FY2022 Proposed Budget Book by NRHA

FY2022 PROPOSED BUDGET FY2023-2024 PLANNED BUDGETS

“It takes remarkable people working together as a powerful team to accomplish the impossible.” – Ron Jackson, Executive Director

www.nrha.us

PRODUCED BY THE Budget and Compliance Department AND THE Communications and Government Relations Department

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MESSAGE FROM THE

EXECUTIVE DIRECTOR “ IT TAKES REMARKABLE PEOPLE WORKING TOGETHER AS A JOHN KOWNACK Executive Director, POWERFUL TEAM NRHA TO ACCOMPLISH THE IMPOSSIBLE. ”

As we begin moving out of the COVID-19 pandemic and returning to regular operational status, I am pleased to present a proposed capital and operating spending plan for FY2022. In response to the coronavirus pandemic, NRHA was required to institute a number of operational changes. However, during that challenging time, my first concern was and continues to be for our residents who are among those who have been hit the hardest by COVID-19. While we closed our offices to the public and required a majority of staff to work remotely, we continued to provide the programs, services and support that are so critical for our residents. During the next several months, we anticipate reopening our headquarters offices, rental offices, tenant management council offices, family investment centers and common areas in our communities. As well, our Property Managers, Case Managers and Client Services staff are very much looking forward to once again engaging face-to-face with our residents. It’s important to note that, while implementing procedures to keep our staff safe, 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.

The Authority’s FY2022 budget is based on a number of assumptions, which include: ▶ No reductions to service delivery ▶ Incorporation of a 2% Cost of Living Adjustment each year ▶ Continued funding of most vacant positions ▶ Inclusion of City of Norfolk funding that is contained within the City’s Proposed Budget ▶ Treatment of future RAD conversions and CIP projects as budget amendments ▶ Incorporation of the current Tidewater Gardens demolition schedule that is included in Phase 1 of the St. Paul’s Area Transformation Project ▶ No receipt of Developer Fees ▶ Application of Land Sales Proceeds ▶ Continuation of all existing grants ▶ Full utilization of all earnings prior to appropriating reserves ▶ No organizational or other changes resulting from a recent operational and organizational assessment While the FY2022 budget is balanced, we realize it is not sustainable. As a framework for achieving long-term stability, the Authority completed an operational and organizational assessment that provides a strong foundation for both short term efficiency changes as well as tightly focused long-term strategic planning. As we implement organizational and cost-savings measures, the resulting positive impacts will begin being realized in FY2022 and beyond. During this transition toward a more sustainable budget, the Authority will focus its organizational structure, business and resources toward: 1. Repositioning its public housing portfolio 2. Identifying opportunities and taking actions to further increase the supply of affordable housing 3. Improving service delivery for families and households in both its public housing and housing choice voucher programs, as well as coordinating with local service providers to ensure our residents have access to the supportive services that will aid successful tenancies and transition households to economic self-sufficiency. With the Board of Commissioners’ support and approval of the FY2022 budget plan, we look forward to working with our valued public and private partners to serve the City of Norfolk and its citizens.

RON JACKSON EXECUTIVE DIRECTOR

AUTHORITY MISSION & VISION Mission Provide quality housing opportunities that foster sustainable mixed-income communities.

Vision Quality housing choices in neighborhoods where you want to live.

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 CUSTOMER SERVICE

ACCOUNTABILITY

INNOVATION NRHA FY2022 Proposed Budget

EXCELLENCE

TEAMWORK i

June 2021

BOARD OF COMMISSIONERS

Don Musacchio

Alphonso Albert

Chairman

Vice Chairman

Joe Dillard, Jr.

Rose Arrington

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 NRHA’s activities and operations. To contact a Commissioner, call 757.314.1679

EXECUTIVE DIRECTOR

Ronald Jackson

NRHA FY2022 Proposed Budget

Executive Director ii

June 2021

EXECUTIVE LEADERSHIP TEAM

Photo unavailable

Richard Archer

Human Resources Director

Virginia Mack

Chief Administrative Officer

Clayton Odom

Design & Construction Management Director

Donna Mills

Chief Housing Officer

Scott Pontz

Finance Director

NRHA FY2022 Proposed Budget

Michael Clark

Carl Cuerpo

Development Operations Director

Information Technology Director

Jennifer Moore

Steve Morales

Neighborhood Projects Director

Communications and Government Relations Director

Lysandra Shaw

Yilla Smith

Neighborhood Projects Director

Client Services Director

iii

Terri Giuliana

Structured Finance Director

Kathy Mosley

Administrative Services Director

Pamela Jones-Watford Housing Choice Voucher Director

Rick O'Neal

Facilities Management Director

Kim Thomas

Housing Programs Director

June 2021

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

Rehabilitation Services

Facilities Management

Information Technology

Housing Choice Voucher Program

Neighborhood Projects*

Structured Finance Services

Housing Programs

Property Management

Security Programs *Funded by Development Operations NRHA FY2022 Proposed Budget

June 2021

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FY2022 PROPOSED BUDGET FY2023-2024 PLANNED BUDGETS

TABLE OF CONTENTS

FY2022 PROPOSED BUDGET FY2023-2024 PLANNED BUDGETS

TABLE OF CONTENTS Message from the Executive Director Authority Mission & Vision, Goals and Values………………………………… i Board of Commissioners and Executive Director………………………………. ii Executive Leadership Team………………………………………………………. iii Organizational Chart……………………………………………………………… iv Table of Contents…………………………………………………………………...................... READER’S GUIDE & OVERVIEW Reader’s Guide……………………………………………………………………... Operating Budget Program and Fund Summaries............................................... 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……………………………………………………………… Summary of Utilization of Reserves and Earnings……………………………... Selected Reserve Accounts for Balancing………………………………………... Employee Benefit and Salary History……………………………………………. Staffing Dashboard…………………………………………………………………

13 14 15 16 18 19 20 21

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……………………………………………………….

28-30 32-33 34-36 38-42 43-44 46-47 48

Cottage Bridge……………………………………………………………………… Diggs Town Phase I………………………………………………………………... Franklin Arms……………………………………………………………………… Grandy Village Revitalization…………………………………………………..... Grandy Village V…………………………………………………………………... 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………………………………………………………………....... Out of School Youth Program.................................................................................. ROSS Family Self-Sufficiency Grant……………………………………………... ROSS Service Coordinator Grant………………………………………………… Residential Options, Inc. …………………………………………………………. DEVELOPMENT PROGRAMS Development Overview…………………………………………………………... Development Revenue and Expenditures………………………………………. Acquire, Renovate, Sell Program…………………………………………………. Capital Fund Program…………………………………………………………...... Capital Improvement Program…………………………………………………... Choice Neighborhood Implementation Grant (CNI)…………………………... COVID-19 Housing Choice Relief Program……………………………………... Development Administration…………………………………………………….. East Beach………………………………………………………………………....... 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)………………………………………… Available Revenue………………………………………………………………….

50-51 52-53 54-55 56-57 58-59 60-61 62-63 64-65 66-67 68-70 72-73 74-75 76-77 78-79 80-81 82-84

90-91 93 94-95 96-97 98-99 100-101 102-103 104-105 106-107 108-109 110-111 112-113 114-115 116-117 118-119 120 122-123 125

OTHER PROGRAMS Other Programs Overview Summary……………………………………………. Other Programs Revenue and Expenditures……………………………………. 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…………………………………………... Project Development Financing…………………………………………………... CENTRAL 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 Detail………………………………………………………………………... Detail of COCC Specialized Maintenance……..………………………………... GLOSSARY AND ACRONYMS Glossary……………………………………………………………………………... Acronyms…………………………………....……………………………………….

130-131 133 134-135 136-137 138-139 140-141 142-143 144-145 146-147 148-149 150-151

156-162

163-165 166-167 168-169 170-171 172-173 174-175 176 177-185 186

191-208 209-211

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READER'S GUIDE & OVERVIEW

NRHA FY2022 Proposed Budget

June 2021

NRHA FY2022 Proposed Budget

June 2021

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NRHA FY2022 Proposed Budget

June 2021

FY2022 READER’S GUIDE Each year the Norfolk Redevelopment and Housing Authority (NRHA) must submit a proposed budget to the 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; and Staff and non-staff expenditures detail.

A WELL-PLANNED OPERATING AND CAPITAL BUDGET REAFFIRMS NRHA’S: • •

Fiscal responsibility with limited resources while providing quality housing services; and Commitment to ensuring affordable housing and the promotion of housing.

NRHA FY2022 Proposed Budget

June 2021

FY2022 OPERATING BUDGET PROGRAM & FUND SUMMARIES For each program and fund, summary information is provided on revenues and expenditures using the sample format below:

FY20 Actual

Program or Fund Revenue: xxxx yyyy Total Revenue: Expenditures: xxxx yyyy Total Expenditures:

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

READER’S GUIDE & OVERVIEW

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 from the prior year.

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

BUDGET SUMMARY

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.

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.

HOUSING PROGRAM 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.

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

NRHA FY2022 Proposed Budget

CENTRAL OFFICE

COMPONENT UNITS Component units are entities that are legally separate from NRHA, but for which the Authority is financially accountable, or whose relationships are such that exclusion would cause NRHA’s financial statements to be misleading or incomplete.

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.

June 2021

FY2022 PROPOSED BUDGET OVERVIEW TOTAL FY2022 PROPOSED BUDGET - $111,859,854

THE DEVELOPMENT of the FY2022 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 FY2022 Budget includes FY2020 actuals, as displayed on audited Financial Statements ending June 30, 2020, FY2021 Projected Actuals based on February Financial Statements and input from program staff.

FY2022 RESOURCE TRENDS & PERCENTAGES TOTAL FY2022 PROPOSED BUDGET

NRHA’S REVENUE STREAMS are supported largely by the U.S. Department of Housing and Urban Development (HUD) (61%) and Tenant Rent Payments (24%). Additional sources include City of Norfolk Grants (8%), Other Income (3%) and Program Reserves (4%). Revenue projections in the aggregate show a decrease from FY2021 to FY2022. The table on the following page depicts the decrease.

NRHA FY2022 Proposed Budget

June 2021

Revenue Source HUD GRANT CITY GRANTS TENANT REVENUES OTHER INCOME PROGRAM RESERVES Grand Total

FY2021 Approved Budget $ 77,561,360 $ 13,206,522 $ 26,673,791 $ 2,968,269 $ 8,035,275 $ 128,445,217

FY2022 Proposed Budget $ 68,705,129 $ 8,613,817 $ 27,129,368 $ 3,299,036 $ 4,112,504 $ 111,859,854

Variance FY2021 vs. FY2022 $ (8,856,231) $ (4,592,705) $ 455,577 $ 33,767 $ (3,922,771) $ (16,585,363)

% of FY2022 Proposed Budget 61% 8% 24% 3% 4% 100%

HUD GRANTS - HUD funding has decreased as a result of reduced planned spending in the Capital Fund Program. CITY GRANTS – The City of Norfolk’s FY2022 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 largest change in this project is from an increase in the budet of the Acquire, Renovate and Sell program PROGRAM RESERVES - Decreased as a result of not needing to advance funding for the CNI program. THE CHART BELOW SHOWS A BUDGET COMPARISON OF FY2021 VS. FY2022 RESOURCES BY DIVISION. Projected Revenue FY2022 RESOURCE TRENDS & PERCENTAGES FY2021 $ CHANGE % CHANGE

Total

Housing

Development

Other

111,859,854 $

72,165,354

32,201,620 $

6,492,880

$ $

128,445,217 $ (16,585,363) $ -12.9%

70,430,143 1,735,211 2.5%

$ $

51,129,895 $ (17,928,275) $ -35.1%

6,885,179 (329,299) -5.7%

LISTED BELOW ARE OTHER REVENUE HIGHLIGHTS WITHIN THE BUDGET PROCESS FOR FY2022. Utilization of $1.3 million from the City of Norfolk General Fund appropriation for NRHA program delivery and administration.

Use of $311,684 of prior year Land Sales Proceeds for Development Administration.

Use of $1,248,316 from Federally Aided Reserves in support of low-income public housing.

Use of $4.1 million from NRHA discretionary and project reserve balances to fund programs.

Use of $305,253 of NRHA’s earnings from Privately Managed Properties for the administration of the Housing Choice Voucher Programs.

NRHA FY2022 Proposed Budget

June 2021

FY2022 EXPENDITURE TRENDS & PERCENTAGES

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 FY2021 TO FY2022 BY DIVISION. Projected Expenditure FY2022 FY2021 $ CHANGE % CHANGE

Total $ $ $

111,859,854 $ 128,445,217 $ (16,585,363) $ -12.9%

Housing

Development

72,165,354 $ 33,201,620 $ 70,430,143 $ 51,129,895 $ 1.735,211 $ (17,928,275) $ 2.5% -35.1%

Other 6,492,880 6,885,179 (392,290) -5.7%

THE FY2022 BUDGET provides continued funding of all services. The following are a few highlights within the budget for FY2022: ▪ ▪ ▪ ▪ ▪ ▪ ▪

Most vacant positions remain funded. No reductions to service delivery. Incorporation of 2% Cost of Living Adjustment Reflects current Tidewater Gardens demolition schedule. Applies Land Sales Proceed. Fully utilizes all earnings prior to appropriating reserves. Does not reflect organizational or other changes resulting from TAG report.

NRHA FY2022 Proposed Budget

June 2021

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NRHA FY2022 Proposed Budget

June 2021

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NRHA FY2022 Proposed Budget

June 2021

BUDGET SUMMARY

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2022 Proposed Budget

June 2021

NRHA FY2022 Proposed Budget

June 2021

NRHA PROPOSED BUDGET FISCAL YEAR 2022 SUMMARY BY RESOURCES AND EXPENDITURES Authority Wide

Description

Percentage of Authority Total

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

Resources Total

68,705,129 8,613,817 27,129,368 3,299,036 800,000 3,312,504 111,859,854

61.4% 7.7% 24.3% 2.9% 0.7% 3.0% 100.0%

8,895,472 3,513,184 4,323,353 38,618,242 2,563,653 27,491,066 21,397,007 5,057,877 111,859,854

8.0% 3.1% 3.9% 34.5% 2.3% 24.6% 19.1% 4.5% 100.0%

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

Expenditures Total

*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 FY2022 Proposed Budget

June 2021

FY2022 PROPOSED EXPENDITURES $111,859,854 Description

Total

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

8,895,472 3,513,184 4,323,353 38,618,242 27,491,066 2,563,653 21,397,007 5,057,877 111,859,854

Labor (Direct)* $8,895,472 7.95%

General Expenses 2,563,653 2.29%

Housing

6,057,996 2,409,218 992,905 36,731,687 18,578,881 1,626,021 1,337,874 4,430,772 $ 72,165,354

Distribution of Administrative Costs* 5,057,877 4.52%

Capital & Multiyear Programs 21,397,007 19.13%

Development

2,249,898 817,949 840,333 1,886,555 7,968,494 78,200 18,759,133 601,058 33,201,620

Other

587,578 286,017 2,490,115 943,691 859,432 1,300,000 26,047 $ 6,492,880

Employee Benefits* 3,513,184 3.14% Other Administration 4,323,353 3.86%

Program Costs 38,618,242 34.52%

Operation Costs 27,491,066 24.58%

June 2021

FY2022 PROPOSED RESOURCES $111,859,854 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 COVID HCRFP CDBG Rehabilitation Program HomeNet HOME

Total City Grants

68,705,129

14,751,530

53,953,599

General Fund Capital Improvement Program Other City Grants - Prior Year Land Sales Proceeds

2,327,133 5,975,000 311,684

Total Tenant Income

8,613,817

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

6,957,085 6,994,065 549,407 4,500,451 582,866 5,646,857 164,808 1,733,827 -

3,597,824 582,866 4,051,327

6,957,085 6,994,065 549,407 401,927

500,700

Total Other Income

27,129,366

8,232,017

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

11,003 282,554 1,901,713 317,769 785,998

1,013,102

888,611

301,600

Total Appropriations from Program Reserves

3,299,037

1,597,256

145,680 23,249 271,117 1,248,316 500,000 7,000 800,000 1,117,143

NRHA FY2022 Proposed Budget

38,562,528 13,731,998 1,104,546 556,051 12,146,629

328,472 226,055

779,981 -

140,734 1,128,135

Other Income 3,299,037 3%

Appropriations/ Program Reserves 4,112,505 4%

Tenant Income 27,129,366 24%

HUD Grants 68,705,129 61%

City Grants 8,613,817 8%

Proposed Resources FY2022

1,595,530 164,808

Budget Comparison - FY2021 vs. FY2022

1,733,827

15,067,292

3,830,057

11,003

317,769 384,398

100,000

1,601,781

100,000

282,554

80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000

20,000,000

Housing Opportunity Reserves Admin Equipment & Data Processing Grandy V Reserves Grandy Revite Reserves Cottage Bridge Reserves Federally Aided Reserves 555 E. Main Street RERA Working Fund - Project Development Financing Privately Managed Reserves

Total Use of All Reserves NRHA Total Resources

38,562,528 13,731,998 1,104,546 556,051 12,146,629 328,472 226,055 779,981 140,734 1,128,135

4,112,505 111,859,854

145,680 23,249 271,117

10,000,000 -

FY 22 Budget

1,248,316 500,000 7,000

7,000 33,201,620

FY 21 Budget

800,000 1,117,143

1,542,682 72,165,354

2,562,823 6,492,880

111,804,022

(55,832)

June 2021

FY2022 PROPOSED REVENUE COMPARISON Approved FY2018

Approved FY2019

Approved FY2020

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

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

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

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

Approved FY2021

Proposed FY2022

Annual $ Change

Annual % Change

37,396,422 359,614 12,624,338 649,395 1,028,648 3,309,385 19,659,534 433,704 229,869 146,445 350,446 116,803 1,256,757 77,561,360

38,195,970 366,558 13,731,998 556,051 1,104,546 779,981 11,628,010 518,619 226,055 328,472 140,734 1,128,135 68,705,129

799,548 6,944 1,107,660 (93,344) 75,898 (2,529,404) (8,031,524) 84,915 (3,814) (146,445) (21,974) 23,931 (128,622) (8,856,231)

2% 2% 9% -14% N/A N/A N/A 7% N/A -76% -41% 20% -2% N/A N/A -100% N/A N/A -6% 20% -10% -11%

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

3,957,720 8,750,000 498,802 13,206,522

2,327,133 5,975,000 311,684 8,613,817

(1,630,587) (2,775,000) (187,118) (4,592,705)

-41% -32% -38% -35%

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

6,886,604 7,070,460 595,064 4,281,440 589,042 5,335,485 153,364 1,762,332 26,673,791

6,957,085

70,481 (76,394) (45,657) 219,011 (6,176) 311,642 11,444 (28,774) 455,577

1% N/A N/A -1% -8% 5% -1% N/A 6% 7% -2% N/A 2%

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

10,189 180,301 678,648 192,742 200,000 703,907 1,002,482 2,968,269

100,000 1,003,765 3,299,035

814 (126,806) 12,038 5,183 1,042,161 (603,907) 1,283 330,766

8% -70% N/A 2% 3% 521% N/A -86% 0% 11%

Appropriations from Program Reserves Totals: $

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

3,206,103 9,541 48,374 43,545 1,397,883 7,000 500,000 324,627 1,698,202 800,000 8,035,275

23,249 271,117 1,248,316 7,000 500,000 145,680 1,117,143 800,000 4,112,505

(3,206,103) 13,708 222,743 (43,545) (149,567) (178,947) (581,059) (3,922,770)

N/A N/A N/A N/A -100% N/A 144% 460% -100% N/A N/A -11% 0% N/A N/A 0% N/A N/A -55% -34% N/A N/A 0% -49%

NRHA Total Resources $

132,461,972

112,062,640

121,381,266

128,445,217

111,859,854

(16,585,363)

-13%

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 COVID-HCRFP 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 HUD Grants Totals: $ City Grants

General Fund Capital Improvement Program Other City Grants

City Grants Totals: $ 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

Tenant Income Totals: $

6,994,066 549,407 4,500,451 582,866 5,647,127 164,808 1,733,558 27,129,368

Other Income

Interest Proceeds from Property Sales and Notes Private Bank Funds State Rental Assistance Program (SRAP) Out of School Grant Acquire Renovate and Sell HomeNet Project Delivery Fees Other

Other Income Totals: $ Appropriations from Program Reserves Housing Choice Voucher $

Resident Service Activities Capital Fund Administration Franklin Arms Choice Neighborhood Initiative 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

NRHA FY2022 Proposed Budget

11,003 53,495 690,686 197,925 1,242,161

June 2021

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NRHA FY2022 Proposed Budget

June 2021

FY2022 SUMMARY OF UTILIZATION OF RESERVES AND EARNINGS

Description

Privately Managed Earnings

Privately Managed Reserves

Federally Aided Reserves

*Available to Distribute @ 6/30/21

$ 2,754,020

$ 4,054,437

$ 2,414,027

Federally Aided HCV Administration HCV SRO

8,255

(42,953) $

Rehab Financing

145,680

Granby Sales Proceeds

13,958

1,248,316

264,596

40,657

271,117

Grandy Village Revitalization

Residential Options Inc. (ROI)

Grandy V

Admin Equipment & Data Procesing

Grandy Revite

1,398,568

Working Fund $

Total

800,000

$ 11,545,992

- $

1,248,316

- $

264,596

- $

40,657

- $

271,117

96,674

- $

96,674

23,249

- $

23,249

255,593

- $

255,593

30,000

- $

30,000

RERA

7,000

- $

7,000

Housing Opportunity (HomeNet)

- $

60,000

- $

60,000

COCC Specialized Maintenance

1,117,143

- $

1,117,143

555 E.Main Street Improvements

500,000

- $

500,000

73,090

- $

73,090

Project Development Financing

419,448

800,000 $

1,219,448

Core Business Services

678,952

145,680

- $

824,632

Government Relations

426,592

- $

426,592

ED Contingency Fund

408,418

- $

408,418

Grandy V Diggs & Grandy Construction Services Disposition Support

Broad Creek Village Center

NRHA Rent Project

Total Utilization

$ 2,754,020

$ 1,117,143

$ 1,248,316

Balance Remaining

$ 2,937,294

$ 1,165,711

23,249

(14,994) $

271,117

145,680

7,000

500,000

800,000

6,866,525

(314,070) $

6,958

898,568

4,679,467

*Projected funds available to distribute at 6/30/21. These figures are net of target reserve funds, and FY2021 obligations and commitments. Note: The above table displays only earnings and reserves appropriated in the FY2022 Budget. It does not include reserves for which there is no proposed activity.

NRHA FY2022 Proposed Budget

June 2021

SELECTED RESERVE ACCOUNTS For FY2022, FY2023 and FY2024 Balancing Projected Cash 06/30/2021

Reserve Account Federally Aided Housing

Grandy Revitalization Grandy V

Proposed Use FY2022

Planned Use FY2024

Projected Cash 06/30/2024

2,414,027

1,248,316

1,016,157

44,655

(70,801)

271,117

308,062

369,415

(1,019,395)

(2,817)

23,249

26,574

30,346

(82,986)

1,350,793

444,416

(997,482)

Subtotal Project Specific Reserves

2,340,409

1,542,682

Administrative Equipment Fund/Data Processing

145,680

Central Office Cost Center (Admin)

Planned Use FY2023

612,540

Merrimack Landing

1,283,866

619,931

555 E Main St (Balance of Grandy Sales Proceeds)

1,398,568

468,677

Oakmont North Apartments

2,770,571

619,931

655,346

13,958

7,000

6,958

6,225,183

1,861,219

1,317,650

1,479,004

1,567,310

8,565,592

3,403,901

2,668,443

1,923,420

569,828

Rehabiliation Emergency Reserve Account Subtotal Discretionary Reserves Total

NRHA FY2022 Proposed Budget

$ $

655,346

104,899

8,589 -

929,891

1,470,415

24,879

June 2021

FY2022 EMPLOYEE BENEFIT AND SALARY HISTORY FY2017 Approved Budget

Description

FY2018 Approved Budget

FY2019 Approved Budget*

FY2020 Approved Budget**

FY2021 Approved Budget

FY2022 Proposed Budget

Change

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

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 -

2,494,544 1,145,997 195,204 1,569,621 195,059 129,858 -

(288,434) 90,301 (1,273) (19,905) (1,231) 2,531 -

5,648,824

5,901,473

5,953,650

6,095,751

5,512,272

5,730,283

-218,011

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

1,685,790 273,481 48,622 309,952 9,137,185

301,186 (69,837) 953 (104,716) (47,071)

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

2,815,809 236,667 78,187 351,597 43,068 14,980,358

1,473 (5,050) (1,384) 50,052 51,183 176,789

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

FY2017

37 206 54 297

FY2018

FY2019

37 212 55 304

36 212 54 302

FY2020

35 216 54 305

FY2021

34 176 48 258

FY2022

Change

33 191 50 274

(1) 15 2

*FY2019 Labor figures have been restated. **Beginning in FY2020, uniforms are no longer budgeted as a fringe benefit.

NRHA FY2022 Proposed Budget

June 2021

NRHA Staffing Dashboard As of May 17, 2021

260

Total Employees

Workforce Distributions By Race and Gender

By Employee Status

By Division Housing Operations

70.0%

Administative Operations

Development Operations

182

12.3%

11.5%

Executive Office

Regular Full Time

94.6%

Regular Part Time

5.0%

Seasonal

0.4%

246

13 1

6.2%

By Age

By Length of Service (LOS) in Years

Black Females

41.9%

Black Males

31.9%

White Males

13.1%

109 83 34

White Females

8.8%

Other Males

2.3%

Other Females

1.9%

94 86 57 44

0 <=19

20 - 29

30 - 39

40 - 49

50 - 59

60 - 64

Average Employee Age: 50.91

NRHA FY2022 Proposed Budget

>=65

<=4

5-9

10 - 14

15 - 19

20 - 24

25 - 29

>=30

Average Employee LOS in Years: 12.3

June 2021

NRHA FY2022 Proposed Budget

June 2021

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NRHA FY2022 Proposed Budget

June 2021

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NRHA FY2022 Proposed Budget

June 2021

HOUSING PROGRAMS

BUDGET SUMMARY

HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2022 Proposed Budget

June 2021

NRHA FY2022 Proposed Budget

June 2021

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NRHA FY2022 Proposed Budget

June 2021

SUMMARY

FY2022 HOUSING OVERVIEW

FY2022 HOUSING DIVISION Housing Division revenue and expenditures total $72,165,354 and are derived from HUD operating subsidies, grants, tenant income and other income. The operational shortfall of almost $1.25 million projected in FY2022 for the Federally Aided Program is recommended to be funded from Federally Aided program reserve. The Housing Choice Voucher Administration shortfall of $305,253 is recommended to be funded from privately managed reserves. In FY2022, 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 3,221 assisted rental units as well as an average of 3,854 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 FY2022 Proposed Budget

June 2021

FY2021 ACCOMPLISHMENTS ♦ NRHA has been successful in obtaining

♦ NRHA was awarded $360,000 through the U.S.

funding to renovate NRHA-owned public housing communities – Diggs Town.

Department of Urban Development’s (HUD’s) Family Self-Sufficiency (FSS) Program. This again was the largest award amount granted in the state of Virginia for FY2021. This grant will fund the salaries of five Family SelfSufficiency Case Managers who coordinate and provide services to help public housing residents and Housing Choice Voucher participants become self-sufficient.

♦ NRHA has obligated 217 Project Based Vouchers to private developers for new developments in Norfolk and neighboring jurisdictions which will increase the housing options for voucher holders.

♦ U.S. Department of Urban Development (HUD) awarded

♦ NRHA coordinated specialized maintenance

$478,500 to NRHA. The three-year Resident Opportunities and Self-Sufficiency Service Coordinators Program (ROSS-SC) award will ensure that hiring or retention of service coordinators to help residents achieve economic and housing independence.

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

♦ NRHA added professional design services for video surveillance systems in public housing communities to include assessments for future planning of installation of comprehensive components for web-based solutions for law enforcement access to images.

♦ NRHA received a grant for $183,489 from the Hampton Roads Workforce Council (formerly Opportunity, Inc.) to provide education and vocational support for out of school youth 17 – 24 years of age.

FY2022-2024 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.

NRHA FY2022 Proposed Budget

June 2021

♦ 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. Finalizing renovations and sell all scattered site units to residents as part of a Section 32 Homeownership program. Install carbon monoxide detectors in all public housing units that have gas fired appliances with grant funds received from HUD.

♦ 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. Increase crime prevention efforts for public housing communities through collaborative initiatives between NRHA, Norfolk Police Department, and Norfolk Public Schools.

•

Participating in resident workgroups to empower communities and reduce violence.

•

Re-establishing core teams or focus groups to address crime and conduct concerns specific to each community.

•

Development of essential function protocols for operation during COVID-19 to ensure continuity of services and efficient work processes.

•

Expanding the Workforce Development Program to focus on pre-employment assessment, training and placement of both public housing residents and Housing Choice Voucher participants

•

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

•

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

NRHA FY2022 Proposed Budget

June 2021

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NRHA FY2022 Proposed Budget

June 2021

HOUSING PROGRAMS REVENUE AND EXPENDITURES FY2022 Proposed Revenue Amount Broad Creek Renaissance $ 1,104,546 Federally Aided Communities 20,690,120 Cottage Bridge 603,999 Diggs Town Phase I 2,653,237 Franklin Arms 1,030,732 Grandy Revitalization 2,841,931 Grandy Village V 147,577 Grandy Village VI 1,119,555 North Wellington 260,203 Housing Choice Voucher (HCV) - Admin 2,930,986 Housing Choice Voucher (HCV) - Program 35,277,469 HCV Single Room Occupancy - Admin 50,411 HCV Single Room Occupancy - Program 316,147 HCV State Rental Assistance - Admin 32,454 HCV State Rental Assistance - Program 658,232 Hampton Roads Ventures Resident Services 371,913 Out of School Youth Program 197,925 ROSS Family Self-Sufficiency Program 328,472 ROSS Service Coordinator Grant * 226,055 Residential Options Inc. 164,808 Totals: $ 71,006,772

FY2022 Revenue & Expenditures

FY2022 Proposed Expenditures Amount $ 1,104,546 21,938,436 549,416 2,033,654 918,871 3,113,048 170,826 1,119,555 260,203 3,195,582 35,277,469 91,068 316,147 32,454 658,232 371,913 197,925 328,472 226,055 261,482 $ 72,165,354

FY2022 Budget Gap

FY2022 Shortfall Source Funding

Amount $

(1,248,316) 54,583 619,583 111,861 (271,117) (23,249) (264,596) (40,657) (96,674) $ (1,158,582)

Federally Aided Reserves

Grandy Revitilization Reserves Grandy Village V Reserves

Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings

*Revenue excludes $106,382 roll forward

Oakmont/Merrimack Earnings

FY2023 FY2023 Revenue & Expenditures Planned Revenue Amount Broad Creek Renaissance $ 1,121,114 Federally Aided Communities 19,872,669 Cottage Bridge 613,059 Diggs Town Phase I 2,706,302 Franklin Arms 1,046,193 Grandy Revitalization 2,884,560 Grandy Village V 149,791 Grandy Village VI 1,137,034 North Wellington 264,106 Housing Choice Voucher (HCV) - Admin 2,989,543 Housing Choice Voucher (HCV) - Program 35,983,018 HCV Single Room Occupancy - Admin 51,167 HCV Single Room Occupancy - Program 322,470 HCV State Rental Assistance - Admin 32,979 HCV State Rental Assistance - Program 668,105 Hampton Roads Ventures Resident Services 377,075 Out of School Youth Program 200,894 ROSS Family Self-Sufficiency Program 339,817 ROSS Service Coordinator Grant 232,270 Residential Options Inc. 168,104 Totals: $ 71,160,270

NRHA FY2022 Proposed Budget

FY2023 Planned Expenditures Amount $ 1,121,114 20,888,826 559,264 2,100,733 934,720 3,192,622 176,365 1,137,034 264,106 3,247,835 35,983,018 92,964 322,470 32,979 668,105 377,075 200,894 339,817 232,270 241,472 $ 72,113,683

FY2023 Budget Gap

FY2023 Shortfall Source Funding

Amount $

(1,016,157) 53,795 605,569 111,473 (308,062) (26,574) (258,292)

Federally Aided Reserves

Grandy Revitilization Reserves Grandy Village V Reserves

Oakmont/Merrimack Earnings

(41,797) Oakmont/Merrimack Earnings (73,368) Oakmont/Merrimack Earnings (953,413)

June 2021

HOUSING PROGRAMS REVENUE AND EXPENDITURES FY2024 Planned Revenue Amount Broad Creek Renaissance $ 1,137,931 Federally Aided Communities 19,061,600 Cottage Bridge 622,255 Diggs Town Phase I 2,760,398 Franklin Arms 1,061,886 Grandy Revitalization 2,927,828 Grandy Village V 152,037 Grandy Village VI 1,153,500 North Wellington 268,068 Housing Choice Voucher (HCV) - Admin 3,049,270 Housing Choice Voucher (HCV) - Program 36,629,087 HCV Single Room Occupancy - Admin 51,934 HCV Single Room Occupancy - Program 328,919 HCV State Rental Assistance - Admin 33,518 HCV State Rental Assistance - Program 678,127 Hampton Roads Ventures Resident Services 382,363 Out of School Youth Program 203,907 ROSS Family Self-Sufficiency Program 351,761 ROSS Service Coordinator Grant 232,269 Residential Options Inc. 171,466 Totals: $ 71,258,124

FY2024 Revenue & Expenditures

NRHA FY2022 Proposed Budget

FY2024 Planned Expenditures Amount $ 1,137,931 19,106,255 570,691 2,171,903 951,505 3,297,243 182,383 1,153,500 268,068 3,356,760 36,629,087 94,697 328,919 33,518 678,127 382,363 203,907 351,761 232,269 246,575 $ 71,377,462

FY2024 Budget Gap

FY2024 Shortfall Source Funding

Amount $

(44,655) 51,564 588,495 110,381 (369,415) (30,346) (307,490)

Federally Aided Reserves

Grandy Revitilization Reserves Grandy Village V Reserves

Oakmont/Merrimack Earnings

(42,763) Oakmont/Merrimack Earnings (75,109) Oakmont/Merrimack Earnings (119,338)

June 2021

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 FY2022 Proposed Budget

June 2021

BROAD CREEK RENAISSANCE FY20 Actual

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other HUD PHA Grants Interest Income Appropriation of Own Reserves Proceeds from Property Sales Other Revenue (External Source)

Total Revenue

1,001,063 1,001,063

FY21 Approved Budget 1,028,648 1,028,648

FY21 Projected Actual 948,574 80,212 1,028,786

FY22 Proposed Budget 1,104,546 1,104,546

FY23 Planned Budget

FY24 Planned Budget

1,121,114 1,121,114

1,137,931 1,137,931

Program Expenses: Resident Services Utilities Maintenance Protective Services Operating Subsidy Payment General Expense Interest Expense Operating Transfer Out Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

$ $

896,869 896,869 104,194

1,028,648 1,028,648 -

1,028,786 1,028,786 -

1,104,546 1,104,546 -

1,121,114 1,121,114 -

1,137,931 1,137,931 -

June 2021

BROAD CREEK RENAISSANCE

Transaction Type

Line Item Description

Bowling Green II

Bowling Green Ill

Bowling Green IV

Marshall Manor II

Marshall Manor Ill

Marshall Manor IV

Broad Creek Grand Total V Moton 50

FY2022 PROPOSED DETAIL Resources

HUD PHA Grants Tenant Revenue - Other Operating Transfers In

126,178 126,178

146,015 146,015

147,756 147,756

224,016 224,016

189,280 189,280

134,464 134,464

136,837 136,837

1,104,546 1,104,546

General Expense Other

126,178 126,178

146,015 146,015

147,756 147,756

224,016 224,016

189,280 189,280

134,464 134,464

136,837 136,837

1,104,546 1,104,546

Resources Total Expenditures Expenditure Total Net Surplus/(Deficit)

FY2023 PLANNED DETAIL Resources

HUD PHA Grants Tenant Revenue - Other Operating Transfers In

128,071 128,071

148,205 148,205

149,972 149,972

227,376 227,376

192,119 192,119

136,481 136,481

138,890 138,890

1,121,114 1,121,114

General Expense Other

128,071 128,071

148,205 148,205

149,972 149,972

227,376 227,376

192,119 192,119

136,481 136,481

138,890 138,890

1,121,114 1,121,114

Resources Total Expenditures Expenditure Total Net Surplus/(Deficit)

FY2024 PLANNED DETAIL Resources

HUD PHA Grants Tenant Revenue - Other Operating Transfers In

129,992 129,992

150,428 150,428

152,222 152,222

230,787 230,787

195,001 195,001

138,528 138,528

140,973 140,973

1,137,931 1,137,931

General Expense Other

129,992 129,992

150,428 150,428

152,222 152,222

230,787 230,787

195,001 195,001

138,528 138,528

140,973 140,973

1,137,931 1,137,931

Resources Total Expenditures Expenditure Total Net Surplus/(Deficit)

NRHA FY2022 Proposed Budget

June 2021

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NRHA FY2022 Proposed Budget

June 2021

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 2,466 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 FY2022 Proposed Budget

June 2021

FEDERALLY AIDED HOUSING (Non-Tax Credit Projects)

FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

15,069,951 7,094,659 328,269 1,049 74,514 22,568,442

12,624,338 6,434,661 443,325 1,058 8,620 19,512,002

13,500,578 6,435,016 48,786 264 72,907 20,057,551

13,731,998 6,696,406 206,050 1,037 54,629 20,690,120

13,337,542 6,268,310 210,523 793 55,501 19,872,669

12,805,524 5,985,256 213,682 804 56,334 19,061,600

990,707 1,266,859 213,630 2,471,196 1,003,308 2,255,094 619,383 6,348,981

809,653 1,373,314 709,324 2,892,291 1,139,832 2,359,466 357,046 6,748,635

896,689 1,368,519 292,291 2,557,499 1,032,736 2,221,513 576,861 6,388,609

1,120,088 1,422,136 313,568 2,855,792 1,218,381 2,682,103 479,708 7,235,984

1,052,842 1,295,993 300,121 2,648,956 1,143,787 2,634,922 534,135 6,961,800

938,286 1,164,236 271,767 2,374,289 1,054,710 2,091,148 470,282 5,990,429

500,611

532,955

306,415

Revenue: Housing Assistance Payments Net Tenant Rental Revenue Tenant Revenue - Other Interest Revenue Other Revenue (External Source) Earnings from Other Program Appropriations from Other Programs Appropriation of Federally Aided Reserves Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administrative Maintenance Program Tenant Services Total Labor Employee Benefits Management Fees Other Administrative Total Admin & Program Delivery Exp.

Program Expenses: Capital Expenditures Housing Assistance Payments General Expense Interest Expense Maintenance Protective Services Tenant Services Utilities Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

$ $ $

168,158 667,356 595,956 472 3,681,493 820,112 186,135 8,551,252 21,019,915 1,548,527

500,059 674,449 258 4,682,571 627,527 166,110 7,510,272 20,909,881 (1,397,879)

597,593 2,867 4,133,517 520,827 108,520 7,805,007 20,057,551 -

603,049 263 4,362,619 837,817 104,590 8,261,159 21,938,436 (1,248,316)

591,351 268 4,136,655 942,451 104,214 7,845,672 20,888,826 (1,016,157)

286,270 583,509 230 4,016,983 961,102 96,202 7,171,530 19,106,255 (44,655)

June 2021

FEDERALLY AIDED HOUSING SUMMARY BY COMMUNITY Non-Tax Credit Community Revenue: Bobbitt Midrise Calvert Square Diggs Town FSS Scattered Sits Grandy Village Hunter Square Midrise Oakleaf Forest Partrea Midrise Sykes Midrise Tidewater Gardens Young Terrace Total Revenue: Expenditures: Bobbitt Midrise Calvert Square Diggs Town FSS Scattered Sits Grandy Village Hunter Square Midrise Oakleaf Forest Partrea Midrise Sykes Midrise Tidewater Gardens Young Terrace Total Expenditures: Surplus/Deficit: Bobbitt Midrise Calvert Square Diggs Town FSS Scattered Sits Grandy Village Hunter Square Midrise Oakleaf Forest Partrea Midrise Sykes Midrise Tidewater Gardens Young Terrace Net Surplus/Deficit*:

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

567,588 2,870,289 1,287,264 105,008 79,385 653,994 2,130,495 771,663 606,120 4,588,205 7,030,109 20,690,120

595,968 2,913,343 1,306,573 106,115 663,804 2,162,453 783,238 615,211 3,590,431 7,135,533 19,872,669

604,907 2,957,043 1,326,172 107,707 673,761 2,194,890 794,987 624,440 2,535,127 7,242,566 19,061,600

699,900 3,030,820 1,470,805 130,376 23,882 821,752 2,416,732 921,491 863,716 4,331,852 7,227,110 21,938,436

726,983 3,033,797 1,492,153 129,691 25,328 834,237 2,433,357 932,231 833,418 3,092,471 7,355,160 20,888,826

744,634 3,088,201 1,524,170 131,304 24,240 849,967 2,492,597 956,057 851,057 927,443 7,516,585 19,106,255

(132,312) (160,531) (183,541) (25,368) 55,503 (167,758) (286,237) (149,828) (257,596) 256,353 (197,001) (1,248,316)

(131,015) (120,454) (185,580) (23,576) (25,328) (170,433) (270,904) (148,993) (218,207) 497,960 (219,627) (1,016,157)

(139,727) (131,158) (197,998) (23,597) (24,240) (176,206) (297,707) (161,070) (226,617) 1,607,684 (274,019) (44,655)

*Surplus cash is fungible between non-tax credit communities for front line expenditures Note: Federally Aided deficit will be funded with the program's own reserves.

NRHA FY2022 Proposed Budget

June 2021

FEDERALLY AIDED HOUSING COMMUNITIES

FY2022 SUMMARY DETAIL Transaction Type Resources

Line Item Description Housing Assistance Payments Net Tenant Rental Revenue Tenant Revenue - Other Other Revenue

Bobbitt $

FSS Scattered Sites

Grandy Village

Hunter Square

Oakleaf Forest

Partrea

Sykes

Tidewater Gardens

Young Terrace

Total Federally Aided

1,737,679 1,032,761 49,512 50,337 2,870,289

946,961 315,940 21,795 2,568 1,287,264

24,883 79,713 406 6 105,008

79,385 79,385

348,871 304,983 101 39 653,994

1,492,918 626,629 10,838 110 2,130,495

366,544 404,969 101 49 771,663

334,612 263,653 7,819 36 606,120

3,689,487 898,308 150 260 4,588,205

4,478,489 2,434,194 115,200 2,226 7,030,109

13,731,998 6,696,406 206,049 55,667 20,690,120

83,117 32,001 129,922 16,500 26,068 206,691 79,272 4,467 121,862 699,900

423,920 169,105 566,801 129,500 87,622 594,960 14,063 1,044,849 3,030,820

150,798 68,225 262,823 38,425 59,944 370,828 5,825 513,937 1,470,805

14,352 5,578 17,037 6,000 27,376 54,848 4,050 1,135 130,376

781 7,859 10,242 5,000 23,882

91,358 27,145 134,020 15,000 13,529 228,850 77,337 6,721 227,792 821,752

348,162 150,995 511,954 70,500 67,644 648,668 11,505 607,304 2,416,732

90,815 40,949 182,666 23,240 32,582 240,453 82,500 5,432 222,854 921,491

81,331 31,609 123,925 73,600 14,818 231,098 75,149 7,312 224,874 863,716

446,147 241,903 936,523 39,390 123,235 523,045 75,810 1,945,799 4,331,852

719,522 284,095 1,325,918 120,800 142,635 1,252,936 35,450 3,345,754 7,227,110

2,449,522 1,051,605 4,192,370 532,955 603,312 4,362,619 314,258 170,635 8,261,160 21,938,436

(132,312)

(25,368)

55,503

(167,758)

(149,828)

(257,596)

Expenditures

Net Surplus/(Deficit) * HUD Safe Harbor Rate, see fee rate schedule.

Diggs Town

232,169 335,256 127 36 567,588

Resources Total Labor Employee Benefits Administrative Capital Improvements General Maintenance Protective Services Tenant Services Utilities Expenditures Total

Calvert Square

(160,531)

(183,541)

(286,237)

256,353

(197,001)

(1,248,316)

FY2023 SUMMARY DETAIL Transaction Type Resources

Line Item Description Housing Assistance Payments Net Tenant Rental Revenue Tenant Revenue - Other Other Revenue

Bobbitt $

Grandy Village

Hunter Square

Oakleaf Forest

Partrea

Sykes

Tidewater Gardens

Young Terrace

Total Federally Aided

961,165 320,679 22,122 2,607 1,306,573

23,175 80,909 1,941 90 106,115

354,104 309,558 103 39 663,804

1,515,312 636,028 11,002 111 2,162,453

372,042 411,044 103 49 783,238

339,631 267,608 7,936 36 615,211

3,218,925 371,506 3,590,431

4,545,666 2,470,707 116,928 2,232 7,135,533

13,337,541 6,268,310 210,524 56,294 19,872,669

84,779 33,372 135,642 11,625 26,590 222,501 81,254 4,484 126,736 726,983

413,241 167,857 581,490 80,000 89,274 601,122 14,170 1,086,643 3,033,797

146,947 67,937 268,400 22,425 63,036 383,088 5,825 534,495 1,492,153

14,639 5,818 17,524 3,500 27,923 55,007 4,100 1,180 129,691

2,058 8,016 10,254 5,000 25,328

93,185 28,051 137,819 8,700 13,800 230,118 78,884 6,777 236,903 834,237

355,125 158,210 525,373 41,500 68,874 641,091 11,587 631,597 2,433,357

92,631 42,728 187,536 12,220 33,233 241,663 85,000 5,452 231,768 932,231

82,958 32,967 126,988 27,600 15,114 231,430 75,149 7,343 233,869 833,418

227,535 126,816 1,047,540 16,045 100,616 253,618 42,404 1,277,897 3,092,471

699,932 281,845 1,363,337 82,800 145,144 1,266,762 35,756 3,479,584 7,355,160

2,210,972 945,601 4,393,707 306,415 591,620 4,136,654 320,287 137,898 7,845,672 20,888,826

(131,015)

(120,454)

(185,580)

(23,576)

(25,328)

(170,433)

(148,993)

(218,207)

497,960

(219,627)

Expenditures

NRHA FY2022 Proposed Budget

FSS Scattered Sites

1,763,744 1,048,252 50,255 51,092 2,913,343

Net Surplus/(Deficit) * HUD Safe Harbor Rate, see fee rate schedule.

Diggs Town

243,777 352,019 134 38 595,968

Resources Total Labor Employee Benefits Administrative Capital Improvements General Maintenance Protective Services Tenant Services Utilities Expenditures Total

Calvert Square

(270,904)

(1,016,157)

June 2021

FEDERALLY AIDED HOUSING COMMUNITIES

FY2024 SUMMARY DETAIL Transaction Type Resources

Line Item Description Housing Assistance Payments Net Tenant Rental Revenue Tenant Revenue - Other Other Revenue

Bobbitt

Labor Employee Benefits Administrative Capital Improvements General Maintenance Protective Services Tenant Services Utilities Expenditures Total Net Surplus/(Deficit) * HUD Safe Harbor Rate, see fee rate schedule.

NRHA FY2022 Proposed Budget

Diggs Town

FSS Scattered Sites

Grandy Village

Hunter Square

Oakleaf Forest

Partrea

Sykes

Tidewater Gardens

Young Terrace

Total Federally Aided

247,434 357,300 135 38 604,907

1,790,200 1,063,976 51,009 51,858 2,957,043

975,583 325,489 22,454 2,646 1,326,172

23,523 82,122 1,971 91 107,707

359,416 314,201 104 40 673,761

1,538,041 645,569 11,167 113 2,194,890

377,623 417,209 105 50 794,987

344,726 271,622 8,055 37 624,440

2,535,127 2,535,127

4,613,851 2,507,768 118,682 2,265 7,242,566

12,805,524 5,985,256 213,682 57,138 19,061,600

401,964 175,509 589,056 80,000 90,957 606,328 14,278 1,130,109 3,088,201

142,882 67,715 270,812 22,425 64,363 394,273 5,825 555,875 1,524,170

14,932 6,072 17,744 3,500 28,484 55,170 4,175 1,227 131,304

797 8,177 10,266 5,000 24,240

95,049 29,002 140,054 9,000 14,076 229,549 80,021 6,836 246,380 849,967

362,228 165,885 533,547 37,000 70,127 655,280 11,670 656,860 2,492,597

94,484 44,615 190,669 12,220 33,900 246,159 87,500 5,472 241,038 956,057

84,617 34,406 128,688 27,600 15,416 234,580 75,149 7,377 243,224 851,057

424,416 83,418

86,475 34,826 134,572 11,725 27,121 229,783 83,825 4,502 131,805 744,634

78,365 341,244 927,443

679,271 294,530 1,380,218 82,800 147,700 1,277,231 36,068 3,618,767 7,516,585

1,961,902 852,560 3,810,573 286,270 583,739 3,938,619 404,860 96,203 7,171,529 19,106,255

(139,727)

(131,158)

(197,998)

(23,597)

(24,240)

(176,206)

(161,070)

(226,617)

1,607,684

(274,019)

Resources Total Expenditures

Calvert Square

(297,707)

(44,655)

June 2021

FY2022 Safe Harbor Fee Schedule - Federally Aided Projects Public Housing

Management Fee * $75.63 97%

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 544,046 129,409 656,729 272,903 226,246 100,358 80,110 73,948 73,948 13,205 $2,170,902

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

672,157 159,882 811,374 337,166 279,522 123,990 98,975 91,361 91,361 16,314 $2,682,103

*Reflects HUD published Safe Harbor Fee rate, effective 1/1/2020. NRHA uses its discretion to change safe harbor fees, as it reviews the fiscal affordability of PIH programs funded by HUD.

FY2023 Safe Harbor Fee Schedule - Federally Aided Projects Management Fee * $75.63 97%

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

Project Number

# of Units

002 006 008 010 011 012 018 019 020 021 024

618 147 0 746 310 257 114 91 84 84 15 2,466

Bookeeping Fee $7.50 97%

Asset Management Fee $10.00 NA

Total Fees

Project Total 544,046 129,409 0 656,729 272,903 226,246 100,358 80,110 73,948 73,948 13,205 $2,170,902

53,951 12,833 0 65,126 27,063 22,436 9,952 7,944 7,333 7,333 1,310 $215,282

74,160 17,640 0 89,520 37,200 30,840 13,680 10,920 10,080 10,080 1,800 $295,920

672,157 159,882 0 811,374 337,166 279,522 123,990 98,975 91,361 91,361 16,314 $2,682,103

*Reflects HUD published Safe Harbor Fee rate, effective 1/1/2020. NRHA uses its discretion to change safe harbor fees, as it reviews the fiscal affordability of PIH programs funded by HUD.

NRHA FY2022 Proposed Budget

June 2021

FY2024 Safe Harbor Fee Schedule - Federally Aided Projects Management Fee * $75.63 97%

Project Number

# of Units

002 006 008 010 011 012 018 019 020 021 024

618 147 0 746 310 257 114 91 84 84 15 2,466

Bookeeping Fee $7.50 97%

Asset Management Fee $10.00 NA

Total Fees

Project Total 544,046 129,409 0 656,729 272,903 226,246 100,358 80,110 73,948 73,948 13,205 $2,170,902

53,951 12,833 0 65,126 27,063 22,436 9,952 7,944 7,333 7,333 1,310 $215,282

74,160 17,640 0 89,520 37,200 30,840 13,680 10,920 10,080 10,080 1,800 $295,920

672,157 159,882 0 811,374 337,166 279,522 123,990 98,975 91,361 91,361 16,314 $2,682,103

*Reflects HUD published Safe Harbor Fee rate, effective 1/1/2020. NRHA uses its discretion to change safe harbor fees, as it reviews the fiscal affordability of PIH programs funded by HUD.

NRHA FY2022 Proposed Budget

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

June 2021

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.

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

 Asset management and ongoing maintenance.

Cottage Bridge and Grandy VI are PBV communities without RAD.

 Develop community engagement initiatives to promote safety through prevention, intervention and enforcement.

NRHA FY2022 Proposed Budget

PROGRAM INITIATIVES  Offer affordable housing choices for low-income individuals by providing rental assistance.

 Develop and implement community standards to improve curb appeal.

June 2021

RAD/PROJECT BASED VOUCHER SUMMARY BY COMMUNITY FY22 Proposed Budget

Community Revenue: Cottage Bridge Diggs Phase I Franklin Arms Grandy Village Phase V Grandy Village Phase VI Grandy Village Revitalization North Wellington Total Revenue: Expenditures: Cottage Bridge Diggs Phase I Franklin Arms Grandy Village Phase V Grandy Village Phase VI Grandy Village Revitalization North Wellington Total Expenditures: Surplus/Deficit: Cottage Bridge Diggs Phase I Franklin Arms Grandy Village Phase V Grandy Village Phase VI Grandy Village Revitalization North Wellington Net Surplus/Deficit*:

NRHA FY2022 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

603,999 2,653,390 1,030,732 147,577 1,119,555 2,841,933 260,203 8,657,389

613,059 2,706,458 1,046,193 149,791 1,137,034 2,884,559 264,106 8,801,200

622,255 2,760,557 1,061,886 152,037 1,153,500 2,927,828 268,068 8,946,131

549,416 2,033,807 918,871 170,826 1,119,555 3,113,050 260,203 8,165,728

559,264 2,100,889 934,720 176,365 1,137,034 3,192,621 264,106 8,364,999

570,691 2,172,062 951,505 182,383 1,153,500 3,297,243 268,068 8,595,452

54,583 619,583 111,861 (23,249) (271,117) 491,661

53,795 605,569 111,473 (26,574) (308,062) 436,201

51,564 588,495 110,381 (30,346) (369,415) 350,679

June 2021

FY2022 Safe Harbor Fee Schedule - RAD/PBV Projects Management Fee * $75.63 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 22,008 88,033 242,092 14,085 61,623 198,955 $626,797

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

27,191 108,763 299,099 17,402 76,134 218,685 $747,275

*Reflects HUD published Safe Harbor Fee rate effective 1/1/2020. NRHA uses its discretion to change Safe Harbor fees, as it reviews the fiscal affordability of PIH programs funded by HUD.

FY2023 Safe Harbor Fee Schedule - RAD/PBV Projects Management Fee * $75.63 97%

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 22,008 88,033 242,092 14,085 61,623 198,955 $626,797

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

27,191 108,763 299,099 17,402 76,134 218,685 $747,275

*Reflects HUD published Safe Harbor Fee rate effective 1/1/2020. NRHA uses its discretion to change Safe Harbor fees, as it reviews the fiscal affordability of PIH programs funded by HUD.

FY2024 Safe Harbor Fee Schedule - RAD/PBV Projects Management Fee * $75.63 97%

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 22,008 88,033 242,092 14,085 61,623 198,955 $626,797

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

27,191 108,763 299,099 17,402 76,134 218,685 $747,275

*Reflects HUD published Safe Harbor Fee rate effective 1/1/2020. NRHA uses its discretion to change Safe Harbor fees, as it reviews the fiscal affordability of PIH programs funded by HUD.

NRHA FY2022 Proposed Budget

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

June 2021

COTTAGE BRIDGE OVERVIEW

FUNDING METHODOLOGY

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

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.

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  Offer affordable housing choices for disabled households by providing rental assistance.

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.

 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 FY2022 Proposed Budget

June 2021

COTTAGE BRIDGE FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other Interest Income Other Revenue Appropriation of (this project) Reserves Total Revenue

567,809 2,401 5 570,215

592,927 2,137 9 27,361 622,434

576,583 2,029 4 171 578,787

601,821 2,169 9 603,999

610,848 2,202 9 613,059

620,011 2,235 9 622,255

26,309

13,740 26,352 40,093 20,113 9,258 32,206 101,669

30,272

30,877

31,495

12,401 38,709 11,014 13,766 44,866 108,355

18,458 941 9,834 29,233 47,242 12,579 35,576 124,630

9,645 39,917 23,750 13,650 36,109 113,426

9,838 40,715 24,355 14,243 36,831 116,144

10,035 41,530 24,960 14,872 37,568 118,930

1,977 92,958 85,574 41,473 9,253 8 130,283 463 470,344 99,871

4,437 92,057 64,946 43,362 38,274 30 163,428 91,270 622,434 -

985 93,177 64,785 31,105 9,438 126,500 427,659 151,128

6,039 95,295 104,041 43,362 33,399 30 124,920 28,904 549,416 54,583

6,162 100,329 106,175 44,500 34,034 30 124,740 27,150 559,264 53,795

6,282 105,063 108,044 45,500 34,682 30 124,560 27,600 570,691 51,564

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program Total Labor Other Administration Employee Benefits Management Fees Total Admin & Program Delivery Exp. Program Expenses: Resident Services Utilities Maintenance Protective Services General Expense Interest Expense Principal Payment on Debt Equipment (Non Expendable/Hardware) Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

$ $

June 2021

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.

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 FY2022 Proposed Budget

June 2021

DIGGS TOWN PHASE I FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue

Tenant Revenue - Other HUD PHA Grants Interest Income Other Revenue

2,536,370 -

2,167,700 -

2,708,171 -

2,649,884 -

2,702,882 -

2,756,940 -

7,052

2,140

1,398

2,672

2,725

2,749

1,389 13

835 -

681

695

709

2,544,824

2,169,840

2,710,404

2,653,237

2,706,302

2,760,398

Administration Resident Services Maintenance Program Total Labor Other Administration Employee Benefits Management Fees

Total Admin & Program Delivery Exp.

149,485 9,058 159,381 317,924 47,153 124,750 69,782 559,609

71,485 39,522 156,379 267,386 38,708 123,528 189,117 618,739

147,702 152,720 300,422 41,773 144,337 228,647 715,179

141,381 34,322 190,632 366,335 40,187 167,193 218,685 792,400

144,209 35,008 194,445 373,662 40,990 174,622 223,059 812,333

147,092 35,709 198,334 381,135 41,809 182,508 227,520 832,972

4,976 1,088,721 222,530 62,778 82,991 418 -

22,353 1,089,435 103,767 75,649 136,797 66,600 56,500 -

731,464 215,468 75,950 92,541 125,107 1,755 -

13,570 833,932 163,075 76,846 84,844 66,600 2,387

13,680 875,627 165,135 78,383 86,540 66,600 2,435

13,793 919,409 168,424 79,950 88,272 66,600 2,483

$ $

2,022,023 522,801

2,169,840 -

1,957,464 752,940

2,033,654 619,583

2,100,733 605,569

2,171,903 588,495

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Resident Services Utilities 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

NRHA FY2022 Proposed Budget

June 2021

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 FY2022 Proposed Budget

June 2021

FRANKLIN ARMS FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue

275,985 733,108

281,378 732,783

270,804 745,391

280,125 744,105

284,327 755,266

288,592 766,595

4,707

4,941

4,312

4,777

4,849

4,922

1,700 -

1,685 -

1,774 -

1,725 -

1,751 -

1,777 -

1,015,500

1,020,787

1,022,281

1,030,732

1,046,193

1,061,886

41,174 4,044 57,631 1,506 104,355 7,582 38,079 97,477 247,493

57,579 38,418 2,003 98,000 52,157 31,240 95,680 277,077

62,990 42,845 105,835 5,643 45,928 97,405 254,811

63,459 37,680 101,139 25,261 43,959 108,763 279,122

64,728 38,434 103,162 25,433 45,875 110,938 285,408

66,002 39,202 105,204 25,948 47,908 113,157 292,217

1,979 125,034 152,076 74,515 112,054 10,153 -

8,847 102,212 187,327 75,218 64,026 214,168 -

115,000 185,164 57,357 56,187 199,046 -

6,500 119,537 192,089 75,218 65,237 181,168 -

6,500 125,933 194,023 75,218 66,471 181,167 -

6,500 132,675 195,996 75,218 67,731 181,168 -

Total Program/Operating Expenses

723,304

928,875

867,565

918,871

934,720

951,505

Surplus (Deficit) From Operations

292,196

91,912

154,716

111,861

111,473

110,381

Tenant Revenue - Other HUD PHA Grants Interest Income Other Revenue (External Source) Replacement Reserves Total Revenue

Program Expenses: Resident Services Utilities Maintenance Protective Services General Expense Interest Expense Transfers to Other Projects Capital Expenditures Housing Assistance Payments

NRHA FY2022 Proposed Budget

June 2021

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.  Asset management and ongoing maintenance.

 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.

 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 FY2022 Proposed Budget

June 2021

GRANDY VILLAGE REVITALIZATION FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue Tenant Revenue - Other HUD PHA Grants Interest Income Other Revenue (External Source) Replacement Reserve Appropriation of (this project) Reserves Total Revenue

1,079,164

1,093,839

1,129,151

1,110,247

1,126,900

1,143,804

1,284,511 29,319 2,254 87,771 58,436 2,541,455

1,324,133 18,434 4,310 87,716 271,500 2,799,932

1,368,523 91 2,070 91,676 22,847 2,614,358

1,343,995 18,709 4,375 89,032 275,573 2,841,931

1,364,155 18,992 4,440 90,367 279,706 2,884,560

1,384,617 19,276 4,507 91,722 283,902 2,927,828

184,592 41,556 202,297 428,445 50,971 163,774 257,536 900,726

143,675 53,991 182,650 380,316 51,999 163,533 270,620 866,468

100,327 42,301 217,471 360,099 51,213 191,494 273,615 876,421

167,195 66,384 225,955 459,534 55,000 195,478 306,750 1,016,762

170,539 67,574 230,474 468,587 55,972 204,138 312,885 1,041,582

173,950 68,787 235,084 477,821 56,976 213,327 319,143 1,067,267

24,480 923,204 524,627 136,172 203,503 284,300 3,113,048 (271,117)

24,480 960,132 535,660 138,894 207,574 284,300 3,192,622 (308,062)

24,480 990,653 547,019 171,780 211,744 284,300 3,297,243 (369,415)

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

NRHA FY2022 Proposed Budget

$ $

22,611 887,696 444,068 118,294 216,367 31 451 2,590,244 (48,789)

52,348 986,972 410,717 135,388 199,513 196,900 2,848,306 (48,374)

5,900 925,000 405,000 118,764 213,378 20,000 2,564,463 49,895

June 2021

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.

PROGRAM INITIATIVES

 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.

 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.

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

NRHA FY2022 Proposed Budget

 Develop community engagement initiatives to promote safety through prevention, intervention and enforcement.

June 2021

GRANDY VILLAGE V FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

93,443

99,924

91,547

101,423

102,944

104,488

45,275 3,631 793

43,627 988 857

58,380 91 265

44,281 1,003 870

44,946 1,018 883

45,620 1,033 896

143,142

145,396

150,283

147,577

149,791

152,037

8,008 2,276 11,634 21,918 3,464 9,479 14,860 49,721

9,179 3,511 12,016 24,706 2,914 10,550 15,309 53,479

8,312 2,520 10,397 21,229 1,599 8,753 15,723 47,304

10,637 3,128 14,865 28,630 1,847 12,618 17,402 60,497

10,850 3,191 15,162 29,203 1,890 13,183 17,750 62,026

11,066 3,254 15,466 29,786 1,934 13,783 18,105 63,608

1,261 51,754 21,672 4,054 8,687 137,149

1,038 60,076 18,537 4,695 11,112 6,000 154,937

341 50,000 20,418 4,547 3,741 3,000 129,351

1,769 64,094 22,455 4,708 11,303 6,000 170,826

1,856 67,493 22,670 4,802 11,518 6,000 176,365

1,882 71,075 23,185 4,898 11,735 6,000 182,383

5,993

Tenant Revenue Tenant Revenue - Other HUD PHA Grants Interest Income Other Revenue (External Source) Replacement Reserve Total Revenue

NRHA FY2022 Proposed Budget

$ $

(9,541)

20,932

(23,249)

(26,574)

(30,346)

June 2021

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.

NRHA FY2022 Proposed Budget

June 2021

GRANDY VILLAGE VI FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue Tenant Revenue - Other

188,279

372,793

313,221

384,671

391,127

396,405

472,792 907

723,227 797

912,544 3,481

734,075 809

745,086 821

756,262 833

HUD PHA Grants

Interest Income

661,978

1,096,817

1,229,246

1,119,555

1,137,034

1,153,500

Administration Resident Services Maintenance Program

19,316 6,353 28,254 -

36,082 13,523 45,662 -

36,874 11,160 49,481 -

30,311 11,888 56,489 -

30,917 12,126 57,619 -

31,536 12,368 58,771 -

Total Labor Other Administration Employee Benefits Management Fees

53,923 1,944 19,833 -

95,267 42,751 41,024 66,976

97,515 8,107 44,353 70,000

98,688 28,000 42,818 76,134

100,662 28,240 44,862 77,657

102,675 28,485 47,036 79,210

75,700

246,018

219,975

245,640

251,421

257,406

1,217 148,430 11,861

4,186 171,885 18,008

203,214 37,429

1,750 170,763 24,919

1,750 180,069 25,002

1,750 188,711 24,486

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Total Admin & Program Delivery Exp.

Program Expenses: Resident Services Utilities Maintenance Protective Services

43,477

21,938

19,000

General Expense

59,340

63,755

127,846

72,250

73,541

74,856

Interest Expense

192,878

535,278

Equipment (Non Expendable/Hardware) Transfers to Other Projects

Other

528,488

483,236

101,997

103,015

104,055

57,306

Capital Expenditures

Replacement Reserve

21,000

Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

$ $

546,732 115,246

1,096,817 -

1,674,168 (444,922)

1,119,555 -

1,137,034 -

1,153,500 -

June 2021

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 FY2022 Proposed Budget

June 2021

NORTH WELLINGTON FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue Tenant Revenue - Other HUD PHA Grants Interest Income Operating Transfer In Other Revenue (External Source) Operating Transfer In (Replacement Reserve)

121,482

115,402

111,774

117,133

118,890

120,673

89,916 1,098

95,409 1,711

91,817 736

96,840 1,736

98,293 1,762

99,767 1,790

2,160

2,263

41,573

2,297

2,331

2,366

42,197

42,830

43,472

214,656

256,358

205,071

260,203

264,106

268,068

Administration Resident Services Maintenance Program

4,097 1,226 -

8,810 6,146 -

5,911 6,173 -

8,640 6,027 -

8,813 6,148 -

8,989 6,270 -

Total Labor Other Administration Employee Benefits Management Fees

5,323 1,069 1,879 24,567

14,956 870 5,935 23,920

12,084 414 4,698 23,704

14,667 1,345 5,648 27,191

14,961 1,370 5,890 27,734

15,259 1,392 6,147 28,289

32,838

45,681

40,900

48,851

49,955

51,087

2,554 838 48,998 15,621 818 -

1,355 1,536 71,363 19,473 116,950 -

1,250 1,438 110,976 18 50,489 -

1,135 1,585 75,014 19,862 113,756 -

1,145 1,679 76,925 20,260 114,142 -

1,156 1,779 78,864 20,665 114,517 -

101,667 112,989

256,358 -

205,071 -

260,203 -

264,106 -

268,068 -

Total Revenue

744

Expenditures Administrative and Program Delivery: Labor:

Total Admin & Program Delivery Exp.

NRHA FY2022 Proposed Budget

June 2021

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, Non-Elderly Disabled programs, and Fostering Youth to Independence Program for youth graduating out of foster care. Housing assistance payments are provided 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.  Increase housing opportunities in low poverty areas by providing Project Based Vouchers for newly constructed or rehabilitated properties.

NRHA makes Project Based Vouchers available for Low Income Public Housing units that have been approved as RAD properties, 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 FY2022 Proposed Budget

June 2021

HOUSING CHOICE VOUCHER PROGRAM AND ADMINISTRATION FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

32,933,808

34,585,754

37,028,860

35,277,469

35,983,018

36,629,087

2,882,157

2,810,668

3,018,673

2,918,501

2,976,871

3,036,408

22,441

12,300

8,539

12,485

12,672

12,862

Revenue: HUD PHA Grants

HUD PHA Grants (Administrative Fees) Other Revenue Other Revenue (Port In)

Earnings from Other Programs Total Revenue

221,055 -

35,838,406

37,408,722

40,277,127

38,208,455

38,972,561

39,678,357

904,016

1,036,579

855,478

906,255

924,380

942,868

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services

Maintenance

461,728

Program Total Labor

350,340

371,834 -

337,941 -

344,700

351,594

1,365,744

1,386,919

1,227,312

1,244,196

1,269,080

1,294,462

Other Administration

236,585

306,495

309,716

504,610

492,799

536,807

General Expense

110,288

39,450

69,706

71,501

72,931

73,192

Employee Benefits

435,162

477,123

421,008

459,751

479,193

499,792

841,523

864,942

893,217

915,424

933,732

952,407

2,989,302

3,074,929

2,920,959

3,195,482

3,247,735

3,356,660

Management Fees Total Admin & Program Delivery Exp.

Program Expenses: Resident Services

Utilities

Maintenance

Housing Assistance Payments Portable Housing Assistance Payments

29,553,975

31,049,007

33,267,989

31,670,087

32,303,487

32,949,555

3,443,337

3,594,323

4,088,179

3,607,482

3,679,631

3,679,632

General Expense

Interest Expense

Equipment (Non-Expendable/Hardware)

Capital Expenditures

Total Program/Operating Expenses

Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

35,986,614 (148,208)

37,718,259 (309,537)

40,277,127 -

38,473,051 (264,596)

39,230,853 (258,292)

39,985,847 (307,490)

June 2021

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 FY2022 Proposed Budget



To provide homeless single adults with stable and affordable housing.



Provide case management, housing and outreach services.

June 2021

HOUSING CHOICE VOUCHER - SINGLE ROOM OCCUPANCY PROGRAM AND ADMINISTRATION FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: HUD PHA Grants

HUD PHA Grants - Administrative Fee

309,505

309,948

311,240

316,147

322,470

328,919

56,394

49,666

57,164

50,411

51,167

51,934

Interest Income

Other Revenue (External Source)

365,899

359,614

368,404

366,558

373,637

380,853

56,166

55,620

55,339

56,732

57,867

59,024

Resident Services

Maintenance

Program

59,024

Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

Total Labor

56,166

55,620

55,339

56,732

57,867

Other Administration

39,008

5,197

4,404

7,505

7,729

7,758

Employee Benefits

10,740

12,290

11,625

12,572

12,823

13,080

General Expense

1,409

548

219

224

228

Management Fee

12,978

14,040

12,870

14,040

14,321

14,607

120,301

87,695

84,238

91,068

92,964

94,697

Utilities

Maintenance

Total Admin & Program Delivery Exp.

Program Expenses: Resident Services

Housing Assistance Payments

309,505

309,949

311,240

316,147

322,470

328,919

General Expense

Other

Capital Expenditures

Total Program/Operating Expenses

Surplus(Deficit) From Operations

NRHA FY2022 Proposed Budget

429,806 (63,907)

397,644 (38,030)

395,478 (27,074)

407,215 (40,657)

415,434 (41,797)

423,616 (42,763)

June 2021

FY2022 Safe Harbor Fee Schedule - Housing Choice Voucher Management Fee

HCV Fee Rate (PUM)

Bookeeping Fee

$12.00

Month

Projected Leased Units

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

3,966 3,950 3,934 3,918 3,903 3,907 3,891 3,875 3,887 3,871 3,855 3,987

NA $

Total Fees 929,448 Total

HCV Single Room Occupancy Fee Rate (PUM) SRO Program Total 60 State Rental Assistance Program (SRAP) Fee Rate (PUM) 30 SRAP Program Total

NRHA FY2022 Proposed Budget

$7.50

Asset Management Fee

47,592 47,400 47,208 47,016 46,836 46,884 46,692 46,500 46,644 46,452 46,260 47,844 563,328

29,745 29,625 29,505 29,385 29,273 29,303 29,183 29,063 29,153 29,033 28,913 29,903 352,080

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

77,337 77,025 76,713 76,401 76,109 76,187 75,875 75,563 75,797 75,485 75,173 77,747 915,408

$12.00 $8,640

$7.50 $5,400

NA NA

$14,040

$0.00 $0

NA NA

June 2021

FY2023 Safe Harbor Fee Schedule - Housing Choice Voucher Management Fee

HCV Fee Rate (PUM)

Bookeeping Fee

$12.00

Month

Projected Leased Units

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

3,971 3,955 3,939 3,923 3,907 3,891 3,875 3,860 3,844 3,828 3,813 3,945

NA $

Total Fees 925,685 Total

HCV Single Room Occupancy Fee Rate (PUM) SRO Program Total 60 State Rental Assistance Program (SRAP) Fee Rate (PUM) 30 SRAP Program Total

NRHA FY2022 Proposed Budget

$7.50

Asset Management Fee

47,652 47,460 47,268 47,076 46,884 46,692 46,500 46,320 46,128 45,936 45,756 47,340 561,012

29,783 29,663 29,543 29,423 29,303 29,183 29,063 28,950 28,830 28,710 28,598 29,588 350,633

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

77,435 77,123 76,811 76,499 76,187 75,875 75,563 75,270 74,958 74,646 74,354 76,928 911,645

$12.00 $8,640

$7.50 $5,400

NA NA

$14,040

$0.00 $0

NA NA

June 2021

FY2024 Safe Harbor Fee Schedule - Housing Choice Voucher Management Fee

HCV Fee Rate (PUM)

Bookeeping Fee

$12.00

Month

Projected Leased Units

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

3,929 3,913 3,897 3,881 3,866 3,850 3,834 3,819 3,803 3,788 3,773 3,955

NA $

Total Fees 917,046 Total

HCV Single Room Occupancy Fee Rate (PUM) SRO Program Total 60 State Rental Assistance Program (SRAP) Fee Rate (PUM) 30 SRAP Program Total

NRHA FY2022 Proposed Budget

$7.50

Asset Management Fee

47,148 46,956 46,764 46,572 46,392 46,200 46,008 45,828 45,636 45,456 45,276 47,460 555,696

29,468 29,348 29,228 29,108 28,995 28,875 28,755 28,643 28,523 28,410 28,298 29,663 347,310

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

76,616 76,304 75,992 75,680 75,387 75,075 74,763 74,471 74,159 73,866 73,574 77,123 903,006

$12.00 $8,640

$7.50 $5,400

NA NA

$14,040

$0.00 $0

NA NA

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

June 2021

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 participant’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 FY2022 Proposed Budget

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

June 2021

STATE RENTAL ASSISTANCE PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Tenant Revenue - Other

HUD PHA Grants HUD PHA Grants (Administrative Fees)

648,504

265,123

658,232

668,105

678,127

73,280

30,144

24,080

32,454

32,979

33,518

2,599

601

Other Revenue (External Source)

Interproject Repayments

Earnings from Other Programs

Appropriations from Program Reserves

Appropriation of HCV HAP Reserves

Interest Income

Total Revenue

724,383

678,648

289,804

690,686

701,084

711,645

Expenditures Administrative and Program Delivery: Labor: Administration

29,763

19,370

31,103

19,756

20,151

20,554

Resident Services

Maintenance

Program

29,763

19,370

31,103

19,756

20,151

20,554

5,555

5,398

2,043

4,397

4,398

3,355

Total Labor

Other Administration General Employee Benefits

5,780

4,790

5,928

4,946

5,076

5,211

Management Fees

41,098

29,558

39,074

32,454

32,979

33,518

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

Utilities

Maintenance

Portable Admin. Fees

586

Housing Assistance Payments

249,584

648,504

250,730

658,232

668,105

678,127

General Expense

Interest Expense

Equipment (Non-Expendable/Hardware)

Operating Transfers Out

Capital Expenditures

Total Program/Operating Expenses

290,682

Surplus (Deficit) From Operations

433,701

NRHA FY2022 Proposed Budget

678,648 -

289,804 -

690,686 -

701,084

711,645

June 2021

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.

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

NRHA FY2022 Proposed Budget

June 2021

RESIDENT SERVICES FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

Appropriation from Own Reserve

Other Revenue (External Source) Total Revenue

282,828

416,867

232,128

371,913

377,075

382,363

282,828

416,867

232,128

371,913

377,075

382,363

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services Maintenance

Other Administration Employee Benefits Management Fees (Interproject) Total Admin & Program Delivery Exp.

58,032

Program Total Labor

146,400

58,032

113,428 113,428

59,813

61,009

62,229

59,813

61,009

62,229

48,636

43,981

38,358

19,046

19,747

20,486

195,036

102,013

151,786

78,859

80,756

82,715

87,792

314,854

80,342

293,054

296,319

299,648

Program Expenses: Resident Services Utilities

Maintenance

Expenses

Protective Services

Equipment (Non Expendable/Hardware)

Transfers to Other Projects

Interproject Repayments or Advances

Other

Capital Expenditures

Total Program/Operating Expenses

Roll Forward

NRHA FY2022 Proposed Budget

282,828

416,867

232,128 -

371,913 -

377,075 -

June 2021

382,363 -

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 FY2022 Proposed Budget

June 2021

OUT OF SCHOOL YOUTH PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Grants

131,121

Privately Managed Reserves Total Revenue

192,742

131,121

192,742

97,456 97,456

197,925 197,925

200,894

203,907

200,894

203,907

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services

41,672

77,100

30,822

78,022

79,582

81,174

Maintenance

Program

41,672

77,100

30,822

78,022

79,582

81,174

45,589

44,552

43,405

13,022

18,813

14,751

27,568

29,080

30,694

Total Labor

Other Administration Employee Benefits Management Fees (Interproject) Total Admin & Program Delivery Exp.

54,694

95,913

45,573

151,179

153,214

155,273

Program Expenses: Resident Services

76,427

96,829

51,883

46,746

47,680

48,634

Utilities

Maintenance

Protective Services

Equipment (Non Expendable/Hardware)

Transfers to Other Projects

Interproject Repayments or Advances

Other

Capital Expenditures

Total Program/Operating Expenses

Roll Forward Balance

NRHA FY2022 Proposed Budget

131,121

192,742

97,456 -

197,925 -

200,894

203,907

June 2021

RESIDENT OPPORTUNITIES AND SELF-SUFFICIENCY FAMILY SELF-SUFFICICIENCY GRANT (ROSS-FSS)

OVERVIEW

FUNDING METHODOLOGY

HUD’s Public and Indian Housing Family Self-Sufficiency (FSS) Program under the Resident Opportunities and Self-Sufficiency (ROSS) Grant 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 selfsufficiency.

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 FY2022 Proposed Budget

June 2021

ROSS FAMILY SELF-SUFFICIENCY GRANT FY20 Actual

Revenue:

Tenant Revenue - Other

HUD PHA Grants

FY21 Approved Budget

336,489

350,446

FY21 Projected Actual 275,684

FY22 Proposed Budget 328,472

FY23 Planned Budget

FY24 Planned Budget

339,817

351,761

Other Government Grants

Interest Income

Appropriations from Other Programs

Appropriation of Reserves

336,489

350,446

275,684

328,472

339,817

351,761

Administration Resident Services Maintenance Program

258,163 -

278,232 -

203,741 -

227,648 -

232,201 -

236,845 -

Total Labor Other Administration Employee Benefits Management Fees

258,163 78,326 -

278,232 72,214 -

203,741 71,944 -

227,648 10,270 90,554 -

232,201 10,270 97,346 -

236,845 10,270 104,646 -

Total Admin & Program Delivery Exp.

336,489

350,446

275,684

328,472

339,817

351,761

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

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

NRHA FY2022 Proposed Budget

$ $

336,489 -

350,446 -

275,684 -

328,472 -

339,817 -

351,761 -

June 2021

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.

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

NRHA FY2022 Proposed Budget

June 2021

ROSS SERVICE COORDINATOR GRANT FY20 Actual

Revenue:

HUD PHA Grants- Grant Year 37 Carryover

HUD PHA Grants- Grant Year 40 Carryover

FY21 Approved Budget -

75,915 478,500

412,667

FY21 Projected Actual 433,944

FY22 Proposed Budget 332,437

FY23 Planned Budget

FY24 Planned Budget

106,382

HUD PHA Grants- Grant Year 43 Projected

Other Government Grants

Interest Income

Appropriations from Other Programs

Appropriation of Reserves

125,888

232,269

554,415

412,667

433,944

332,437

232,270

232,269

Administration Resident Services Maintenance Program

79,908 -

127,015 -

71,837 -

122,580 -

125,032 -

127,532 -

Total Labor Other Administration Employee Benefits Management Fees

79,908 1,209 36,668 -

127,015 53,433 -

71,837 170 29,500 -

122,580 300 59,059 -

125,032 300 61,938 -

127,532 300 65,003 -

Total Admin & Program Delivery Exp.

117,784

180,448

101,507

181,939

187,270

192,835

2,687 -

49,421 -

44,116 -

45,000 -

39,434 -

$ $

120,471 433,944

229,869 182,798

226,055 106,382

232,270 -

232,269 -

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

NRHA FY2022 Proposed Budget

101,507 332,437

June 2021

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.  Asset management and ongoing maintenance.

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 FY2022 Proposed Budget

June 2021

RESIDENTIAL OPTIONS, INC. COMMUNITIES SUMMARY BY COMMUNITY FY22 Proposed Budget

Community

Revenue: Guy Avenue Hugo Street Total Revenue: Expenditures: Guy Avenue Hugo Street Total Expenditures: Surplus/Deficit: Guy Avenue Hugo Street Net Surplus/Deficit:

NRHA FY2022 Proposed Budget

$ $

FY23 Planned Budget

FY24 Planned Budget

164,808 164,808

168,104 168,104

171,466 171,466

261,197 285 261,482

241,181 291 241,472

246,284 291 246,575

(96,389) (285) (96,674)

(73,077) (291) (73,368)

(74,818) (291) (75,109)

June 2021

RESIDENTIAL OPTIONS, INC. (Guy Avenue) FY20 Actuals

CC: 03 Proj: 061

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Other Income

80,848

105,411

215,871

Tenant Revenue - Other

75,067

122,208

124,652

127,145

HUD PHA Grants

Other Government Grants

Interest Income

Non-Dwelling Rent

42,600

47,925

42,600

43,452

44,321

Appropriations from Other Programs

Appropriation of Earnings

339,391

153,364

117,667

164,808

168,104

171,466

7,894

9,261

7,326

6,419

6,547

6,678

4,872

6,545

5,140

9,703

9,897

10,095

12,766

15,806

12,466

16,122

16,444

16,773

Other Administration

7,060

3,652

222

8,311

8,389

8,466

Employee Benefits

2,758

3,546

3,366

12,440

12,753

13,077

28,171

28,734

29,309

23,004

16,054

65,044

66,320

67,625

Total Revenue

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

Management Fees Total Admin & Program Delivery Exp.

3,669 $

26,253

Program Expenses: Rehabilitation

550

179

255

260

265

Utilities

59,959

54,135

61,857

63,604

66,867

70,299

Maintenance

16,455

31,776

24,984

26,879

27,272

27,675

9,394

2,298

2,344

2,391

2,439

17,266

41,601

61,470

36,470

36,380

261,197

241,181

246,284

Resident Services

Protective Services General Expense Payment on Debt Capital Expenditures

240,644

Total Program/Operating Expenses

Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

370,015

14,593

153,364

(30,624)

117,667 -

(96,389)

(73,077)

June 2021

(74,818)

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

June 2021

DEVELOPMENT PROGRAMS

BUDGET SUMMARY HOUSING PROGRAMS

DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2022 Proposed Budget

June 2021

NRHA FY2022 Proposed Budget

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

June 2021

SUMMARY FY2022 DEVELOPMENT OVERVIEW

FY2022 DEVELOPMENT DIVISION Revenue for the Development Division totals $33,201,620 which is derived from a blend of various funding sources. Shortfalls within the Development Division will be covered from the following reserves: Privately Managed; Housing Opportunity; Acquire, Renovate, Sell; and Rehabilitation Reserve. Expenditures for the division will focus on completing the Homes at Bay Oaks Park, various singlefamily infill sites located within Norfolk’s Conservation and Redevelopment neighborhoods, 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. Where funding has been provided, target acquisition of blighted properties based on negotiations with willing sellers. NRHA will also continue to implement the Acquire, Renovate, and Sell rehabilitation (ARS) grant with funding through the Virginia Department of Housing and Community Development. The Capital Fund, which is a tool to improve aging public housing stock and infrastructure, has a budget of $12,146,629 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 $2,754,020 in earnings to fund shortfalls in other Authority programs.

Challenges As NRHA undergoes its’ organizational assessment, there is a difficulty in predicting which development projects may become a priority in FY2022 and beyond. Aftermath of the COVID-19 pandemic, reduced City funding, and results of the internal assessment will require a reexamination and possible new prioritization of 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 Authority’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

NRHA FY2022 Proposed Budget

June 2021

FY2021 ACCOMPLISHMENTS  NRHA is on track to complete renovations on 3 single-family scattered site public housing units through the Department of Housing and Community Development’s Acquire, Renovate and Resell Program. NRHA utilizes the grant to renovate the former scattered site home and gives HomeNet qualified public housing residents the opportunity to purchase on own their first home.

 Construction continues at The Home at Bay Oaks in East Ocean View. Builders have closed on all remaining lots and new home build-out should be complete by fall 2021.

 During FY2021, construction oversight, plan review and progress inspections continued on 15 new infill units with 13 homes projected to be completed by June 2021.

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

 In conjunction with the Beacon Light Community Housing Development Organization, construction was completed on three new single-family home in the Berkley community. These new homes provide homeownership opportunities for 3 eligible first-time homebuyers.

 Environmental reviews (ER) are completed for NRHA and private developments furthering the mission of affordable housing. The ER process examines a project and its potential environmental impacts to determine whether it meets federal, state, and local environmental standards. These reviews consist of technical evaluation, economic impact and social results that the project will bring. In addition to completing the ER for NRHA’s forthcoming Moton Circle single-family development, NRHA has completed ERs for the Riverside Station Apartments, Holley Pointe Apartments, Market Heights Apartments, and the Ashton Apartment Homes. This represents more than 475 new units of mixed-income housing.

 In FY2021, within 3.5 months, almost $1.05 million in mortgage, rent, and utility assistance was provided to 265 eligible Norfolk residents experiencing loss of employment income due to the COVID-19 pandemic.

FY2022-2024 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 as well as designated City of Norfolk neighborhoods.

 Continue providing homeownership assistance through first-time homebuyer subsidies as well as homebuyer credit repair, education and counseling.

 Complete demolition of flood-prone units located in the Spartan Village inner circle.  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.

 In conjunction with the City of Norfolk, undertake a “refresh” of the Broad Creek Master Plan.  Examine repositioning options for Oakmont North and Park Terrace.  Continue planned rehabilitation work and provide leasing opportunities for 555 East Main Street.

NRHA FY2022 Proposed Budget

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

June 2021

DEVELOPMENT PROGRAMS REVENUE AND EXPENDITURES FY2022 Revenue & Expenditures

FY2022

Proposed Revenue Amount Acquire, Renovate, Sell Program $ 1,013,102 Capital Fund Admin & Program 12,146,629 Capital Improvement Program 5,975,000 Choice Neighborhood Initiative Grant 556,051 COVID-19 Housing Costs Relief Phase II 779,981 Development Administration 1,802,680 Development Administration East Beach 53,495 General Fund 1,327,133 Home Investment Partnership Program (HOME) 1,061,649 HomeNet Homeownership Center 246,883 Merrimack Landing 5,647,127 Oakmont North 4,500,451 Park Terrace 582,866 Rehabilitation Reserve Account Totals: $ 35,693,047

FY2022

Proposed Expenditures Amount 1,013,102 12,146,629 5,975,000 556,051 779,981 2,017,453 53,495 1,327,133 1,102,469 246,883 4,051,327 3,342,231 582,866 7,000 33,201,620

Budget Gap

Budget Gap Source Funding

Amount (255,593) 40,820 (40,820) 1,595,800 1,158,220 (7,000) 2,491,427

Oakmont/Merrimack Earnings Transfer Out to HOME

Transfer In from Development Admin

Rehabilitation Reserves

FY2023 Revenue & Expenditures

FY2023

Planned Revenue Amount

Planned Expenditures Amount 9,177,174 5,875,000 362,750 2,062,687 54,781 1,327,133 1,106,168 253,668 4,132,357 3,415,079 594,523 6,958 28,368,278

Budget Gap

Budget Gap Source Funding

Acquire, Renovate, Sell Program $ Capital Fund Admin & Program 9,177,174 Capital Improvement Program 5,875,000 Choice Neighborhood Initiative Grant 362,750 COVID-19 Housing Costs Relief Phase II Development Administration 1,847,049 Development Administration East Beach 54,781 General Fund 1,327,133 Home Investment Partnership Program (HOME) 1,059,735 HomeNet Homeownership Center 140,734 HomeNet Homeownership Center Merrimack Landing 5,760,070 Oakmont North 4,590,460 Park Terrace 594,523 Rehabilitation Reserve Account Totals: $ 30,789,409

FY2024 Revenue & Expenditures

(262,071) 46,433 (46,433) (104,871) (8,063) 1,627,713 1,175,381 (6,958) 2,421,131

Oakmont/Merrimack Earnings Transfer Out to HOME

Transfer In from Development Admin ARS Proceeds Housing Opportunity Reserves

Rehabilitation Reserves

FY2024

Planned Revenue Amount

Planned Expenditures Amount 9,204,330 5,875,000 371,953 2,108,325 56,110 1,327,133 1,109,956 260,272 4,214,915 3,489,307 606,414 28,623,715

Budget Gap

Budget Gap Source Funding

Acquire, Renovate, Sell Program $ Capital Fund Admin & Program 9,204,330 Capital Improvement Program 5,875,000 Choice Neighborhood Initiative Grant 371,953 COVID-19 Housing Costs Relief Phase II Development Administration 1,888,924 Development Administration East Beach 56,110 General Fund 1,327,133 Home Investment Partnership Program (HOME) 1,061,576 HomeNet Homeownership Center 140,734 HomeNet Homeownership Center Merrimack Landing 5,875,271 Oakmont North 4,682,269 Park Terrace 606,414 Rehabilitation Reserve Account Totals: $ 31,089,714

NRHA FY2022 Proposed Budget

Amount

Amount (267,781) 48,380 (48,380) (75,993) (43,545) 1,660,356 1,192,962 2,465,999

Oakmont/Merrimack Earnings Transfer Out to HOME

Transfer In from Development Admin Housing Opps & ARS Proceeds

June 2021

ACQUIRE, RENOVATE, SELL PROGRAM OVERVIEW

FUNDING METHODOLOGY

The Acquire, Renovate, Sell Program is administered by the HomeNet Homeownership Center.

The Department of Housing and Community Development (DHCD) is the primary administrator of ARS funding, and Virginia Housing Development Authority (VHDA) provides the financial backing.

This program enables NRHA to stabilize streets, neighborhoods, communities and families by renovating fifteen (15) NRHA owned scattered site properties using ARS funding and other leveraged sources if necessary, and reselling the properties at the city assessed value to create new homeownership opportunities for low- and moderate-income firsttime homebuyers. After the sale of each home, the ARS funding is returned to DHCD, and NRHA uses the net proceeds as program income to invest in local, affordable housing efforts and cover a portion of administrative costs.

Eligible providers throughout the Commonwealth include local governments, nonprofits, housing authorities, and planning district commissions. NRHA entered into an Agreement with DHCD as a provider on February 24, 2020 for a two-year period or until ARS Round 2 funds are expended. ARS funding used for renovations is returned to DHCD from the net proceeds after the sale of the home.

PROGRAM INITIATIVES

A maximum of $45,000 in ARS funding is awarded per property for renovations (up to $40,500) and soft costs ($4,500). Soft costs may include a maximum $2,000 in program delivery fees.

 Through renovation, transform fifteen (15) previously undervalued homes into community assets.  Increase homeownership opportunities for fifteen (15) low- and moderateincome first-time homebuyers.  Stabilize streets, neighborhoods, communities and families.

NRHA FY2022 Proposed Budget

June 2021

ACQUIRE, RENOVATE, SELL PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Operating Grants

Capital Grants

Other Government Grants

Interest Income

200,000

Other Revenue Proceeds from Property Sales

1,013,102

Earnings from Other Programs Appropriations from Other Programs Appropriations of Program Reserves Total Revenue

1,013,102

92,400

200,000

Expenditures Administrative and Program Delivery: Labor: Administrative Maintenance Tenant Services Total Labor

Employee Benefits

41,880

Management Fees

50,952

Other Administrative Total Admin & Program Delivery Exp.

650 $

185,882

Program Expenses: Capital Expenditures General Expenses

200,000

827,220

200,000

1,013,102

Maintenance Protective Services Tenant Services Utilities Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

$ $

June 2021

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

NRHA FY2022 Proposed Budget

June 2021

CAPITAL FUND PROGRAM FY20 Actual

FY21 Approved Budget

5,541,300

20,093,238

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

12,146,629

9,177,174

9,204,330

Revenue: HUD PHA Grants

6,369,556

Other Government Grants

Other Fees for Service (External Source)

Other Revenue - Non Rental

Administrative Fee (Interproject)

Appropriations from Other Programs

Earnings from Other Programs

Appropriation of (Admin project) Reserves

Total Revenue

5,541,312

20,093,238

6,369,556

12,146,629

9,177,174

9,204,330

192,039

223,195

159,270

225,513

230,024

234,624

47,234

134,032

126,000

131,454

134,083

136,765

288,608

334,793

352,904

338,270

345,035

351,936

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

527,881

692,020

638,174

695,237

709,142

723,325

Other Administration

102,720

132,770

107,366

132,246

133,045

133,870

Employee Benefits

158,182

198,313

191,452

248,851

258,897

269,524

Management Fees

75,583

73,135

55,633

70,295

76,090

77,611

864,366

1,096,238

992,626

1,146,629

1,177,174

1,204,330

Total Admin & Program Delivery Exp.

Program Expenses: Resident Services

Utilities

Maintenance

Equipment (Non Expendable/Hardware)

Transfers to Other Projects

Interproject Repayments or Advances

Other

4,301,528

18,997,000

5,376,930

11,000,000

8,000,000

Total Program/Operating Expenses

Capital Expenditures $

5,165,894

20,093,238

6,369,556

12,146,629

9,177,174

9,204,330

Surplus (Deficit) From Operations

375,418

NRHA FY2022 Proposed Budget

June 2021

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 FY2022 Proposed Budget

June 2021

CAPITAL IMPROVEMENT PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: HUD PHA Grants

Other Government Grants

4,035,983

8,750,000

417,443

5,975,000

5,875,000

Other Fees for Service (External Source)

Other Revenue - Non Rental

Administrative Fee (Interproject) Appropriations from Other Programs

Earnings from Other Programs

Appropriation of (Admin project) Reserves

Total Revenue

4,035,983

8,750,000

417,443

5,975,000

5,875,000

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services

Maintenance

Program

Other Administration

Employee Benefits

Management Fees

Total Labor

Total Admin & Program Delivery Exp.

Program Expenses: Renewal Service Activity

3,966,983

7,725,000

388,930

2,500,000

2,400,000

Relocation

Demolition

Site Improvements

3,000

1,025,000

13,515

3,200,000

2,400,000 -

3,200,000

Disposition

14,998

Construction

Rehabilitation

66,000

Other Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

$ $

4,035,983

8,750,000

417,443 -

275,000

5,975,000

5,875,000

June 2021

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 FY2022 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 mixedincome community that addresses flooding with recreational amenities; and connects the site to retail, cultural and educational amenities, and community services.

100

June 2021

CNI IMPLEMENTATION GRANT FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Tenant Revenue - Other

HUD PHA Grants

71,906

649,395

619,252

556,051

362,750

371,953

Other Government Grants

Interest Income

Appropriations from Other Programs

Appropriation of Reserves Total Revenue

71,906

649,395

619,252

556,051

362,750

371,953

57,222

205,235

225,604

207,678

211,832

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services

Maintenance

Program

Total Labor

Other Administration

205,235

Employee Benefits

14,684

Management Fees Total Admin & Program Delivery Exp.

57,222

71,906

205,235 -

225,604

207,678

211,832

6,000

114,845

89,702

83,782

87,306

91,038

50,000

370,080

344,937

365,386

350,984

358,870

Program Expenses: Resident Services

Utilities

Maintenance

Relocation

Protective Services

223,417

General Expense

55,898

50,898

11,766

13,083

Equipment (Non Expendable/Hardware)

Capital Expenditures

Total Program/Operating Expenses

71,906

Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

649,395 -

101

619,252 -

190,665

556,051 -

362,750 -

June 2021

371,953 -

COVID-19 HOUSING COSTS RELIEF PROGRAM OVERVIEW

FUNDING METHODOLOGY

The COVID-19 Housing Costs Relief Program Phase II is administered by the HomeNet Homeownership Center. The program provides emergency rent or mortgage assistance, utility costs assistance, and upon request housing counseling to City of Norfolk renters and homeowners experiencing loss of income due to the COVID-19 pandemic.

Under the CARES Act, Community Block Grant Program – Coronavirus (CDBG-CV) federal funding has been made available to states, local governments and insular areas to prevent, prepare for, and respond to the spread of COVID-19. NRHA applied for CDBG-CV grant funding through the City of Norfolk’s funding application process and was awarded $1,308,385 in July of 2020. Funds are to be expended on or before December 31, 2021.

At least 70% of applicants must have a current household annual income at or under the 80% area median low-tomoderate income limit for the applicant’s household size, and 30% or less of applicants may have a current household annual income over 80% to 120% area median medium income for the applicant’s household size. The annual income definition at 24 CFR 5.609 is used to determine income eligibility.

PROGRAM INITIATIVES  Provide emergency past due and/or current rent or mortgage assistance not covered by other sources of assistance.

Applicants must meet all program eligibility requirements to qualify for assistance.

 Provide emergency past due and/or current utility assistance not covered by other sources of assistance.  Provide post purchase or rental and loss mitigation housing counseling upon request.

NRHA FY2022 Proposed Budget

102

June 2021

COVID-19 HOUSING COSTS RELIEF PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Operating Grants

Capital Grants

Other Government Grants

Interest Income

Other Revenue

Earnings from Other Programs

Appropriations from Other Programs

Appropriations of Program Reserves

779,981

Total Revenue

1,309,385

529,404

779,981

Expenditures Administrative and Program Delivery: Labor: Administrative

89,329

Maintenance

Tenant Services

89,329

Employee Benefits

29,776

Management Fees

50,754

Other Administrative

4,950

720

4,230

174,809

720

174,089

Total Labor

Total Admin & Program Delivery Exp.

Program Expenses: Capital Expenditure

Maintenance

Protective Services

Tenant Services

Utilities

Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

$ $

1,309,385

103

528,684

Total Program/Operating Expenses

1,134,576

General Expenses

529,404 -

605,892

779,981 -

June 2021

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 FY2022 – FY2024.  Provide operating and program delivery support for the Community Development Division.

NRHA FY2022 Proposed Budget

104

June 2021

DEVELOPMENT ADMINISTRATION FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Operating Grants

Capital Grants

Other Government Grants Other Revenue (External Source) Other Fees for Service Proceeds from Property Sales

1,000,000

302,941 87,819 377,551

215,000 75,439 498,802

295,619 49,054 132,036

424,510 66,486 311,684

291,600 66,486 488,963

281,200 66,486 541,238

Earnings from Other Programs

Appropriations from Other Programs

Appropriations of Program Reserves

Total Revenue

1,768,311

1,789,241

1,476,708

1,802,680

1,847,049

1,888,924

885,850

826,058

687,182

780,034

795,635

811,547

Expenditures Administrative and Program Delivery: Labor: Administrative Maintenance

Tenant Services Total Labor

885,850

826,058

687,182

780,034

795,635

811,547

Employee Benefits

253,904

277,208

213,975

283,082

294,741

307,083

Management Fees

481,667

584,003

343,420

483,581

493,253

503,118

85,061

10,991

172,005

134,602

134,815

134,981

1,706,482

1,698,260

1,416,582

1,681,299

1,718,444

1,756,729

61,829

78,981

60,126

Other Administrative Total Admin & Program Delivery Exp.

Program Expenses: Disposition Construction Services

80,561

82,172

83,815

255,593

262,071

267,781

Extraordinary Maintenance

General Expenses

Maintenance

Protective Services

Tenant Services

Utilites

Operating Transfer Out

12,000

Total Program/Operating Expenses

Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

1,768,311

1,789,241

105

1,476,708 -

2,017,453 (214,773)

2,062,687 (215,638)

2,108,325 (219,401)

June 2021

EAST BEACH OVERVIEW

FUNDING METHODOLOGY

East Beach 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 landsales 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 FY2022 Proposed Budget

106

June 2021

EAST BEACH FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: HUD PHA Grants

Other Government Grants

Proceeds from Notes, Loans and Bonds

Proceeds from Property Sales

67,000

195,500

80,000

53,495

54,781

56,110

Other Revenue (External Source)

Earnings from Other Programs

Appropriation of East Beach Reserves

67,000

195,500

80,000

53,495

54,781

56,110

54,643

23,555

16,188

23,082

23,544

24,015

Resident Services

Maintenance

Program

54,643

23,555

16,188

23,082

23,544

24,015

12,974

7,975

4,537

9,926

10,389

10,880

Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

Total Labor

Other Administration Employee Benefits Management Fees Total Admin & Program Delivery Exp.

23,564

10,214

5,558

10,652

10,865

11,082

91,181

41,744

26,283

43,660

44,798

45,977

Program Expenses: Acquisition Demolition Planning

4,560

9,690

3,741

9,835

9,983

10,133

Rehabilitation

General Expense

Land Sale Proceeds to City of Norfolk

51,434

30,024

53,495

54,781

56,110

144,066

49,976

Disposition

Principal Payment on Debt Operating Transfer Out Capital Expenditures Total Program/Operating Expenses

95,741

Surplus (Deficit) From Operations

(28,741)

NRHA FY2022 Proposed Budget

107

June 2021

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 FY2022 Proposed Budget

108

June 2021

GENERAL FUND PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Operating Grants

Capital Grants

Other Government Grants

3,389,888

2,957,720

1,547,764

1,327,133

Other Revenue

Earnings from Other Programs

Appropriations from Other Programs

Appropriations of Program Reserves

Total Revenue

3,389,888

2,957,720

1,547,764

1,327,133

Expenditures Administrative and Program Delivery: Labor: Administrative

Employee Benefits

Management Fees

Other Administrative

Maintenance Tenant Services Total Labor

Total Admin & Program Delivery Exp.

Program Expenses: Disposition

300,000

Capital Expenditures

General Expenses

Maintenance

Protective Services

Tenant Services

Utilities Other Total Program/Operating Expenses

Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

3,089,888

2,657,720

1,247,764

1,027,133

3,389,888

2,957,720

1,547,764

1,327,133

109

June 2021

HOME INVESTMENT PARTNERSHIP PROGRAM OVERVIEW

FUNDING METHODOLOGY

The objectives of the HOME Investment Partnerships Program (HOME) 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 low- and 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  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.

PROGRAM INITIATIVES Increase homeownership opportunities for low- to moderate-income first-time homebuyers and increase the number of owner-occupied housing in Norfolk.

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 FY2022 Proposed Budget

 Homebuyer Assistance Program to provide down payment and closing to eligible first-time homebuyers.  Community Housing Development Organization (CHDO) Program to develop single-family new construction homes to be sold to eligible first-time homebuyers.

110

June 2021

HOME INVESTMENT PARTNERSHIP PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Operating Grants

783,733

1,181,318

1,089,761

1,061,649

1,059,735

1,061,576

Capital Grants

Other Government Grants

Other Revenue

Earnings from Other Programs

Appropriations from Other Programs

Appropriations of Program Reserves

Total Revenue

783,733

1,181,318

1,089,761

1,061,649

1,059,735

1,061,576

121,464

56,635

105,020

93,724

95,598

97,510

Expenditures Administrative and Program Delivery: Labor: Administrative Maintenance

Tenant Services

121,464

56,635

105,020

93,724

95,598

97,510

Employee Benefits

31,624

17,369

28,352

27,839

28,785

29,778

Management Fees

42,895

26,175

36,636

43,252

44,117

44,999

3,614

14,435

880

654

668

669

199,597

114,614

170,888

165,469

169,168

172,956

Total Labor

Other Administrative Total Admin & Program Delivery Exp.

Program Expenses: Extraordinary Maintenance

General Expenses

584,136

1,066,704

963,469

937,000

Maintenance

Protective Services

Tenant Services

Utilities

Total Program/Operating Expenses

Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

783,733

1,181,318

111

1,134,357 (44,596)

1,102,469 (40,820)

1,106,168 (46,433)

1,109,956 (48,380)

June 2021

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 clients achieve homeownership.

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

 Provide pre-purchase comprehensive one-one-one counseling to clients.  Increase HCV enrollment.

 Virginia Housing Development Authority Homeownership Education classes;

 Market and sell scattered site units.  Enroll residents into the Homebuyers Club classes.

 Referrals to qualified lenders, realtors and attorneys; and

 Enroll 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 FY2022 Proposed Budget

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

112

June 2021

HOMENET HOMEOWNERSHIP CENTER FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Operating Grants

56,894

Capital Grants

78,348

196,781

207,908

83,840

Other Government Grants

Other Revenue Procceds from Property Sales

Earnings from Other Programs

Appropriations from Other Programs

Appropriations of Program Reserves

Total Revenue

253,276

106,149

135,242

253,675

518,078

246,883

140,734

121,425

110,996

145,540

154,196

157,280

160,426

Expenditures Administrative and Program Delivery: Labor: Administrative Maintenance

Tenant Services Total Labor

121,425

110,996

145,540

154,196

157,280

160,426

Employee Benefits

36,245

36,664

49,729

67,792

70,695

73,771

Management Fees

17,586

2,951

12,819

13,065

13,317

Other Administrative Total Admin & Program Delivery Exp.

9,531

12,688

65,011

12,076

12,628

12,758

184,787

160,348

263,231

246,883

253,668

260,272

Program Expenses: Extraordinary Maintenance

General Expenses

Maintenance

Protective Services

Tenant Services

Utilities

Total Program/Operating Expenses

Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

184,787 (49,545)

160,348

263,231

93,327

254,847

113

246,883 -

253,668

260,272

(112,934)

(119,538)

June 2021

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  Continue to provide below market rate rental housing.  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 FY2022 Proposed Budget

114

June 2021

MERRIMACK LANDING OPERATIONS FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other HUD PHA Grants

4,657,209

4,725,729

4,634,910

5,037,649

5,138,402

5,241,170

583,510

609,240

607,533

609,478

621,668

634,101

Other Government Grants

Interest Income

525

516

573

Proceeds from Notes, Loans and Bonds

Appropriation of (this project) Reserves Total Revenue

5,241,244

5,335,485

5,243,016

5,647,127

5,760,070

5,875,271

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services

Maintenance

Program

Total Labor

Other Administration

834,463

Employee Benefits

Management Fees

Total Admin & Program Delivery Exp.

859,653 -

749,751 -

1,095,754 -

1,117,669

1,140,022

140,004

140,000

142,800

145,656

834,463

999,657

889,755

1,235,754

1,260,469

1,285,678

404,939

388,344

443,436

439,588

448,380

457,347

Program Expenses: Utilities Maintenance

826,126

943,651

852,619

631,307

671,566

684,997

Protective Services

49,209

58,980

55,673

51,840

52,877

53,934

General Expense

95,830

56,380

80,181

56,813

57,949

59,109

Interest Expense

998,882

1,198,110

963,188

941,310

918,899

895,346

Relocation Expenses

Client (New Loans)

Principal Payment on Debt

Equipment (Non Expendable/Hardware)

Interproject Transfer

Other

32,663

84,000

255,087

260,189

292,934

3,242,112

3,729,122

3,787,166

4,051,327

4,132,357

4,214,915

1,999,132

1,606,363

1,455,850

1,595,800

1,627,713

1,660,356

418,314

439,628

462,028

485,569

Transfers to Other Projects *

Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations *

NRHA FY2022 Proposed Budget

$ $

115

June 2021

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 FY2022 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.

116

June 2021

OAKMONT NORTH OPERATIONS FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

4,044,287

4,071,101

4,083,812

4,318,039

4,404,400

4,492,488

220,076

208,095

202,163

180,012

183,612

187,284

HUD PHA Grants

Other Government Grants

2,278

2,244

2,422

2,400

2,448

2,497

Proceeds from Notes, Loans and Bonds

Other Revenue (External Source)

Interest Income

Total Revenue

4,266,641

4,281,440

4,288,397

4,500,451

4,590,460

4,682,269

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services

Maintenance

Program

Total Labor

Other Administration

722,836

Employee Benefits

668,656

Management Fees

841,510 -

858,340

875,507

124,824

276,905

282,340

287,987

293,747

722,836

793,480

871,948

1,123,850

1,146,327

1,169,254

588,558

533,100

588,618

596,281

608,207

620,371

1,190,324

1,432,558

1,255,558

853,273

870,338

887,745

59,567

58,512

64,279

55,152

56,255

57,380

General Expense

167,645

129,372

77,947

148,170

157,136

166,206

Interest Expense

6,233

17,795

18,151

18,514

15,058

15,085

Total Admin & Program Delivery Exp.

595,043

Program Expenses: Resident Services

Utilities Maintenance Protective Services

Bond Fees

Client (New Loans) Principal Payment on Debt

315,000

Equipment (Non Expendable/Hardware)

300,000

317,205 -

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

NRHA FY2022 Proposed Budget

$ $

27,659

588,360

547,710

558,664

569,837

3,077,822

3,868,235

3,796,795

3,342,231

3,415,079

3,489,307

1,188,819

413,205

491,602

1,158,220

1,175,381

1,192,962

117

June 2021

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.  Continue to evaluate improvement needs for Park Terrace in order to develop a renovation plan.

NRHA FY2022 Proposed Budget

118

June 2021

PARK TERRACE OPERATIONS FY20 Actual

CC: 99 Proj: 031

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue

607,538

588,000

Tenant Revenue - Other HAP Susidy

557,482

568,632

580,004

22,658

25,384

25,892

26,410

29,116

682

673,139 -

Other Government Grants

Interest Income

296

360

Other Revenue

Appropriation of Park Terrace Reserves

Total Revenue

636,950

589,042

695,809

582,866

594,523

606,414

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services

Maintenance

Program Total Labor

Other Administration

211,651

165,769

226,391

195,169

199,072

203,054

Employee Benefits

Management Fees

37,448

39,997

38,522

39,292

40,078

Total Admin & Program Delivery Exp.

211,651

203,217

266,388

233,691

238,365

243,132

87,161

88,560

118,844

113,160

115,423

115,424

214,928

143,655

164,843

96,115

98,037

105,151

10,922

10,200

9,810

10,200

10,404

10,405

Program Expenses: Utilities Maintenance Protective Services Housing Assistance Payments PILOT

General Expense

88,907

59,400

48,536

59,400

60,588

60,589

Interest Expense

Bond Fees

Principal Payment on Debt

Extraordinary Maintenance Capital Expenditures Total Program/Operating Expenses

Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

52,140

71,110

40,418

70,300

71,706

71,707

665,709

589,042

648,839

582,866

594,523

606,414

(28,759)

119

46,970

June 2021

FY2022 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 $

29,520

24,420

14,700 279,528 $

53,940

Total Fees

$ 169,524

149,244

14,700 $ 333,468

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

FY2023 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 $

29,520

24,420

14,700 279,528 $

53,940

Total Fees

$ 169,524

149,244

14,700 $ 333,468

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

FY2024 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 $

14,700 279,528 $

29,520 24,420 53,940

Total Fees

$ 169,524

149,244

14,700 $ 333,468

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

NRHA FY2022 Proposed Budget

120

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

121

June 2021

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 FY2022 Proposed Budget

122

June 2021

REHABILITATION RESERVE ACCOUNT FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

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

Resident Services

Maintenance

Program

Other Administration

Employee Benefits

Management Fee

Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

Total Labor

Total Admin & Program Delivery Exp.

Program Expenses: Acquisition

Relocation

Demolition

Site Improvements

Disposition

Housing Assistance Payments

NRHA Homebuyer Assistance

7,905

7,000

6,958

Operating Transfer*

Capital Expenditures

General Expense

150

Total Program/Operating Expenses

7,905

7,000

150

7,000

6,958

Surplus (Deficit) From Operations

(7,905)

(7,000)

(150)

(7,000)

(6,958)

NRHA FY2022 Proposed Budget

123

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

124

June 2021

FEDERAL, LOCAL AND OTHER SOURCES Projected Carry over to FY2022 Projected Carryover FY21 to FY22

Description CDBG Program COVID-19 Housing Costs Relief Program NRHA HomeNet 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 Site Improvement/A&E Total CIP Program General Fund Economic Development Performance Grants Disposition Monroe Building Rental Supplement Total General Fund Other Program Funding Administrative Support Land Proceeds East Beach Rehabilitation Reserve Account Prior Year Land Sales Proceeds Housing Opportunity Funding-HomeNet Home Fees Acquire, Renovate & Sell Grant Acquire, Renovate & Sell Proceeds Capital Fund Bond Fees Choice Neighborhod Initiative VHDA Total Other Program Funding Capital Fund & Privately Managed Merrimack Landing Operations Oakmont Operations Park Terrace Total Capital Fund and Privately Managed

Total NRHA

NRHA FY2022 Proposed Budget

$ $ $

$ $

Proposed Budget FY22

45,116 45,116 -

2,197,582 1,920,015 10,028,497 -

$ 10,073,613

125

$ $

4,785,200 1,125,700

779,981 56,894 836,875

187,000 124,649 750,000 1,061,649

2,500,000 275,000

3,200,000 5,975,000 909,288 300,000 117,845 1,327,133

1,000,000 53,495 311,684 90,326 1,013,102 106,149 12,146,629 424,510 556,051 60,000 15,761,946

5,647,127 4,500,451 582,866 10,730,444

Planned Budget FY23

$ 35,693,047

$ $

56,894 56,894

Planned Budget FY24

187,000 122,735 750,000 1,059,735

2,400,000 275,000

3,200,000 5,875,000 909,288 300,000 117,845 1,327,133 1,000,000 54,781 488,963

90,326 9,177,174 291,600 362,750 60,000 11,525,594

5,760,070 4,590,460 594,523 10,945,053

$ 30,789,409

56,894 56,894

$ $

187,000 124,576 750,000 1,061,576 2,400,000 275,000

3,200,000 5,875,000 909,288 300,000 117,845 1,327,133 1,000,000 56,110 541,238

90,326 9,204,330 281,200 371,953 60,000 11,605,157

5,875,271 4,682,269 606,414 11,163,954

$ 31,089,714

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

126

June 2021

OTHER PROGRAMS

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2022 Proposed Budget

127

June 2021

NRHA FY2022 Proposed Budget

128

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

129

June 2021

FY2022 OTHER PROGRAMS OVERVIEW

SUMMARY FY2022 OTHER PROGRAMS FY2022 expenditure needs for “Other Programs” total $4,659,591 and are comprised of nine 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

FY22 Proposed

FY23 Planned

FY24 Planned

NRHA Rental Project

73,090

555 E Main Street Operations

500,000

Broad Creek Village Center

60,000

COCC Specialized Maintenance

1,117,143

1,237,035

1,417,917

Communications and Government Relations

426,592

447,812

457,200

Core Business Service

824,632

643,795

596,135

Disposition Support

30,000

Executive Director Contingency Fund

408,417

410,739

412,394

Project Development Financing

1,219,448

1,237,243

1,248,948

NRHA FY2022 Proposed Budget

Total

130

4,659,322

74,714 -

76,197 -

4,141,338

June 2021

4,298,791

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. Communications and Government Relations: 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. 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. 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. 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 FY2022 Proposed Budget

131

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

132

June 2021

OTHER PROGRAMS REVENUE AND EXPENDITURES

FY2022 Revenue & Expenditures NRHA Rent Project $ 555 East Main Street Operations Broad Creek Village Center Centralized Specialized Maintenance Communications & Government Relations Core Business Service Core Business Service Disposition Support Executive Director Contingency Fund Project Development Financing Project Development Financing Totals: $

FY2022 Proposed Revenue Amount 1,733,558 100,000 1,833,558

FY2022 Proposed Expenditures Amount $ 73,090 2,233,558 60,000 1,117,143 426,592 678,952 145,680 30,000 408,417 519,448 800,000 $ 6,492,880

FY2022 Budget Gap

FY2022 Budget Gap Source Funding

Amount (73,090) (500,000) (60,000) (1,117,143) (426,592) (678,952) (145,680) (30,000) (408,417) (419,448) (800,000) $ (4,659,322)

Oakmont/Merrimack Earnings Granby Sales Reserves Oakmont/Merrimack Earnings Privately Managed Reserves Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Grandy Revitalization Reserves Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Working Fund

FY2023 Revenue & Expenditures NRHA Rent Project $ 555 East Main Street Operations Broad Creek Village Center Centralized Specialized Maintenance Centralized Specialized Maintenance Communications & Government Relations Core Business Service Disposition Support Executive Director Contingency Fund Project Development Financing Project Development Financing Totals: $

FY2024 Revenue & Expenditures NRHA Rent Project $ 555 East Main Street Operations Broad Creek Village Center Centralized Specialized Maintenance Centralized Specialized Maintenance Communications & Government Relations Core Business Service Disposition Support Executive Director Contingency Fund Project Development Financing Project Development Financing Totals: $

NRHA FY2022 Proposed Budget

FY2023 Proposed Revenue Amount 1,749,099 100,000 1,849,099

FY2024 Proposed Revenue Amount 1,754,372 100,000 1,854,372

FY2023 Proposed Expenditures Amount $ 74,714 1,749,099 60,000 1,173,772 63,263 447,812 643,795 30,000 410,739 537,243 800,000 $ 5,990,437

FY2024 Proposed Expenditures Amount $ 76,197 1,754,372 60,000 1,338,615 79,302 457,200 596,135 30,000 412,394 548,948 800,000 $ 6,153,163

133

FY2023 Budget Gap Amount (74,714) (60,000) (1,173,772) (63,263) (447,812) (643,795) (30,000) (410,739) (437,243) (800,000) $ (4,141,338)

FY2024 Budget Gap Amount (76,197) (60,000) (1,338,615) (79,302) (457,200) (596,135) (30,000) (412,394) (448,948) (800,000) $ (4,298,791)

FY2023 Budget Gap Source Funding Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Privately Managed Reserves Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Working Fund

FY2024 Budget Gap Source Funding Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Privately Managed Reserves Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings Working Fund

June 2021

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 NRHA’s administrative offices are located at 555 E. Main Street. The FY2022-FY2024 funding gap for this project will be funded from Privately Managed Earnings.

NRHA FY2022 Proposed Budget

134

June 2021

NRHA RENT PROJECT FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

711,272

711,271

763,939

Tenant Revenue - Other

Other Fees (Interproject)

Appropriation of Earnings

Total Revenue

711,272

711,271

763,939

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services Maintenance Program

25,634

29,463

26,338

28,896

29,474

30,063

25,634

29,463

26,338

28,896

29,474

30,063

5,318

4,490

22,216

4,425

4,711

4,800

12,034

13,708

12,927

14,280

14,986

15,736

Management Fees (Interproject)

Management Fees (External)

42,986

47,661

61,481

47,601

49,171

50,599

3,158

7,862

4,705

7,907

7,930

7,954

Specialized Maintenance

Protective Services

General Expense

1,500

1,530

1,561

1,592

Transfers to Other Projects

Total Labor

Other Administration Other (Interproject Fee for Services) Employee Benefits

Total Admin & Program Delivery Exp.

Program Expenses: Planning Utilities Maintenance

Other (Rent)

736,489

Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

727,324

$ $

713,558 -

779,991 -

779,991

782,633

784,347

779,744

837,029

838,653

840,136

(71,361)

(73,075)

(68,473)

(73,090)

(74,714)

(76,197)

135

June 2021

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 Street’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 FY2022 Proposed Budget

136

June 2021

555 EAST MAIN STREET OPERATIONS FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

1,851,283

1,760,000

1,554,045

1,586,602

1,602,143

1,607,416

116,433

178,314

97,005

146,956

Proceeds from Notes, Loans and Bonds

Proceeds from Property Sales

Other Fees (Interproject)

Total Revenue

1,967,716

1,938,314

1,651,050

1,733,558

1,749,099

1,754,372

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services

Maintenance

Program

73,865

48,600

35,189

34,170

34,889

34,945

Other (Interproject Fee for Services)

Employee Benefits

Management Fees (Interproject)

73,865

48,600

35,189

34,170

34,889

34,945

Total Labor

Other Administration

Total Admin & Program Delivery Exp.

Program Expenses: Planning Resident Services

Utilities

341,495

346,773

257,040

369,096

379,803

381,600

Maintenance

445,477

328,440

306,246

329,660

331,375

333,595

Specialized Maintenance

Protective Services

150,100

156,800

170,768

181,200

183,600

184,800

Note Payable

409,443

657,344

44,597

120,686

124,000

Real Estate Taxes Planning & Building Construction

General Expense

28,711

103,689

11,921

38,088

Interproject Repayments or Advances

Other (Rent)

Capital Expenditures

Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

$ $

500,000

1,493,688

1,762,332

1,559,194

2,233,558

474,028

175,982

91,856

(500,000)

137

1,749,099

1,754,372

June 2021

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 FY2022 – FY2024 includes maintenance of cleared land and disposition of parcels to private developers for residential construction.

NRHA FY2022 Proposed Budget

138

June 2021

BROAD CREEK VILLAGE CENTER FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Grants

Other Government Grants

Interest Income

53,891

60,000

40,360

60,000

53,891

60,000

40,360

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.

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

53,891 -

60,000 -

40,360 -

60,000 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

53,891 -

60,000 -

40,360 -

60,000 -

Earnings from Other Programs Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

NRHA FY2022 Proposed Budget

139

June 2021

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 FY2022 Proposed Budget

140

June 2021

COCC SPECIALIZED MAINTENANCE FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Tenant Revenue - Other

Other Fees

4,869,136

Other Revenue (External Source)

381,520

5,325,566

4,962,892

4,725,717

4,784,126

21,058

80,000

2,410

30,100

33,625

36,163

596,191

825,496

638,813

303,112

5,529,007

6,771,969

6,153,472

5,374,512

5,140,862

5,201,809

2,237,433

2,154,166

1,984,047

1,979,361

1,923,210

1,911,674

Appropriation from Other Program Reserve

Appropriation of Earnings Total Revenue

5,792,666

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

2,237,433

2,154,166

1,984,047

1,979,361

1,923,210

1,911,674

Other Administration

310,844

613,328

300,621

438,251

444,591

450,171

Employee Benefits

705,970

811,444

815,419

884,612

922,180

966,688

Management Fees (Interproject)

769,771

835,660

664,928

934,002

952,682

971,736

4,024,018

4,414,598

3,765,015

4,236,226

4,242,663

4,300,269

Total Admin & Program Delivery Exp.

Program Expenses: $

Utilities

75,739

85,495

73,843

91,149

95,804

100,698

1,625,084

1,853,042

1,943,558

1,761,219

1,784,654

1,888,184

Specialized Maintenance

Protective Services

60,747

102,168

101,186

170,061

170,226

170,393

Maintenance

General Expense Interest Expense Equipment

107,749

186,666

139,870

183,000

54,550

130,182

Other

Capital Expenditures

130,000

50,000

30,000

5,893,337

6,771,969

6,153,472

6,491,655

6,377,897

6,619,726

(364,330)

(1,117,143)

(1,237,035)

(1,417,917)

Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

$ $

141

June 2021

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.

 Designing, developing and

PROGRAM INITIATIVES

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 FY2022 Proposed Budget

142

June 2021

COMMUNICATIONS AND GOVERNMENT RELATIONS FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

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

357,602

431,085

373,968

426,592

447,812

457,200

357,602

431,085

373,968

426,592

447,812

457,200

Administration Resident Services Maintenance Program

212,951 -

231,617 -

221,209 -

236,667 -

241,400 -

246,228 -

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

212,951 53,798 23,878 66,894 -

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

221,209 48,470 28,235 76,054 -

236,667 104,934 84,991 -

241,400 118,000 88,412 -

246,228 118,942 92,030 -

Total Admin & Program Delivery Exp.

357,521

431,085

373,968

426,592

447,812

457,200

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Planning Bond Fees

NRHA FY2022 Proposed Budget

$ $

357,521 81

431,085 -

143

373,968 -

426,592 -

447,812 -

457,200 -

June 2021

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 Authority’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.

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.

NRHA FY2022 Proposed Budget

144

June 2021

CORE BUSINESS SERVICE FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Other Fees (Interproject) Interproject Repayments Other Government Grants

Earnings from Other Programs

75,000

596,135

646,641

678,952

643,795

462,548

324,627

387,422

145,680

462,548

971,268

462,422

824,632

643,795

596,135

Administration Resident Services Maintenance Program

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

48,303 390,730 90,795 -

54,841 827,427 89,000 -

32,672 335,737 94,013 -

58,548 676,084 90,000 -

62,626 481,169 100,000 -

67,111 429,024 100,000 -

529,828

971,268

462,422

824,632

643,795

596,135

529,828 (67,280)

462,422 -

824,632 -

643,795 -

596,135 -

Appropriation of Reserves Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Total Admin & Program Delivery Exp.

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 Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

971,268 -

145

June 2021

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 FY2022, $30,000 of earnings from NRHA’s Privately Managed properties will be used to fund the operating shortfall.

NRHA FY2022 Proposed Budget

146

June 2021

DISPOSITION SUPPORT FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Other Fees Other Revenue (External Source)

Proceeds from Notes, Loans and Bonds

Proceeds from Property Sales

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

Interest Income

17,795 -

30,000 -

17,795

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

17,795 -

30,000 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

$ $

17,795 -

30,000 -

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

Appropriation of Reserves Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses:

NRHA FY2022 Proposed Budget

147

June 2021

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.

PROGRAM INITIATIVES

NRHA FY2022 Proposed Budget

148



Support internal and external initiatives.



Support administrative Rental Assistance Demonstration conversion initiatives.

June 2021

EXECUTIVE DIRECTOR CONTINGENCY FUND FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Interest Income

Other Revenue (External Source)

Earnings from Other Programs

448,393

428,523

329,848

408,417

Appropriations from Other Programs

Appropriation of (this project) Reserves

Total Revenue

448,393

428,523

329,848

408,417

410,739

412,394 -

410,739

412,394

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

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

448,393 -

428,523 -

329,848 -

408,417 -

410,739 -

412,394 -

Total Admin & Program Delivery Exp.

448,393

428,523

329,848

408,417

410,739

412,394

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

$ $

NRHA FY2022 Proposed Budget

448,393 -

428,523 -

149

329,848 -

408,417 -

410,739 -

June 2021

412,394 -

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 FY2022 Proposed Budget

150

June 2021

PROJECT DEVELOPMENT FINANCING FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Proposed Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Grants

100,000

Developer Fees

251,247

Interest Income

Earnings

666,319

419,448

437,243

448,948

800,000

Appropriation from Other Programs Reserves Appropriation of Reserves

362,018

720,018

800,000

157,027

770,292

1,520,018

1,466,319

1,319,448

1,337,243

1,348,948

Administration Resident Services Maintenance Program

441,443 -

374,905 -

380,452 -

350,911 -

357,929 -

365,088 -

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

441,443 5,967 42,791 122,137 157,954

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

380,452 2,906 43,281 117,088 122,592

350,911 9,700 47,811 111,026 -

357,929 16,350 47,904 115,060 -

365,088 16,550 47,999 119,311 -

Total Admin & Program Delivery Exp.

770,292

720,018

666,319

519,448

537,243

548,948

Relocation Demolition Planning Disposition Rehabilitation General Expense Interest Expense Interproject Repayments or Advances Other Capital Expenditures

800,000 -

Total Program/Operating Expenses

$ $

770,292

1,520,018

1,466,319

1,319,448

1,337,243

1,348,948

Total Revenue

Expenditures Administrative and Program Delivery: Labor:

Program Expenses: Acquisition

Surplus (Deficit) From Operations

NRHA FY2022 Proposed Budget

151

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

152

June 2021

CENTRAL OFFICE

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS

CENTRAL OFFICE GLOSSARY AND ACRONYMS

NRHA FY2022 Proposed Budget

153

June 2021

NRHA FY2022 Proposed Budget

154

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Proposed Budget

155

June 2021

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 FY2022 Proposed Budget

156

June 2021

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 FY2022 Proposed Budget

157

June 2021

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 NRHA’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 FY2022 Proposed Budget

158

June 2021

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 FY2022 Proposed Budget

159

June 2021

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 FY2022 Proposed Budget

160

June 2021

 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 FY2022 Proposed Budget

161

June 2021

with residents, staff and others, presenting the plan to NRHA’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 NRHA’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 FY2022 Proposed Budget

162

June 2021

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

KEY CHALLENGES Amid the COVID-19/Coronavirus uptick, for FY2021, many of the challenges remained the same for Administrative Services. 

      

Maintaining high performance in a remote work environment and inadequate document management software to promote work in an electronic and remote environment. Adapting Procurement for the needs of the “new normal”. Avoiding becoming a blunt tool of cost reduction. Securing adequate and responsive vendor/supplier/contractor base. Ensuring that the needs of end users are met while maintaining compliance with statutory, regulatory and policy requirements. Temporary and permanent document file storage facility filled to capacity. Competitive leasing market and low occupancy of leased office space at 555 E. Main Street. Limited on-site staffing due to COVID-19 health, and childcare restrictions for affected staff.

FY2021 ACCOMPLISHMENTS     

   

Two procurement staff completed NIGP Construction (Contract) Specialist Training. One procurement presented on Davis Bacon and Related Acts at the City of Norfolk. Minority Inclusion webinar for CNI/St. Paul’s Transformation Project. Purchasing staff conducted agency-wide “Lunch and Learn” sessions on procurement topics to include: PCard Usage, Forms and Contract Administration. Purged old procurement paper files and added corresponding electronic files to CD for storage. Update the Procurement Procedures Manual to include procedures for the use of Emphasys Elite Procurement to include creating Elite Knowledge Documents to meet this need. Began solicitation for new 3-year MRO/Stock contracts for the public housing communities. Completed 555 E. Main Street Building lobby aesthetic upgrades. Hired a Multiline Telephone Switchboard Operator to alleviate the misrouting of calls from the automated phone system. Created and executed Admin Services orientation training via virtual processes.

NRHA FY2022 Proposed Budget

163

June 2021

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

FY2021 ACCOMPLISHMENTS (continued)    

  

Successfully provided all Departments/Communities/Staff with PPE throughout the pandemic. Created the COOP Plan for COVID-19 emergency response. Actively participated in the COVID-19 response team’s efforts to keep NRHA safe. Created a Supervisor Manual, Maintaining COVID in the Workplace, as a guide to the policy and procedural changes throughout the return to work phase of Covid-19. Created, Distributed, and Trained staff on the use of Safety Signs, Distancing, and PPE use during the pandemic. Updated CPR Instructor Certification as a Trainer for NRHA Staff. Assists with the daily sanitization and cleaning of 555 E. Main Street NRHA occupied floors.

FY2022 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.  Tax Credit assessment and application for implementation of Phase II garage deck construction work and future rehabilitation projects.  Moving the owner operations of 555 E. Main to Development Operations.

FY2022 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.

NRHA FY2022 Proposed Budget

164

June 2021

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

FY2022 GOALS - CENTRAL FILES (continued) 

Continue to scan historic and permanent records.  Begin preparation for full and appropriate automation of the telephone lines.

FY2022 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. Continue to schedule and provide monthly training on identified procurement topics. Increased minority and small business participation in contracting. Implementation of a more paperless procurement environment by moving beyond. only creating purchase orders in Elite to creating contracts and blanket purchase agreements in the Elite Software. Partner with the Finance Department (AP) to achieve a workflow to allow for payment of contract invoices that will allow for direct encumbrance of funds from the contract through the Elite Software system. Update solicitation documents and implement Section 3 final rule preference verbiage into the solicitation process.

FY2022 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 advise, mitigate and address liability and risk concerns within the agency. Finalize updates and electronically redistribute the NRHA Employee Safety Manual. Train and recertify NRHA employees in CPR / First Aid. Purchase AEDs and train staff on the appropriate and effective use. Implement a more interactive Orientation for new hires to include screen sharing, video conference and interactive demonstrations.

NRHA FY2022 Proposed Budget

165

June 2021

BUDGET AND COMPLIANCE KEY CHALLENGES The biggest challenges in FY2021 were 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.

FY2021 ACCOMPLISHMENTS        

 

Provided the Board of Commissioners with quarterly updates on vacancy and turnover savings. Prepared and submitted a balanced 3-year FY2022, FY2023 and FY2024 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 with software utilization, audits, and new programs. Monitored appropriated funds. Provided various departments with program compliance assistance. Completed and submitted status report for successfully meeting objectives and expending $75,000 under the Virginia Housing COVID-19 Emergency Funding Support Grant award. Provided assistance in the preparation of the City’s FY2020 CAPER and FY2022 Annual Action Plan. Assisted the Development Division with the administration of the COVID-19 Housing Costs Relief Program Phase I, providing emergency mortgage, rent and utility assistance to eligible Norfolk residents experiencing loss of employment income due to the COVID-19 pandemic. Implemented program guidelines and program set-up; worked with vendor to build on-line application; worked with utility companies to access past due and current utility charges; processed and approved applications; prepared and submitted check requests; prepared payment vouchers and mailed checks; prepared and submitted weekly reporting; and maintained applicant log and program financial records. Maintained Land Held for Resale data and completed FY2020 year-end reporting. Maintained legal bill log and submitted weekly reporting.

NRHA FY2022 Proposed Budget

166

June 2021

BUDGET and COMPLIANCE

FY2021 ACCOMPLISHMENTS (continued) 

Maintained agency-wide Management Fee schedule, allocations (prorations), Audit Fee schedule, and Rental schedule and distribution for 555 E Main and 910 Ballentine.

FY2022 GOALS        

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. Evaluate the impact of implementing the recommendations in the organizational assessment performed by TAG Associates, Inc.

NRHA FY2022 Proposed Budget

167

June 2021

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.

FY2021 ACCOMPLISHMENTS  Crisis communications for COVID-19 messaging for employees and residents.  Created the #OneNRHA campaign to boost corporate moral and camaraderie during the COVID-19 pandemic.  Pivoted the “Families First” newsletter to a “COVID Newsletter” and continued writing, designing and printing of the newsletter serving all NRHA communities.  Moderated and provided technical supported for all Board of Commissioners meetings.  Planned and implemented operational objectives and strategies to align the Communications Department with corporate strategic plans.  Planned and implemented successful special events including the Virtual Annual Employee Meeting.  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.  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 virtual special events, conferences and appearances.  Advised NRHA executive leadership on communications and PR matters.

NRHA FY2022 Proposed Budget

168

June 2021

COMMUNICATIONS AND GOVERNMENT RELATIONS

FY2021 ACCOMPLISHMENTS (continued)  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, 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 Trunk or Treat event receiving the NAHRO Award of Merit.  Monitored and reported on legislative actions that affect the Authority’s operations.

FY2022-2024 GOALS  Continue to provide recommendations and guidance to leadership team for COVID19 messaging to residents and employees.  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 FY2022 Proposed Budget

169

June 2021

FINANCE

KEY CHALLENGES  



 

Continue staff realignment activity with the goal of an overall reduction in staffing levels to help overall organization reach a level of sustainability. 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. 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.

FY2021 ACCOMPLISHMENTS        

Applied for and obtained renewal of a Single Room Occupancy voucher contract before its annual expiration. Completed FY2020 unaudited financial statements by HUD’s deadline. Completed the FY2020 audited financial statements with an unmodified (clean) opinion by HUD’s 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. Produced audit reports for all limited partnership owned projects Updated far-reaching revenue and expense models to forecast possible outcomes of the St. Paul’s area development.

NRHA FY2022 Proposed Budget

170

June 2021

FINANCE

FY2022-2024 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 projects. Complete annual unaudited financial statements by HUD’s August 31 deadline. Complete audited financial statements with an unqualified (clean) opinion by HUD’s March 31 deadline. Complete individual project audits within investor specified timelines. 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 FY2022 Proposed Budget

171

June 2021

HUMAN RESOURCES

KEY CHALLENGES  Returning NRHA to full operations following COVID-19.  Attract and retain talent at all levels of the organization 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.

FY2021 ACCOMPLISHMENTS  Recommended COVID-19 response policies and procedures to management and implemented approved policies and procedures.  Advised staff on COVID-19 testing and vaccination locations.  Reactivated employee recruitment and implemented on-line orientation procedures.  Revised NRHA recruitment practices to expand candidate outreach and improve efficiency.  Administered the extension of the use-or-lose vacation days program.  Substantially revised NRHA’s telework policy.  Served as an active member in the Norfolk Healthcare Consortium.  Administered a new on-line and call-in benefits open enrollment process.  Marketed wellness, biometric screenings, disease management, and other health management initiatives as well as financial wellness initiatives.  Adopted the Commonwealth of Virginia Voluntary Group Long-Term Care Insurance Program.

NRHA FY2022 Proposed Budget

172

June 2021

HUMAN RESOURCES

FY2022 GOALS  Administer return to full operations initiative following the termination of Virginia COVID-19 mandates.  Implement technological solutions to routine human resource and payroll operations including employee records management.  Assist on an as-needed basis any division or department reorganizations resulting from consultant recommendations or management decisions.  Expand the comprehensive staff training strategy.  Stabilize hiring and employee 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 FY2022 Proposed Budget

173

June 2021

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.

FY2021 ACCOMPLISHMENTS  Upgraded desktop computers to Windows 10 and Microsoft Office 2019.  Upgraded housing and administrative support software to the Elite Administration Suite (Elite) 2.0, MR2.  Upgraded server hardware at the 910 Ballentine facility to be fully compatible with 555 E. Main Street headquarters offices.  Facilitated major security enhancements in rental offices including cameras, cards, emergency locking and alert systems.  Renewed the copier/printer fleet.  Facilitated the migration of accounts payable scanning to Laserfiche.  Increased VPN access, purchased additional laptops, and web conferencing software for telework.  Rolled out desktop web cameras to the authority for web conferencing.  Installed web cameras in boardroom and conference rooms.  Implemented Public WIFI in the communities.  Upgraded Exchange Server.  Increased network bandwidth authority wide.  Upgraded camera servers and software.  Upgraded network communications between Calvert Rental and Envision center.  Upgraded Cisco voice server and implemented E911.

NRHA FY2022 Proposed Budget

174

June 2021

INFORMATION TECHNOLOGY

FY2022 GOALS            

Continue to upgrade camera servers and software. Facilitate on-going security enhancements in community rental offices. Implement Resident Portal Implement M365 and Teams Implement network auditing software Install end point protection on desktops and servers Increase web security Upgrade network hardware throughout the authority. Implement digital signature. Upgrade Elite to 2.0 MR3 Explore/research new HR and Payroll software. Upgrade Elite database server

FY2023 GOALS          

Install the newest version of Crystal Server. Install computer kiosks in community rental offices use by residents. Assist in new budget software implementation. Assist in the creation of a Request for Proposal for Human Resources payroll software. Implement Elite’s Reasonable Accommodations Request tracking software module. Facilitate implementation of Elite’s Grants Management module for contracts. Implement TAX Credit File upload to VHDA. Upgrade Boardroom Audio/Visual system. Implement paperless process for invoices and check request with Laser Fiche. Upgrade Elite Application Server

FY2024 GOALS  Upgrade the audiovisual system in the Grandy Village Learning Center.  Implement a property maintenance work order management system to allow residents to enter and track work order tickets.  Purchase new iPads for Housing Choice Voucher inspectors.  Configured Elite email integration to allow for management notification of identified events.  Implement Digital Signage NRHA FY2022 Proposed Budget

175

June 2021

FY2022-FY2024 Central Office Cost Center Revenue and Expenditure Summary FY2022 Proposed

Line Item Descriptions

FY2023 Planned

FY2024 Planned

Resources Management Fee (Interproject) $ Other Fees (Interproject) Fees for Service (Internal) Other Revenue (External Source) Appropriation of Reserves Transfer from Other Projects Total Resources $

5,992,448 1,909,209 4,199,142 30,100 1,160,209 499,682 13,790,790

6,110,896 1,145,459 4,725,717 33,625 1,280,964 522,526 13,819,187

6,247,941 1,145,459 4,784,126 36,163 1,462,725 533,397 14,209,811

Expenditures Capital & Multiyear Programs Administrative Employee Benefits Equipment General Expense Utilities Labor Maintenance Total Expenditures

50,000 3,300,183 2,291,945 183,000 171,591 91,149 5,847,163 1,769,125 13,704,156

30,000 3,385,570 2,401,312 54,550 171,787 95,804 5,868,368 1,792,584 13,799,975

30,000 3,423,781 2,507,116 130,182 171,985 100,698 5,935,736 1,896,138 14,195,636

86,634

19,212

14,175

Excess/(Deficit)

NRHA FY2022 Proposed Budget

176

June 2021

FY2022 Central Office Cost Center Detail

Admin Services

Line Item Descriptions

AED For Budget & Fin & Adm CompSvc & CFO liance

Exec. Office

Finance Dept

Human Resources

Information Services

Total Executive and Administrative Offices

Procurement

Resources Management Fee

15,225

Other Fees (Interproject)

Fees for Service (Internal)

Other Revenue (External)

Appropriation of Reserves

Transfer from Other Proj.

166,454

22,477

47,339

170,136

224,591

125,382

87,121

42,242

885,742

90,596

37,381

123,378

72,550

311,933

129,497

166,700

98,987

1,031,022

Equipment

General Expense

Utilities

Total Resources

15,225

Expenditures Capital & Multiyear Administrative Employee Benefits

222,904

Labor Maintenance

Total Expenditures

479,954

Excess/Deficit

(479,954)

NRHA FY2022 Proposed Budget

128,299 188,157

335,408

258,875

506,125

(172,932) (506,125)

785,363 -

296,388 -

455,268 -

252,313

2,734,818

501,561

1,321,887

551,267

709,089

393,542

4,651,582

(501,561)

(1,321,887)

(551,267)

(709,089)

(393,542)

(4,636,357)

177

June 2021

FY2022 Central Office Cost Center Detail

Line Item Descriptions

Assistant Executive Director of Housing

Public Housing Property & Asset Mgmt.

Client Services

Housing Programs Total Housing Director & Management Annual Plan COCC

Development

Total Development Management COCC

Mgmt. Fees

Resources -

Other Fees (Interproject)

Fees for Service (Internal)

Other Revenue (External)

Appropriation of Reserves

Transfer from Other Proj.

Administrative

25,029

44,512

31,931

26,074

127,546

25,293

Employee Benefits

38,279

132,006

82,763

23,992

277,040

Management Fee

Total Resources

5,977,223

Expenditures Capital & Multiyear

Equipment

General Expense

Utilities

Labor

137,713

Maintenance

Total Expenditures

Excess/Deficit

$ (201,021)

NRHA FY2022 Proposed Budget

201,021

366,304 -

268,404

51,932

824,353 -

542,822

383,098

101,998

1,228,939

25,293

(542,822)

(383,098)

(101,998)

(1,228,939)

(25,293)

178

5,977,223

June 2021

FY2022 Central Office Cost Center Detail

Line Item Descriptions

TOTAL Executive, Admin, Housing, Development, Total Mutual Management Income COCC Fee

Rental Properties 3rd Party Governme Oversight nt Management Total Other Specialized NRHA Rent Relations Maintenance Programs Project Project

Grand Total

Resources Management Fee

5,977,223

5,992,448

1,909,209

Other Fees (Interproject)

1,145,270

Fees for Service (Internal)

4,199,142

Other Revenue (External)

30,100

Appropriation of Reserves

1,117,141

43,068

1,160,209

Transfer from Other Proj.

499,682

7,798,342

13,790,790

5,977,223

Total Resources

5,992,448

6,491,653

763,939

73,090

426,592

837,029

426,592

43,068

Expenditures Capital & Multiyear

50,000

Administrative

1,038,581

1,372,252

784,416

104,934

2,261,602

3,300,183

Employee Benefits

1,308,062

884,612

14,280

84,991

983,883

2,291,945

Equipment

183,000

General Expense

170,061

1,530

171,591

Utilities

91,149

Labor

43,068

2,287,992

5,847,163

Maintenance

1,769,125

7,798,342

13,704,156

Total Expenditures

Excess/Deficit

NRHA FY2022 Proposed Budget

5,977,223

3,559,171 5,905,814 86,634

1,979,361

28,896

1,761,218

7,907

6,491,653

837,029

179

236,667 426,592 -

43,068 -

86,634

June 2021

FY2023 Central Office Cost Center Detail

Admin Services

Line Item Descriptions

AED For Fin Budget & Comp& Adm Svc liance & CFO

Exec. Office

Finance Dept

Human Resources

Information Services

Procurement

Total Executive and Administrative Offices

Resources City Grant

Interest Income

Management Fee

15,453

Other Fees (Interproject)

Fees for Service (Internal)

Other Revenue (External)

Appropriation of Reserves

Transfer from Other Projects

169,981

54,018

47,406

173,325

227,037

127,115

87,819

44,725

931,426

94,630

38,562

141,782

74,848

325,669

135,597

173,585

103,336

1,088,009

Equipment

General Expense

Utilities

Total Resources

15,453

Expenditures Capital & Multiyear Programs

Administrative Employee Benefits

Labor

227,362

130,865

342,117

264,053

801,070

302,316

464,373

257,359

2,789,515

Maintenance

Management Fee Expense

Other

Protective Services

Operating Transfer

Total Expenditures

Excess/Deficit

$ (491,973)

NRHA FY2022 Proposed Budget

491,973

223,445

531,305

512,226

1,353,776

565,028

725,777

405,420

4,808,950

(207,992)

(531,305)

(512,226)

(1,353,776)

(565,028)

(725,777)

(405,420)

(4,793,497)

180

June 2021

FY2023 Central Office Cost Center Detail

Line Item Descriptions

Assistant Executive Director of Housing

Public Housing Property & Asset Mgmt.

Housing Programs Total Housing Director & Management DevelopAnnual Plan COCC ment

Client Services

Total Development Management COCC

Mgmt. Fees

Resources -

Interest Income

Management Fee

Other Fees (Interproject)

Fees for Service (Internal)

Other Revenue (External)

Appropriation of Reserves

Transfer from Other Projects

Administrative

25,314

44,919

32,056

26,243

128,532

25,637

Employee Benefits

39,471

137,397

85,699

25,158

287,725

City Grant

Total Resources

6,095,443

Expenditures Capital & Multiyear Programs

Equipment

General Expense

Utilities

Labor

140,467

373,630

273,772

52,971

840,840

Maintenance

Management Fee Expense

Other

Protective Services

Operating Transfer

Total Expenditures

205,252

555,946

391,527

104,372

1,257,097

25,637

Excess/Deficit

(205,252)

(555,946)

(391,527)

(104,372)

(1,257,097)

(25,637)

NRHA FY2022 Proposed Budget

181

6,095,443 June 2021

FY2023 Central Office Cost Center Detail

Line Item Descriptions

TOTAL Executive, Admin, Housing, Development, Total Mutual Management Income COCC Fee

Government Specialized NRHA Rent Relations Maintenance Project

Rental Properties 3rd Party Oversight Management Project

Total Other Programs

Grand Total

Resources $

City Grant Interest Income

1,145,459

6,095,443

Management Fee

6,110,896

Other Fees (Interproject)

381,520

Fees for Service (Internal)

4,725,717

Other Revenue (External)

33,625

Appropriation of Reserves

1,237,035

43,929

1,280,964

Transfer from Other Projects

522,526

7,708,291

13,819,187

Total Resources

$ 6,095,443

6,110,896

6,377,897

763,939

6,110,896

74,714

447,812

838,653

447,812

43,929

Expenditures Capital & Multiyear Programs

Administrative

1,085,595

444,591

4,711

Employee Benefits

1,375,734

922,180

Equipment

54,550

General Expense

170,226

Utilities

95,804

Labor

Maintenance

Management Fee Expense

30,000

118,000

567,302

1,652,897

14,986

88,412

1,025,578

2,401,312

54,550

1,561

171,787

95,804

43,929

2,238,013

5,868,368

1,923,210

29,474

1,784,654

7,930

1,792,584

952,682

Other

779,991

Protective Services

Operating Transfer

Total Expenditures

Excess/Deficit

$ 6,095,443

NRHA FY2022 Proposed Budget

3,630,355

30,000

6,091,684 19,212

6,377,897 182

779,991

838,653 -

241,400

447,812 -

43,929 -

7,708,291

13,799,975

19,212 June 2021

FY2024 Central Office Cost Center Detail

Admin Services

Line Item Descriptions

AED For Fin & Adm Budget & Svc & CFO Compliance

Exec. Office

Finance Dept

Human Resources

Information Services

Procurement

Total Executive and Administrative Offices

Resources City Grant

Interest Income

Management Fee

15,685

Other Fees (Interproject)

Fees for Service (Internal)

Other Revenue (External)

Appropriation of Reserves

Transfer from Other Projects Total Resources

15,685

Expenditures Capital & Multiyear

172,047

54,060

47,475

176,592

229,151

128,869

88,536

45,696

942,426

98,912

39,800

147,781

77,255

340,241

142,082

180,873

107,949

1,134,893

Equipment

General Expense

Administrative Employee Benefits

Utilities

Labor

231,909

133,482

348,959

269,334

817,092

308,362

473,661

262,506

2,845,305

Maintenance

Management Fee Expense

Other

Protective Services

Operating Transfer

Total Expenditures

502,868

227,342

544,215

523,181

1,386,484

579,313

743,070

416,151

4,922,624

Excess/Deficit

(502,868)

(211,657)

(544,215)

(523,181)

(1,386,484)

(579,313)

(743,070)

(416,151)

(4,906,939)

NRHA FY2022 Proposed Budget

183

June 2021

FY2024 Central Office Cost Center Detail

Line Item Descriptions

Assistant Executive Director of Housing

Public Housing Property & Asset Mgmt.

Housing Programs Total Housing Director & Management COCC Annual Plan

Client Services

Development

Total Development Management COCC

Mgmt. Fees

Resources City Grant

Interest Income

Management Fee

Other Fees (Interproject)

6,232,256 -

Fees for Service (Internal)

Other Revenue (External)

Appropriation of Reserves

Transfer from Other Projects Total Resources

6,232,256

Expenditures Capital & Multiyear

Administrative

25,600

45,687

32,185

26,243

129,715

26,000

Employee Benefits

40,720

143,102

88,789

25,158

297,769

Equipment

General Expense

Utilities

Labor

143,277

381,103

279,248

54,030

857,658

Maintenance

Management Fee Expense

Other

Protective Services

Operating Transfer

Total Expenditures

209,597

569,892

400,222

105,431

1,285,142

26,000

Excess/Deficit

(209,597)

(569,892)

(400,222)

(105,431)

(1,285,142)

(26,000)

NRHA FY2022 Proposed Budget

184

6,232,256

June 2021

FY2024 Central Office Cost Center Detail

Line Item Descriptions

Total Mutual Income COCC

TOTAL Executive, Admin, Housing, Development, Management Fee

Specialized Maintenance

NRHA Rent Project

Government Relations

Rental Properties 3rd Party Oversight Management Project

Total Other Programs

Grand Total

Resources City Grant

Interest Income Management Fee

1,145,459

4,784,126

6,232,256

6,247,941

Other Fees (Interproject)

381,520

Fees for Service (Internal)

4,784,126

Other Revenue (External)

36,163

Appropriation of Reserves

1,417,917

44,808

Transfer from Other Projects Total Resources

6,232,256

6,247,941

6,619,726

763,939

76,197

457,200

840,136

457,200

44,808

6,247,941

36,163

1,462,725

533,397

7,961,870

14,209,811

Expenditures Capital & Multiyear

30,000

Administrative

1,098,141

450,171

4,800

118,942

573,913

1,672,054

Employee Benefits

1,432,662

966,688

15,736

92,030

1,074,454

2,507,116

Equipment

130,182

General Expense

170,393

1,592

171,985

Utilities

Labor

Maintenance

Management Fee Expense Other

100,698

2,232,773

5,935,736

1,896,138

971,736

779,991

30,063

1,888,184

7,954

971,736

Protective Services

Operating Transfer

Excess/Deficit

NRHA FY2022 Proposed Budget

6,232,256

6,233,766 14,175

6,619,726 -

185

44,808

1,911,674

Total Expenditures

3,702,963

30,000

779,991

840,136 -

246,228

457,200 -

44,808 -

7,961,870 -

14,195,636 14,175

June 2021

Automotive Equipment Fund

Line Item Descriptions

Carpentry Shop

Electrical

Electronics

Extermination

Grounds

Housing Ops. Bldg

HVAC

Painting

Specialized Maintenance Admin

Sanitation

Tile

Tool Room

Grand Total

FY2022 Proposed Central Office Cost Center Specialized Maintenance Detail Resources Other Fees (Interproject) Other Fees for Service (Ext. Source) Other Revenue Total Resources Expenditures Administrative Capital & Multiyear Programs Employee Benefits Equipment General Expense Labor Maintenance Utilities Total Expenditures Excess/Deficit

823,259 10,100 833,359

934,274 20,000 954,274

333,125 333,125

104,614 104,614

257,300 257,300

640,586 640,586

381,520 381,520

930,683 930,683

319,462 319,462

23,345 23,345

180,040 180,040

319,918 319,918

96,286 96,286

5,321,067 30,100 23,345 5,374,512

108,632 58,659 183,000 116,842 163,344 164,942 795,419

291,112 127,405 295,830 238,512 952,859

54,943 42,864 113,169 99,460 310,436

1,761 2,867 31,530 38,510 74,668

73,176 69,286 154,670 60,941 358,073

221,770 146,565 269,500 272,880 910,715

19,260 50,000 53,219 167,633 91,149 381,261

218,369 187,301 431,970 304,500 1,142,140

53,705 49,198 181,574 284,477

226,307 118,931 354,667 19,560 719,465

13,344 14,115 29,959 39,507 96,925

62,678 48,923 85,713 164,120 361,434

27,196 18,498 49,009 9,080 103,783

1,372,253 50,000 884,612 183,000 170,061 1,979,361 1,761,219 91,149 6,491,655

37,940

1,415

22,689

29,946

-100,773

-270,129

259

-211,457

34,985

-696,120

83,115

-41,516

-7,497

-1,117,143

$ $

FY2023 Planned Central Office Cost Center Specialized Maintenance Detail Resources Other Fees (Interproject) Other Fees for Service (Ext. Source) Other Revenue Total Resources Expenditures Administrative Capital & Multiyear Programs Employee Benefits Equipment General Expense Labor Maintenance Utilities Total Expenditures Excess/Deficit

823,259 12,100 835,359

755,839 21,525 777,364

333,125 333,125

107,230 107,230

262,406 262,406

634,041 634,041

381,520 381,520

908,028 908,028

307,680 307,680

23,695 23,695

183,636 183,636

288,576 288,576

98,201 98,201

5,083,541 33,625 23,695 5,140,861

110,100 61,076 54,550 116,842 166,611 169,101 678,280

296,495 133,325 301,747 242,957 974,524

55,951 44,766 115,432 100,951 317,100

1,775 2,924 32,161 39,125 75,985

74,554 72,563 157,763 61,668 366,548

225,916 154,803 224,890 273,778 879,387

19,443 30,000 53,384 170,866 95,804 369,497

222,269 196,212 440,609 306,800 1,165,890

54,749 51,433 184,960 291,142

230,504 119,425 316,022 19,631 685,582

13,611 14,817 30,558 39,517 98,503

64,274 51,548 87,427 166,192 369,441

27,633 19,288 49,989 9,107 106,017

1,397,274 30,000 922,180 54,550 170,226 1,923,209 1,784,653 95,804 6,377,896

157,079

-197,160

16,025

31,245

-104,142

-245,346

12,023

-257,862

16,538

-661,887

85,133

-80,865

-7,816

-1,237,035

$ $

FY2024 Planned Central Office Cost Center Specialized Maintenance Detail Resources Other Fees (Interproject) Other Fees for Service (Ext. Source) Other Revenue Total Resources Expenditures Administrative Capital & Multiyear Programs Employee Benefits Equipment General Expense Labor Maintenance Utilities Total Expenditures Excess/Deficit

823,259 14,100 837,359

770,956 22,063 793,019

333,125 333,125

108,685 108,685

267,614 267,614

634,504 634,504

381,520 381,520

926,331 926,331

313,794 313,794

24,051 24,051

187,304 187,304

294,348 294,348

100,155 100,155

5,141,595 36,163 24,051 5,201,809

111,598 63,635 130,182 116,842 169,943 249,754 841,954

302,031 139,616 307,782 247,633 997,062

56,979 46,783 117,741 102,472 323,975

1,789 2,983 32,804 39,753 77,329

75,959 76,047 160,919 62,409 375,334

230,166 163,581 179,388 274,693 847,828

19,631 30,000 53,551 174,163 100,698 378,043

226,248 205,689 449,422 312,220 1,193,579

55,814 53,806 188,415 298,035

233,813 124,510 322,343 19,704 700,370

13,883 15,565 31,169 39,527 100,144

65,918 54,348 89,176 168,306 377,748

28,078 20,125 50,989 9,134 108,326

1,421,907 30,000 966,688 130,182 170,393 1,911,676 1,888,183 100,698 6,619,727

-4,595

-204,043

9,150

31,356

-107,720

-213,324

3,477

-267,248

15,759

-676,319

87,160

-83,400

-8,171

-1,417,918

$ $

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GLOSSARY AND ACRONYMS

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE

GLOSSARY AND ACRONYMS

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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.

Acquire, Renovate, Sell (ARS) – Creates affordable homeownership opportunities for low- to moderate-income first-time homebuyers while allowing providers increased discretion over acquisition type, region, and resale. Acquisition – Costs associated with the actual purchase or other acquisition of land.

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.

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.

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.

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 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. 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.

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Advances – The temporary loan of cash from one program to another in anticipation of the future repayment.

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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 – 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).

Administrative Overhead- Fixed Cost associated with doing business. Examples include rent, telephones, PC software, copiers/printers, PC Maintenance. 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. 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.

Approved Budget - The financial plan of revenue and expenditures for a fiscal year that are adopted once approved by the Board of Commissioners.

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.

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

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Balance Budget – Total revenues equal total expenses.

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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 balances of specific government funds as of specific date.

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. 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.

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Capital Budget – A plan of expenditures which results in the acquisition of or addition to fixed assets, and the means of financing these expenditures.

years, which identifies independent projects, provides a planning schedule and identifies options for financing the plan. 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.

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

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.

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 – A permanent addition to NRHA’s assets (for operations), including the design, construction, or purchase of land, buildings, or facilities, or major renovations.

COCC Admin - A collective group of business units of the Authority which provide corporate oversight, specialized services, and professional support.

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 Specialized Maintenance - A collective group of specialized trades that perform

Capital Improvement Program Independent (CIP-I) – A short-range plan, usually four to six

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maintenance services primarily to the public housing communities.

Community Housing Partnership (CHP) - a 501(c)(3) community 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.

Community/Property Operating Cost - i.e. insurance for property and liability, utilities, maintenance 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. 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.

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.

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.

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COVID-19 Housing Costs Relief Program – Provides emergency mortgage, rent, and utility assistance for eligible Norfolk residents

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experiencing loss of employment income due to the COVID-19 pandemic.

Disposition – The cost associated with acquired property, such as legal fees and surveys, and routine maintenance.

Davis-Bacon – Statutory requirement that persons working on federally supported projects is paid at least a minimum of prevailing wage.

Division – A group of departments that make up the various units which are functionally unique in their service delivery:

Debt Service Fund – The Debt Service Fund accounts for transactions related to resources 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.

Drawdown - The withdrawal of funds from an account established for a specific purpose (e.g., 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.

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Equipment – An article of tangible personal property that has a useful life of more than 2 years and a cost of $500 or more.

Youth Center, Elderly Programs and the Early Childhood Education Program. It is a unique partnership between several public and private agencies.

Estimated Revenue – The amount of revenue projected to be collected during the fiscal year.

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 lead to economic independence and selfsufficiency.

Expendable – Property that is consumed, loses its identity, or becomes an integral part of other property and has an expected life of less than one year, with a cost of under $500(example: materials and supplies).

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.

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.

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. 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,

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Fund – An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together

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with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on specific activities or attaining certain objectives.

in lieu of taxes and operating improvements) which are necessary for the operation of a project. 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 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).

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. Funding Gap - The amount by which expenditures exceed revenues for a particular program or project. 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. HUD – see Department of Housing and Urban Development

General Operating Expenditures – Expenses incurred for administration, maintenance, establishment of reserves and other costs and charges (including, but not limited to payments

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Hard Cost – The costs directly associated with the construction of a development, including labor, materials, general contractor, profit and contingencies.

“project-based” rental assistance vouchers for a specific number of units in a building (assistance stays with the unit). Housing Choice Voucher (SRO-Single Room Occupancy) – Housing Choice Vouchers that assist homeless participants obtain housing in a single room occupancy facility.

Home Investment Partnership Program (HOME) – The largest Federal block grant to state and local governments designed exclusively to create affordable housing for low-income households.. The program is funded under Title II of the National Affordable Housing Act of 1990.

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.

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. Income – A term used in proprietary fund-types accounting to represent, (1) revenues or (2) the excess of revenues over expenses.

Housing Assistance Payments (HAP) - That portion of rent subsidize by the Section 8 program for eligible households in the private sector.

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

NRHA FY2022 Proposed Budget

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.

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Interest Income - Income generated from investments.

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.

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) reliability of information and financial reporting, and (iii) compliance with applicable laws and regulations.

Long-Term Debt – Debt with a maturity of more than one year after the date of issuance. 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.

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.

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Management Fee Project - Asset management and bookkeeping fees received for services rendered for privately managed properties.

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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.

developments adversely affect the quality of living of the tenants.

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.

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.

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

NRHA FY2022 Proposed Budget

Net Income – Excess of revenue over outlays in a given period of time (including depreciation and other non-cash expenses).

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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).

budget appropriates for such expenditures as personal, supplies, utilities, materials, travels and fuel. Operating Income – Excess of operating revenue after deducting operating expenses. Operating Receipts – All rent, revenue, income and receipts accruing from, out of or in connection with the ownership or operation of a project or program.

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.

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-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. 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 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.

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.

Operating Transfers – Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended.

Objective – Something to be accomplished in specific, well defined, and measurable terms and is achievable within a specific time frame.

Organizational Structure – The offices, divisions, branches, etc. established within an entity based on responsibility whether functional or program related.

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

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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.

required by each public housing authority to operate its public housing units.

Other Financing Sources - A category of revenue which includes: long-term debt proceeds, proceeds from the sale of general fixed assets, and operating transfer in.

Position – The aggregate of duties and responsibilities performed by one person. A 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.

Performance Indicators – Specific quantitative measure of work performed as an objective of the department.

Parcel – A lot or tract of land.

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.

Pay-As-You-Go – A financial policy by which capital outlays are financed from current revenues rather than through borrowing. 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

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Program Delivery Costs – Staff and overhead costs directly related to carrying out activities eligible under the CDBG program.

Protective Services – Expenditures for services relating to providing protective services to the projects and tenants of NRHA.

Program Fund Types – The classification used to account for the Authority’s ongoing in the private sector. All assets, liabilities, equities, revenues, expenses and transfers relating to the government’s business act.

Public Housing (PH) - Housing assisted under the provisions of the U.S. Housing Act of 1937 or 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.

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 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. 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.

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.

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.

NRHA FY2022 Proposed Budget

Public & Indian Housing Information Center (PIC) – A system that provides for the timely and accurate submission of information from housing authorities to HUD.

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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.

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) and some lenders have also used the expertise of local housing agencies and nonprofit organizations to help manage the rehabilitation processing.

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).

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.

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Restricted Funds – Funds that may only be used for certain purposes.

of 10 percent exceeds the monthly cost of housing.

Resources - For budget purposes, NRHA classifies funds available to be spent in the form of revenue, reserves, and/or earnings

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 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.”

Retained Earnings – An equity account reflecting the accumulated earnings of an Enterprise or Internal Service Fund 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

NRHA FY2022 Proposed Budget

Site Improvements – Activities performed on a site that prepares it for its intended use. For example, site clearance, drainage, grading,

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sidewalks, landscaping, street and alleys, curbs and gutters, fencing and exterior lighting.

uses of an entity’s working capital during an accounting period.

Small and Disadvantaged Business Unit (SADBU) – Office in most government agencies responsible for assisting small and disadvantaged businesses obtain government contracts.

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.

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 Admin - Funding from Federal, State and Local governments received in the current fiscal year to cover operating cost. 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.

Sources of Revenue – Revenues are classified according to their source, or point of origin. 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.

Surplus – Unspent funds at the end of the year. 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 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 Credit Residential Services - Housing supportive services provided to Grandy Revitalization and Franklin Arms residents above and beyond the tax credit agreement. Tax-Exempt Securities – An obligation whose interest is tax exempt.

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.

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

Tax Increment Financing (TIF) – Public financing method used in many countries, including the United States, as a subsidy for redevelopment, infrastructure and community

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improvement projects. Similar or related value capture strategies are used around the world.

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.

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.

Very Low-Income Persons – Families (or single persons) whose incomes do not exceed 50 percent of the median income for the area.

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.

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.

Unencumbered Balance – Refers to the amount of funds still available for future purposes. Unrestricted Funds – No restrictions on the use of current operating funds from the general funds

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.

Urban Design - Supports urban design and site planning for neighborhood revitalization activities, as well as funding for third-party urban design services.

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.

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.

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.

Utilities – Water, electricity, gas and fuel. VIDA - The Virginia Individual Development Account (VIDA) savings program provides

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ACRONYMS

CHRO CIP CIP-I

Chief Housing Reinvention Officer Capital Improvement Program Capital Improvement Program – Independent Projects CIP-N Capital Improvement Program Neighborhoods CNI Choice Neighborhood Initiative COCC Central Office Cost Centers COVID Coronavirus Disease CSS Community Support Services CY Calendar Year

A AAF ACC ADA ADDI AFG AMI AMP A/P A/R ARRA ARS

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 Act Acquire, Renovate, Sell

D DIG DHS

B BOC

Board of Commissioners

ED EIV EOV ET

C CAP CD CDBG CDO CEO CEP CFO CFP CFR CGP CHDO CHO CHP

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

NRHA FY2022 Proposed Budget

Development Incentive Grant Department of Homeland Security

Executive Director Enterprise Income Verification East Ocean View Executive Team

F FEMA FIC FICA FLSA FMR FP&S FSS FY FYTD

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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

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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 HRV 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 Hampton Roads Ventures 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

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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 SRAP State Rental Assistance Program SRO Single Room Occupancy

NRHA FY2022 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

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Year- To-Date

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