenues that are directly related to the fund’s primary service activities. These revenues consist primarily of user charges for services.

Non-Operating Expenses – The cost of services that are not directly attributable to a specific program or operation. An example would be debt service obligations.

Operating Transfers – Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended.

Non-Operating Revenues – The income received that is not directly attributable to providing a service. An example would be interest on cash in banks or investments.

Organizational Structure – The offices, divisions, branches, etc. established within an entity based on responsibility whether functional or program related.

Objective – Something to be accomplished in specific, well defined, and measurable terms and is achievable within a specific time frame. Operational Cost - routine cost of running a business

Other Administration – Expenses for which no specific account is prescribed, such as office supplies, stationary, postage and the like.

Operating Budget – is the portion of the budget which pertains to daily operations. The operation budget appropriates for such expenditures as personal, supplies, utilities, materials, travels and fuel.

Other Fees for Service (Internal Projects) – are tendered for program identifiable, direct use of COCC provided services i.e. rent base on office square footage, charge for actual time and material spent on maintenance job, pc software licensing fees.

Operating Income – Excess of operating revenue after deducting operating expenses.

Other Financing Sources - A category of revenue which includes: long-term debt proceeds,

Operating Receipts – All rent, revenue, income and receipts accruing from, out of or in

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proceeds from the sale of general fixed assets, and operating transfer in.

position may be regular or temporary, occupied or vacant.

Other Financing Uses – A category of appropriations, which include fund operating transfers- out and the amount of refunding bond proceeds deposited with the escrow agent.

Preventive Maintenance - Maintenance action taken on the basis of regular, scheduled methodical inspections to avoid or minimize future costly measures.

Other Income - Income resulting from circumstances that do not occur during the normal course of operation.

Principal Payment on Debt – Payment made toward the principal balance owed on long term debt.

Other Operating Expenses – Fund expenses that are directly related to the fund’s primary service activities.

Privately Managed Earnings - Budget year net revenue from privately managed properties (Merrimack, Oakmont) that can be used to support other NRHA programs.

Parcel – A lot or tract of land. Pay-As-You-Go – A financial policy by which capital outlays are financed from current revenues rather than through borrowing.

Proceeds from Notes, Loans and Bonds – Amounts received as a result of borrowing funds using a note payable, entering into a loan agreement and/or from the issuance of bonds.

Per Unit Month (PUM) – Average monthly income and/or expense for each unit of housing operated.

Proceeds from Sale of Property - Amounts received as a result of a sale of fixed assets. Program Budget – Budget that focuses on choices and information in terms of purpose and related activities rather than the organizational units, or object classes of expenditure.

Performance Budget – Budget that focuses on activities rather than line items. Workload and unit cost data are collected in order to assess efficiency of services.

Program Delivery – See Administration, allocations and fringe benefits. Labor and fringe associated with direct program activities.

Performance Funding System – Formula used to calculate the amount of operation subsidies required by each public housing authority to operate its public housing units.

Program Delivery Costs – Staff and overhead costs directly related to carrying out activities eligible under the CDBG program.

Performance Indicators – Specific quantitative measure of work performed as an objective of the department.

Program Fund Types – The classification used to account for the Authority’s ongoing in the private sector. All assets, liabilities, equities, revenues,

Position – The aggregate of duties and responsibilities performed by one person. A

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expenses and transfers government’s business act.

relating

the

under a state or local program having the same general purposes as the federal program. Distinguished from privately financed housing, regardless of whether federal subsidies or mortgage insurance are features of such housing development

Project Area – Area that is designated in the redevelopment plan for redevelopment and revitalization. Project Based Rental Assistance (PBRA) Project-based contract administered by HUD’s Office of Multi-family Housing that ties rental assistance to specific units in a property.

Public Housing Agency (PHA) - Any state, county, municipality, or other governmental entity or public body (or agency or instrumentality thereof) which is authorized to engage in or assist in the development and operation of low-income housing.

Project Based Voucher (PBV) – part of the Housing Choice Voucher (HCV) program funding can be used for contracts that tie the HCV funding to a specific number of units in a building. The assistance stays with the unit after a tenant moves out.

Public Housing Assessment System (PHAS) – A system which measures the performance of a public housing agency Public Housing Development – Represents funding under the Family Self Sufficiency Program.

Project Units – Dwelling units within a defined project’s area. Proprietary Fund Types – The classification used to account for the Authority’s ongoing activities that are similar to those often found in the private sector. All assets, liabilities, equities, revenues, expenses and transfers relating to the government’s business activities are accounted for through proprietary funds. The Generally Accepted Accounting Principles used are generally those applicable to similar business in the private sector and the measurement focus is on determination of net income, financial position and changes in financial position.

Public Housing Management Assessment Program (PHMAP) – Implements section 502 (a) of the National Affordable Housing Act of 1990 (NAHA) and evaluates the performance of public housing agencies (PHAs) in major areas of management operations. PHMAP provides an objective system of measuring PHA performance using standard criteria for all PHAs. Public & Indian Housing Information Center (PIC) – A system that provides for the timely and accurate submission of information from housing authorities to HUD.

Protective Services – Expenditures for services relating to providing protective services to the projects and tenants of NRHA.

PRIDE – NRHA’s recently established purchase/renovation program whose goal is to acquire houses in good condition which is offered to developers for comprehensive renovation and resale.

Public Housing (PH) - Housing assisted under the provisions of the U.S. Housing Act of 1937 or

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Rental Assistance Demonstration (RAD) - Is a HUD program that allows the conversion of properties from conventional public housing support under Section 9, with traditional capital fund subsidies and operating fund subsidies, to Project based Section 8 program with a Housing Assistance Payment (HAP) contract. PHAs considering RAD can choose to convert public housing units to one of two types of long-term, project-based Section 8 rental assistance contracts: Project-Based Vouchers (PBV) or Project-Based Rental Assistance (PBRA).

and some lenders have also used the expertise of local housing agencies and nonprofit organizations to help manage the rehabilitation processing. Relocation – The effort to assist and facilitate rehousing of families, individuals, businesses or organizations displaced due to redevelopment activities. Relocation Assistance – Relocation payments provide assistance to families, individuals, businesses and non-profit organizations displaced as a result of redevelopment activities.

Real Estate Assessment Center (REAC) – is the agency responsible for providing accurate, credible and reliable assessments of HUD’s real estate portfolio.

Reserve – An account used to indicate that a portion of a Fund’s balance is restricted for a specific purpose.

Redevelopment – Planning, development, replanning, redesign, clearance, reconstruction, or rehabilitation of all or part of a project area.

Reserves or appropriations –Cash balances on hand accumulated from prior years operations, consisting of recaptured capital costs through depreciation or the provision of COCC working..

Redevelopment Agency – The governing body created to designate redevelopment project areas, supervise and coordinate for a project area and implement the development program.

Resident Services - Expenditures for services provided for resident families that contribute to achieving the social objectives of the low-income housing program including community agency referrals on family welfare, health, job training, placement and counseling.

Redevelopment Plan – Plan for revitalization and redevelopment of land within the project area in order to eliminate blight and the conditions which caused it.

Residual Receipts – The amount by which operating receipts exceeds allowable operating reserves.

Rehabilitation – Modification an existing structure through improvements that correct any code violations involving health and safety issues.

Restricted Funds – Funds that may only be used for certain purposes.

Rehabilitation Reserve Account– Section 203(k) program is HUD’s primary program for the rehabilitation and repair of single family properties. Housing agencies have designed programs, specifically for use with Section 203(k)

NRHA FY2021 Proposed Budget

Resources - For budget purposes, NRHA classifies funds available to be spent in the form of revenue, reserves, and/or earnings

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Retained Earnings – An equity account reflecting the accumulated earnings of an Enterprise or Internal Service Fund

opportunities generated by certain HUD financial assistance shall, to the greatest extent feasible, and consistent with existing Federal, State, and local laws and regulations, be directed toward low and very low income persons, particularly those who are recipient of government assistance for housing, and to business concerns with provides economic opportunities to low and very lowincome persons.”

Revenue – Funds the government receives as income. It includes such items as receipts from other government, grants, shared revenues and interest income. Revenue Bonds – Bonds usually sold by governments for constructing projects that will produce revenue pledged to pay the principal and interest of the bond.

Section 3 Resident – A public housing resident or an individual who resides in the metropolitan area or non-metropolitan country in which the section covered assistance is expended.

Revised Budget – The Adopted Budget as amended by the Board of Commissioners to show compatibility as a result of shifts in programmatic or functional responsibilities. It is also a procedure utilized to revise established budgets to meet inter-departmental or inter-fund adjustments.

Section 8 Exiting Certificates – A type of assistance provided in the Section 8 Program. Section 8 Housing Vouchers – A type of assistance provided to low-income persons/families.

Risk Management – Organized attempt to protect, in the most economical method, a government’s assets against accidental loss..

Section 8 (HCV) Program – A federal housing program which subsidizes the rent of eligible households in the private market. The government makes Housing Assistance Payments to private landlords for the difference between fair market rent and what the family can afford to pay.

Section 202 – Section 202 mandates demolition of certain “distressed” developments that cannot be revitalized for less than the cost of vouchers. Under Section 202, demolition is required when the monthly per unit cost to renovate and maintain any contiguous property with more than 300 units and with a vacancy rate in excess of 10 percent exceeds the monthly cost of housing.

Site Improvements – Activities performed on a site that prepares it for its intended use. For example, site clearance, drainage, grading, sidewalks, landscaping, street and alleys, curbs and gutters, fencing and exterior lighting.

Section 3 – The purpose of Section 3 of the Housing and Urban Development Act of 1968, as amended by Section 915 of the Housing and Community Development Act of 1992 is to “ensure that employment and other economic

NRHA FY2021 Proposed Budget

Small and Disadvantaged Business Unit (SADBU) – Office in most government agencies responsible for assisting small and disadvantaged businesses obtain government contracts.

198

June 2020

Soft Cost - Non “brick and mortar” cost incurred in the development of a project, including third party expenses such as design and legal fees, taxes, insurance, construction loan debt service, developer overhead and profit, etc.

Subsidy/Grants Program - Funding from Federal, State and Local governments usually for a specific purpose and time period that are limited to defined projects or activities. Surplus – Unspent funds at the end of the year.

Sources of Revenue – Revenues are classified according to their source, or point of origin.

Survey & Planning – The process of ascertaining the area dimensions and location of a piece of land and the long term development of a piece of land, such as land use, housing, and conservation.

Special City Projects – Accounts for revenues received from the City of Norfolk and the expenditures incurred for specific capital improvement projects. These projects are identified by the City of Norfolk.

Tax Credit Residential Services - Housing supportive services provided to Grandy Revitalization and Franklin Arms residents above and beyond the tax credit agreement.

Special Revenue Funds – Special Revenue Funds account for resources earmarked for specific purposes by law or contractual provisions. Expenditures include those for lowincome housing, administration and capital outlay; in addition, various grants are accounted for in this fund type in accordance with the respective grant provisions.

Tax-Exempt Securities – An obligation whose interest is tax exempt. Tenant-Bases Rental Assistance (TBRA) –Is a rental subsidy that helps individual households afford housing costs such as rent, utility costs, security deposits, and/or utility deposits.

Statement of Changes in Financial Position – The basic financial statement which presents information on the amount of the sources and uses of an entity’s working capital during an accounting period.

Tax Increment Financing (TIF) – Public financing method used in many countries, including the United States, as a subsidy for redevelopment, infrastructure and community improvement projects. Similar or related value capture strategies are used around the world.

Strategic Direction Setting Team – A committee formed from four departments within the Executive Office reviewing the Strategic Plan and identifying key projects to set direction for NRHA.

Tranche – One of several related securities offered at the same time. Tranches from the same offering usually have different risk, reward, and/or maturity characteristics.

Subsidy/Grants Admin - Funding from Federal, State and Local governments received in the current fiscal year to cover operating cost.

NRHA FY2021 Proposed Budget

Turn Unit – Refers to the turnover of a unit from one resident to another and the effort involved in making a unit ready for a new resident after the previous resident moves out.

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June 2020

Unencumbered Balance – Refers to the amount of funds still available for future purposes.

Very Low-Income Persons – Families (or single persons) whose incomes do not exceed 50 percent of the median income for the area.

Unrestricted Funds – No restrictions on the use of current operating funds from the general funds

Virginia Retirement System (VRS) – administers a defined benefit plan, a group life insurance plan, a deferred compensation plan and a cash match plan for Virginia's public sector employees, as well as an optional retirement plan for selected employees and the Virginia Sickness and Disability Program for state employees.

Urban Design - Supports urban design and site planning for neighborhood revitalization activities, as well as funding for third-party urban design services. Urban Renewal – Accounts for the revenues and expenditures related to projects developed under the Urban renewal Program within certain targeted redevelopment and conservation areas located in the City of Norfolk.

Vision Statement - Outlines what an organization, department or program wants to be. It focuses on tomorrow; it is inspirational; it provides clear decision-making criteria; and it is timeless.

Utilities – Water, electricity, gas and fuel.

Working Capital – The excess of current assets over current liabilities, and is used to indicate the relative liquidity of an enterprise or internal service fund.

VIDA - The Virginia Individual Development Account (VIDA) savings program provides eligible, low-income individuals with a savings match of two dollars to every one dollar saved. The savings can be used to purchase a home, start a business, or finance post-secondary education.

NRHA FY2021 Proposed Budget

Year-to-Date (YTD) – A total of all activity from the first day of the calendar year to the date the information was last updated.

200

June 2020

ACRONYMS A AAF ACC ADA ADDI AFG AMI AMP A/P A/R ARRA Act

CIP CIP-I

Annual Adjustment Factor Annual Contributions Contracts Americans with Disabilities Act American Dream Down-Payment Initiative Assistance to Firefighter’s Grant Area Median Income Asset Management Project Accounts Payable Accounts Receivable American Recovery & Reinvestment

CIP-N CNI COCC CSS CY

D DIG DHS

B BOC

CHO CHP CHRO

Development Incentive Grant Department of Homeland Security

E Board of Commissioners

ED EIV EOV ET

C CAP CD CDBG CDO CEO CEP CFO CFP CFR CGP CHDO

Capital Improvement Program Capital Improvement Program – Independent Projects Capital Improvement Program Neighborhoods Choice Neighborhood Initiative Central Office Cost Centers Community Support Services Calendar Year

Corrective Action Plan Community Development Community Development Block Grant Chief Development Officer Chief Executive Officer Public Housing Capital Fund Program Chief Financial Officer Capital Fund Program Code of Federal Regulations Comprehensive Grant Program Community Housing Development Organization Chief Housing Officer Community Housing Program Chief Housing Reinvention Officer

NRHA FY2021 Proposed Budget

Executive Director Enterprise Income Verification East Ocean View Executive Team

F FEMA FIC FICA FLSA FMR FP&S FSS FY FYTD

201

Federal Emergency Management Agency Family Investment Center Federal Insurance Contribution Act Fair Labor Standards Act Fair Market Rent Fire Prevention and Safety Grant Family Self-Sufficiency Fiscal Year Fiscal Year-to-Date

June 2020

MCA MFP MWBE

G GAAP

Generally Accepted Accounting Principles Government Accounting Standards Board General Fund

GASB GF

H HAP HCV HCVP HOME HOPWA HQS HR HRT HQS HUD HVAC

Housing Assistance Payments Housing Choice Voucher Housing Choice Voucher Program Home Investment Partnership Program Housing Opportunities for Persons With AIDS Housing Quality Standards Human Resources Hampton Roads Transit Housing Quality Standards U.S. Department of Housing and Urban Development Heating, Ventilation & Air Conditioning

Institute for Real Estate Management Information Technology

J JARC

Job Access and Reverse Commute Program

L LDF LIHTC LIPH

O ODU

Old Dominion University

PIC

Local Development Fund Low Income Housing Tax Credit Low Income Public Housing

PILOT PRIDE PUM

M MBE

NAHRO National Association of Housing and Redevelopment Officials NCCCC Norfolk Community College Corporation NEO New Employee Orientation NOI Net Operating Income NOW Come Home to Norfolk, Now NRHA Norfolk Redevelopment and Housing Authority NSP Neighborhood Stabilization Program

PBRA PBV PFS PH PHA PHFSS PHAS PILOT PHMAP

I IREM IT

Mission College Apartments Money Follows the Person Minority and Women Business Enterprise Multi-Year

Project Based Rental Assistance Project Based Voucher Performance Funding System Public Housing Public Housing Agency Public Housing Family Self Sufficiency Public Housing Assessment System Payment In Lieu of Taxes Public Housing Management Assessment Program Public & Indian Housing Information Center Payment in Lieu of Taxes Purchase Renovation Per Unit Month

Refers to Minority Business Enterprise

NRHA FY2021 Proposed Budget

202

June 2020

R RAD REAC RERA RFP ROI ROSS

T Rental Assistance Demonstration Real Estate Assessment Center Rehabilitation Reserve Account Request for Purchase Residential Options, Inc. Resident Opportunities and Self Sufficiency

TBRA TDHE TIF TOAP TOT

V VHDA

SADBU Small and Disadvantaged Business Utilization SEMAP Section Eight (8) Management Assessment Program SPARC Sponsoring Partnerships and Revitalizing Communities SRO Single Room Occupancy

NRHA FY2021 Proposed Budget

Tenant-Based Rental Assistance Tribally-Designated Housing Entity Tax Increment Financing Temporary Operation of Acquired Property Total

VMS VRS

Virginia Housing Development Authority Voucher Management System Virginia Retirement System

Y YTD

203

Year- To-Date

June 2020

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NRHA FY2021 Proposed Budget

204

June 2020