fy2016 - norfolk redevelopment & housing authority proposed budget book 2.pdf · tab 6 central...

Defining the standard since 1940

FY2016BUDGET

PROPOSAL

• BUDGET SUMMARY

• HOUSING PROGRAMS

• DEVELOPMENT PROGRAMS

• OTHER PROGRAMS

• CENTRAL OFFICE

• GLOSSARY AND ACRONYMS

FY2016BUDGET

PROPOSALPRODUCED BY THE

BUDGET AND COMPLIANCE DEPARTMENT

AND THE

COMMUNICATION AND GOVERNMENT RELATIONS DEPARTMENT

FY2016 A MESSAGE FROM THEEXECUTIVE DIRECTOR

It is very humbling to step into the shoes of recently retired Executive Director Shurl Montgomery. When I joined NRHA almost 15 years ago I knew there was no better organization in Norfolk to join in order to

make a significant difference in the lives of our citizens. The epitome of choosing a career in public service is the choice that we make to come to work every day to improve the opportunities available to the people we serve. As NRHA celebrates its 75th anniversary I believe that this is the same inspiration that continues to drive all of us today. While respecting our history, this is a critical time for NRHA and our industry to replace obsolete housing policies and practices with more sustainable models that access private capital to supplement the steady decline in federal subsidies. In this regard our Board of Commissioners recently took a major step on May 14 by authorizing NRHA to participate in the HUD Rental Assistance Demonstration (RAD) program. This is a huge opportunity for the Authority to utilize new financing tools to renovate and redevelop our public housing communities so that we can provide better housing choices to low income households in Norfolk.

In addition to continued reductions in federal funding, NRHA is challenged with adapting to a shift in the City’s direction for the Community Development Block Grant (CDBG) program. The City of Norfolk has elected to focus the use of CDBG funding on small business lending rather than the provision of assistance to homeowners in their efforts to revitalize neighborhoods. While the

Authority will continue to receive CDBG funding for its HomeNet program in FY-2016, NRHA will not receive CDBG funding for neighborhood revitalization activities for the first time since the inception of the program in 1975. Despite the lack of new CDBG funding in FY-2016, NRHA has continuing obligations to implement prior year funding activities and this budget includes funding to allow the Authority to meet those responsibilities.

While funding from federal and local sources has remained uncertain for the past several years, NRHA employees at all levels have worked together to maintain the Authority in very sound financial condition and we project continued fiscal health going forward. It is essential that we continue to retain our internal capacity to face the challenges in the provision of housing assistance and the redevelopment of our neighborhoods and housing communities. A critical tool in maintaining capacity is to reinstitute performance-based pay increases for NRHA employees in accordance with the compensation plan that was placed in effect in 2010. The proposed budget includes funding to award performance-based salary adjustments effective as of July 1, 2015. The budget does not contemplate layoffs in personnel during FY-2016, but I want to emphasize that I will be calling on us all to examine personnel vacancies as they occur to determine whether it is possible and efficient to hold off on hiring, either temporarily or permanently.

For 75 years, NRHA has been in the forefront of the effort to redevelop significant portions of Norfolk, including the virtual rebuilding of the downtown area and the successful revitalization of over 40 redevelopment and conservation project areas from the Southside to Ocean View. During FY-2016, the Authority will continue to lead the City’s neighborhood and housing revitalization efforts, utilizing new programs such as RAD and other innovative tools to join with community partners in realizing the vision of “Quality housing where you want to live,” and the mission of “Providing quality housing opportunities that foster sustainable mixed income communities.”

John KownackExecutive Director, NRHA

AUTHORITY GOALS

AUTHORITY VALUES

“ACE IT”

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.

ACCOUNTABILITY EXCELLENCE

INNOVATION TEAMWORK

CUSTOMER SERVICE

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2016 Proposed Budget June 2015 i

BOARD OF COMMISSIONERS

The Board elected Barbara Hamm Lee as Chairman and Donald Musaccio as Vice Chairman in September, 2014. Norfolk City Council appointed Michael B. Burnette to replace F. Nash Bilisoly in Sept. 2014.

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 314-1679

Pictured from left to right: Richard Wells Gresham, Rose M. Arrington, Michael Burnette, Barbara Hamm Lee, Robert J.

Soble, Donald J. Musacchio and Alphonso Albert.


NRHA FY2016 Proposed Budget June 2015 ii

EXECUTIVE LEADERSHIP TEAM

Richard ArcherHuman Resources

Director

Brenda BennBudget and Compliance

Director

Donnell BrownChief Housing Officer

Michael ClarkNeighborhood Services

Director

Clara GravesChief Financial Officer

James HollomonInterim Chief

Development Officer

Jamie JonesInformation Services

Director

John C. KownackExecutive Director

Donna MillsProperty Management

Director

Julius NormanWorkforce

Development Manager

Delphine CarnesLegal Counsel,

Crenshaw Ware & Martin

Nathaniel McCormickSenior Architect,

Developer

Ed WareCommunications and

Marketing Drector


NRHA FY2016 Proposed Budget June 2015 iii

Board of Commissioners

Executive Office

Administrative Operations

Housing Operations

Development Planning and Community

Building

Finance

Administrative Services

Budget Management

Property Management

Housing Choice Voucher Program

Capital Fund Program

ClientServices

Real Estate Services

Human Resources

Planning/Project Management

Communicationsand Government

Relations

Neighborhood Programs

Information Systems

Strategic Direction Team

Facilities Management

Program Development

ORGANIZATIONAL CHART


NRHA FY2016 Proposed Budget June 2015 iv


TABLE OF CONTENTS

WWW.NRHA.US

TABLE OF CONTENTS TABLE OF CONTENTS TAB 1 Reader ’s Guide 1-2 Budget Overv iew 3-8

BUDGET SUMMARY TAB 2 Budget Summary by Resources and Expendi tures 1 Proposed Expendi tures 2 Proposed Resources 3 Revenue Compar ison 4 Employee Benef i t and Salary History 6 Tota l Organizat ion Sta f f ing Analys is 7

HOUSING PROGRAMS TAB 3 Housing Program Narrat ive 1-2 Proposed Revenues and Expendi tures 4 BroadCreek Renaissance 5-7 Publ ic Housing Capi ta l Fund 9-12 Cot tage Br idge 13-14 Federal ly Aided Housing 15-19 Frankl in Arms 21-22 Grandy Vi l lage Rev i ta l i zat ion 23-24 Housing Choice Voucher Program (HCV) 25-26 Housing Choice Voucher Program (SRO) 27-28 Housing Choice Voucher Safe Harbor Fees 30 Housing Opportuni ty Program 31-32 Job Access/Reverse Commute Program 33-34 Pr ivate ly Managed Propert ies -Merr imack Landing 35-36 -Oakmont North 37-38 -Park Terrace 39-40 Fee Schedule Pr ivate ly Managed Propert ies 42 Publ ic Housing ( HCV and PHFSS Grant ) 43-44 ROSS-Coordinator Grant 45-46 Consol idated Budget for Res ident Serv ices 47 DEVELOPMENT PROGRAMS TAB 4 Deve lopment Program Narrat ive 1-3 Proposed Revenues and Expendi tures 5 Redeve lopment and Conservat ion Projects 6 Program Support and Administrat ion 8 Program Summary Compar isons FY2016 9-10 Capi ta l Improvement Program 11-14 Community Deve lopment Block Grant 15-18

Community Deve lopment Block Grant Dispos i t ion 19-20 East Beach In i t ia t ives 21-22 Genera l Fund 23-24 HOME Investment Partnership 25-26 HomeNet 27-28 John T. West School S i te Deve lopment 29-30 Loca l Deve lopment Fund 31-32 Low Mod Housing Planning In i t ia t ive 33-34 Rehabi l i ta t ion Reserve Account 35-36 Pro jected Avai lable Revenue FY2016 38 OTHER PROGRAMS TAB 5 Other Program Narrat ive 1-2 3rd Party Management Fee Pro ject 3-4 Broad Creek /HOPE VI Closeout 5-6 Broad Creek Vi l lage Center 7-8 Centra l Of f ice Cost Center Of fset 9-10 COCC -Spec ia l i zed Maintenance 11-12 Core Business 13-14 Execut ive Director Cont ingency Fund 15-16 Communicat ions and Government Relat ions 17-18 Hampton Roads Ventures (HRV) 19-20 Pro ject Deve lopment F inancing 21-22 Tax Credi t Res ident ia l Serv ices 23-24

CENTRAL OFFICE COST CENTER (COCC) TAB 6 Centra l Of f ice Cost Center Narrat ive 1-4 Fy2016 COCC Accompl ishments & Goals 5-14 Summary by Funct ional Group 16 Deta i l Centra l Of f ice Cost Center Expendi ture 17-19 Deta i l o f COCC (Spec ia l i zed Maintenance Only ) 20 COCC Overv iew of Serv ices 22-29

GLOSSARY AND OTHER ACRONYMS TAB 7 Glossary 1-13 Acronyms 14-15

• Solid financial base• Strengthened commitment to fiscal responsibility, and

• Prudent objectives to ensure affordable housing, promote homeownership, and provide community development

opportunities to the citizens of Norfolk

FY2016 READER’SGUIDE

Each year, the Authority must submit an approved budget to the Board of Commissioners. The Reader’s Guide is a tool which helps the reader navigate the annual budget book, which summarizes the

spending plan for all NRHA-provided programs.

The budget book represents the annual spending plan for the allocation of resources, and provides a wider fiscal and economic picture. This year’s budget includes:

• Staff and non-staff line-item expenditure detail • Financial summary tables and narrative overviews related to operations • NRHA’s programs, financial policies and procedures

NRHA’s operating and capital budget reaffirms The Authority’s:

NRHA’S FISCAL YEAR DIFFERS FROM THE CALENDAR YEAR BY ENCOMPASSING THE 12 MONTH PERIOD DURING WHICH THE ANNUAL OPERATING BUDGET APPLIES (BEGINNING JULY 1, 2015 AND ENDING JUNE 30, 2016).

NRHA FY2016 Proposed Budget June 2015 Tab 1. Page 1

INFORMATION PROVIDED IS DETAILED AS FOLLOWS:

PROGRAM OR FUND FY14 Actual

FY15 Approved Budget

FY15 Projected

Actual

FY16 Proposed Budget

Revenue: xxxxx - - - -

yyyyy - - - -

Total Revenue $ - - - -

Expenditures

xxxxx - - - -

yyyyy - - - -

Total Expenditures $ - - -

Tab 1 Budget OverviewProvides revenue and an expenditure summary for the total NRHA budget, and indicates the percentage change from prior year.

Tab 2 Budget SummaryProvides The Authority-wide graphical and numerical depictions of expenditure and revenue summaries, sources and comparisons. The expenditure information is presented in accordance with the broad expense categories used by NRHA. It also contains employee benefit and salary history along with NRHA’s workforce demographics.

Tab 3 Housing Operations ProgramProvides detailed budget information for programs administered to provide assisted and/or affordable rental opportunities to the citizens of Norfolk, and encourage them to become economically self-sufficient by linking them to social service programs, and ensuring that they gain necessary skills and resources for long-term success.

Tab 4 Development Operations ProgramThe Development Operations Program provides detailed budget information which includes funding for programs administration in redevelopment, rehabilitation, operation, relocation and homeownership opportunities for Norfolk citizens.

Tab 5 Other ProgramsThis section provides information on administrative services and expenditures of The Authority that benefits all programs, multiple programs, or specific functions of NRHA.

Project Development Financing provides detailed budget information for programs administered to transform physical and social environments of assisted-rental communities, and pursue additional affordable rental housing opportunities to maintain a level of assistance to extremely low income households, and collaborate with human services partners to provide housing resources for “hard-to-serve” populations.

Tab 6 Central Office Cost Center—COCCThis section provides information on central support service expenditures of The Authority which benefits all, or multiple programs, or functions. COCC includes Central Support Staff such as Executive and Administrative Offices, Specialized Maintenance, etc.

Tab 7 Glossary and Other AcronymsThe Glossary provides definitions of programs and budget-related terms used and the meaning of many short references used throughout this document.

Operating Budget Program and Fund SummariesFor each program and fund, summary information is provided on expenditures and revenues. Data is provided for: FY2014 actual results; the FY 2015 approved and projected actual as of 06/30/15; and FY2016 proposed budget. Sample format below:


The Consolidated Annual Operating and Capital Budget set forth revenue and expenditures.

FY2016 PROPOSED NRHABUDGET OVERVIEW

THE INTENT OF THIS DOCUMENT IS TO PROVIDE INFORMATION ABOUT NORFOLK REDEVELOPMENT AND HOUSING AUTHORITY’S SPENDING INTENTIONS, AND THE WIDER FISCAL AND ECONOMIC PICTURE.

The Authority delineates operating and program budgets for specific initiatives within conservation neighborhoods, public housing communities and the Housing Choice Voucher program.

The budget reflects a concerted effort to maintain the staffing needs in order to operate at a basic level, and utilizes a conservative approach to planning expenditures needed to support necessary programs and services. The budget reaffirms NRHA’s:

• Commitment to fiscal responsibility with limited resources while providing quality housing services, and

• Prudent objectives to ensure affordable housing, promote homeownership, and provide community development opportunities to the Citizens of Norfolk.

The Authority proposes FY2016 Budget expenditures of $83,164,192 which represents a net decrease of $1,387,187 (-1.64 percent) over previous year’s $84,551,379 million budget. NRHA believes the Proposed Budget addresses all of our fiscal needs while also putting us on the path to greater future accomplishments.

85% HOUSING Provides an ongoing stream of funding that makes up the gap between what low-income tenants can afford to pay in rent and the cost of operating housing and resident services programs; partners with structured finance programs to redevelop or build new housing properties.

11% DEVELOPMENT Partners with communities to pursue new housing development; develop the existing land inventory; and continue to create a homeowner assistance capacity to include rehabilitation products, homebuyer subsidy, credit repair and counseling.

4% OTHERIncludes cost to support internal and external initiatives that are otherwise underfunded or ineligible under federal programs and/or projects that do not exclusively benefit a specific division.


FY2016 TOP REVENUESOURCES

NRHA’S revenue streams are supported largely by the U.S. Department of Housing and Urban Development (HUD) (68%) and tenant payment from rent (21%). Other sources include the City of Norfolk and other revenue which is influenced by

economic conditions. While revenue projections in the aggregate show a decline, some federal and local programs are projected to gain significant increases. The Capital Fund Program ($3M) increase is the result of the projected spending plan from prior year appropriations to include but not limited to conversion of gas to electric in two of our family public housing communities. The Housing Choice Voucher Program (HAP) increased by ($1M) in anticipation of increase voucher lease up i.e. Cottage Bridge and other project based vouchers. Other housing grants ( Job Access/Reverse Commute grants for HCV and Elderly program participants are projected to have a loss of ($932K) in FY2016. The City of Norfolk’s allocation of Community Development Block Grant traditionally funded through NRHA for the Rehabilitation Loan and Rehabilitation Home Repair programs is being transitioned to the City’s own Department of Neighborhood Development during FY2016. Negotations to complete prior year rehabilitation activity is included in the proposed budget ($1.4M) The City’s general obligation bond resources decreased revenues to NRHA for conservation activities by 66%. Listed below are other revenue highlights within the budget for FY2016.

• UTILIZATION FROM THE CITY OF NORFOLK GENERAL FUND APPROPRIATION FOR NRHA PROGRAM DELIVERY AND ADMINISTRATION $1 MILLION.

• USE OF $642K CAPITAL FUND PROGRAM IN SUPPORT OF FEDERALLY AIDED PROGRAMS OPERATIONAL COSTS.

• USE OF $620K OF NRHA’S EARNINGS FROM PRIVATELY MANAGED PROPERITIES FOR THE ADMINISTRATION OF THE HOUSING CHOICE VOUCHER PROGRAM.

• USE OF $298K FROM THE NRHA OPERATING EARNINGS FROM PRIVATELY MANAGED PROPERTIES FOR SELF SUFFICIANCY SERVICES TO RESIDENT OF TAX PAYER PROPERTIES.

• TEMPORARY ADVANCE OF $370K FROM MISSION COLLEGE RETURN ON INVESTMENT FOR PROJECT PRE-DEVELOPMENT FINANCING

• USE OF $2.7 MILLION FROM NRHA DISCRETIONARY AND PROJECT SPECIFIC RESERVE BALANCES TO FUND OTHER PROGRAM ACTIVITIES.

• DEDICATION OF BALANCES REMAINING FROM EMPOWERMENT 2010 LAND SALE PROCEEDS FOR LOW MOD HOUSING PLANNING INITATIVES.

CityGrants

6%

TenantIncome

21%

HUDGrants

68%

OtherIncome2%

Program Reserves

3%


Projected Revenue Total Housing Development OtherFY 2016 ($) 83,164,192$ 70,951,542$ 9,026,259$ 3,186,391$

FY 2015 ($) 86,856,881 69,169,789 14,037,716 3,649,376

$ Change $ (3,692,689) $ 1,781,753 $ (5,011,457) $ (462,985)

% Change (FY15 to FY16) -4.25% 2.58% -35.70% -12.69%% of FY2016 Budget 100.00% 85.32% 10.85% 3.83%

Year to Year Revenue Budget Comparison

HUD Grants $56,654,929

68%

City Grants $5,207,626

6%

Tenant Income $17,596,814

21%

Other Income $996,333

2%

Appropriations from a Program's

Reserves $2,708,490

3%

Proposed Resources FY2016

FY2016 REVENUE TRENDS& PERCENTAGES

Authority-wide revenues decreased by $1,387,186 (-1.64 percent) as compared to FY2015.

Housing Operations - The net increase of $3.8 (5.58 percent) is attributable to increases in HUD Grants for two major housing programs. Capital Fund Capital Improvements ($3M) to continue projects underway for Public Housing family communities and the Housing Choice Voucher Programs ($1.1M) for direct HAP payments to voucher holders. A reduction in privately managed tenant incomes (5% vacancy rate – 600K ) in anticipation of planned renovations to Merrimack and (-932K) in other housing grants for transportation needs for our residents. Earnings from privately managed properties will be the source of revenue for other projects within the Authority

Development Operations - Revenues decreased by (- $4.8M) (-35.7 percent). Major revenue decrease is attributed to City Funding for CDBG and the Capital Improvement Programs being reduced or eliminated. Reserves and earnings will be the source of revenue for projects within Development Operations.

Other Operations - Net decrease by (-$.345K) (-16.78 percent) largely due to realignment of programs and services. Reserves and earnings will be the source of revenues for projects within Other Operations. The activities associated with these projects are listed in Tab 5 of the budget document.


Revenue Trends & Percentages

Authority-wide revenues decreased by $1,387,186 (-1.64 percent) as compared to FY2015.

Housing Operations The net increase of $3.8 (5.58 percent) is attributable to increasesin HUD Grants for two major housing programs. Capital Fund Capital Improvements($3M) to continue projects underway for Public Housing family communities and theHousing Choice Voucher Programs ($1.1M) for direct HAP payments to voucher holders. A reduction in privately managed tenant incomes (5% vacancy rate – 600K ) inanticipation of planned renovations to Merrimack and (-932K) in other housing grantsfor transportation needs for our residents. Earnings from privately managed propertieswill be the source of revenue for other projects within the Authority

Development Operations - Revenues decreased by (- $4.8M) (-35.7 percent). Major revenue decrease is attributed to City Funding for CDBG and the Capital ImprovementPrograms being reduced or eliminated. Reserves and earnings will be the source of revenue for projects within Development Operations.

Other Operations - Net decrease by (-$.345K) (-16.78 percent) largely due torealignment of programs and services. Reserves and earnings will be the source of revenues for projects within Other Operations. The activities associated with theseprojects are listed in Tab 5 of the budget document.

Projected Revenue Total Housing Development OtherFY 2016 ($) 83,164,192$ 72,501,661$ 8,950,906$ 1,711,625$

FY 2015 ($) 84,551,378 68,666,798 13,827,715 2,056,865

$ Change $ (1,387,186) $ 3,834,863 $ (4,876,809) $ (345,240)


Year to Year Revenue Budget Comparison



LABOR

GENERALEXPENSES

OTHER ADMIN.

CAPITAL

CAPITAL & MULTI-YEAR PROGRAMS

PROGRAMCOSTS

OPERATIONCOST

EMPLOYEEBENEFITS

PRINCIPAL PAYMENT ON DEBT

OPERATION TRANSFERS IN

FY2016 TOP SOURCESEXPENDITURES

The FY2016 budget has been balanced through a combination of strategic budget reductions and the use of recurring and non-recurring funds. It is the result of significant deliberations and difficult choices by senior management. It continues the practice of conservative and prudent fiscal planning in the face of a challenging economic climate.

The budget provides Following are a few highlights within

•

•

continued funding of all services at a base level, but with notable changes from FY2015. the budget for FY2016.

ELIMINATION OF NEW FUNDING FOR CDBG REHABILITATION LOAN AND REHABILITATION HOME REPAIR PROGRAMS;

ELIMINATION OF 3 FULL-TIME VACANT POSITIONS;

• REINSTATEMENT OF MERIT PAY INCREASES;

• NRHA’S HEALTH INSURANCE PREMIUMS WILL INCREASE BY AN AVERAGE OF7.0 PERCENT IN JANUARY 2016. INCREASED COST WILL BE SHARED BETWEENEMPLOYEES ENROLLED IN THE PLAN AND NRHA;

• STAFFING COSTS WILL CONTINUE TO BE CONTROLLED THROUGH ATTRITION AND

POSITION CONTROL MEASURES. TOTAL HEADCOUNT IS ANTICIPATED AT 282EMPLOYEES IN FY2016.


Projected Expenditures Total Housing Development OtherFY 2016 ($) 83,164,192$ 70,951,542$ 9,026,259$ 3,186,391$

FY 2015 ($) 84,551,379 66,864,287 14,037,716 3,649,376

$ Change $ (1,387,187) $ 4,087,255 $ (5,011,457) $ (462,985)

% Change (FY15 to FY16) -1.64% 6.11% -35.70% -12.69%

% of FY2016 Budget 100.00% 85.32% 10.85% 3.83%

Year to Year Expenditure Budget Comparison

Labor $13,883,543

17% Employee Benefits

$5,599,832 6%

Other Administration

$2,963,421 4%

Program Costs (Annual)

$26,289,373 32%

Operation Cost $17,503,327

21%

Capital $171,909

1%

Capital & Multiyear Programs

$15,224,500 18%

FY2016 EXPENDITURESTRENDS & PERCENTAGES

Projected Expenditures Total Housing Development OtherFY 2016 ($) 83,164,192$ 70,951,542$ 9,026,259$ 3,186,391$

FY 2015 ($) 84,551,379 66,864,287 14,037,716 3,649,376

$ Change $ (1,387,187) $ 4,087,255 $ (5,011,457) $ (462,985)


Year to Year Expenditure Budget Comparison

Labor$13,883,543

17%EmployeeBenefits

5,599,832 6%

OtherAdministration

2,963,421 4%

Program Costs(Annual)

26,289,373 32%

Operation Cost17,503,327

21%

Capital 171,909

1%

Capital &Multiyear Programs

15,224,500 18%

Authority-wide expenditures have decreased by $1,387,187 (-1.64 percent) from FY2015

Housing - ($4.1M) is a net increase of direct operational activities in Federally Aided Program ($.3M), and increase in Housing Choice Voucher Program (HAP) ($1.1M), adding voucher for Cottage Bridge and increase in Capital Fund (3.0M), privately managed properties (-$.5) and a net decrease in other housing programs (- $.9).

Development will decrease $5.0 million (-35.70 percent). Major expenditure decreases are the transition of the CDBG Program to the City’s Department of Neighborhood and Codes ($2.0M) and the reduction of Capital Improvement Program for acquisition initiatives throughout the City of Norfolk.

Other Operations will decrease by $.5 million (-12.69 percent) largely due to reduction in the Central Office Cost Center; 3rd Party Management Fee and Specialized Maintenance realigning revenues and services. The activities associated with these projects are listed in Tab 5 of the budget document.

The chart below represents a division budget comparison of FY2015 Approved vs. FY2016 Proposed Budget and Expenditures.


This budget has been prepared with an eye toward continuing to provide the high quality services that NRHA has delivered over the years while acknowledging the more fiscally conservative stance that the economic environment demands.

The executive team provided staff with some specific guidelines for preparing the FY2016 budget. With limited growth in resources and expected cost inflation pressures in many of the most routine operational expenditures, general directions included the need to hold the line where possible on personnel and other expenditures, but the proposed budget is recommending a pay for performance system to acknowledge the outstanding work of our employees.

While we may not yet have fully achieved what the “new reality” of what we will look like at NRHA, this budget responds to evolving needs and community priorities in ways that help us turn this economic crisis into an opportunity.

As always, our priority must be on meeting the needs of those we serve while striving to work in the most cost effective manner. Staff, stakeholders and partners will be required to strategically collaborate on the identification of coming trends that will shape our work in the future.

FY2016 IN SUMMARY

Defining the standard since 1940WWW.NRHA.US



FY2016BUDGET

PROPOSAL

WWW.NRHA.US

• BUDGETSUMMARY



• OTHER PROGRAMS

• CENTRAL OFFICE


Descriptions Authority WidePercentage of Authority

Total

Central Administrative

Offices *

Central Housing

Management Offices *

Specialized Maintenance *

Grand TotalPercentage of Expenditures

ResourcesHUD Grants $ 56,654,929 68.1%City Grants 5,207,626 6.3%Tenant Income 17,596,814 21.2%Other Income 996,333 1.2%Appropriations of Program Reserves 2,708,490 3.3%

Resources Total $ 83,164,192 100.0% - -

ExpenditureLabor $ 8,124,732 9.8% 2,715,989 837,823 2,204,999 13,883,543 16.7%Employee Benefits 3,320,804 4.0% 1,001,602 325,221 952,205 5,599,832 6.7%Other Administration 7,844,056 9.4%Program Costs 26,289,373 31.6%General Expense 1,273,287 1.5%Principal Payment on Debt 255,000 0.3%Capital 171,909 0.2%Operation Cost 20,660,531 24.8%Capital & Multiyear Programs 15,224,500 18.3%

Expenditure Total $ 83,164,192 100.0%

FISCAL YEAR 2016NRHA PROPOSED BUDGET

SUMMARY BY RESOURCES AND EXPENDITURES

* Included in Authority wide totals through Management Fee and Fee for Service Charges

NRHA FY2016 Proposed Budget

June 2015

Tab 2. Page1

Total Housing Development Other

DescriptionLabor 8,124,732$ 6,177,124$ 1,521,880$ 425,728$ Employee Benefits 3,320,804 2,605,705 565,478 149,621 Management Fee 4,790,307 3,358,016 1,223,173 209,118 Other Administration 3,053,749 1,629,913 41,173 1,382,663 Program Costs (Annual) 26,289,373 26,289,373 - - Operation Cost 20,660,531 20,091,270 - 569,261 General Expense 1,273,287 1,273,287 - - Payment on Principal 255,000 255,000 - - Capital 171,909 171,909 - - Capital & Multiyear Programs 15,224,500 9,099,945 5,674,555 450,000

Total 83,164,192$ 70,951,542$ 9,026,259$ 3,186,391$

FY2016 Proposed Expenditures $83,164,192

Labor$8,124,732

10%

Employee Benefits3,320,804

4% Management Fee4,790,307

6%Other

Administration3,053,749

4%

Program Costs (Annual)

26,289,373 32%

Operation Cost20,660,531

25%

General Expense1,273,287

1%

Payment on Principal255,000

0%

Capital171,909

0%

Capital & Multiyear Programs

15,224,500 18%


June 2015

Tab 2. Page2

Development Housing Other

HUD GrantsHousing Choice Voucher $ 27,283,840 27,283,840 Federally Aided Housing 13,280,286 13,280,286 Grandy Village Revitalization 1,074,606 1,074,606 Franklin Arms 356,779 356,779 Broad Creek Renaissance (TCB) 740,829 740,829 Park Terrace 316,965 316,965 Cottage Bridge 227,593 227,593 Capital Grants 10,302,912 10,302,912 Ross Grants Coordinator Grant 294,463 294,463 Public Housing and HCV FSS Ross Grant 328,757 328,757 Community Development Block Grant 1,681,293 1,681,293 HomeNet 134,427 134,427 HOME 632,179 632,179 Total $ 56,654,929 2,447,899 54,207,030 - City GrantsGeneral Fund $ 2,707,626 2,707,626 - Capital Improvement Program 2,500,000 2,500,000 - Total $ 5,207,626 5,207,626 -

Tenant incomeFederally Aided Housing $ 8,583,997 8,583,997 Grandy Village Revitalization 1,024,829 1,024,829 Franklin Arms 142,625 142,625 Cottage Bridge 57,414 57,414 Oakmont North 3,871,620 9,302 3,862,318 Park Terrace 220,263 220,263 Merrimack Landing 3,581,566 66,051 2,040,749 1,474,766 Marriott Rent 114,500 114,500 Total $ 17,596,814 189,853 15,932,195 1,474,766

Other incomeInterest $ 7,000 7,000 - Proceeds from Property Sales and Notes 188,000 188,000 - HomeNet 23,320 23,320 - - Project Delivery Fees 502,352 502,352 - Other 275,661 80,000 140,556 55,105 - Total $ 996,333 291,320 147,556 557,457

Appropriations from Program Reserves EZ 2010 Land Sale Proceeds $ 133,177 133,177 Park Terrace Reserves 50,040 50,040 Specialized Maintenance 569,261 569,261 Housing Opportunity 182,833 182,833 COCC Administration 134,460 134,460 Broad Creek/HOPE IV Closeout 75,000 75,000 Rera 27,500 27,500 Other Development Reserves 318,637 318,637 Project Development Financing 370,000 370,000 Management Fee Project 5,447 5,447 Own Reserves Used to Balance Program 1,866,355 479,314 232,873 1,154,168 Privately Managed Reserves 842,135 410,247 431,888 Total Reserves Use for Other Program 842,135 410,247 431,888 - Total Use of All Reserves 2,708,490 889,561 664,761 1,154,168

NRHA Total Resources $ 83,164,192 9,026,259 70,951,542 3,186,391

FY2016 PROPOSED RESOURCES $83,164,192

HUD Grants$56,654,929

68%

City Grants$5,207,626

6%

Tenant Income$17,596,814

21%

Other Income$996,333

2%

Program Reserves$2,708,490

3%


‐

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

AMOUNT

REVENUE

Budget Comparison ‐ FY2015 vs. FY2016

FY 16 Budget

FY 15 Budget


June 2015

Tab 2. Page3

Approved FY 2011

Approved FY 2012

Approved FY 2013

Approved FY 2014

Approved FY 2015

Approved FY 2016

Annual $ Change

Annual % Change

HUD Grants

Housing Choice Voucher $ 23,215,896 23,892,954 26,329,768 24,264,981 25,898,360 26,933,271 1,034,911 4%

Housing Choice Voucher SRO 301,970 289,689 289,689 357,070 369,352 350,569 (18,783) -5%

Federally Aided Housing 16,130,620 15,755,751 15,908,920 14,029,835 12,655,694 12,637,723 (17,971) 0%

Grandy Revitalization - - - - 1,099,062 1,074,606 (24,456) -2%

Franklin Arms - - - - 340,485 356,779 16,294 5%

Cottage Line - - - - - 227,593 227,593 100%

BroadCreek Renaissance (TCB) - - - - 735,243 740,829 5,586 1%

Park Terrace 333,522 323,278 345,511 345,511 347,389 316,965 (30,424) -10%

HOPE VI 814,000 5,000 - - - - - N/A

HOPE VI CSS Endowment Grant 307,177 374,357 267,571 179,303 - - - N/A

Capital Grants 10,123,653 9,842,806 7,627,684 8,403,578 7,251,693 10,302,912 3,051,219 30%

Capital Grants (Stimulus) 6,511,014 857,078 - - - - - N/A

Capital Fund Grant for Operations 1,200,000 1,200,000 - 940,000 615,363 642,563 27,200 4%

ROSS Grants 142,677 141,481 125,844 127,412 129,538 - (129,538) N/A

Ross Service Coordinator Grant 190,310 205,163 236,345 294,463 58,118 20%

Job Access Grant 366,907 466,715 474,061 441,833 423,369 - (423,369) N/A

Job Access Freedom Grant 159,500 94,346 284,037 - (284,037) N/AJob Access HCV 224,380 - (224,380) N/A

Community Development Block Grant 3,881,958 3,569,331 3,008,704 2,804,033 2,402,258 1,681,293 (720,965) -43%

Public Housing & HCV FSS Ross - - - - - 328,757 328,757 100%

HomeNet 95,000 82,625 82,625 83,902 96,382 134,427 38,045 28%

Home 1,967,182 1,724,604 737,819 793,276 834,194 632,179 (202,015) -32%

Total $ 66,422,448 59,545,029 55,811,006 53,070,243 53,943,144 56,654,929 2,711,785 5%

City Grants

General Fund $ 1,658,517 1,874,684 2,521,546 2,796,339 2,545,312 2,707,626 162,314 6%Capital Improvement Program 4,375,000 6,220,000 4,659,765 6,331,265 7,250,000 2,500,000 (4,750,000) -190%

Total $ 6,158,517 8,224,684 7,311,311 9,127,604 9,795,312 5,207,626 (4,587,686) -50%

Tenant income

Federally Aided Housing $ 9,406,575 9,404,733 9,391,514 9,165,202 8,100,851 8,583,997 483,146 6%

Grandy Revitalization - - - - 1,100,302 1,024,829 (75,473) -7%

Franklin Arms - - - - 243,380 142,625 (100,755) -71%

Cottage Line - - - - - 57,414 57,414 100%

Oakmont North 3,604,218 3,434,572 3,573,619 3,589,618 3,747,844 3,871,620 123,776 3%

Park Terrace 220,534 237,473 211,765 211,765 215,784 220,263 4,479 2%

Marriott Rent 109,000 109,000 105,011 115,000 115,000 114,500 (500) 0%

Merrimack Landing 4,058,986 4,005,061 4,107,624 4,290,519 4,186,564 3,581,566 (604,998) -17%

Total $ 17,399,313 17,190,839 17,389,533 17,372,104 17,709,725 17,596,814 (112,911) -1%

Other income

Interest $ 135,119 - 2,334 17,625 6,215 7,000 785 11%Proceeds from Property Sales and Notes 404,200 750,738 313,550 280,422 272,246 188,000 (84,246) -45%

Private Bank Funds 1,180,000 880,000 600,000 - - - - N/A

Hampton Roads Transit - - - - - - N/A

Hampton Boulevard 7,228,000 4,148,560 3,130,400 3,796,000 - - - 0%

HomeNet - 3,640 - 16,322 23,320 6,998 30%

Project Delivery Fees 917,606 448,259 493,250 525,686 417,652 502,352 84,700 17%

Other 367,288 443,960 582,077 362,279 219,291 275,661 56,370 20% Total $ 10,232,213 6,671,517 5,125,251 4,982,012 931,726 996,333 64,607 6%Earnings

Merrimack Landing $ 901,523 952,845 999,571 - - - - N/A

Oakmont 519,185 460,125 619,107 - - - - N/A

Total $ 1,420,708 1,412,970 1,618,678 - - - - N/A

Appropriations from Program Reserves

Housing Choice Voucher $ - - - 301,545 - - - 0%

Housing Opportunities 164,125 44,825 344,520 211,625 175,371 182,833 7,462 4%

Park Terrace 77,567 108,315 109,670 109,670 144,318 50,040 (94,278) -188%

Management Fee - - - 5,447 5,447 100%

Federally Aided Housing 447,844 957,026 650,000 1,212,709 - - - #DIV/0!

Rera 20,700 25,700 25,700 25,500 27,500 27,500 - 0%

BroadCreek Reserves - - 30,000 30,000 - - - #DIV/0!

MidTown Revolving (UDAG Surplus) - - 198,944 99,469 - - - #DIV/0!

EZ 2010 Proceeds from Land Sales - - - - 128,502 133,177 4,675 4%

201 Granby Building - - 259,351 70,594 - (70,594) #DIV/0!

COCC Administration - - 657,671 890,501 - 134,460 134,460 100%

COCC Specialized Maintenance - - - 654,182 910,187 569,261 (340,926) -60%

Other Development Reserves 318,637 0%

Merrimack Landing 189,075 755,729 - 1,107,830 640,000 842,135 202,135 24%

BroadCreek/HOPE VI Reserves - - - - 75,000 75,000 - 0%

Mission College - - - - - 370,000 370,000 100%

Total $ 899,311 1,891,595 2,016,505 4,902,382 2,171,472 2,708,490 218,381 8%

NRHA Total Resources $ 102,532,510 94,936,634 89,272,284 89,454,345 84,551,379 83,164,192 (1,705,824) -1.91%

FY2016 Revenue Comparison


June 2015

Tab 2. Page4



June 2015

Tab 2. Page5

FY05 Actual FY06 Actual FY09 Actual FY10 Actual FY11 Actual FY12 Actual FY13 Actual



FY2016 Proposed Budget Change

BenefitsHealth Insurance 1,169,773 1,119,692 1,377,611 1,489,997 1,836,353 1,706,545 1,699,434 1,864,846 1,928,990 1,957,404 28,414 FICA Taxes & Unemployment 1,231,640 1,187,277 1,294,569 1,156,740 1,260,302 1,120,837 1,199,811 1,210,978 1,140,915 1,123,887 (17,028) VRS (Life) - - 149,537 84,161 0 38,135 166,329 169,569 176,563 161,953 (14,610) VRS (Retirement) 1,497,495 1,432,331 2,104,860 2,001,496 2,245,843 2,094,673 1,842,183 1,859,964 1,960,171 1,996,683 36,512 Terminal Leave 163,056 176,647 199,296 88,756 196,248 244,417 0 191,621 182,435 184,466 2,031 Worker's Compensation 164,252 143,347 160,000 164,168 190,576 117,408 53,776 184,360 173,693 171,101 (2,592) Parking - - 79,668 81,402 71,836 85,238 73,111 - - - - Uniforms - - - 7,438 3,426 9,797 4,063 4,013 5,065 4,338 (727)

Total Employee Benefits 4,226,216 4,059,294 5,365,541 5,074,158 5,804,584 5,417,050 5,038,707 5,485,351 5,567,832 5,599,832 32,000

LaborDevelopment Admin 2,711,639 2,648,488 2,289,896 2,085,675 2,114,391 2,154,557 1,665,484 1,586,085 1,353,861 1,239,521 (114,340) Community Development Maintenace 212,000 191,338 (20,662) Development (HOMENET) 36,725 92,910 183,411 6,714 33,147 38,428 96,258 96,387 100,110 91,020 (9,090) Housing 8,905,377 8,609,583 8,575,524 9,246,315 9,979,773 9,909,127 10,396,389 9,923,628 9,277,837 9,064,711 (213,126) HOPE VI 630,744 771,583 554,576 428,456 365,853 286,367 - - - - COCC Executive and Admin 2,676,329 2,404,201 4,092,197 2,981,992 2,888,123 2,892,300 3,281,018 2,791,613 2,659,562 2,715,985 56,423 Workforce Youth - - 105,000 18,979 - - - - - - - Government Relations - - - - - 218,506 215,045 223,604 8,559 Hampton Roads Ventures 38,723 70,699 - - - - - 85,834 15,822 12,000 (3,822) Structured Finance - - - - - 180,502 182,811 190,124 7,313 Management Fee Project - - - 56,504 82,547 74,455 78,588 76,844 76,844 155,240 78,396

Total Labor 14,999,538 14,695,150 15,800,604 14,824,635 15,463,834 15,355,234 15,517,737 14,959,399 14,093,892 13,883,543 (210,349)

Staffing Counts FY2005 FY2006 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 Change

Development 51 53 44 41 40 40 30 31 30 25 (5)

Housing 215 201 211 225 225 230 230 221 210 208 (2)

Housing Reinvention - - 7 7 7 7 - - - -

Administration 58 49 52 54 52 51 51 48 45 49 4

Total Labor * 324 303 314 327 324 328 311 300 285 282 (3)

FY2016 Employee Benefit and Salary History


June 2015

Tab 2. Page6

NRHA Staffing DashboardEffective Thursday, May 21, 2015 Total Employees 290Workforce Distributions

By Age By Length of Service (LOS) in Years

Average Employee Age: 49.37 Average Employee LOS in Years: 12.00

14

31

34

211

By Division

Housing Operations 72.8%

Administative Operations 11.7%

Development Operations 10.7%

Executive Office 4.8%

3

14

273

By Employee Status

Regular Full Time 94.1%

Regular Part Time 4.8%

Seasonal 1.0%

2

7

28

52

83

118

By Race and Gender

Black Females 40.7%

Black Males 28.6%

White Males 17.9%

White Females 9.7%

Other Males 2.4%

Other Females 0.7%

0

12

43

73

112

37

13

<=19 20 - 29 30 - 39 40 - 49 50 - 59 60 - 64 >=65

82

57 52

36 29

17 17

<=4 5 - 9 10 - 14 15 - 19 20 - 24 25 - 29 >=30


June 2015

Tab 2. Page7



June 2015

Tab 2. Page8


FY2016BUDGET

PROPOSAL

WWW.NRHA.US

• BUDGET SUMMARY

• HOUSINGPROGRAMS


• OTHER PROGRAMS

• CENTRAL OFFICE


Housing Division revenues total $69,229,282 and are derived from HUD operating

subsidies, grants, tenant income, and other income. The Operational shortfalls are

projected in FY2016 for the Federally Aided Program ($642,563) and Housing Choice

Voucher Program ($647,809) and Job/Access Reverse Grant ($431,888).

Expenditures for the Division ($70,951,542) focus on efforts to manage and maintain

3,237 assisted rental units as well as 2,850 Housing Choice Vouchers for participants

in two major programs. The budget also includes expenditures of $10.3 million under

the Capital Fund program for capital improvements to maintain aging stock and infra-

structure of the public housing properties. NRHA must constantly replace roofing,

heating systems, windows, doors, flooring and other items in the federally assisted

public housing communities.

NRHA owns three apartment complexes that serve moderate income households

(Merrimack, Oakmont and Park Terrace). These communities are privately-managed

by third party entities with NRHA oversight. Property management fees and operating

expenses are covered through tenant rents. These properties produce net operating

revenue annually that can be used for other NRHA programs. We anticipate $2.2 mil-

lion in earnings during the 2016 fiscal year.

Other housing programs consist of several miscellaneous grants that provide services

to our residents which include Job Access Grants, ROSS Service Coordinator and Fami-

ly Self Sufficiency grants, and the Housing Opportunity (Homeownership) Program.

Resident Services initiatives are included in the FY2016 budget and are comprehen-

sive and designed to empower household self-sufficiency focusing on education and

employment.

SUMMARY

FY

20

16

HO

US

ING

OV

ER

VIE

W

CHALLENGES

Our biggest budgetary challenges will be the Public Housing and Housing Choice Voucher Pro-

grams. HUD has funded our Public Housing operating subsidy for FY2016 at 83.46% of the

base calculation for what it cost to operate our communities at a loss of about $2.6 million.

Likewise, in the Housing Choice Voucher Program, our administrative fees are at 75%; the loss

of revenue still continues. Given recent Congressional funding decisions this trend will con-

tinue indefinitely.


June 2015

Tab 3. Page1

Prepare revitalization plans for communities based

on comprehensive physical and capital needs

assessment

Ensure consistency of RFP for HUD Green Physical

Needs Assessment with above efforts.

Exceed previous high performer scores for LIPH &

HCV program

Developed improved customer satisfaction survey

methodology for residents, HCV participants and

landlords

Complete Grandy Village Phase VI

Complete rehabilitation of Diggstown Recreation

Center

Retain consultant to perform competitive analysis of

shop rates

Develop effective outreach events for HCV landlords

Submit Five Year and Annual Plan for Assisted

Rental & HCV that addresses RAD and related

community revitalization plans

Commence renovations and site improvements for

Merrimack Landing, Oakmont North and Broad

Creek

Develop repositioning plan for Park Terrace

MAJOR GOALS

Cottage Bridge Apartments completion

Young Terrace and Tidewater Gardens electrical

and water tank upgrades & cathodic protection

system at Tidewater

Bobbitt exterior improvements

All midrise apartment interiors painted

Calvert Square accessibility & Family Investment

Center improvements

Grandy Phase V nearing completion & LIHTC

application/design for Phase VI underway

High performer designations for both Low

Income Public Housing (LIPH) and Housing

Choice Voucher (HCV) programs

Maintained 98% occupancy rate or better

Increased Family Self Sufficiency program

enrollment by 10%

Achieved Resident Home Build program

graduation rate of 100% & job placement rate of

93%

Increased workforce development training

participants from 108 to 158

Facilitated regional partnership to end veteran

homelessness

Achieved first VASH voucher homeownership in

Virginia

Over 450 residents obtained/maintained

employment through HRT transportation grant

Produced Norfolk STEMsational initiative for

youth residents

Provided HCV mobility counseling for new move

-in, transfer and port-in clients

Conducted monthly HCV landlord meetings

Sixty HCV families recruited for homeownership

program

Five-year and Annual Plan for Assisted Rental &

HCV programs completed and submitted to

HUD

Merrimack Landing positioned to begin

significant renovations in 2015

FY 2015 ACCOMPLISHMENTS


June 2015

Tab 3. Page2



June 2015

Tab 3. Page3

HOUSING PROGRAMS

Projected Revenue and Expenditures

Proposed Revenue Fiscal Year 2016

Amount %

Housing Division Revenues

Housing Choice Voucher - HUD PHA Grants (for HAP) 25,233,555$ 35.56%

Federally Aided Communities - HUD PHA Grants * 14,809,937 20.87%

Operating Receipts - Federally Aided Housing 9,751,451 13.74%

Operating Receipts - Cottage Bridge 57,414 0.08%

Capital Grant Program - HUD PHA Grants 10,945,475 15.43%

Operating Receipts - Merrimack Landing 3,581,566 5.05%

Operating Receipts - Oakmont North 3,871,620 5.46%

Housing Choice Voucher - HUD PHA Grants (Adm) 1,699,716 2.40%

Cottage Bridge - HUD PHA Grants (for HAP) 227,593 0.32%

Park Terrace - HUD PHA Grants 316,965 0.45%

Housing Choice Voucher SRO - HUD PHA Grants 350,569 0.49%

Ross Grant Service Coordinator 294,463 0.42%

Operating Receipts - Park Terrace 220,263 0.31%

Housing Opportunity (Homeownership) Program Reserves 182,833 0.26%

Park Terrace - Program Reserves 50,040 0.07%

Other Revenue- External Sources 147,556 0.21%

ROSS (PH and HCV Family Self Sufficiency Grant) 328,757 0.46%

Privately Managed Reserves 431,888 0.61%Earning Transferred to Other Programs from Merrimack and

Oakmont Operating Receipts (1,550,119) -2.18%

Total Proposed Revenues 70,951,542$ 100.00%

Proposed ExpendituresAmount %

Housing Division Expenditures

Federally Aided Housing Programs 21,923,814$ 30.90%

Grandy Village Revitalization 2,180,460 3.07%

Franklin Arms 500,277 0.71%

Broad Creek Renaissance (TCB) 740,829 1.04%

Cottage Bridge 285,007 0.40%

Housing Choice Voucher (HAP) 25,233,555 35.56%

Capital Fund Program 10,302,912 14.52%

Merrimack Landing Property Management 2,040,749 2.88%

Oakmont North Property Management 3,214,509 4.53%

Housing Choice Voucher Program (Administration) 2,326,150 3.28%

Park Terrace Property Management 587,268 0.83%

Job Access/Reverse Commute Grant 431,888 0.61%

Housing Choice Voucher SRO 378,071 0.53%

ROSS Service Coordinator Grant 294,463 0.42%

Housing Opportunity (Homeownership) Program 182,833 0.26%

ROSS Grant PH and HCV Family Self Sufficiency Grant 328,757 0.46%

Total Proposed Expenditures 70,951,542$ 100.00%

Contributions to Reserves Merrimac #DIV/0!

* Grandy Revitalization, Franklin Arms, and BroadCreek Renaissance Subsidies are included


June 2015

Tab 3. Page4

BROADCREEK RENAISSANCE

OVERVIEW

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 where the demolished public housing communities of Roberts Village and Bowling Green once stood. Completed in 2006, the new neighborhood is called “BroadCreek Renaissance”, after a nearby body of water. The neighborhood consists of 300 units of mixed income family senior rental and for-sale homes.

TCB’s role included master developer of three of the four rental phases, coordination of the demolition, infrastructure engineering and property management.

PROGRAM INITIATIVES

Maintain high performance rating for Low Income Public Housing.

Asset Management

Ongoing Maintenance

FUNDING METHODOLOGY

Under project-based funding, PHAs will complete a separate subsidy form for each project. A major component of a projects subsidy calculation will be its Project Expense Level, or 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 federally-assisted housing projects with similar characteristics (building type, location, number of bedrooms per unit, etc.)

Tenant Rent for Public Housing is referred to as the Total Tenant Payment (TTP) and would be based on a family’s anticipated gross annual income less deductions, if any, HUD regulations allow PHAs to exclude from annual income the following allowances: $480 for each dependent; $400 for any elderly family, or a person with a disability; and some medical deductions for families headed by an elderly person or a person with disabilities, and each additional member of the family 18 years of age or older.


June 2015

Tab 3. Page5


FEDERALLY AIDED HOUSING FY14 Actual

FY15

Approved

Budget

FY15

Projected

Actual

FY16

Proposed

Budget

Revenue:

Net Tenant Rental Revenue

$ - -

Tenant Revenue - Other - -

HUD PHA Grants 719,730 735,243 670,819 740,829

Interest Income - -

Proceeds from Property Sales - -

Other Revenue (External Source) - -

Total Revenue

$ 719,730 735,243 670,819 740,829

Expenditures

Administrative and Program Delivery:

Labor:

Administration

$ - -

Resident Services - -

Maintenance - -

Program - -

Total Labor

$ - - - -

Other Administration - -

Other (Interproject Fee for Services) - -

Employee Benefits - -

Management Fees - -

Total Admin & Program Delivery Exp.

$ - - - -

Program Expenses:

Resident Services

$ - -

Utilities - -

Maintenance - -

Specialized Maintenance - -

Protective Services - -

Operating Subsidy Payment 719,730 735,243 670,819 740,829

General Expense - -

Interest Expense -

Principal Payment on Debt -

Capital Expenditures - -

Total Program/Operating Expenses

$ 719,730 735,243 670,819 740,829

Surplus (Deficit) From Operations $ - - - -

Depreciation (Not Included in Totals) $ - - -

Provision For Reserves:

Actual Reserves June 30, 2014 $ 542,502 - -

Projected Reserves June 30, 2015 $ 542,502 -

Projected Reserves June 30, 2016 $ - 542,502


June 2015

Tab 3. Page6

Transactions Type Line Item DescriptionsBowling Green II

(VA26)

Bowling Green Ill

(VA 28)

Bowling Green IV

(VA 30)

Marshall Manor II

(VA 27)

Marshall Manor Ill

(VA 29)

Marshall Manor

IV (VA 31)Grand Total

Resources Total HUD PHA Grants 71,640 113,817 84,267 189,039 203,259 78,807 740,829

Net Tenant Rental Revenue -

Tenant Revenue - Other -

Other Revenue -

Interest Income -

Resources Total 71,640 113,817 84,267 189,039 203,259 78,807 740,829

General Expense 71,640 113,817 84,267 189,039 203,259 78,807 740,829

Other -

Expenditure Total 71,640 113,817 84,267 189,039 203,259 78,807 740,829

Net Surplus/(Defict) - - - - - - -



June 2015

Tab 3. Page7



June 2015

Tab 3. Page8

CAPITAL FUND (PUBLIC HOUSING)

OVERVIEW

Capital Fund Program’s

primary objective is to

make assistance

available to public

housing agencies (PHAs)

to carry out capital and

management

improvement activities.

Capital Fund can also be

used for demolition,

resident relocation,

resident economic

development, security

equipment, and

financing costs.

PROGRAM INITIATIVES

Target REAC deficiencies to

maintain High Performer

designation

Satisfy all obligation and

expenditure requirements

for the Capital Fund grant

Continue planning and

design of additional public

housing units utilizing

Replacement Housing Factor

funds and Demolition and

Disposition Transition funds

FUNDING METHODOLOGY

The Capital Fund is available by

formula distribution. Old guidelines

allowed up to 20% of CFP for

management improvements. Final

rule will reduce down to 10% at 2% a

year until 2018.


June 2015

Tab 3. Page9

CAPITAL FUND PROGRAM (PUBLIC HOUSING)

CAPITAL FUND

FY14 Actual

FY15

Approved

Budget

FY15

Projected

Actual

FY16 Proposed

Budget

Revenue:

HUD PHA Grants $ 6,456,283 7,294,434 5,447,705 9,632,155

Other Government Grants - - - -

Interest Income - - - -

Other Fees for Service (External Source) - - 50 -

Other Revenue (External Source) 170 - - -

Administrative Fee (Interproject) 474,480 572,633 614,988 670,758

Appropriations from other Program 117,821

Appropriation of (Admin project) Reserves - -

Total Revenue $ 7,048,754 7,867,067 6,062,743 10,302,913

Expenditures


Labor:

Administration $ 580,052 557,637 501,851 693,029

Resident Services -

Maintenance - -

Program 10,661

Total Labor $ 580,052 568,298 501,851 693,029

Other Administration 11,027 6,750 11,388 38,272

Other (Interproject Fee for Services) 55,980 44,284 30,721 49,689

Employee Benefits 219,800 232,976 219,137 283,428

Management Fees 138,549 138,549 138,549 138,549

Total Admin & Program Delivery Exp. $ 1,005,408 990,857 901,646 1,202,967

Program Expenses:

Resident Services $ - 76,400 - -

Utilities - - - -

Maintenance 3,875 - - -

Specialized Maintenance - - - -

Protective Services - - - -

Equipment (Non Expendable/Hardware) - - - -

Transfers to Other Projects 948,959 615,374 - 642,563

Interproject Repayments or Advances - - - -

Other - - - -

Capital Expenditures 5,090,512 6,184,436 5,161,097 8,457,383

Total Program/Operating Expenses $ 7,048,754 7,867,067 6,062,743 10,302,913


Appropriation for other program $ - - - -

Depreciation (Not Included in Totals) $ - - - -


Actual Admin Reserves June 30, 2014 $ - - - -

Projected Admin Reserves June 30, 2015 $ - - - -

Projected Admin Reserves June 30, 2016 $ - - - -


June 2015

Tab 3. Page10



June 2015

Tab 3. Page11

NEW CONTRACT WORKJob Description Neighborhood Start Date Estimated Cost

1 Conversion of Gas to Electric + UpgradesTidewater Spring 2015 1,861,662$

2 Conversion of Gas to Electric + UpgradesYoung Spring 2015 1,663,096

3 Development Activities Moton TBD 150,000

4 Porch Repairs Diggs Spring 2015 750,000

5 Electrical Transformer Diggs Summer 2015 200,000

6 Relocation Grandy Summer 2015 240,000

7 Demolition Grandy Summer 2015 640,000

8 Grandy Phase VI Grandy Summer 2015 1,050,000

9 Exterior Renovations Partrea Summer 2015 750,000

10 Professional Fees Various N/A 585,000

11 Miscellaneous Various N/A 455,636

SUBTOTAL 8,345,394$

MANAGEMENT IMPROVEMENTS1 Network Upgrade All Annually 110,000

2 Security All Annually 1,988

SUBTOTAL 111,988$

Total Captial Expenditures 8,457,382$

OPERATIONS

1 Transfer to Operations All Annually 642,564$

Administration 1,202,967$

Grand Total 10,302,913$

CAPITAL FUND PROGRAMPLANNED CONTRACT; DESIGN WORK AND ADMINISTRATION FOR NRHA FY 2016

(using multiple grant years; admin costs pro-rated)


June 2015

Tab 3. Page12

COTTAGE BRIDGE

OVERVIEW

Norfolk Redevelopment & Housing

Authority’s most recent project,

The Cottage Bridge Midrise is a

new apartment complex adjacent

to Partrea Midrise. The project has

a total of 47 newly constructed

energy efficient apartment units

comprised within one, three-story

building.

The facility includes office and

administration areas and a

community room. All units are

designed to meet ADA(Americans

with Disability Act) accessibility

standards for residents with

disabilities and are Type A

wheelchair accessible.

Previously, an underutilized infill

development, it is now a gorgeous

apartment complex providing

affordable housing to disabled

residents in the City of Norfolk.

In 2012, NRHA was awarded a low

income housing tax credits for the

development of Cottage Bridge

apartments. NRHA awarded 47

Project Based Vouchers for the

Cottage Bridge Apartments. The

complex is owned by NRHA Partrea

Limited Partnership, a Virginia

limited partnership and Norfolk

Redevelopment and Housing

Authority.

PROGRAM INITIATIVES

Provide affordable housing

choices for low-income, elderly

and disabled households by

providing rental assistance.

FUNDING METHODOLOGY

Tenant payments for rent, utilities

and other fees, in addition to subsidy

from HUD make up total income for

this project.


June 2015

Tab 3. Page13

COTTAGE BRIDGE

CAPITAL FUND FY14

Actual

FY15

Approved

Budget

FY15

Projected

Actual

FY16

Proposed

Budget

Revenue:

Net Tenant Rental Revenue $ - - - 341,390

Tenant Revenue - Other - - - 2,300

HUD PHA Grants - - 227,593


Other Revenue (External Source) - - - -

Total Revenue $ - - - 571,283

Expenditures


Labor:

Administration $ - - - 22,517

Resident Services - - - -

Maintenance - - - 15,792

Program - - - -

Total Labor $ - - - 38,309

Other Administration - - - 27,521

Other (Interproject Fee for Services) - - - 5,023

Employee Benefits - - - 13,645

Management Fees - - - 32,526

Total Admin & Program Delivery Exp. $ - - - 117,024

Program Expenses:

Resident Services $ - - - 1,500

Utilities - - - 53,400

Maintenance - - - 23,280

Specialized Maintenance - - - 13,462

Protective Services - - - 32,000

General Expense - - 44,341

Interest Expense - - - -

Principal Payment on Debt - - - -


Other - - - -

Capital Expenditures - - - -

Total Program/Operating Expenses $ - - - 285,007

Surplus (Deficit) From Operations $ - - - 286,276




Actual Reserves June 30, 2014 $ - - -

Projected Reserves June 30, 2015 $ - - - -



June 2015

Tab 3. Page14

FEDERALLY AIDED PROGRAM

OVERVIEW

The overall objective of

the Public and Indian

Housing program is to

provide and operate

cost-effective, decent,

safe and affordable

dwellings for lower

income families through

an authorized local

Public Housing Agency

(PHA). Public Housing

comes in all sizes and

types, from scattered

single family houses to

high-rise apartments for

elderly families. Norfolk

Redevelopment and

Housing Authority

administer 3,237

housing units for low-

income residents at

rents they can afford.

PROGRAM INITIATIVES

Maintain high performance

rating for Low Income Public

Housing Program

Concentrate efforts to address

safety and security in Public

Housing Communities.

Develop curriculum with

Human Resources to train

staff in job efficiency and

effectiveness that leads to

internal promotion.

opportunities.

FUNDING METHODOLOGY

Under project-based funding, PHAs will

complete a separate subsidy form for each

project. A major component of a projects

subsidy calculation will be its Project

Expense Level, or 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 federally-assisted housing projects

with similar characteristics (building type,

location, number of bedrooms per unit,

etc.)

Tenant Rent for Public Housing is referred

to as the Total Tenant Payment (TTP) and

would be based on a family’s anticipated

gross annual income less deductions, if

any, HUD regulations allow PHAs to

exclude from annual income the following

allowances: $480 for each dependent;

$400 for any elderly person and

deductions for families headed by an

elderly person or a person with

disabilities.


June 2015

Tab 3. Page15

FEDERALLY AIDED HOUSING (Non-Tax Credit Projects)


FY15

Approved

Budget

FY15

Projected

Actual

FY16

Proposed

Budget

Revenue:

Net Tenant Rental Revenue

$ 8,578,038 7,343,491 7,592,640 7,752,909

Tenant Revenue - Other 723,686 817,951 608,593 831,088 HUD PHA Grants 13,746,448 12,598,894 12,742,720 12,637,724

Interest Income 1,921 650 797 630

Other Revenue (External Source) 140,426 71,841 50,206 58,901

Operating Transfer In 948,959 -

Earnings from other Program 600,000 949,313

Appropriations from other Program - 297,100 642,563

Appropriation of Federally Aided Reserves 47,195 -

Total Revenue

$ 24,786,673 21,782,140 21,292,056 21,923,815

Expenditures


Labor:

Administration

$ 1,229,727 1,104,172 1,010,451 1,137,525

Resident Services 393,103 259,491 183,877 372,849

Maintenance 1,818,953 1,619,915 1,675,294 1,548,401

Program 154,393 153,801 153,210 160,012

Total Labor

$ 3,596,176 3,137,379 3,022,832 3,218,787



Employee Benefits 1,494,670 1,431,442 1,282,499 1,471,186

Management Fees 2,381,382 2,411,455 2,411,458 2,418,216


$ 8,136,825 7,450,512 7,128,912 7,734,127

Program Expenses:

Resident Services

$ 221,656 173,233 104,684 198,961

Utilities 8,146,286 7,615,187 7,616,598 7,670,823

Maintenance 405,237 963,187 715,894 749,073

Specialized Maintenance 4,836,711 4,126,120 4,703,212 4,130,289

Protective Services 773,746 543,514 260,303 551,364

Operating Subsidy Payment - - -

General Expense 551,447 481,465 523,410 373,041

Interest Expense -

Principal Payment on Debt -

Transfer to HUD 1,293,503 -

Transfers to Other Projects 43,805 -

Capital Expenditures 377,457 428,922 239,043 516,137


$ 24,786,673 21,782,140 21,292,056 21,923,815




Actual Reserves June 30, 2014 $ 4,406,075 - -

Projected Reserves June 30, 2015 $ 4,523,747 -

Projected Reserves June 30, 2016 $ - 4,523,747


June 2015

Tab 3. Page16

Community Revenue ExpendituresNet Surplus/

(Defict) **

Bobbitt Apartments $ 447,677 611,977 ($164,300)

Calvert Square 2,501,940 2,533,132 (31,192)

Diggs Town 3,703,469 3,539,381 164,088

FSS North Wellington 159,454 131,118 28,336

Grandy Village 662,329 733,133 (70,804)

Grandy Village V 142,959 112,837 30,122

Hunter Square Apartments 499,210 726,378 (227,168)

Moton Circle 0 27,369 (27,369)

Oakleaf Forest 1,699,117 2,127,643 (428,526)

Partrea Apartments 614,624 954,004 (339,380)

FSS Scattered Sites 82,542 129,303 (46,761)

Tidewater Gardens 4,768,423 4,623,047 145,376

Young Terrace 5,522,620 5,050,312 472,308

Sykes Apartments 476,887 624,181 (147,294)

Grand Total $ 21,281,251 21,923,815 (642,564)$

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

Note: Federally Aided deficit will be funded with transfers from Capital Fund of ($642,564).

Federally Aided HousingSummary By Community

NON - TAX CREDIT PROJECTS


June 2015

Tab 3. Page17

FEDERALLY AIDED HOUSING COMMUNITIES

Transactions Type

Line Item DescriptionsBobbitt

ApartmentsCalvert Square

Diggs TownFSS -

scattered Sites

FSS -North Wellington

Grandy Village

Grandy Village V

Hunter Square

Moton Circle

Oakleaf Forest

Partrea Apts

Sykes Apartments

Tidewater Gardens

Young Terrace

Total Federally Aided Non Tax Total

Resources Total HUD PHA Grants 131,742 1,460,124 2,352,972 37,068 44,778 382,524 60,886 215,811 0 1,178,028 247,020 206,754 2,941,620 3,378,396 12,637,723

Net Tenant Rental Revenue 309,978 896,486 1,175,574 44,744 111,736 247,488 76,800 275,250 497,114 356,672 262,495 1,595,786 1,902,786 7,752,909

Tenant Revenue - Other 5,885 89,807 173,353 715 2,918 32,238 4,881 8,072 23,725 10,834 7,566 230,434 240,660 831,088

Other Revenue 53 55,453 1,476 10 17 67 392 58 192 72 53 446 612 58,901

Interest Income 19 70 94 5 5 12 19 58 26 19 137 166 630

Resources Total 447,677 2,501,940 3,703,469 82,542 159,454 662,329 142,959 499,210 0 1,699,117 614,624 476,887 4,768,423 5,522,620 21,281,251

Expenditure Labor 87,152 410,893 480,760 16,283 14,124 101,413 19,248 93,804 0 370,199 105,654 100,023 648,422 770,812 3,218,787

Employee Benefits 36,294 199,114 220,483 6,611 5,907 50,495 9,304 41,452 0 178,595 38,214 40,569 307,261 336,887 1,471,186

* Copiers 1,399 5,395 3,650 12 19 965 178 2,385 0 4,737 3,612 1,559 4,626 5,520 34,057

* PC Access 772 2,848 3,876 138 230 735 145 836 0 2,361 1,047 772 5,677 6,853 26,290

* Rent Granby Office Building 527 8,783 12,336 0 0 2,326 455 572 0 7,521 717 527 17,699 21,089 72,552

* Vehicle Expense 0 2,424 4,070 0 0 745 132 0 0 2,496 0 0 5,221 5,738 20,826

* Telephone 12,031 8,499 11,083 0 0 1,894 344 7,261 0 11,066 8,891 10,231 8,221 7,853 87,374

** Management Fee 70,975 261,931 356,564 12,675 21,124 67,595 13,519 76,889 0 217,149 96,323 70,975 522,172 630,325 2,418,216

Other Administration (direct) 2,984 26,638 39,543 1,981 1,547 12,901 1,255 7,357 11,590 24,494 13,679 6,476 48,875 60,294 259,614

Resident Services 5,277 20,973 27,180 387 590 6,126 868 5,661 0 18,219 6,966 5,256 43,687 57,771 198,961

Utilities 110,562 834,553 1,514,090 94 1,510 291,924 35,471 137,437 0 500,386 179,270 136,917 1,880,443 2,048,166 7,670,823

Maintenance 51,140 111,622 90,683 15,149 5,248 35,297 6,951 64,370 0 62,545 78,975 43,040 89,868 94,185 749,073

Specialize Maintenance 115,057 522,543 573,110 36,655 55,592 109,688 17,288 156,105 0 579,463 255,871 104,145 806,891 797,881 4,130,289

Protective Services 69,518 31,229 52,437 0 0 9,602 6,679 69,518 0 32,161 69,518 69,518 67,259 73,925 551,364

* Liability Insurance 3,008 13,845 18,059 722 602 3,612 500 3,612 6,020 10,835 4,816 3,008 25,283 31,302 125,224

* Property Insurance 5,592 21,358 32,112 22,277 2,211 6,968 500 6,013 9,759 19,169 8,873 5,728 42,628 48,897 232,085

General Expense 20,101 16,483 8,045 4,519 10,314 4,129 0 14,574 0 7,746 18,078 12,637 18,115 6,214 140,955

Capital Improvements 19,587 34,000 91,300 11,800 12,100 26,718 0 38,532 0 78,500 63,500 12,800 80,700 46,600 516,137

Expenditure Total 611,976 2,533,131 3,539,381 129,303 131,118 733,133 112,837 726,378 27,369 2,127,642 954,004 624,181 4,623,048 5,050,312 21,923,813

Net Surplus/(Defict) (164,299) (31,191) 164,088 (46,761) 28,336 (70,804) 30,122 (227,168) (27,369) (428,525) (339,380) (147,294) 145,375 472,308 (642,562)

* Centrally administered charge back costs

** HUD Safe Harbor Rate, see fee rate schedule


June 2015

Tab 3. Page18

Management Fee

Bookeeping Fee

Asset Management

Fee Total Fees

Public HousingRate Per Unit Month (PUM) $54.78 $7.50 $10.00PH Occupancy Assumption 97% 97% NA

Project NameProject Number

# of Units

Project Total

Tidewater Gardens South 002 618 394,061$ 53,951$ 74,160$ 522,172$ Diggs Town 006 422 269,084 36,841 50,640 356,564

Grandy Village 008 80 51,011 6,984 9,600 67,595 Young Terrace 010 746 475,679 65,126 89,520 630,325 Calvert Square 011 310 197,668 27,063 37,200 261,931 Oakleaf Forest 012 257 163,873 22,436 30,840 217,149 Partrea Apartments 018 114 72,691 9,952 13,680 96,323 Hunter Square 019 91 58,025 7,944 10,920 76,889 Bobbitt Apartments 020 84 53,562 7,333 10,080 70,975 Sykes Apartments 021 84 53,562 7,333 10,080 70,975 Scattered Sites 022 25 15,941 2,183 3,000 21,123 Family-Self-sufficiency 024 15 9,565 1,310 1,800 12,674 Franklin Arms* 025 100 63,764 8,730 12,000 84,494 Grandy Village Revitalized * 084 275 175,351 24,008 33,000 232,358 Grandy Village V 092 16 10,202 1,397 1,920 13,519

PH Totals 3,237 2,064,038$ 282,590$ 388,440$ 2,735,068$ * Part of the Safe Harbor Fees are being paid from Privately Managed Earnings $158,093balance paid by LIPH Projects $2,576,975

Safe Harbor Fee Schedule Federally Aided- FY2016


June 2015

Tab 3. Page19



June 2015

Tab 3. Page20

FRANKLIN ARMS

OVERVIEW

This is a development with 100

units serving seniors, placed in

service in 2003. It was developed

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 the

nearby Moton Circle.

PROGRAM INITIATIVES

Maintain high performance rating

for Low Income Public Housing.

Asset Management

Ongoing Maintenance

FUNDING METHODOLOGY





Expense Level, or 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

federally-assisted housing projects with

similar characteristics (building type,

location, number of bedrooms per unit,

etc.)

Tenant Rent for Public Housing is referred

to as the Total Tenant Payment (TTP) and


gross annual income less deductions, if

any, HUD regulations allow PHAs to

exclude from annual income the following

allowances: $480 for each dependent; $400

for any elderly person and deductions for

families headed by an elderly person or a

person with disabilities.


June 2015

Tab 3. Page21

FRANKLIN ARMS

CAPITAL FUND

FY14 Actual

FY15

Approved

Budget

FY15

Projected

Actual

FY16 Proposed

Budget

Revenue: Net Tenant Rental Revenue $ 224,985 221,469 238,011 240,038

Tenant Revenue - Other 7,091 6,670 5,369 4,938

HUD PHA Grants 352,647 363,639 340,485 356,779

Interest Income 545 538 607 586


Total Revenue $ 585,268 592,316 584,472 602,341

Expenditures


Labor:

Administration $ 50,645 58,698 58,472 61,046


Maintenance 33,698 37,278 65,019 38,770

Program - - - -

Total Labor $ 84,343 95,976 123,491 99,816


Other (Interproject Fee for Services) - 11,239 10,937 8,000


Management Fees - - - -

Total Admin & Program Delivery Exp. $ 139,443 223,910 206,580 239,228

Program Expenses:

Resident Services $ 2,779 4,174 1,025 5,124

Utilities 67,526 68,875 72,914 63,507

Maintenance 10,493 76,475 44,339 62,775

Specialized Maintenance 93,925 58,212 79,342 67,299 Protective Services - - -

General Expense 72,043 37,185 64,505 32,079

Interest Expense -

Capital Expenditures 350 3,615 - 48,398

Total Program/Operating Expenses $ 386,559 472,446 468,705 518,410

Surplus (Deficit) From Operations $ 198,709 119,870 115,767 83,931




Actual Reserves June 30, 2014 $ 93,368 - - -

Projected Reserves June 30, 2015 $ - 209,135 -

Projected Reserves June 30, 2016 $ - - 293,066


June 2015

Tab 3. Page22

GRAND

GRANDY VILLAGE REVITALIZATION

OVERVIEW

Grandy Village Revitalization is

the first multi- family complex in

Hampton Roads to transform a

community into a sustainable

mixed-income community

financed with tax credits.

The 22 Energy Star 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:

Employed for past 12 months

and working at least 30 hours

per week unless elderly or

disabled

Children must be attending

and in good standing as

defined by NPS.

Any household member who

is 16 years of age or older not

attending school shall be

employed at minimum 20

hours per week and involved

in a job training or vocational

program

PROGRAM INITIATIVES

Maintain high performance rating

for Low Income Public Housing.

Asset Management

Ongoing Maintenance

FUNDING METHODOLOGY





Expense Level, or 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

federally-assisted housing projects with

similar characteristics (building type,

location, number of bedrooms per unit, etc.)

Tenant Rent for Public Housing is referred to

as the Total Tenant Payment (TTP) and


gross annual income less deductions, if any,

HUD regulations allow PHAs to exclude from

annual income the following allowances:

$480 for each dependent; $400 for any

elderly person and deductions for families

headed by an elderly person or a person

with disabilities.


June 2015

Tab 3. Page23

GRANDY VILLAGE REVITALIZATION

CAPITAL FUND

FY14 Actual

FY15

Approved

Budget

FY15

Projected

Actual

FY16 Proposed

Budget

Revenue:

Net Tenant Rental Revenue $ 967,872 962,131 1,012,202 991,402

Tenant Revenue - Other 82,200 74,663 88,100 77,724

HUD PHA Grants 1,141,863 1,132,697 1,099,062 1,074,606

Interest Income 738 702 917 857


Total Revenue $ 2,272,743 2,250,479 2,280,281 2,224,757

Expenditures


Labor:

Administration $ 98,162 107,194 93,509 103,140


Maintenance 176,376 172,849 198,712 173,287

Program - - 9,673 -

Total Labor $ 317,008 322,914 344,038 319,840

Other Administration 35,849 98,069 24,144 125245



Management Fees 158,746 158,747 158,746 158,760


Program Expenses:


Utilities 752,582 819,536 1,021,576 775,160

Maintenance 46,123 122,404 126,434 141,814

Specialized Maintenance 259,822 142,954 178,350 196,706


General Expense 189,380 113,564 164,789 113,690



Surplus (Deficit) From Operations $ 295,786 129,298 1,960 44,297








June 2015

Tab 3. Page24

HOUSING CHOICE VOUCHER PROGRAM (HCV)

OVERVIEW

The Housing Choice Voucher

Program (HCV) provides rental

assistance to assist very low-income

families, the elderly, and the

disabled to afford decent, safe, and

sanitary housing in the private

market. Veterans Affairs Supportive

Housing (VASH) which provides

rental assistance for homeless

veterans with case management and

clinical services provided by the

Dept. of Veterans Affairs at its

medical centers and in the

community; Non-elderly disabled

(NED) vouchers; and Mainstream

Vouchers which provide housing

assistance payments to participating

owners on behalf of eligible tenants,

i.e. families having a person with

disabilities.

PROGRAM INITIATIVES

Provide affordable housing

choices for extremely low, very

low-income, veterans and

moderate low households by

providing rental assistance.

Allow Housing Choice Voucher

program participants to lease

standard and affordable housing

units located in low poverty

areas.

To assist program participants in

becoming self-sufficient through

participation with our Housing

Choice Voucher Family Self

Sufficiency Program.

NRHA will administer the

Housing Choice Voucher

Program as per HUD regulations

that are located in 24 CFR Part

982.

All program participants and

participating landlords will be

brief on the policies and

procedures of the HCV Program.

FUNDING METHODOLOGY

Total budget authorization is based on

prior year calendar HAP expenses. Then

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.


June 2015

Tab 3. Page25

http://www.access.gpo.gov/nara/cfr/waisidx_00/24cfr982_00.html

http://www.access.gpo.gov/nara/cfr/waisidx_00/24cfr982_00.html

HOUSING CHOICE VOUCHER

FEDERALLY AIDED HOUSING

FY14 Actual

FY15

Approved

Budget

FY15

Projected

Actual

FY16 Proposed

Budget

Revenue:

Tenant Revenue - Other $ - -

HUD PHA Grants 23,012,210 24,080,880 23,947,369 25,233,555

HUD PHA Grants (Administrative Fee) 1,806,581 1,836,864 1,815,558 1,699,716

Interest Income - -


Interproject Repayments - -

Earnings from other programs 880,919 483,607 607,224 620,307

Appropriations from other Program - -

Appropriation of HCV HAP Reserves - -

Total Revenue $ 25,812,957 26,407,566 26,423,213 27,559,705

Expenditures


Labor:

Administration $ 1,069,261 637,825 1,030,605 965,135

Resident Services 141,887 -

Maintenance 258,737 - -

Program - - - -

Total Labor $ 1,069,261 1,038,449 1,030,605 965,135




Management Fees 290,729 631,808 631,808 666,900

Total Admin & Program Delivery Exp. $ 2,077,492 2,326,686 2,253,698 2,326,150

Program Expenses:

Resident Services $ - - - -

Utilities - - - -

Maintenance - - - -

Specialized Maintenance - - - - Protective Services - - - -

Housing Assistance Payments 23,735,465 24,080,880 24,169,515 25,233,555

NRHA Homebuyer Assistance - - - -

General Expense - - - -


Equipment (Non-Expendable/Hardware) - - - -






Projected Reserves(HAP) June 30, 2014 $ - - - -

Projected Reserves(ADM) June 30, 2014 - - - -

Projected Reserves (Tot) June 30, 2014 $ - - - -

Projected Reserves (HAP) June 30, 2015 $ - - - -

Projected Reserves (ADM) June 30, 2015 - - - -


Projected Reserves (HAP) June 30, 2016 $ - - - -

Projected Reserves (ADM) June 30, 2016 - - - -



June 2015

Tab 3. Page26

HOUSING CHOICE VOUCHER PROGRAM SINGLE ROOM OCCUPANCY (SRO)

OVERVIEW

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

PROGRAM INITIATIVES

To provide homeless single adults stable and affordable housing

To provide supportive services to single adults previously homeless persons by improving their economic self-sufficiency

Provide case management, housing, and outreach services

NRHA will provide accommodations to the single residents residing in the SRO community.

FUNDING METHODOLOGY

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 (i.e. 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 (FMR) established by HUD. Rental assistance for SRO units is provided for a period of 10 years.


June 2015

Tab 3. Page27

Single Room OccupancyHousing Choice Voucher Program

FEDERALLY AIDED HOUSING FY14

Actual

FY15

Approved

Budget

FY15

Projected

Actual

FY16

Proposed

Budget

Revenue:

HUD PHA Grants $ 289,518 300,000 304,560 300,000

HUD PHA Grants- Administrative Fee 55,967 49,968 49,968 50,569



Earnings from other programs 5,847 19,384 19,082 27,502

Appropriation of Reserves - - - -

Total Revenue $ 351,332 369,352 373,610 378,071

Expenditures


Labor:

Administration $ 33,776 43,636 42,347 50,424


Maintenance - - - -

Program - - - -

Total Labor $ 33,776 43,636 42,347 50,424

Other Administration 4,271 - 871 181

Other (Interproject Fee for Services) 772 - 854 -


Management Fee 13,377 14,040 14,040 14,040


Program Expenses:

Resident Services $ - - -

Utilities - - -

Maintenance - - -

Specialized Maintenance - - -

Protective Services - - -

Housing Assistance Payments 289,518 300,000 289,396 300,000

NRHA Homebuyer Assistance - - -

General Expense - - -

Other - - -

Capital Expenditures - - -


Surplus(Deficit) From Operations $ - - 15,163 -



Projected Reserves(HAP) June 30, 2014 $ - - - -

Projected Reserves(ADM) June 30, 2014 $ - - - -

Projected Reserves (HAP) June 30, 2015 $ - - 15,163 -

Projected Reserves (ADM) June 30, 2015 $ - - - -

Projected Reserves (HAP) June 30, 2016 $ - - - 15,163

Projected Reserves (ADM) June 30, 2016 $ - - - -


June 2015

Tab 3. Page28



June 2015

Tab 3. Page29

Projected # of Vouchers

Management Fee

Bookeeping Fee

Asset Management

Fee Total Fees

Section 8Fee Rate (PUM) $12.00 $7.50 NA $680,940

Month Projected

Leased UnitsMgmt Fee

Bookeeping Fee

Asset Mgmt Fee

Total

$12.00 $7.50 NA

July 2,850 34,200$ 21,375$ NA 55,575$ Aug 2,850 34,200 21,375 NA 55,575 Sept 2,850 34,200 21,375 NA 55,575 Oct 2,850 34,200 21,375 NA 55,575 Nov 2,850 34,200 21,375 NA 55,575 Dec 2,850 34,200 21,375 NA 55,575 Jan 2,850 34,200 21,375 NA 55,575 Feb 2,850 34,200 21,375 NA 55,575 Mar 2,850 34,200 21,375 NA 55,575 Apr 2,850 34,200 21,375 NA 55,575 May 2,850 34,200 21,375 NA 55,575 June 2,850 34,200 21,375 NA 55,575

410,400$ 256,500$ 666,900$

Single Room OccupancyFee Rate (PUM) $12.00 $7.50 NASRO Program Total 60 $8,640 $5,400 NA $14,040

Safe Harbor Fee Schedule Housing Choice Voucher- FY2016


June 2015

Tab 3. Page30

HOUSING OPPORTUNITY PROGRAM

OVERVIEW

Homeownership Opportunity Program provides down payment and gap financing assistance for qualified low-income buyers, as well as homeownership training to support self-sufficiency goals.

PROGRAM INITIATIVES

Annual recruitment of applicants for Homeownership (60 per year)

Provide opportunities for resident training in the construction trades (20 to 40 per year)

Increase the number of families purchasing home to ten (10)

Provide down payments and gap financing for the purchasing of homes to qualified buyers

Increase the number of training programs for home buyers

FUNDING METHODOLOGY

As the Turnkey III program came to a close, Norfolk Redevelopment and Housing Authority received HUD approval to retain the sales proceeds for continued homeownership opportunities, as well as for certain physical improvements and training efforts.

HUD has forgiven the related debt on the homes and these funds are commonly referred to as Debt Forgiveness monies.


June 2015

Tab 3. Page31

HOUSING OPPORTUNITY PROGRAM


FY15

Proposed

Budget

FY15

Projected

Actual

FY16 Proposed

Budget

Revenue:

Interest Income

$ - - -

Proceeds from Property Sales - - - -

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

Other Revenue (External Source) 5,280 -

Interproject Repayments - - - -

Appropriations from other Program - - - -

Appropriation of Housing Opp. Reserves 61,698 175,371 172,054 182,833

Total Revenue

$ 66,978 175,371 172,054 182,833

Expenditures


Labor:

Administration

$ 355 56,410 56,412 58,666


Maintenance - - - -

Program - - - -

Total Labor

$ 355 56,410 56,412 58,666

Other Administration 99 2,625 60,000 -

Other (Interproject Fee for Services) - - - -

Employee Benefits 145 20,652 19,130 21,498



$ 599 79,687 135,542 80,164

Program Expenses:

Resident Services

$ - - 7,012 59,124

Housing Assistance Payments - - - -




Homebuyers Assistance Program 36,879 66,184 - -


Transfers to Other Projects 29,500 29,500 29,500 43,545



$ 66,978 175,371 172,054 182,833




Actual Reserves June 30, 2014 $ 1,277,235 - - -

Projected Reserves June 30, 2015 $ 1,105,181 -

Projected Reserves June 30, 2016 $ - 922,348


June 2015

Tab 3. Page32

JOB ACCESS AND REVERSE COMMUTE (JARC)

OVERVIEW

The Job Access and Reverse

Commute (JARC) - program

was established to address

the unique transportation

challenges faced by welfare

recipients and low-income

persons seeking to obtain

and maintain employment.

Funded by the Federal

Transit Administration

FY2006 apportionments for

Section 5316 (Job Access

and Reverse

Commute/JARC) and

Section 5317 (New

Freedom) for the Virginia

Beach Urbanized Area. The

funds pay for 50% of the

operational cost of the

Workforce Development

Transportation Program

and 80% of the capital cost

of the program.

PROGRAM INITIATIVES

Increase ridership as a direct

parallel to residents securing

employment

Improve access to community

resources and services

Provide resources to residents

that eliminate barriers to

employment

FUNDING METHODOLOGY

Competitive Grant Process

application is pending notification by

June 2015. Funding is tentatively

provided with Privately Managed

Reserve funds.


June 2015

Tab 3. Page33

JOB ACCESS REVERSE COMMUTE PROGRAM

Ta Approved

Cumulative

Budget

Cumulative

FY14 Actual

FY 15

Projected

Cumulative

Actual

FY 16

Proposed

Annual

Budget

Revenue:

Net Tenant Rental Revenue $ - - - -

Tenant Revenue - Other - - - -

HUD PHA Grants 1,038,381 193,972 606,493 -

Privately Managed Reserves - - - 431,888

Total Revenue $ 1,038,381 193,972 606,493 431,888

Expenditures


Labor:

Administration $ -


Maintenance - - - -

Program - - - -

Total Labor $ 599,015 95,593 346,398 252,617

Other Administration 37,236 774 10,255 26,981

Other (Interproject Fee for Services) - -


Management Fees (Interproject) - - - -


Program Expenses:


Utilities - - - -

Maintenance - - -




Transfers to Other Projects - - - -


Other - - - -

Capital Expenditures 55,479 55,479 55,479 -

Total Program/Operating Expenses $ 1,038,381 193,972 606,493 431,888



Actual Reserves June 30, 2014 $ - - - -




June 2015

Tab 3. Page34

MERRIMACK LANDING

OVERVIEW

Merrimack Landing was built in 1941 and has 492 units. This project provides below market rate rental housing. Lawson Realty, a private management company, conducts day to day maintenance of this facility.

PROGRAM INITIATIVES

A joint planning effort by NRHA staff and Lawson Realty is underway to identify comprehensive renovation needs to be proposed for budget amendment and implementation in FY2016.

Renovations to rental units are anticipated to be accomplished upon turnover over a three to four year period.

In addition to improvements to the residential units, the installation of new self-storage units are being considered.

FUNDING METHODOLOGY

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


June 2015

Tab 3. Page35

MERRIMACK LANDING



FY15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ 3,843,758 3,799,969 3,698,226 3,326,997 Tenant Revenue - Other 509,293 386,595 488,701 254,569 HUD PHA Grants - - - - Other Government Grants - - - - Interest Income 22,173 - - - Proceeds from Notes, Loans and Bonds - - - - Appropriation of (this project) Reserves - - - -

Total Revenue $ 4,375,224 4,186,564 4,186,927 3,581,566

Expenditures

Administrative and Program Delivery:Labor:

Administration $ - - - -


Maintenance - - - -

Program - - - -

Total Labor $ - - - -

Other Administration 488,307 1,250,103 466,051 446,861



Management Fees 110,484 140,004 119,691 140,000

Total Admin & Program Delivery Exp. $ 681,895 1,484,037 677,674 690,353 Program Expenses:Utilities $ 360,141 313,228 315,863 373,477

Maintenance 1,032,305 691,858 1,051,180 856,745



General Expense 50,104 44,641 62,879 40,974

Interest Expense 14,667 - 69 -

Bond Fees 7,792 - - -

Client (New Loans) - - - -

Principal Payment on Debt 640,000 - - -


Transfers to Other Projects * 1,411,415 - 1,220,428 -


Other - - - -

Capital Expenditures 22,638 100,000 - -

Total Program/Operating Expenses $ 4,272,945 2,686,564 3,376,482 2,040,749 Surplus (Deficit) From Operations * $ 102,279 1,500,000 810,445 1,540,817

Provision For Reserves: Actual Reserves June 30, 2014 $ 8,620,729 - - -

Projected Reserves June 30, 2015 $ - - 9,431,174 -

Projected Reserves June 30, 2016 $ - - - 10,971,991

$

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


June 2015

Tab 3. Page36

OAKMONT NORTH

OVERVIEW

Oakmont North was

built in 1971 and has

408 units. These

projects provide below

market rate housing.

Lawson Realty, a private

management company,

conducts day to day

management and

maintenance of both

facilities.

PROGRAM INITIATIVES

Oakmont North was

included in the Portfolio Needs Assessment (PNA) conducted by the Housing

Operations Division for all NRHA rental communities.

A review of the PNA study for Oakmont North will be used in determining the

long range plans for the community.

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.

The use of accumulated reserves in Oakmont North

may be applied to new construction efforts in a manner intended to preserve

the continued use of annual earnings for critical needs of

the Authority this year.

FUNDING METHODOLOGY

Tenant payments for Rent, utilities

and other fees make up the total

income for the Oakmont North

Apartments.


June 2015

Tab 3. Page37

OAKMONT NORTH



FY15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ 3,746,567 3,632,446 3,538,370 3,745,980 Tenant Revenue - Other 166,131 118,200 263,745 124,368 HUD PHA Grants - - - - Other Government Grants - - - - Interest Income 1,706 1,997 1,226 1,272 Proceeds from Notes, Loans and Bonds - - - - Other Revenue (External Source) - - - -

Total Revenue $ 3,914,404 3,752,643 3,803,341 3,871,620

Expenditures




Maintenance - - - -

Program - - - -




Employee Benefits - - - -

Management Fees 100,524 125,000 108,901 130,120


Program Expenses:Resident Services $ - - - -

Utilities 438,896 430,615 385,025 464,080

Maintenance 1,089,881 1,003,337 670,407 1,073,575


General Expense 110,102 119,987 91,441 118,352

Interest Expense 2,037 5,580 1,566 2,581

Bond Fees 29,004 19,221 26,676 17,344


Principal Payment on Debt 240,000 240,000 240,000 255,000


Transfers to Other Projects * 334,135 - 248,315 -

Other - - - -


Total Program/Operating Expenses $ 3,016,023 2,942,342 2,751,076 3,214,509 Surplus (Deficit) From Operations * $ 898,381 810,301 1,052,265 657,111

Provision For Reserves: Actual Reserves June 30, 2014 $ 6,393,545 - - -

Projected Reserves June 30, 2015 $ - 7,445,810 -

Projected Reserves June 30, 2016 $ - - 8,102,921

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


June 2015

Tab 3. Page38

PARK TERRACE

OVERVIEW

Park Terrace is a project-based Housing Choice Voucher apartment complex with 81 units for Low income families administered by VHDA. This property is managed by S. L. Nusbaum and all residents are eligible for Housing Choice Voucher payments.

PROGRAM INITIATIVES

Long term planning for Park Terrace is included in the Portfolio Needs Assessment.

Renovate Park Terrace

FUNDING METHODOLOGY

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


June 2015

Tab 3. Page39

PARK TERRACE



FY15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ 218,930 224,112 225,137 228,010 Tenant Revenue - Other 11,964 2,878 9,897 6,972 HUD PHA Grants 335,186 336,183 303,210 302,246 Other Government Grants - - - - Interest Income 3,491 2,831 - Proceeds from Notes, Loans and Bonds - - - - Proceeds from Property Sales - - - - Other Fees for Service (External Source) - - - - Other Revenue (External Source) - - - - Appropriation of Park Terrace Reserves * - 144,318 87,571 50,040

Total Revenue $ 569,571 707,491 628,646 587,268

Expenditures




Maintenance - - - -

Program - - - -





Management Fees 8,430 14,000 7,988 14,431


Program Expenses:Utilities $ 95,599 98,764 62,115 101,514

Maintenance 212,568 165,195 286,611 75,905


Housing Assistance Payments - - - -


General Expense 57,435 95,840 2,804 52,740

Interest Expense 38,020 28,498 26,495 22,712

Bond Fees - - - -


Principal Payment on Debt - 121,042 121,038 126,827


Capital Expenditures - 5,000 - -

Total Program/Operating Expenses $ 576,093 707,491 628,646 587,268 Surplus (Deficit) From Operations $ (6,522) - - -

Depreciation (Not Included in Totals) $ - -

Provision For Reserves: Actual Reserves June 30, 2014 $ - - - -



* Restricted Operating reserves held by VHDA will be requested to cover the funding gap


June 2015

Tab 3. Page40



June 2015

Tab 3. Page41

Privately Managed Units # of Units

Management Fee

Bookeeping Fee

Asset Management

Fee Total Fees

Fee Rate (PUM) NA $5.00 NA

Merrimack* 492 110,484$ 29,520$ 140,004$

Oakmont* 408 100,520 24,480 125,000

Park Terrace** 88 5,500 - 5,500

Total Privately Managed Units 216,504$ 54,000$ 270,504$

*Flat Fee** 2.5% of Gross Rents

Fee Schedule - Privately Managed Properties FY2016


June 2015

Tab 3. Page42

PUBLIC HOUSING-HCV FAMILY SELF-SUFFICIENCY ROSS GRANT(FSS)

OVERVIEW

The purpose of HUD’s

Public and Indian

Housing Family Self-

Sufficiency Program

is to promote the

development of local

strategies to

coordinate the use of

assistance under the

Public Housing and

HCV program with

public and private

resources to enable

participating families

to increase earned

income, reduce or

eliminate the need

for welfare assistance

and make progress

toward achieving

economic

independence and

housing self-

sufficiency.

PROGRAM INITIATIVES

Increase household income

Increase residents

participating in escrow

accounts

Increase the number of

residents who are in the

program

FUNDING METHODOLOGY

Funding is authorized by the

Consolidated Appropriations

Act, 2014, (enacted January

17, 2014) funding streams for

the HCV FSS and the PH FSS

program are combined. 24 CFR

984. The purpose of this part is

to implement the policies and

procedures applicable to

operation of a local FSS

program, as established under

section 23 of the 1937 Act (42

U.S.C. 1437u), under HUD's

rental voucher, rental

certificate, and public housing

programs.


June 2015

Tab 3. Page43

PUBLIC HOUSING-HCVFAMILY SELF SUFFICIENCY ROSS GRANT (FSS)

FY14 Actual FY15

Approved Budget

FY15 Projected

Actual


Revenue: Tenant Revenue - Other $ - - - - HUD PHA Grants - - - 328,757 Other Government Grants - - - - Interest Income - - - - Appropriations from other Program - - - - Appropriation of Reserves - - - -

Total Revenue $ - - - 328,757

Expenditures


Administration $ - - - - Resident Services - - Maintenance - - 245,476 Program - - -

Total Labor $ - - - 245,476 Other Administration - - - - Other (Interproject Fee for Services) - - - Employee Benefits - - 83,281 Management Fees - - - -

Total Admin & Program Delivery Exp. $ - - - 328,757

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

Total Program/Operating Expenses $ - - - 328,757 Surplus (Deficit) From Operations $ - - - -


Provision For Reserves: Actual Reserves June 30, 2014 $ - - - - Projected Reserves June 30, 2015 $ - - - - Projected Reserves June 30, 2016 $ - - - -


June 2015

Tab 3. Page44

RESIDENT OPPORTUNITIES AND SELF-SUFFICIENCY (ROSS) COORDINATOR

OVERVIEW

The purpose of this program is to “…provide funding to hire and maintain Service Coordinators who will assess the needs of the residents of conventional Public Housing or Indian Housing and coordinate available resources in the community to meet those needs”. These services should enable participating families to increase earned income, reduce or eliminate the need for welfare assistance, make progress toward achieving economic independence and housing self-sufficiency or, in the case of elderly or disabled residents, help improve living conditions and enable residents to gracefully age-in-place. Funding made available under the Department of HUD Appropriations Act 2010, approved Dec. 16, 2009.

PROGRAM INITIATIVES

Improve resident access to career opportunities to increase earned income

Make progress towards achieving economic independence and housing self-sufficiency

Improve the living conditions of the elderly and disable residents, allowing them to age-in-place

FUNDING METHODOLOGY

Awards will pay only for the annual salary and fringe benefits of Service Coordinators, not exceed $68,000 salary & fringe, $2,000 training and travel and $10,000 administrative costs (annually). The ROSS SC grant is a 3-year grant that supports the coordination of supportive services designed to help public housing families attain economic and housing self-sufficiency. There is a minimum 25% match requirement for this grant.


June 2015

Tab 3. Page45

ROSS COORDINATOR GRANT

Approved

Cumulative

Budget

Cumulative

Actual FY14

Projected

Cumulative

FY15 Actual

FY 16

Proposed

Annual

Budget

Revenue:

Tenant Revenue - Other $ - - - -

HUD PHA Grants 738,000 595 288,734 294,463

Other Government Grants - - - -


Appropriations from other Program - - - -

Appropriation of Reserves - - - -

Total Revenue $ 738,000 595 288,734 294,463

Expenditures


Labor:


Resident Services 409,500 - 220,454 191,228

Maintenance - - - -

Program - - - -

Total Labor $ 409,500 - 220,454 191,228

Other Administration 90,000 595 8,863 28,245

Other (Interproject Fee for Services) - - -

Employee Benefits 220,500 - 59,417 74,990


Total Admin & Program Delivery Exp. $ 720,000 595 288,734 294,463

Program Expenses:

Resident Services $ 18,000 - - -

Utilities - - - -

Maintenance - - - -






Total Program/Operating Expenses $ 738,000 595 288,734 294,463








June 2015

Tab 3. Page46

LIPH Capital Fund

Housing

Choice

Voucher

Job

Access/Reverse

Commute

ROSS PH -HCV

Family Self

Sufficiency

ROSS

Coordinator Total

Resident Services $

Salaries 111,794$ -$ -$ 252,617$ 245,476$ 191,228$ 801,115$

Fringe Benefits 35,645 - - 61,545 83,281 74,990 255,461

Other Administration 5,295 - - 26,981 - 0 32,276

Program - - - 90,745 - 28,245 118,990

Total Resident Services 152,734$ -$ -$ 431,888$ 328,757$ 294,463$ 1,207,842$

Safety and Security

Salaries 178,637 178,637

Fringe Benefits 76,940 76,940

Other Administration 59,755 59,755

Program 324,671 1,988 326,659

Total Safety and Security 640,003$ 1,988$ -$ -$ -$ -$ 641,991$

Total Resident Services, Safety and Security

Salaries 290,431 - 0 252,617 245,476 191,228 979,752

Fringe Benefits 112,585 - 0 61,545 83,281 74,990 332,401

Other Administration 65,050 - 0 26,981 - - 92,031

Program 324,671 1,988 - 90,745 - 28,245 445,649

Total $ 792,737$ 1,988$ -$ 431,888$ 328,757$ 294,463$ 1,849,833$

Activity/Program

CONSOLIDATED BUDGET FOR RESIDENT SERVICES/SAFETY AND SECURITY

Fiscal Year 2016


June 2015

Tab 3. Page47



June 2015

Tab 3. Page48


June 2015

Tab 3. Page49


FY2016BUDGET

PROPOSAL

WWW.NRHA.US

• BUDGET SUMMARY


• DEVELOPMENTPROGRAMS

• OTHER PROGRAMS

• CENTRAL OFFICE


CommunityDevelopmentDivisionOverviewSummary(FY2016)

Revenues for the Community Development Division total $9,026,259 and are derived from a blend of various funding streams. There is a $454,237 operational shortfall projected in FY2016. This resulted from the City of Norfolk’s allocation of Community Development Block Grant traditionally funded through NRHA for the Rehabilitation Loan and Rehabilitation Home Repair programs being transitioned to the City’s De-partment of Neighborhood Development for FY2016. The CDBG money identified in this budget represents the remaining balances from older program years. It is antici-pated that the rehabilitation program money should be expended and work completed by May 2016.

The Division’s focus in FY2016 will be on the development of new quality mixed-income housing city-wide (with special emphasis in Broad Creek, Fairmount Park, Ocean View, Wards Corner and expanded St. Paul’s area), repositioning of privately-managed apartment complexes as well as redevelopment component of assisted-rental properties selected for HUD Rental Assistance Demonstration (RAD) program.

Further Development will continue programs that move first-time homebuyers to clos-ing and acquisition of blighted properties based on negotiations with willing sellers.

SUMMARY

FY

20

16

DE

VE

LO

PM

EN

T O

VE

RV

IEW

REVENUE Capital Operating TotalCDBG $ 1,420,293 $ 261,000 $ 1,681,293 CIP 1,900,000 600,000 2,500,000 General Fund 1,707,626 1,000,000 2,707,626 HOME 490,720 164,779 655,499 Privately Managed 350,000 135,600 485,600 East Beach Initiatives 35,000 45,000 80,000 Empowerment Zone Land

Sales Proceeds - 133,177 133,177

Other Development

Reserves 54,671 54,671

Local Development 21,000 281,500 302,500 HomeNet - 134,427 134,427 Rehab Financing 27,500 263,966 291,466

Total Revenues $ 5,952,139 $ 3,074,120 $ 9,026,259

EXPENSES Capital Operating TotalDirect Project Expense $5,952,139 - $5,952,139 Salaries - 1,330,542 1,330,542Benefits - 481,732 481,732Other Admin - 38,673 38,673Administrative Overhead - 1,223,173 1,223,173

Total Expenses $5,952,139 $3,074,120 $9,026,259


June 2015

Tab 4. Page1

CHALLENGES

With the promotion of the former Chief Development Officer to Executive Director various positions have shifted and the Real Estate Services Director has assumed the duties of Interim Chief Development Officer.

An organizational review of the department is underway with an eye toward stream-lining work processes and creating economies of scale. For example the Structured Finance Department has been shifted from Development to the Chief Financial Of-ficer to better serve the entire organization. Another initiative might involve consoli-dating the design and construction functions of the Development and Housing Oper-ations Divisions. Additional use of scalable contractual services will continue to be required to supplement in-house capacity.

Revenue sources continue to be varied, requiring careful documentation and moni-toring of work hours to ensure that funding programs are charged appropriately and effectively to meet targeted goals.

Since the elimination of eminent domain as a tool in the removal of areas of blight, the assembly of large parcels of land for redevelopment has diminished as a domi-nant strategy for the Authority. Redevelopment initiatives are now required to be fo-cused on areas where there is a high degree of property controlled by City of Norfolk, NRHA or other public institutions.


June 2015

Tab 4. Page2

PrepareandsubmitRADapplicationstoHUDforDiggstownandYoungTerrace. Various redevelopment initiatives throughout

NRHA’s redevelopment and conservation areas, as well as City of Norfolk neighborhood plan areas. New home development will be emphasized as well as the provision of blight removal tools including acquisition, demolition and the installation of public infrastructure supporting redevelopment.

Homeownership assistance through first-time

homebuyer subsidy and homebuyer credit repair, education and counseling.

Providing a broader range of quality housing choices the revitalization of Norfolk’s public housing communities through the HUD Rental Assistance Demonstration (RAD) program. This will involve collaboration with new and existing partners.

Complete new assisted apartments in Broad

Creek, new apartment development and master planning in Grandy Village as well as repositioning of Merrimack Landing and Park Terrace apartments.

MAJOR GOALS

2015 Accompl ishments Acquisitions – 11 properties for $4,391,000 Dispositions – 20 with an additional 28

closings in East Beach Design and Construction – Completed

inspection of 30 infill units plus: Design oversight of Woda apartment/

mixed use project in Berkley (50 units) Design oversight of Mancone apartment

project in Ocean View (18 units) Design/construction management of

Monticello Avenue improvements (2300-2600 blocks)

Planning coordination of AAA West berm improvement

Management of Merrimack Landing improvements project (492 units)

Oversight of proposed Chesapeake Street development (38 townhouse units)

Oversight of 2800 Church Street development (10 townhouse units)

Oversight of East Beach Phase VII development (commercial)

Closed loans/grants to assist 56 households

($830,340 CD & CIP) 26 households via the Home Repair Program

($261,896 CD) 12 households via the Housing Rehabilitation

Program ($428,300 CD) 18 households via the Aesthetic Improvement &

Significant Structure Programs ($140,144 CIP) Provided assistance to 16 first-time

homebuyers ($543,435 HOME) Leveraged $1,978,342 in private funding


June 2015

Tab 4. Page3



June 2015

Tab 4. Page4

Development ProgramsProposed Revenues and Expenditures

Proposed Revenues Fiscal Year 2016 %

City of Norfolk General Fund 2,707,626$ 30.00%

Capital Improvement Neighborhood Program 2,500,000 27.70%

Community Development Block Grant (Close Out) 1,681,293 18.63%

HOME Program 655,499 7.26%

Privately Managed Reserves 410,247 4.55%Rehabilitation Reserve Account 291,466 3.23%Local Development Fund 302,500 3.35%HomeNet HUD / City Grants 134,427 1.49%Empowerment 2010 133,177 1.48%East Beach Land Sale Proceeds 80,000 0.89%Privately Managed Earnings 75,353 0.83%Other Development Reserves 54,671 0.61%

Total Revenues 9,026,259$ 100.00%

Proposed Expenditures Amount %

Redevelopment & Conservation Projects (See Next Page) 2,698,293$ 29.89%Program Management 1,654,515 18.33%Economic Development Initiatives Grants 1,516,064 16.80%Administrative Support 1,152,001 12.76%City Wide Homebuyer Assistance - NRHA 490,720 5.44%Disposition Program 350,000 3.88%CDBG Dispositon Buyout 210,000 2.33%Former John T. West School Site Development 140,000 1.55%HomeNet 134,427 1.49%Low Mod Housing Planning Initiative 133,177 1.48%Monroe Building Rental Supplement 101,617 1.13%City Wide Home Repair Program 272,000 3.01%201 Granby City Rent Supplement 89,945 1.00%East Beach Initiatives 35,000 0.39%Local Rehabilitation Initiatives 27,500 0.30%Chesterfield Academy and Oakmont North Open Space Grass Maintenance 21,000 0.23%

Total Expenditures 9,026,259$ 100.00%


June 2015

Tab 4. Page5

Redevelopment and Conservation Projects

Neighborhood Projects Fiscal Year 2016 %

East Ocean View Conservation 1,050,000$ 38.91%

Park Place 550,000 20.38%

Willoughby 230,000 8.52%

Fairmount Park/Lafayette Blvd. 188,293 6.98%

Campostella Heights 160,000 5.93%

Chesterfield Heights 160,000 5.93%

West Ocean View 100,000 3.71%

Ballentine Place 80,000 2.96%

North Huntersville 80,000 2.96%

Berkley 80,000 2.96%

Bayview 10,000 0.37%

Cottage Line 10,000 0.37%

Total Projected Revenue 2,698,293$ 100.00%


June 2015

Tab 4. Page6



June 2015

Tab 4. Page7

Development DivisionProgram Support and Administration

FY15 Approved FY16 Proposed Variance

Projected Expenditures:

Labor 1,453,761$ 1,330,542$ (123,219)$

Fringe Benefits 535,648 481,732 (53,916)

Allocated Administration Costs 1,248,646 1,223,173 (25,473)

Other Direct Administration 71,213 38,673 (32,540)

Total Program Support and Administration 3,309,268$ 3,074,120$ (235,148)$

Potential Sources of Revenue:

General Fund 1,000,000$ 1,000,000$ -$

Neighborhood Capital Improvement Program 600,000 600,000 -

Local Development Fund 207,246 281,500 74,254

Rehabilitation Reserve Account - 263,966 263,966

Community Development Block Grant 1,058,800 261,000 (797,800)

HOME Program 157,016 164,779 7,763

HomeNet (CDBG/HOME/FSS) 112,704 134,427 21,723

Low/Mod Housing Initiative 128,502 133,177 4,675

Privately Managed Earnings - 75,353 75,353

Privately Managed Reserves - 60,247 60,247

Other Development Reserves - 54,671 54,671

East Beach Initiatives 45,000 45,000 -

Total Potential Revenue Sources 3,309,268$ 3,074,120$ (235,148)$


June 2015

Tab 4. Page8

Project Area CDBG









Broad CreekNeighborhood Plan Initiatives - - 1,000,000 - - - 1,000,000 - Central Brambleton 10,000 - - - - - 10,000 - Chesterfield Heights 120,000 160,000 - - - - 120,000 160,000 Haynes Tract 120,000 - - - - - 120,000 - Ballentine 200,000 80,000 - - - - 200,000 80,000 Total Broad Creek 450,000 240,000 1,000,000 - - - 1,450,000 240,000

SouthsideNeighborhood Plan Initiatives - - 1,000,000 - - - 1,000,000 - Berkley III 40,000 80,000 - - - - 40,000 80,000 Campostella - - - - - - - - Campostella Heights - 160,000 - - - - - 160,000 Total Southside 40,000 240,000 1,000,000 - - - 1,040,000 240,000

Fairmount ParkNeighborhood Plan Initiatives 263,458 188,293 750,000 - - - 1,013,458 188,293 Total Fairmount Park 263,458 188,293 750,000 - - - 1,013,458 188,293

Wards CornerNeighborhood Plan Initiatives - - 1,000,000 - - - - - Total Wards Corner - - 1,000,000 - - - - -

Ocean ViewWest Ocean View - - 200,000 100,000 - - 200,000 100,000 East Ocean View Redevelopment/Conservation - - 870,000 1,050,000 - - 870,000 1,050,000 Willoughby 10,000 - 310,000 230,000 - - 320,000 230,000 Cottage Line - - 10,000 10,000 - - 10,000 10,000 Bayview 80,000 - 10,000 10,000 - - 90,000 10,000 Total Ocean View 90,000 - 1,400,000 1,400,000 - - 1,490,000 1,400,000

Metro ServicePark Place 120,000 400,000 - 150,000 - - 120,000 550,000 Lamberts Point - - - - - - - - Mid-Town - - - - - - - - Monroe Building/Downtown - - - - - - - - North Huntersville 40,000 80,000 - - - - 40,000 80,000 Huntersville/Church St. - - 150,000 - - - 150,000 - Total Metro Service 160,000 480,000 150,000 150,000 - - 310,000 630,000

Other InitiativesNRHA Administration/Program Delivery 1,058,800 261,000 600,000 600,000 157,017 164,779 1,815,817 1,025,779 City Acquisition 1,000,000 - - 1,000,000 - Disposition Program - - 350,000 350,000 - - 350,000 350,000 CHDO - - - - 143,796 - 143,796 - City Wide - NRHA - - - - 533,381 490,720 533,381 490,720

Emergency Repair Grant 340,000 272,000 - - - - 340,000 272,000

Total Other Initiatives 1,398,800 533,000 1,950,000 950,000 834,194 655,499 4,182,994 2,138,499 Total Neighborhood Revitalization Program 2,402,258 1,681,293 7,250,000 2,500,000 834,194 655,499 9,486,452 4,836,792

Neighborhood Revitalization CIP

HOME SUB-TOTALS

Program Summary Comparison FY2016 (Proposed)Federal and Local Sources


June 2015

Tab 4. Page9

Project Area FY15

Approved Budget






Broad CreekNeighborhood Plan Initiatives - - - - 1,000,000 - Central Brambleton - - - - 10,000 - Chesterfield Heights - - - - 120,000 160,000 Haynes Tract - - - - 120,000 - Ballentine - - - - 200,000 80,000 Total Broad Creek - - - - 1,450,000 240,000

SouthsideNeighborhood Plan Initiatives - - - - 1,000,000 - Berkley III - - - - 40,000 80,000 Campostella Heights - - - - - 160,000 Total Southside - - - - 1,040,000 240,000

Fairmount Park - Neighborhood Plan Initiatives - - - - 1,013,458 188,293 Total Fairmount Park - - - - 1,013,458 188,293

Wards CornerNeighborhood Plan Initiatives - - - - 1,000,000 - Total Wards Corner - - - - - -

Ocean ViewWest Ocean View - - - - 200,000 100,000 East Ocean View Redevelopment/Conservation - - - - 870,000 1,050,000 Willoughby - - - - 320,000 230,000 Cottage Line - - - - 10,000 10,000 Bayview - - - - 90,000 10,000 Total Ocean View - - - - 1,490,000 1,400,000

Metro ServicePark Place - - - - 120,000 550,000 Lamberts Point - - - - - - North Huntersville - - - - 40,000 80,000 Huntersville/Church St. - - - - 150,000 - Total Metro Service - - - - 310,000 630,000

Other InitiativesNRHA Administration/Program Delivery 1,000,000 1,000,000 493,451 1,048,341 3,309,268 3,074,120 City Acquistion - - 1,000,000 - Disposition Program - - - - 350,000 350,000 CHDO - - - - 143,796 - John T. West School Site Development - - 140,000 140,000 140,000 140,000 CDBG Disposition - - 210,000 210,000 210,000 210,000 Chesterfield Academy Grass Maintenance - - 75,000 21,000 75,000 21,000 City Wide - NRHA - - - - 533,381 490,720 Home Repair Program - - - - 340,000 272,000 Economic Development Incentive Grants 1,356,227 1,516,064 - - 1,356,227 1,516,064 201 Granby Rent Supplement 89,945 89,945 - - 89,945 89,945 Monroe Building Rental Supplement 99,140 101,617 - - 99,140 101,617 Local Rehab Initiatives - - 27,500 27,500 27,500 27,500 East Beach Initiatives - - 60,000 35,000 60,000 35,000 Total Other Initiatives 2,545,312 2,707,626 1,005,951 1,481,841 7,734,257 6,327,966

Total Neighborhood Revitalization Program 2,545,312 2,707,626 1,005,951 1,481,841 13,037,715 9,026,259

Other NRHA Funds GRAND TOTALS General Fund

Program Summary Comparison FY2016 (Proposed)Federal and Local Sources


June 2015

Tab 4. Page10

CAPITAL IMPROVEMENT PROGRAM

OVERVIEW

The Capital Improvement Program (CIP) is a multi-year plan for capital expenditures to replace and expand the City’s infrastructure. The City uses the CIP to develop infrastructure and provides 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.

PROGRAM INITIATIVES

Design public infrastructure to support the development of new housing in Broad Creek.

Acquire and clear blighted properties in Broad Creek, Fairmount, Park Place, Wards Corner and Ocean View/Willoughby to support redevelopment initiatives.

Support community visioning and engagement in Park Place, Lamberts Point and Huntersville.

Provide aesthetic improvement incentive grants to 17 homeowners in NRHA project areas.

Maintain acquired properties and pursue disposition activities for new development that serves the objectives established for redevelopment and conservation project areas in Norfolk.

FUNDING METHODOLOGY

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


June 2015

Tab 4. Page11

Capital Improvement Program



FY15 Projected

Actual


Revenues Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants - - - - Other Government Grants 2,388,621 7,250,000 5,107,769 2,500,000 Interest Income - - - - Proceeds from Notes, Loans and Bonds - - - - Proceeds from Property Sales - - - - Other Fees for Service (External Source) - - - - Other Revenue (External Source) - - - - Management Fees (Interproject) - - - - Interproject Repayments - - - - Appropriations from other Programs - - - - Appropriation of CIP Reserves - - - -

Total Revenue $ 2,388,621 7,250,000 5,107,769 2,500,000 ExpendituresAdministrative and Program Delivery:Labor: - - - -

Administration $ 646,333 264,290 248,536 263,001


Maintenance - - - -

Program - - - -

Total Labor $ 646,333 264,290 248,536 263,001

Other Administration - 11,329 4,949 -

Employee Benefits - 97,380 91,729 95,221

Management Fee - 227,001 292,686 241,778

Total Admin & Program Delivery Exp. $ 646,333 600,000 637,900 600,000 Program Expenses:Acquisition $ 1,752,515 4,540,000 4,481,185 1,320,000 Relocation - - - - Demolition 57,065 - 90,018 70,000 Site Improvements 51,191 650,000 - -

Disposition 356,856 350,000 350,000 350,000 Construction - - - - Rehabilitation 170,844 510,000 246,796 160,000

Principal Payment on Debt - - - - Planning 150 600,000 - - Other - - - -

Total Program/Operating Expenses $ 3,034,954 7,250,000 5,805,899 2,500,000 Surplus(Deficit) From Operations $

Depreciation (Not Included in Totals) - - - -






June 2015

Tab 4. Page12



June 2015

Tab 4. Page13

Project Area Acquisition/ Demolition Disposition Rehabilitation Site

Improvement/A&E Other Program Mgmt/Admin Total FY16

Broad CreekNeighborhood Plan Initiatives - - - - - - - Central Brambleton - - - - - - - South Brambleton - - - - - - - Moton Circle Redevelopment - - - - - - - Douglas Park - - - - - - - Chesterfield Heights - - - - - - - Ballentine Place - - - - - - - Total Broad Creek -$ -$ -$ -$ -$ -$ -$

SouthsideNeighborhood Plan Initiatives - - - - - - - Berkley III - - - - - - - Campostella Heights - - - - - - - Total Southside -$ -$ -$ -$ -$ -$ -$

Ocean ViewWest Ocean View - - 100,000 - - - 100,000 East Ocean View Redevelopment/Conservation 1,040,000 - 10,000 - - - 1,050,000 Willoughby 220,000 - 10,000 - - - 230,000 Cottage Line - - 10,000 - - - 10,000 Bayview - - 10,000 - - - 10,000 Total Ocean View 1,260,000$ -$ 140,000$ -$ -$ -$ 1,400,000$

Metro Service Area - Park Place 130,000 - 20,000 - - - 150,000 Lamberts Point - - - - - - - Huntersville /Church Street - - - - - - - Total Metro Service 130,000$ -$ 20,000$ -$ -$ -$ 150,000$

Fairmount ParkNeighborhood Plan Initiatives - - - - - - - Total Fairmont Park -$ -$ -$ -$ -$ -$ -$

Wards CornerNeighborhood Plan Initiatives - - - - - - - Total Wards Corner -$ -$ -$ -$ -$ -$ -$

Other InitiativesNRHA Administration - - - - - 600,000 600,000 City Acquisition - - - - - - - HomeNet - - - - - - - Disposition Program - 350,000 - - - - 350,000 Total Other Initiatives -$ 350,000 -$ -$ -$ 600,000$ 950,000$ FY16 Neighborhood Revitalization Program 1,390,000$ 350,000$ 160,000$ -$ -$ 600,000$ 2,500,000$

Neighborhood Revitalize, Redevelop, and Conserve Program Matrix FY2016 (Proposed)


June 2015

Tab 4. Page14

Community Development Block Grants (CDBG)

OVERVIEW

The primary objective of the Community Development Block Grants (CDBG)/Entitlement Grants program is to develop viable urban communities by providing decent housing, a suitable living environment, and expand economic opportunities principally for persons of low and moderate income. This objective is to be achieved in two ways. First, a grantee can only use funds to assist eligible activities that meet one of three national objectives of the program; benefit low- and moderate – income persons, aid in the prevention or elimination of slums and blight, or meet community development needs having a particular urgency. Second, the grantee must spend at least 70 percent of its funds, over a period of up to 3 years as specified by the grantee in its certification, for activities that address the national objective of benefiting low- and moderate- income persons.

PROGRAM INITIATIVES

Assist the City’s Department of Neighborhood Development transition the Rehabilitation Loan Program by May, 2016.

Provide Home Repair repayment grants to improve substandard housing for 11 new cases and 27 cases in the pipeline for homeowners throughout Norfolk.

Provide homeowner rehabilitation assistance for 7 new cases and 25 cases in the pipeline for homeowners in NRHA project areas.

Collaborate with the U. S. Department of Housing and Urban Development and the City of Norfolk to complete monitoring and compliance requirements for prior year CDBG activities.

FUNDING METHODOLOGY

The City of Norfolk is a designated entitlement community that receives an annual allocation of funding from the U.S. Department of Housing and Urban Development (HUD). The amount awarded is determined by statutory formula, which uses several objective measures of community need, including poverty, population, housing overcrowding, age of housing, and growth lag.

NRHA applies for CDBG funding through the City‘s Funding Application process.


June 2015

Tab 4. Page15

Community Development Block Grant



FY15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants 2,171,279 2,402,258 2,129,883 1,681,293 Other Government Grants - - - - Other Fees (Interproject) - - - - Appropriations from other Programs - - - - Appropriation of CDBG Reserves - - - -

Total Revenue $ 2,171,279 2,402,258 2,129,883 1,681,293

ExpendituresAdministrative and Program Delivery:Labor:

Administration $ 299,283 466,385 450,422 114,406


Maintenance - - - -

Program - - - -

Total Labor $ 299,283 466,385 450,422 114,406

Other Administration 9,600 19,991 - -


Management Fee 335,657 400,581 369,867 105,173

Total Admin & Program Delivery Exp. $ 746,795 1,058,800 998,647 261,000 Program Expenses:Acquisition $ - - - -

Relocation - - - -

Demolition - - - -

Site Improvements 523,427 - 206,781 -

Disposition - - - - Rehabilitation 901,057 1,343,458 924,455 1,420,293

Interest Expense - - - - Bond Fees - - - -

Other - - - -


Total Program/Operating Expenses $ 2,171,279 2,402,258 2,129,883 1,681,293 Surplus (Deficit) From Operations $ - - - - Provision For Reserves:Actual Reserves June 30, 2014 $ - - - -



Note: $65,882 Included In HomeNet's Program Budget


June 2015

Tab 4. Page16



June 2015

Tab 4. Page17

Project Area Acquisition Demolition Disposition Rehabilitation Rehabilitation RLF

Site Improvement

Program Mgmt/ Admin.

Total FY16

Broad CreekNeighborhood Plan Initiatives - - - - - - - - Central Brambleton - - - - - - - - South Brambleton - - - - - - - - Moton Circle Redevelopment - - - - - - - - Douglas Park - - - - - - - - Chesterfield Heights - - - 160,000 - - - 160,000 Ballentine Place - - - 80,000 - - - 80,000 Haynes Tract - - - Total Broad Creek -$ -$ -$ 240,000$ -$ -$ -$ 240,000$

SouthsideNeighborhood Plan Initiatives - - - - - - - - Berkley III - - - 80,000 - - - 80,000 Campostella - - Campostella Heights - - - 160,000 - - - 160,000 Total Southside -$ -$ -$ 240,000$ -$ -$ -$ 240,000$

Ocean ViewWest Ocean View - - - - - - - - East Ocean View Redevelopment/Conservation - - - - - - - - Willoughby - - - - - - - - Cottage Line - - - - - - - - Bayview - - - - - - - - Total Ocean View -$ -$ -$ -$ -$ -$ - -$

Metro Service AreaPark Place - - - 400,000 - - - 400,000 Lamberts Point - - - - - - - - Huntersville/Church Street - - - 80,000 - - - 80,000 North Huntersville - - - - - - - - Total Metro Service -$ -$ -$ 480,000$ -$ -$ -$ 480,000$

Fairmount ParkNeighborhood Plan Initiatives - - - 188,293 - - - 188,293 Total Fairmont Park -$ -$ -$ 188,293$ -$ -$ -$ 188,293$

Wards CornerNeighborhood Plan Initiatives - - - - - - - -$ Total Wards Corner -$ -$ -$ -$ -$ -$ -$ -$

Other InitiativesNRHA Administration/Program Delivery - - - 533,000 - - - 533,000 HomeNet* - - - - - - - - Home Repair - - - - - - - - Total Other Initiatives -$ -$ -$ 533,000$ -$ -$ -$ 533,000$ FY16 Neighborhood Revitalization Program -$ -$ -$ 1,681,293$ -$ -$ -$ 1,681,293$

* An additional $65,882 Is Included In HomeNet's Program Budget

CDBG Neighborhood Revitalization Matrix FY2016 (Proposed)


June 2015

Tab 4. Page18

Community Development Block Grant (CDBG) Disposition

OVERVIEW

The CDBG Disposition program has been established to buyout properties requiring compliance and reporting requirements as they pertain to selected open CDBG-assisted acquisition activities. The anticipated “buy-out” of properties will remove CDBG Broad National Objectives compliance requirements. This will allow for the preservation or disposition of properties in a manner that meets local and community objectives.

PROGRAM INITIATIVES

NRHA/City payments made to buyout parcels will be returned to the City of Norfolk CDBG program and be made available for future use.

Close out CDBG Projects

FUNDING METHODOLOGY

The funding to be provided for the buyout of remaining parcels acquired with CDBG assistance from program years 2000 through 2005 is 280,000.

$140,000 of the amount budgeted reflects NRHA’s share of the cost, arrived at through discussions with the U. S. Department of Housing and Urban Development, while $70,000 represents a portion of the City of Norfolk’s share.

The City of Norfolk’s share amount of $70,000 will be recouped in future City budgets.


June 2015

Tab 4. Page19

CDBG Disposition ProgramFEDERALLY AIDED HOUSING

FY14 Actual


FY15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants - - - - Other Government Grants - - - - Interest Income - - - - Proceeds from Notes, Loans and Bonds - - - - Proceeds from Property Sales - - - - Other Fees for Service (External Source) - - - - Other Revenue (External Source) - - - - Management Fees (Interproject) - - - - Other Fees (Interproject) - - - - Interproject Repayments - - - - Appropriations from other Program - - - - Earnings from Other Programs - 210,000 - 210,000

Total Revenue $ - 210,000 - 210,000

ExpendituresAdministrative and Program Delivery:Labor: $

Administration - - - -


Maintenance - - - -

Program - - - -

Total Labor - - - -

Other Administration - - - -


Management Fee - - - -

Total Admin & Program Delivery Exp. $ - - - -

Program Expenses:Acquisition - - - -

Relocation - - - -

Demolition - - - -

Site Improvements - - - -

Disposition - - - -

Rehabilitation - - - -


CHDO Support & Administration - - - -

Bond Fees - - - -

Other - 210,000 - 210,000

Transfer to Other Projects - - - -

Total Program/Operating Expenses $ - 210,000 - 210,000 Surplus(Deficit) From Operations $ - - - -





June 2015

Tab 4. Page20

EAST BEACH

OVERVIEW

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

PROGRAM INITIATIVES

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

FUNDING METHODOLOGY

Proceeds from land sales, based on an agreement between NRHA and the Developer.


June 2015

Tab 4. Page21

East Beach InitiativesFEDERALLY AIDED HOUSING

FY14 Actual FY15

Approved Budget

FY15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - Proceeds from Notes, Loans and Bonds - - - - Proceeds from Property Sales 249,332 366,500 156,598 569,675 Operating Transfer (Interproject) - - - - Other Revenue (External Source) - - - - Appropriation of East Beach Reserves - - - -

Total Revenue $ 249,332 366,500 156,598 569,675

Expenditures


Administration $ 12,764 19,822 10,061 19,725


Maintenance - - - -

Program - - - -

Total Labor $ 12,764 19,822 10,061 19,725

Other Administration 2,934 850 - -


Management Fee 9,965 17,025 8,169 18,133


Program Expenses:Acquisition $ 103,123 250,000 206,010 -

Demolition - - - -

Planning - - - -

Disposition 15,007 20,000 11,824 35,000 Rehabilitation - - - -



Bond Fees - - - -

Land Sale Proceeds to the City of Norfolk - 181,877 300,000 300,000 Principal Payment on Debt - - - -

Operating Transfer Out - - - -


Total Program/Operating Expenses $ 148,255 496,877 540,633 380,000 Surplus (Deficit) From Operations $ 101,077 (130,377) (384,035) 189,675


Provision For Reserves:Actual Reserves June 30, 2014 $ 454,365 - - -

Projected Reserves June 30, 2015 $ - - 70,330 -

Projected Reserves June 30, 2016 $ - - - 260,005


June 2015

Tab 4. Page22

GENERAL FUND

OVERVIEW

A contractual agreement between the City and NRHA which provides additional funds for staffing, neighborhood initiatives and special projects.

PROGRAM INITIATIVES

Provide direct administrative support for the delivery of Community Development Division 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.

Provide funding support for office spaces for various agencies partnering with the City of Norfolk initiatives.

FUNDING METHODOLOGY

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


June 2015

Tab 4. Page23

General Fund ProgramFEDERALLY AIDED HOUSING

FY14 Actual

Approved FY15

Budget

FY15 Projected

Actual Proposed

FY16 Budget

Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants - - - - Other Government Grants 2,351,893 2,545,312 2,442,662 2,707,637 Interest Income - - - - Proceeds from Notes, Loans and Bonds - - - - Proceeds from Property Sales - - - - Other Revenue (External Source) - - - - Management Fees (Interproject) - - - - Other Fees (Interproject) - - - - Interproject Repayments - - - - Appropriations from other Programs - - - - Reserves - - - -

Total Revenue $ 2,351,893 2,545,312 2,442,662 2,707,637

Expenditures


Administration $ 374,100 440,484 433,834 438,335


Maintenance - - - -

Program - - - -

Total Labor $ 374,100 440,484 433,834 438,335

Other Administration 2,590 18,882 300 -


Management Fee 493,128 378,335 353,185 402,963


Program Expenses:Acquisition $ - - -

Demolition - - - -


Disposition - - - -


General Expense - 89,945 89,945 89,945 Interest Expense - - - - Other 1,351,893 1,455,367 1,352,717 1,617,692

Total Program/Operating Expenses $ 2,351,893 2,545,312 2,442,662 2,707,637 Surplus(Deficit) From Operations $ - - - -





June 2015

Tab 4. Page24

HOME INVESTMENT PARTNERSHIP PROGRAM

OVERVIEW

The objectives of the HOME Investment Partnerships (HOME) Program include (1) expanding the supply of decent and affordable housing, particularly housing for low- and very low- income citizens; (2) strengthening the abilities of State and local governments to design and implement strategies for achieving adequate supplies of decent, and affordable housing; (3) providing financial and technical assistance to participating jurisdictions, including the development of model programs for affordable low-income housing; and (4) extending and strengthening partnerships among all levels of government and private sector, including for-profit and non-profit organizations, in the production and operation of affordable housing. NRHA uses the HOME program to assist qualified first-time buyers with the purchase of a new or renovated home, offering a reduction in principal and assistance with closing costs.

PROGRAM INITIATIVES

Provide down payment and closing to 11 first-time homebuyers

Collaborate with the City of Norfolk and Community Housing Development Organizations (CHDO’s) to increase the quality of housing in low and moderate income neighborhoods.

FUNDING METHODOLOGY

HOME funds are allocated using the formula designed to reflect relative housing. Forty percent of the funds are allocated to the states and 60 (sixty) percent is allocated to units of general local government.

The City of Norfolk is the grantee and NRHA applies for funding through the City’s Funding Application Process.


June 2015

Tab 4. Page25

HOME Investment PartnershipFEDERALLY AIDED HOUSING

FY14 Actual FY15

Approved Budget

FY15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants 886,543 834,193 743,303 655,499 Other Government Grants - - - - Interest Income - - - - Proceeds from Notes, Loans and Bonds - - - - Proceeds from Property Sales - - - - Other Revenue (External Source) - - - - Management Fees (Interproject) - - - - Other Fees (Interproject) - - - - Interproject Repayments - - - - Appropriations from other Program - - - - Appropriation of HOME Reserves - - - -

Total Revenue $ 886,543 834,193 743,303 655,499

Expenditures


Administration $ 46,286 69,163 17,144 71,790


Maintenance - - - -

Program - - - -

Total Labor $ 46,286 69,163 17,144 71,790



Management Fee 33,802 59,405 7,169 65,997


Program Expenses:Acquisition $ - - - -


Disposition - - - -


NRHA Homebuyer Assistance 762,798 533,381 701,650 490,720

CHDO Homebuyer Assistance and Support 22,232 143,796 11,911 -

Other - - - -

Total Program/Operating Expenses $ 886,543 834,193 743,303 655,499 Surplus (Deficit) From Operations $ - - - -






June 2015

Tab 4. Page26

HOMENET

OVERVIEW

This program is comprised of a homeownership counseling center that partners with local lending institutions, attorneys, housing developers, realtors, and local, federal and state housing agencies to assist prospective homebuyers achieve the goal of homeownership.

The Homeownership Center provides credit repair, pre-purchase counseling, and educational services as well as acts as an intermediary of DHCD’s Virginia Individual Development Account Program (VIDA).

PROGRAM INITIATIVES

Provide credit repair and counseling services to 157 families intending to purchase homes in Norfolk.

Explore strategies and options to increase outside funding support for continued homeownership services.

FUNDING METHODOLOGY

NRHA applies for funding through the City’s Funding Application Process along with fees earned for services.


June 2015

Tab 4. Page27

HomeNetFEDERALLY AIDED HOUSING

FY14 Actual


FY15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants 180,075 83,204 104,701 90,882 Other Government Grants - - - - Interest Income - - - - Proceeds from Notes, Loans and Bonds - - - - Proceeds from Property Sales - - - - Other Revenue (External Source) - - - - Management Fees (Interproject) - - - - Other Fees (Interproject) - - - - Earnings from other Programs - - - - Appropriations from other Programs 29,570 29,500 28,221 43,545 Appropriation of HomeNet Reserves - - -

Total Revenue $ 209,645 112,704 132,922 134,427

Expenditures


Administration $ 107,223 49,644 62,367 52,047


Maintenance - - - -

Program - - -

Total Labor $ 107,223 49,644 62,367 52,047



Management Fee 62,066 42,640 48,250 47,847



Relocation - - - -

Demolition - - - - Site Improvements - - - -

Disposition - - - - Rehabilitation - - - -







June 2015

Tab 4. Page28

John T. West School Site Development

OVERVIEW

The City of Norfolk has agreed to convey the former John T. West school site to NRHA for the development of 14 single family homes.

The former John T. West School, originally built in 1906, housed the first public African-American high school classes in the City of Norfolk. The school closed in 1980 and deteriorated until its demolition in 2006.

PROGRAM INITIATIVES

Development activities will include collaboration with the Huntersville community regarding the design and installation of an appropriate historic marker to recognize the significance of the John T. West School.

FUNDING METHODOLOGY

$140,000 is budgeted to cover land development costs associated with the preparation and marketing of 14 parcels for the construction of new single family homes on the site of the former John T. West School.

Funds advanced for the land development costs will be recouped from land sale proceeds upon the disposition of the 14 parcels.


June 2015

Tab 4. Page29

John T. West School Site DevelopmentFEDERALLY AIDED HOUSING

FY14 Actual


FY15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants - - - - Other Government Grants - - - - Interest Income - - - - Proceeds from Notes, Loans and Bonds - - - - Proceeds from Property Sales - - - - Other Fees for Service (External Source) - - - - Other Revenue (External Source) - - - - Management Fees (Interproject) - - - - Other Fees (Interproject) - - - - Interproject Repayments - - - - Appropriations from other Program - - - - Appropriation of Other Program Reserves - 140,000 - 140,000

Total Revenue $ - 140,000 - 140,000




Maintenance - - - -

Program - - - -







Relocation - - - -

Demolition - - - -



Utilities - - - -

Maintenance - - - -


Planning - 140,000 - 140,000

Total Program/Operating Expenses $ - 140,000 - 140,000 Surplus (Deficit) From Operations $ - - - -





June 2015

Tab 4. Page30

LOCAL DEVELOPMENT FUND

OVERVIEW

This fund pays for administrative support for Development Operations.

PROGRAM INITIATIVES

Receive fees associated with ongoing development initiatives and new activities reaching fruition in FY2016.

Provide operating and program delivery support for the Community Development Division.

FUNDING METHODOLOGY

Funds in this account are accumulated via settlement and yearly fees on tax-exempt bond issuance, interest on investments and Marriott rent.


June 2015

Tab 4. Page31

Local Development FundFEDERALLY AIDED HOUSING

FY14 Actual


FY15 Projected

Actual


Revenue:

Net Tenant Rental Revenue $ 114,312 115,000 114,499 114,500

Proceeds from Notes, Loans and Bonds - - - - Proceeds from Property Sales - - - - Other Fees for Service (External Source) - - - - Other Revenue (External Source) 201,715 167,246 158,342 188,000 Management Fees (Interproject) - - - - Other Fees (Interproject) - - - - Interproject Transfers - - - - Appropriations from Reserves 86,589 - - 454,237

Total Revenue $ 402,616 282,246 272,841 756,737

Expenditures


Administration $ 58,459 91,289 71,051 312,863


Maintenance - - - -

Program - - - -

Total Labor 58,459 91,289 71,051 312,863

Other Administration $ 35,878 3,913 28,808 21,984


Management Fee 42,100 78,408 41,828 287,616



Relocation - - - -

Demolition - - - -


Disposition 21,945 75,000 20,434 21,000

General Expense 220,616 - - -


Bond Fees - - - -

Other - - - -


Surplus (Deficit) From Operations $ 1,840 - 86,224 -







June 2015

Tab 4. Page32

Low Mod Housing Planning Initiative

OVERVIEW

This Low Moderate Income Housing Initiative provides administrative and planning support for activities relating to the development of affordable rental and for-sale housing for low and moderate income families.

PROGRAM INITIATIVES

Development of 50 new assisted apartments in Broad Creek.

Development of 70 new assisted apartments in Grandy Village.

Master planning for comprehensive renovations in Young Terrace and Diggs Town.

Coordinated the Authority’s application and implementation of initiatives under the HUD Rental Assistance Demonstration (RAD) program

FUNDING METHODOLOGY

The source of funding for this activity includes land sale proceeds from housing development activities supported under the Empowerment 2010 program.


June 2015

Tab 4. Page33

Low Mod Housing Planning InitiativeFEDERALLY AIDED HOUSING

FY14 Actual


FY15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Proceeds from Property Sales - - - - Other Fees for Service (External Source) - - - - Other Revenue (External Source) - - - - Management Fees (Interproject) - - - - Other Fees (Interproject) - - - - Interproject Repayments - - - - Earnings from other Programs - - - - Appropriations from EZ Reserves - 128,502 119,775 133,177

Total Revenue $ - 128,502 119,775 133,177

Expenditures


Administration $ - 89,710 86,005 97,777


Maintenance - - - -

Program - - - -

Total Labor $ - 89,710 86,005 97,777


Employee Benefits - 38,792 33,770 35,400


Total Admin & Program Delivery Exp. $ - 128,502 119,775 133,177


Relocation - - - -

Demolition - - - - Site Improvements - - - -


Interproject Repayments or Advances - - - - Other - - - -

Total Program/Operating Expenses $ - 128,502 119,775 133,177

Surplus(Deficit) From Operations $ - - - -





Projected Reserves June 30, 2016 $ - - - 49,023


June 2015

Tab 4. Page34

REHABILITATION RESERVE ACCOUNT

OVERVIEW

The only income booked to this account today is from repayments from a residential program once offered and funded by the Department of Defense and administered by NRHA.

PROGRAM INITIATIVES

Provide funding to continue program delivery of rehabilitation activities not funded under the City’s FY2016 Community Development Block Grant program.

Provide funding to address quality and customer service issues relating to various neighborhood revitalization activities.

FUNDING METHODOLOGY

Growth is from interest income on investments. Use of program income is left to the discretion of NRHA. Cash is advanced to cover rehab construction draws and down payment and closing cost assistance until CD, HOME, or CIP funding is received from the City.


June 2015

Tab 4. Page35

Rehabilitation Reserve Account



FY15 Projected

Actual


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 Program - - - - Appropriation of Rehabilitation Reserves 4,494 27,500 18,373 27,500

Total Revenue $ 4,494 27,500 18,373 27,500




Maintenance - - - -

Program - - - -





Total Admin & Program Delivery Exp. $ - - - - Program Expenses:Acquisition $ - - - -

Relocation - - - -

Demolition - - - -



General Expense 4,494 27,500 18,373 27,500




Appropriation for other program $ - - - - Provision For Reserves:Actual Reserves June 30, 2014 $ 309,839 - - -


Projected Reserves June 30, 2016* $ - - - 263,966

* Fund to be transferred to Local Development Fund for Administrative Shortfall


June 2015

Tab 4. Page36



June 2015

Tab 4. Page37

DescriptionProjected

Carryover to FY16

Proposed Budget for FY16

Total Available for FY16

CDBG Program

Site Clearance -$ -$ -$

Disposition 197,608 - 197,608

Relocation - - -

Rehabilitation 290,214 1,420,293 1,710,507

Home Repair Program 57,453 - 57,453

NRHA Administration 44,714 261,000 305,714

NRHA Delivery Cost 15,440 - 15,440

NRHA HomeNET - - -

Project Improvements 627,371 - 627,371 Total CDBG Program 1,232,800$ 1,681,293$ 2,914,093$ HOME Investment Partnership Program

CHDO 1,129,408$ 66,997$ 1,196,405$

NRHA Admin - 97,782 97,782 NRHA Homeownership 2,377,040 490,720 2,867,760

NRHA Homeowner Rehabilitation 12,107 - 12,107

Total HOME Program 3,518,555$ 655,499$ 4,174,054$ Neighborhood Revitalization (CIP)Acquisition 5,766,125$ 1,320,000$ 7,086,125$

Relocation 124,000 - 124,000 Site Clearance 63,355 70,000 133,355

Disposition - 350,000 350,000

Rehabilitation 354,204 160,000 514,204

NRHA Admin/Program Delivery - 600,000 600,000

Project Improvements/A&E 1,250,000 - 1,250,000

NRHA HomeNET - - - Total CIP Program 7,557,684$ 2,500,000$ 10,057,684$ General FundEconomic Development Performance Grants -$ 1,707,626$ 1,707,626$

Granby Building Rent - - -

Monroe Building Renal Supplement - - -

Administrative Support - 1,000,000 1,000,000 Total General Fund -$ 2,707,626$ 2,707,626$ Local FinancingLow Mod Housing Planning Initiative -$ 133,177$ 133,177$

CDBG Dispostion - 210,000 210,000

J.T. West - 140,000 140,000

Land Proceeds East Beach - 80,000 80,000

Rehabilitation Reserve Account - 27,500 27,500

Local Development Fund - 756,737 756,737

HomeNet - 134,427 134,427 -$ 1,481,841$ 1,481,841$

Total NRHA 12,309,039$ 9,026,259$ 21,335,298$

Federal, Local and Other Sources Available Revenue for FY2016 (All Program Years)


June 2015

Tab 4. Page38



June 2015

Tab 4. Page39


FY2016BUDGET

PROPOSAL

WWW.NRHA.US

• BUDGET SUMMARY



• OTHERPROGRAMS

• CENTRAL OFFICE


Projected FY2016 expenditure needs for Other Programs total $3.2 mil-lion and is comprised of eleven unique programs which are not con-tained in either of the Authority’s two programmatic divisions. The reve-nue sources supporting these activities are derived from a program’s own reserves, earnings from privately managed properties or fee for ser-vice agreements. Other programs projected expenditures include the fol-lowing projects:

SUMMARY

FY

20

16

OT

HE

R P

RO

GR

AM

S

Programs Amount %

3rdPartyManagementFee $5,447 0.17%BroadCreek/HOPEVICloseout 75,000 2.35%BroadCreekVillage 50,000 1.57%COCC 134,460 4.22%CEOContingencyFund 209,600 6.58%CoreBusinessService 465,615 14.61%CommunicationsandGovernmentRelations 450,867 14.15%HamptonRoadsVentures 55,105 1.73%ProjectDevelopmentFinancing 872,352 27.38%SpecializedMaintenance 569,261 17.87%TaxCreditResidential 298,684 9.37%Total $3,186,391 100%


June 2015

Tab 5. Page1

3rd Party Managed Project — Asset management and bookkeeping fees re-ceived for services rendered for privately managed properties.

Broad Creek/HOPE VI Closeout— in-cludes the coordination efforts to close out the original HOPE VI grant approved in 2000. Broad Creek Village — Includes the for-mer sites of the Moton and Roberts Village public housing communities that have been cleared and are awaiting develop-ment. COCC — Reserves from Central Office ac-count used to offset shortfalls from charg-ing management fees as a target reduction measure in select programs.

Core Business Service — A project to ex-pense certain services (IT, Parking, Em-ployee Assistance Program and Telephone Lines) determined to be an administrative burden to equitably distribute to the pro-grams. Executive Director Contingency Fund — Funds activities that support internal and external initiatives that are otherwise ineli-gible under federal programs. Government Relations — The department oversees development, planning, imple-mentation and integration of all communi-cations and marketing strategies in sup-port of NRHA’s initiatives and coordinates liaison activities for legislative matters. Hampton Roads Ventures — NRHA pro-vides management and services to Hamp-ton Roads Ventures, L.L.C. (HRV), includ-ing oversight management for loan servic-ing, asset management, compliance and reporting.

Project Development Financing — Dedi-cated to developing financial strategies and coordinating efforts to provide mixed-financing initiatives in the renovation, re-development or construction of housing. Specialized Maintenance — A collective group of specialized trades that perform maintenance services primarily to the pub-lic housing communities. Tax Credit Residential — Supportive ser-vices provided to Grandy Revitalization and Franklin Arms residents, above and beyond the tax credit agreement.

P R O G R A M D E S C R I P T I O N S


June 2015

Tab 5. Page2

3rd Party Management Fee Project

FUNDING METHODOLOGY

3rd Party Managed Projects – Asset management and bookkeeping fees received for services rendered for privately managed properties.

OVERVIEW

3rd Party Managed Projects is a business unit of the Central Office Cost Center (COCC) which is funded by the programmatic divisions. When the amounts of the business unit of the COCC are underfunded, then the gap is included in the other program to be appropriated. See Tab 6 for detailed information.

PROGRAM INITIATIVES

This year, $5,477 of 3rd Party Managed Project reserves will be used to fund the gap.


June 2015

Tab 5. Page3

3rd Party Managment Project

FY14 Actual FY15

Approved Budget

6/30/15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants - - - - Management Fees (Interproject) 217,328 211,004 219,122 216,504 Interest Income - - - - Appropriation from (this) Program Reserve - - - 5,447

Total Revenue $ 217,328 211,004 219,122 221,951

Expenditures


Administration $ 65,649 76,844 76,495 155,240 Resident Services - - - - Maintenance - - - - Program - - - -

Total Labor $ 65,649 76,844 76,495 155,240 Other Administration 7,276 17,438 3,582 7,715 Other (Interproject Fee for Services) - - - Employee Benefits 19,324 28,064 28,080 58,996 Management Fees (Interproject)

Total Admin & Program Delivery Exp. $ 92,249 122,346 108,157 221,951 Program Expenses:Planning $ - - - - Bond Fees - - - -

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 $ 92,249 122,346 108,157 221,951 Surplus (Deficit) From Operations $ 125,079 88,658 110,965 -

Provision For Reserves: Actual Reserves June 30, 2014 $ 996,503 - - - Projected Reserves June 30, 2015 $ - - 1,107,468 - Projected Reserves June 30, 2016 $ - - - 1,102,021


June 2015

Tab 5. Page4

BROAD CREEK / HOPE VI CLOSEOUT

OVERVIEW

Broad Creek/HOPE VI project was Commissioner approved; HUD executed a HOPE VI application and HUD HOPE VI Grant Agreement. NRHA committed to use local funds to support Broad Creek project.

PROGRAM INITIATIVES

Close Out Grant with HUD Regional Office.

FUNDING METHODOLOGY

The Fund is comprised of land sale proceeds; the available balances of this fund are earmarked to fund grant close out activity.


June 2015

Tab 5. Page5

BROADCREEK HOPEVI CLOSEOUT



FY 15 Projected

Actual


Revenue: Interest Income $ - - - - Management Fees (Interproject) - - - - Other Fees (Interproject) - - - - Other Fess for Service( External Source) - - - - Earnings from other Program - - - - Appropriations from other Program Reserves - 75,000 12,591 75,000 Appropriation of (this project) Reserves - - - -

Total Revenue $ - 75,000 12,591 75,000

Expenditures




Maintenance - - - -

Program - - - -


Other Administration - 75,000 75000




Total Admin & Program Delivery Exp. $ - 75,000 - 75,000

Program Expenses:General Expense $ - - - -





Other - - - -


Total Program/Operating Expenses $ - 75,000 - 75,000 Surplus (Deficit) From Operations $ - - 12,591 -


Provision For Reserves:Actual Reserves June 30, 2014 $ 145,590 - - -




June 2015

Tab 5. Page6

BROAD CREEK VILLAGE CENTER

OVERVIEW

Funds provided in support of the development of for-sale homes in the area of the Broad Creek revitalization effort known as Village Center.

Project provides for the maintenance of properties yet to be developed at the former site of Moton and Roberts

PROGRAM INITIATIVES

Activity in 2016 includes maintenance of cleared land

FUNDING METHODOLOGY

The initiative will be funded with contributions from local funds.


June 2015

Tab 5. Page7

BROAD CREEK VILLAGE CENTER

FY14 Actual FY15

Approved Budget

FY 15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants - - - - Other Government Grants - - - - Interest Income - - - -

Earnings from Other Programs 31,663 37,800 41,803 50,000

Total Revenue $ 31,663 37,800 41,803 50,000

Expenditures


Administration $ - - - - Resident Services - - - - Maintenance - - - - Program - - - -

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


Program Expenses:Resident Services $ - - - - Utilities - - - - Maintenance 31,663 37,800 41,803 50,000 Specialized Maintenance - - - - Protective Services - - - - Equipment (Non Expendable/Hardware) - - - - Transfers to Other Projects - - - - Interproject Repayments or Advances - - - - Other - - - - Capital Expenditures - - - -


Provision For Reserves:Actual Reserves June 30, 2014 $ - - -


Projected Reserves June 30, 2016 $ - - -


June 2015

Tab 5. Page8

Central Office Cost Center

OVERVIEW

The Central Office Cost Center (COCC) refers to the collective group of business units of The Authority which provide corporate oversight, specialized services, or professional support which benefit all or multiple projects or programs (business centers) of NRHA, but whose services may not be readily identifiable to a particular one. See Tab 6 for an explanation of COCC services, initiatives and goals. When the amounts of the business unit of the COCC are underfunded, then the gap is included in the other program to be appropriated.

PROGRAM INITIATIVES

This year, $134,460 of The Central Office Cost Center Offset reserves will be used to fund the gap for the Executive Office, Administration Division, and Housing Oversight Function.

FUNDING METHODOLOGY

This project is funded from excess fees accumulated from prior years for service from Authority’s Programs funded from HUD and other revenue sources.


June 2015

Tab 5. Page9




6/30/15 Projected

Actual


Revenue: Management Fees (Interproject) $ 4,432,539 5,568,818 5,411,800 5,293,567 Other Fees (Interproject) 136,910 135,000 136,330 135,000 Other Fess for Service( External Source) 30,000 30,000 22,500 30,000 Earnings from other Program - - - - Appropriations from other Program - - - - Appropriation of (this project) Reserves - - - 134,460

Total Revenue $ 4,599,449 5,733,818 5,570,630 5,593,027

Expenditures


Administration $ 3,219,353 3,305,184 3,195,895 3,346,912 Resident ServicesMaintenance - - - - Program - - - -

Total Labor $ 3,219,353 3,305,184 3,195,895 3,346,912 Other Administration 408,839 621,478 430,519 536,376 Other (Interproject Fee for Services) 432,608 397,887 490,939 461,483 Employee Benefits 1,069,481 1,228,049 1,168,687 1,248,256 Management Fees - - - -


Program Expenses:General Expense $ 6,238 1,845 - - Interest Expense - - - - Equipment (Non Expendable/Hardware) - - - Transfers to Other Projects - - - Interproject Repayments or Advances - - - - Other - - - - Capital Expenditures - - - -

Total Program/Operating Expenses $ 5,136,519 5,554,443 5,286,040 5,593,027 Surplus (Deficit) From Operations $ (537,070) 179,375 284,590 -


Provision For Reserves:Actual Reserves June 30, 2014 $ 2,927,555 - - - Projected Reserves June 30, 2015 $ - - 3,212,145 - Projected Reserves June 30, 2016 $ - - - 3,077,685


June 2015

Tab 5. Page10

COCC - SPECIALIZED MAINTENANCE

OVERVIEW

A collective group of specialized trades that perform maintenance services primarily to the public housing communities. Services include ground maintenance, electrical work, extermination, painting, plastering, plumbing and heating and other specialized maintenance services

PROGRAM INITIATIVES

This year $569,261 of Specialized Maintenance reserves will be used to fund gap.

FUNDING METHODOLOGY

The Fund is comprised of earnings derived from charged fees for services to housing communities and programs for actual work performed.


June 2015

Tab 5. Page11

COCC-SPECIALIZED MAINTENANCE

FY14 Actual FY15

Approved Budget

6/30/15 Projected

Actual


Revenue: Other Fees $ 6,334,196 5,594,833 6,374,133 5,912,478 Other Revenue (External Source) 8,001 170,000 22,400 85,300 Interest Income - - - - Gain/Loss on Disposal Assets 71,950 - - - Appropriation from (this) Program Reserve - 910,187 - 569,261 Appropriation of Reserves - - - -

Total Revenue $ 6,414,147 6,675,020 6,396,533 6,567,039

Expenditures


Administration $ - - - - Resident Services - - - - Maintenance 2,018,182 2,397,240 2,173,165 2,204,999 Program - - - -

Total Labor $ 2,018,182 2,397,240 2,173,165 2,204,999 Other Administration 71,530 81,800 61,090 31,813 Other (Interproject Fee for Services) 359,117 221,117 200,706 345,535 Employee Benefits 764,690 961,638 856,295 952,205 Management Fees (Interproject) 628,847 708,925 665,678 667,228


Program Expenses:Resident Services $ - - - - Utilities 78,498 84,000 79,260 81,500 Maintenance 1,846,688 1,908,800 1,685,484 1,868,687 Specialized Maintenance - - - - Protective Services - - - - General Expense - - - 85,072 Equipment (Non Expendable/Hardware) - - - - Transfers to Other Projects - - 297,100 - Interproject Repayments or Advances - - - Other - - - - Capital Expenditures 299,490 311,500 227,815 330,000

Total Program/Operating Expenses $ 6,067,042 6,675,020 6,246,593 6,567,039 Surplus (Deficit) From Operations $ 347,105 - 149,940 -

Provision For Reserves: Actual Reserves June 30, 2014 $ 4,886,880 - - - Projected Reserves June 30, 2015 $ - - 5,036,820 - Projected Reserves June 30, 2016 $ - - 4,467,558


June 2015

Tab 5. Page12

CORE BUSINESS

OVERVIEW

A project created to expense certain services (IT, Parking, Employee Assistance Program and Telephone Lines) determined to be an administrative burden to distribute to the programs.

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 administrative burden to distribute cost to programs.

FUNDING METHODOLOGY

The Core Business project is funded by earnings from the Authority’s privately managed apartments.


June 2015

Tab 5. Page13

CORE BUSINESS

FY14 Actual FY15

Approved Budget

FY 15 Projected

Actual


Revenue: Interest Income $ - - - - Other Fees (Interproject) - - - - Interproject Repayments - - - Earnings from other Programs 368,456 492,864 392,257 465,615

Total Revenue $ 368,456 492,864 392,257 465,615

Expenditures


Administration $ - - - - Resident Services - - - - Maintenance - - - - Program - - - -

Total Labor $ - - - - Other Administration - - - - Other (Interproject Fee for Services) 308,416 427,364 325,550 400,115 Employee Benefits 60,040 65,500 66,707 65,500 Management Fees (Interproject) - - - -

Total Admin & Program Delivery Exp. $ 368,456 492,864 392,257 465,615 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 - - - -


Provision For Reserves: Actual Reserves June 30, 2014 $ - - - - Projected Reserves June 30, 2015 $ - - - - Projected Reserves June 30, 2016 $ - - -


June 2015

Tab 5. Page14

EXECUTIVE DIRECTOR CONTINGENCY FUND

OVERVIEW

The Executive Director (ED) Contingency Fund has been created to capture costs to support internal and external initiatives that are otherwise ineligible under federal programs. Having the contingency fund allows staff activities to continue which would otherwise be unfunded. It also provides flexibility for unforeseen expenditures which can be accessed with the approval from the Executive Director.

PROGRAM INITIATIVES

Support internal and external initiatives

FUNDING METHODOLOGY

The Executive Director Contingency Fund is funded by earnings from the Authority’s privately managed apartments.


June 2015

Tab 5. Page15

EXECUTIVE DIRECTOR CONTINGENCY FUND



FY 15 Projected

Actual


Revenue: Interest Income $ - - - - Interproject Repayments - - - Earnings from other Program 433,570 191,550 90,296 209,600 Appropriations from other Program - - - - Appropriation of (this project) Reserves - - - -

Total Revenue $ 433,570 191,550 90,296 209,600

Expenditures


Administration $ - - -


Maintenance - - - -

Program - - - -



Other (Interproject Fee for Services) - - -

Employee Benefits 54,564 - 1,805 -



Program Expenses:General Expense $ - - - -





Other - - - -


Total Program/Operating Expenses $ 433,570 191,550 98,096 209,600 Surplus (Deficit) From Operations $ - - (7,800) -


Provision For Reserves:Actual Reserves June 30, 2014 $ - - - -


Projected Reserves June 30, 2016 $ - - (7,800) -


June 2015

Tab 5. Page16

COMMUNICATIONS AND GOVERNMENT RELATIONS

OVERVIEW

Formerly Communications and Marketing – The department oversees development, planning, implementation and integration of all communications and marketing strategies in support of NRHA’s initiative and coordinates liaison activities for legislative matters.

Key functions include: media and government relations, website/intranet development and maintenance, newsletters i.e. (Patterns, Community Journal Publications and collateral materials production, presentations, graphic design services, event/tradeshow event planning and management, as well as marketing campaigns and research.

PROGRAM INITIATIVES

Providing Community Outreach

Fostering collaborative relationships.

FUNDING METHODOLOGY

The project is funded by earnings from the Authority’s privately managed apartments.


June 2015

Tab 5. Page17

COMMUNICATIONS AND GOVERNMENT RELATIONS

FY14 Actual FY15

Approved Budget

FY 15 Projected

Actual


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) - 20,000 20,000 - Earnings from Other Programs 401,697 405,733 371,729 450,867

Total Revenue $ 401,697 425,733 391,729 450,867

Expenditures


Administration $ 207,612 215,045 195,869 223604Resident Services - - - - Maintenance - - - - Program - - - -

Total Labor $ 207,612 215,045 195,869 223,604 Other Administration 68,141 74,109 63,019 78,308 Other (Interproject Fee for Services) 65,242 65,791 63,259 66,183 Employee Benefits 60,702 70,788 69,582 82,772 Management Fees (Interproject) - - - -






June 2015

Tab 5. Page18

HAMPTON ROADS VENTURES

OVERVIEW

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

PROGRAM INITIATIVES

Meet investor requirements of existing Limited Partnership Agreements for NRHA component units.

FUNDING METHODOLOGY

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


June 2015

Tab 5. Page19

HAMPTON ROADS VENTURES

FY14 Actual FY15

Approved Budget

FY 15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants - - - - Other Government Grants - - - - Mangement Fees 79,031 63,432 54,994 55,105 Appropriations from other Program - - - -

Total Revenue $ 79,031 63,432 54,994 55,105

Expenditures



Total Labor $ 22,110 15,822 13,536 12,000 Other Administration - - - - Other (Interproject Fee for Services) 7,995 - - - Employee Benefits 12,062 6,439 5,080 4,470 Management Fees (Interproject) 36,864 41,171 36,378 38,635






June 2015

Tab 5. Page20

PROJECT DEVELOPMENT FINANCING

OVERVIEW

Funds provided to support efforts to finance the renovation, redevelopment and/or construction of quality, affordable homes and apartments in sustainable, mixed-income communities.

PROGRAM INITIATIVES

Predevelopment Activity for 201 Granby Building and Grandy VI.

FUNDING METHODOLOGY

Advances from Project Specific reserves to cover pre-development cost. Advances will be repaid when permanent financing is in place.


June 2015

Tab 5. Page21

PROJECT DEVELOPMENT FINANCING

FY14 Actual FY15

Approved Budget

FY 15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants - - - - Developer Fees 345,499 417,652 344,717 422,352 Other Income - - - - Interest Income - - - Proceeds from Notes, Loans and Bonds - 369,000 80,000

Appropriation from Other Program Reserves 500,000 370,000

Total Revenue $ 345,499 917,652 713,717 872,352

Expenditures



Total Labor $ 183,184 182,811 181,535 190,124 Other Administration 9,912 67,430 6,291 67,830 Other (Interproject Fee for Services) 33,814 33,145 28,931 30,365 Employee Benefits 53,137 60,272 58,079 62,379 Management Fees (Interproject) 65,452 73,994 69,881 71,654

Total Admin & Program Delivery Exp. $ 345,499 417,652 344,717 422,352 Program Expenses:Relocation $ - - - - Demolition - - - - Planning - - - -


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 - 500,000 - 450,000 Other - - - - Capital Expenditures - - - -

Total Program/Operating Expenses $ 345,499 917,652 344,717 872,352 Surplus (Deficit) From Operations $ - - 369,000 -

Appropriation for other program $ - - - - Depreciation (Not Included in Totals) $ - - - -

Provision For Reserves: Actual Reserves June 30, 2014 $ 37,735 - - - Projected Reserves June 30, 2015 $ - - 403,753 - Projected Reserves June 30, 2016 $ - - - 33,753


June 2015

Tab 5. Page22

TAX CREDIT RESIDENTIAL SERVICES

OVERVIEW

Housing Supportive Services provided to Grandy Revitalization and Franklin Arms residents above and beyond the tax credit agreement.

PROGRAM INITIATIVES

Annual cost of resident services to Grandy and Franklin Arms Community

FUNDING METHODOLOGY

The project is funded by earnings from the Authority’s privately managed apartments.


June 2015

Tab 5. Page23

TAX CREDIT RESIDENTIAL SERVICES

FY14 Actual FY15

Approved Budget

6/30/15 Projected

Actual


Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants - - - - Developer Fees - - - - Interest Income - - - - Earnings from Other Programs 201,522 318,012 251,000 298,685

Total Revenue $ 201,522 318,012 251,000 298,685

Expenditures


Administration $ 6,689 7,562 7,347 7,845 Resident Services 15,005 - - 13,113 Maintenance - 4,175 128 4214Program 18,034 17,965 8,222 18,625

Total Labor $ 39,728 29,702 15,697 43,797 Other Administration 13,103 7,317 1,995 2377Other (Interproject Fee for Services) - 6,205 4,618 6,370 Employee Benefits 17,177 12,948 6,892 17,512 Management Fees (Interproject) - 158,106 158,106 158,093

Total Admin & Program Delivery Exp. $ 70,008 214,278 187,308 228,149 Program Expenses:Resident Services 7,878 3,577 1,432 1,048 Utilities - - - - Maintenance 817 - 403 Specialized Maintenance - - - - Protective Services 117,054 100,157 61,857 69,488 Equipment (Non Expendable/Hardware) - - - - Transfers to Other Projects 5,765 - - - Interproject Repayments or Advances - - - - Other - - - - Capital Expenditures - - - -




June 2015

Tab 5. Page24



June 2015

Tab 5. Page25


FY2016BUDGET

PROPOSAL

WWW.NRHA.US

• BUDGET SUMMARY



• OTHER PROGRAMS

• CENTRALOFFICE


Virtually all funding of the Central Office Cost Center (COCC) is derived from NRHA programs tendered for services rendered. Approved FY2016 funding to-tals $14.4 million. (This amount is gross of $2.0 million of inter-project activi-ty between COCC units). Budgeted resources for the COCC can be grouped in four categories below.

SUMMARY

FY

20

16

CO

CC

OV

ER

VIE

W

Management Fees (Internal Projects)

2,735,068$ 18.9%

923,033 6.4%

614,990 4.3%

680,940 4.7%

41,841 0.3%

667,228 4.6%

138,549 1.0%

74,382 0.5%

32,526 0.2%

270,504 1.9%

6,179,061$ 42.8%

Other Fees for Service (Internal Projects)

5,912,477$ 41.0%

832,348 5.8%

81,000 0.6%

6,825,825$ 47.3%

Fees for Service and Other Revenue (External Projects)

25,805$ 0.2%

41,458 0.3%

Specialized Maintenance fees charges 85,300 0.6%

30,000 0.2%

89,945 0.6%

272,508$ 1.9%

Reserves or Appropriations (Internal Projects)

5,447 0.0%

134,460 0.9%

569,262 3.9%

450,867 3.1%

1,160,036$ 8.0%

14,437,430$ 100%

Federally Aided Housing via HUD-approved Safe Harbor Fees

Development Operations via allocated costs

Subtotal:

Section 8 program via HUD-approved Safe Harbor Fees

Project Development Financing initiatives via allocated costs

Bookkeeping and Asset Management Fees (Multi-family Rental)

Capital Fund Program for direct program administration

Specialized Maintenance via allocated costs

Capital Fund Program for allocated costs

Hampton Roads Venture for allocated costs

Cottage Bridge

Total Resources:

Other Revenue for Granby Building

City Grants

Government Relations

Subtotal:

Specialized Maintenance-Admin.

Management Fee Project

Subtotal:

Central Office Cost Center Offset

Rental Income charged for 201 Granby Office Rent

Subtotal:

Other Revenue for Administration Operations

Fees earned for Specialized Maintenance Services

Rental Income charged for 201 Granby Office Rent

Agency Management Fee for 201 Granby Building


June 2015

Tab 6. Page1

Management fees (internal projects) groups amounts tendered to cover services that may not be directly identifiable with the programs benefited i.e. executive office staff-ing, office administration, bookkeeping, asset management oversight, maintaining computer infrastructure, image management and preparing for audits.

Other fees for service (internal projects) are tendered for program identifiable, direct use of COCC provided services i.e. rent-based on office square footage, charge for actu-al time and material spent on maintenance jobs, pc software and licensing fees.

Fees for service and Other Income (external resources) are funds earned by COCC functions when services are rendered to non-NRHA entities i.e. rental of office space, and maintenance of small equipment.

Reserves or appropriations are cash balances on hand accumulated from prior years operations, mostly from recapture of capital costs through depreciation or the provision of COCC working.

Five functional areas that are budgeted to render services are show below:

As

The chart above reflects:

$6.6 million (46 percent) of the cost for COCC services relates to Specialized Mainte-nance functions which includes the Ballentine Office facility, the Automotive Shop, as well as 10 additional specialty maintenance shops;

Executive & Administrative

Offices$4,930,921

35%

Granby Office Building$924,242

6%Housing Division

Oversight$1,334,924

9%

Specialized Maintenance$6,567,039

46%

Capital Fund & Enery Management$532,209

4%

Total $14,289,535


June 2015

Tab 6. Page2

$4.9 million or (35 percent) of the COCC service cost relates to oversight and support provided by the Executive Offices including Government Relations (formerly Com-munications and Marketing), Human Resources and Information Services as well as the departments of the Administrative Division which include Budget and Com-pliance, Finance, and Administrative Services;

$924K or (6 percent) of the COCC budget relates to costs associated with the office space rental of the Grandy Office facility;

$532K or another (4 percent) of the COCC services relates to costs associated with the oversight of the Public Housing Capital program as well as construction manage-ment support provided for other affordable housing initiatives; and

$1.3 million or (8 percent) of the COCC budget relates to costs associated with the oversight of the Housing Operations Division including the Public Housing and Housing Choice Voucher programs and any supporting grants and initiatives.

8.7 million (56.4 percent) of the COCC budget is for staff costs (e.g. labor and fringe benefits) compared to $8.6 million (58 percent) for FY2015. Fees tendered for the above services are included in the appropriate expenditure line items of the Housing, Develop-ment or Other program budgets i.e. management fee, administrative cost, maintenance expense. As such, you will not see a “total COCC expenditure” in the summary of the Authority wide budget. Within the COCC functions, the fees earned from the programs are recorded as revenue in the COCC and then used to fund the operations of the COCC functions.

The 124 COCC head count represents 44% of The Authority’s RFT head count. A net change of zero represents an increase of one position in the Administrative Office for a Risk Management Specialist and a reduction in Specialized Maintenance Carpentry Shop.

2015 2016 Chg.COCC Departments

45 49 410 10 057 56 -112 12 0

124 127 3Total Resources:

Headcount

Executive and Administrative Office TotalHousing Division OversightSpecialized MaintenanceCapital Fund and Energy Management


June 2015

Tab 6. Page3

C O C C P r o g r a m s P r o j e c t e d R e v e n u e a n d Ex p e n d i t u r e s

Proposed Revenue Fiscal Year 2016Amount %


City Grant 89,945$ 0.6%Management Fee (Inter-project) 6,179,061 42.8%Other Fees for Service (Inter-project) 6,825,825 47.3%Other Fees for Service (External Sources) 55,805 0.4%Other Revenue (External Sources) 126,758 0.9%Appropriation of (this) Project Reserves 709,369 4.9%Appropriation of Program Reserves 450,867 3.1%Total Proposed Revenues 14,437,630$ 100.00%

Proposed ExpendituresAmount %

Labor 6,209,590$ 43.5%Employee Benefits 2,447,818 17.1%Management Fee Expense 805,777 5.6%Other Administration 576,132 4.0%Capital & Multiyear Programs 125,000 0.9%Copiers 43,090 0.3%Depreciation - 0.0%Equipment 233,500 1.6%Fee for Service - 0.0%General Expense 3,400 0.0%Homebuyers' Assistance - 0.0%Information Services 42,494 0.3%Insurance - Liability 3,328 0.0%Insurance - Property 99,866 0.7%Interest Expense 21,697 0.2%Maintenance 2,118,887 14.8%Principal Payment on Debt 205,515 1.4%Protective Services 60,000 0.4%Rent 910 Building 346,346 2.4%Rent Granby Office Building 402,080 2.8%

Telephone 15,480 0.1%

Training and Travel 110,535 0.8%

Utilities 341,500 2.4%

Vehicle 77,500 0.5%

Total Proposed Expenditures 14,289,535$ 100.00%

Excess/Deficit 148,095$


June 2015

Tab 6. Page4

Key C

FY201

FY201

hallenge

The biggesoperating

15 Accom

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June 2015

Tab 6. Page5

Ke

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June 2015

Tab 6. Page6

FY2015 Accomplishments

Provided accounting oversight for the new renovation of the Merrimack Landing project.

Prepared accurate and complete financial reports in accordance with the changing administration requirements of the current and new phases of the JARC and New Freedom grant programs.

Determined the accounting impact of the new self-insured Health Insurance program with the City.

Completed FY2014 unaudited financial statements by HUD’s August 31st deadline. Completed the FY2014 audited financial statements, with an unqualified (clean) opinion by HUD’s March 31st deadline.

Began implementation of the new GASB requirement related to the reporting of the Virginia Retirement System (VRS) liability.

Worked closely with the Budget office to define budget revisions for the Community Development Block Grant (CDBG) and CIP programs to consolidate any program years.

Set-up and provided accounting for the Monroe Building and Partrea Development - two new tax credit properties.

Evaluated accounting software alternatives and established processes in order to implement and properly account for the new Cottage Bridge project based voucher development.

FY2016 Goals

Complete implementation of the new GASB requirement related to the

reporting of the Virginia Retirement System (VRS) liability. Update protocol and procedures for management and tracking of inventory

and fixed assets between property management, purchasing, and finance personnel.

Analyze the regulations for the new Broad Creek V and Grandy VI tax credit developments, to insure proper accounting and reporting of the entities.

Continue to provide accounting oversight for the new renovation of the Merrimack Landing project.

Provide oversight for the accounting and reporting of the change in Park

Terrace’s status after payoff of the VHDA loan. Apply for renewal of Single Room Occupancy (SRO) vouchers as the contract

approaches its 10-year expiration.

Complete FY2015 unaudited financial statements by HUD’s August 31st deadline. Complete the FY2015 audited financial statements, with an unqualified (clean) opinion by HUD’s March 31st deadline.

Participate with consultants in positioning staff to more effectively accomplish NRHA’s goals, as well as afford staff an opportunity to develop in different areas of responsibility and expertise.

Assist in evaluation of new software applications to better position us to meet the future reporting requirements needed for tax credit entities.


June 2015

Tab 6. Page7

Key C

FY 20

Challeng

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June 2015

Tab 6. Page8

Comm FY20

munica

16 Goal

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ations &

ls

itizen/neighackground ood revitali

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June 2015

Tab 6. Page9

Key C

AttImpMaMo

Exp

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FY20

FY20

Challeng

tracting anproving pe

anaging benonitoring an

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15 Acco

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16 Goal

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ges

nd retainingrformance nefit costs nd complyi health carhe use of telivery

aining effic

omplish

ed the seaed the imp

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affordable ent and aw

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June 2015

Tab 6. Page10

Key

FY

FY

y Chall Managin Continu

ensuring Staff tra Rewritin

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the auth Upgrade Complet Complet Impleme Migrated Client S Impleme

2016 G Impleme

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June 2015

Tab 6. Page11

Chall

FY20

enges Re-trainiadministDefining move is pWorkloaDeterminadministdepartmParticipaLaserfichEnsuringprocesseAdditionsafety ne

15 AccoFilled thCompletstaff NRHA PuAchievemdemonstIncreasefor a lonCompletstandardSafety Dproduct.orientatiSuccessffollowingReplacedTrained developeDisposal

ing staff to tration/ma objectives pending ds bottle-nning Contrtrative/con

ments/officeation from he documeg the compes and procnal resourcewly implem

omplishhe Risk Man

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urchasing ment from trating the ed contractnger and co

ed the secods of Mand

Data Sheets. Training ion ful remediag a major fd cooling crequired s

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g system font shop su

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for Granby

the end of ical Repres

nagement leing and coources to pement systontracts an

to supportaining prog

and Safetyyee perform

he Agency CPublic Procf professionperformaneriod of fix of agency-bal Harmon MSDS’s), p to be adm

repair of th HVAC syste Validated r pre-paid

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efficient en

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the fiscal ysentatives tead and lia-operation

provide techem

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June 2015

Tab 6. Page12

FY2015 Goals (Administrative Services-Purchasing) Assess job performance based on meaningful standards and measures Achieve results of improved/increased productivity, quality and customer

satisfaction by promoting a team environment and by providing cross training to expand staff knowledge and skills to perform multiple tasks

Five-year review and update of the 2010 procurement policy, procedures and linked references; review and update procurement forms

Capital Funds - A/E and Construction Contracts require a boilerplate contracts and clean-up of forms

Conduct re-training on Ethics, Procurement 101 and Contract Administration

Conduct Program Manager/Technical Representative (Admin) training Continue to reduce costs associated with procurement activity by

participating in cooperative procurement opportunities Complete agency-wide asset inventory Sale or disposal of the print shop fixed asset equipment

FY2016 Goals (Building – 201/205 Granby Street) Assess job performance based on meaningful standards and measures Continue building operations safely and efficiently until determination is

made as to the status of the buildings occupancy Continue to assess and monitor the structural trepidation with the 205

Granby Street building; use possible means to maintain employee and public safety when entering and exiting the 205 building

Routine Maintenance Continue with the lighting fixture upgrade from T-12 ballasts and tubes to

T-8 ballasts and tubes Continue with 201-205 Granby Street recycle program Stabilize 205 building rear exterior, protruding, brick

FY2016 Goals (Administrative Services-Central Files) Assess job performance based on meaningful standards and measures

Surplus/sell left over shelving from the print Shop (4th Fl/205 Granby St) Continue with Administrative Procedures Manual Switchboard transition to IVR automation Continue to work with Human Resources to review and revise the motor

vehicle policy Continue to scan historic documents and Commissioners Resolutions into

Laserfiche – 98% complete Scan various development and abatement historical records that are on

onion paper and original carbon Clean out 4th floor file storage room; sell off miscellaneous scrap material,

and as it relates to pending move, locate an offsite storage facility


June 2015

Tab 6. Page13

FY2016 Goals (Administrative Services - Risk Management and Safety)

Assess job performance based on meaningful standards and measures Continue to promote a safe and healthy work environment for employees

to experience job satisfaction in their achievements and contributions to the agency’s mission and vision by:

o Providing ongoing safety training A. OSHA-10 B. OSHA-30 C. GHS Training D. Safety Conscious Supervisor E. Annual CPR and First Aid certification

o Ensuring the timely reporting of accidents/incidents by providing employees with Incident Investigations Training

o Increase employee’s awareness and understanding of their individual safety responsibilities through Monthly toolbox training opportunities and training in hazard/risk identification. Technology will be used to deploy additional safety training opportunities that fit organizational dynamics.

o Reducing costs associated with accidents by maintaining an active safety program that promotes a safe and healthy work environment through elevated level of specific safety training to address previously identified areas of concern.

o Commit to bringing injured employees back to work as quickly as possible following an injury or occupational disease.

Continue to participate in Risk Management Collaborative with area PHA’s to network responses and solutions to common PHA concerns

Continue with Emergency Response Management Plan/Continuity of Operations Plan and incorporate preparedness training to enhance the abilities of the affected personnel.

Continue with indoctrination training on safety policy, procedures and reporting that facilitates the efficiency and effectiveness of “New” Hires

Complete HAI Group’s Risk Action Management Plan (RAMP) to earn 15% of liability insurance in dividend


June 2015

Tab 6. Page14



June 2015

Tab 6. Page15

COCC Functional Groups

Line Item Descriptions

EXECUTIVE & ADMINIS-

TIVE OFFICES

HOUSING MANAGE-

MENT COCC

MUTUAL COCC

INCOME

TOTAL FOR HSG MANAGEMENT,

EXECUTIVE, ADMINISTRATIVE

CAPITAL FUND &

STIMULUS

SPECIALIZED MAINTENANCE

GRANDY OFFICE BLDG

TOTAL FOR COCC

ResourcesCity Grant $ 0 0 0 0 0 0 89,945 89,945

Interest Income 0 0 0 0 0 0 0

Management Fee (Interproject) 54,000 216,504 5,293,567 5,564,071 614,990 0 0 6,179,061

1) Other Fees (Interproject) 81,000 0 0 81,000 0 5,912,477 832,348 6,825,825

2) Other Fees for Service (External Source) 30,000 0 0 30,000 0 0 25,805 55,805

2) Other Revenue (External Source) 0 0 0 0 0 85,300 41,458 126,758

Appropriation of (this project) Reserves 0 5,447 134,460 139,907 0 569,262 0 709,169

Transfer from Other Projects 450,867 0 450,867 0 0 450,867

Total Resources $ 615,867 221,951 5,428,027 6,265,845 614,990 6,567,039 989,556 14,437,430

ExpendituresCapital & Multiyear Programs $ 0 0 0 0 0 100,000 25,000 125,000Copiers 22,070 9,490 0 31,560 1,470 10,060 0 43,090Depreciation 0 0 0 0 0 0 0Employee Benefits 1,064,803 325,221 0 1,390,024 86,021 952,205 19,568 2,447,818Equipment 1,000 0 0 1,000 0 230,000 2,500 233,500Fee For Service 0 0 0 0 0 0 0 0General Expense 0 0 0 0 0 0 3,400 3,400Homebuyers' Assistance 0 0 0 0 0 0 0 0Insurance - Liability 0 0 0 0 0 3,328 0 3,328Insurance - Property 1,919 0 0 1,919 0 85,072 12,875 99,866Interest Expense 0 0 0 0 0 0 21,697 21,697Information Services 31,723 2,550 0 34,273 1,820 6,401 0 42,494Labor 2,887,933 837,823 0 3,725,756 227,178 2,204,999 51,657 6,209,590Maintenance 0 0 0 0 0 1,868,687 250,200 2,118,887Management Fee Expense 0 0 0 0 138,549 667,228 0 805,777Other Administration (direct) 456,867 61,978 0 518,845 27,772 17,485 11,830 575,932Principal Payment on Debt 0 0 0 0 0 0 205,515 205,515Protective Services 0 0 0 0 0 0 60,000 60,000Rent 910 Building 0 8,950 0 8,950 33,372 304,024 0 346,346Rent Granby Office Building 345,551 47,377 0 392,928 9,152 0 0 402,080Telephone 5,880 50 0 5,930 0 9,550 0 15,480Training and Travel 66,675 29,860 0 96,535 3,000 11,000 0 110,535Transfer to other programs 0 0 0 0 0 0 0 0Utilities 0 0 0 0 0 81,500 260,000 341,500Vehicle 46,500 11,625 0 58,125 3,875 15,500 0 77,500

Total Expenditures $ 4,930,921 1,334,924 0 6,265,845 532,209 6,567,039 924,242 14,289,335

Excess/Deficit $ -4,315,054 -1,112,973 5,428,027 0 82,781 0 65,314 148,095


June 2015

Tab 6. Page16


Line Item DescriptionsAdministra- tive Services

AED For Fin &

Adm Svc & CFO

Assistant Executive Director of

Housing

Budget & Compli ance

Capital Fund and Energy

Manage mentExecutive

Office Finance DeptGovernment

Relations

Granby Office

Building

ResourcesCity Grant 89,945

Interest Income

Management Fee (Interproject) 614,990 54,000 0

1) Other Fees (Interproject) 81,000 832,348

2) Other Fees for Service (External Source) 15,000 0 15,000 0 25,805

2) Other Revenue (External Source) 41,458

Appropriation of (this project) Reserves 0 0

Transfer from Other Projects 450,867

Total Resources $ 81,000 15,000 0 0 614,990 15,000 54,000 450,867 989,556

ExpendituresCapital & Multiyear Programs $ 25,000Copiers 3,860 1,640 240 2,685 1,470 1,760 5,320 2,925DepreciationEmployee Benefits 77,714 39,555 52,552 155,763 86,021 84,886 313,760 82,772 19,568Equipment 2,500General Expense 3,400Insurance - Liability 0Insurance - Property 12,875Interest Expense 21,697Information Services 0 0 0 1,820 15,580Labor 182,868 126,482 153,219 430,198 227,178 224,767 813,255 223,604 51,657Maintenance 250,200Management Fee Expense 138,549Other Administration (direct) 113,165 7,400 9,836 9,575 27,772 125,842 20,699 61,808 11,830Principal Payment on Debt 205,515Protective Services 60,000Rent 910 Building 4,856 33,372

Rent Granby Office Building 19,364 8,060 10,114 42,432 9,152 46,761 71,201 63,258Telephone 0 0 0 0 420 4,100 0 0Training andTravel 9,125 3,500 10,715 2,000 3,000 8,750 0 16,500 0Utilities 0 260,000Vehicle 31,000 7,750 7,750 0 3,875 7,750 0

Total Expenditures $ 437,096 194,387 249,282 642,653 532,209 500,936 1,243,915 450,867 924,242

Excess/Deficit $ -356,096 -179,387 -249,282 -642,653 82,781 -485,936 -1,189,915 0 65,314


June 2015

Tab 6. Page17



ResourcesCity Grant

Interest Income

Management Fee (Interproject)

1) Other Fees (Interproject)

2) Other Fees for Service (External Source)

2) Other Revenue (External Source)

Appropriation of (this project) Reserves

Transfer from Other Projects

Total Resources $

ExpendituresCapital & Multiyear Programs $CopiersDepreciationEmployee BenefitsEquipmentGeneral ExpenseInsurance - LiabilityInsurance - PropertyInterest ExpenseInformation ServicesLaborMaintenanceManagement Fee ExpenseOther Administration (direct)Principal Payment on DebtProtective ServicesRent 910 Building

Rent Granby Office Building TelephoneTraining andTravelUtilitiesVehicle

Total Expenditures $

Excess/Deficit $

Human Re- sources

Information Services

Rental Properties - 3rd Party Oversight

Management Project

Manage- ment Fee

Capital Fund

Manage- ment Fee Housing

Manage- ment Fee Section 8

Manage- ment Fee

Spe- cialized Maint

Manage- ment Fee Develop-

ment

Management Fee Hampton

Roads Venture

216,504 138,549 2,735,068 680,940 667,228 923,033 74,382

5,447 134,460

0 0 221,951 138,549 2,869,528 680,940 667,228 923,033 74,382

1,070 440

95,221 136,792 58,996

1,919

4,500 1,913256,999 403,372 155,240 0 0 0 0 0 0

81,085 13,600 5,665

0

23,530 55,208490 870

6,000 12,650 2,050

468,895 626,764 221,951 0 0 0 0 0 0

-468,895 -626,764 0 138,549 2,869,528 680,940 667,228 923,033 74,382


June 2015

Tab 6. Page18



ResourcesCity Grant

Interest Income

Management Fee (Interproject)

1) Other Fees (Interproject)

2) Other Fees for Service (External Source)

2) Other Revenue (External Source)

Appropriation of (this project) Reserves

Transfer from Other Projects

Total Resources $

ExpendituresCapital & Multiyear Programs $CopiersDepreciationEmployee BenefitsEquipmentGeneral ExpenseInsurance - LiabilityInsurance - PropertyInterest ExpenseInformation ServicesLaborMaintenanceManagement Fee ExpenseOther Administration (direct)Principal Payment on DebtProtective ServicesRent 910 Building

Rent Granby Office Building TelephoneTraining andTravelUtilitiesVehicle

Total Expenditures $

Excess/Deficit $

Management Fee Housing

Reinven

Management Fee Cottage

BridgeProcure-

ment

Public Housing

Property & Asset

Manage- ment

Client Services

PH Annual Plan

Specialized Main-

tenance Grand Total

89,945

0

41,841 32,526 6,179,061

5,912,477 6,825,825

0 55,805

85,300 126,758

569,262 709,169

450,867

41,841 32,526 0 0 0 0 6,567,039 14,437,430

100,000 125,0002,370 2,060 7,070 120 10,060 43,090

078,340 120,931 85,460 7,282 952,205 2,447,8181,000 230,000 233,500

0 3,4003,328 3,328

85,072 99,8660 21,697

9,730 1,750 800 6,401 42,494226,388 329,931 179,454 19,979 2,204,999 6,209,590

1,868,687 2,118,887667,228 805,777

23,693 24,482 14,345 7,650 17,485 575,932205,51560,000

3,000 1,094 304,024 346,346

15,737 23,738 13,525 402,0800 50 9,550 15,480

8,150 4,095 13,000 0 11,000 110,53581,500 341,500

3,875 15,500 77,500

0 0 365,408 513,862 313,704 36,125 6,567,039 14,289,335

41,841 32,526 -365,408 -513,862 -313,704 -36,125 0 148,095


June 2015

Tab 6. Page19

Line Item DescriptionsAutomotive Equipment

Fund

Carpentry Shop

Electrical Electronics Exterminator GroundsHousing

Ops. BldgHVAC Painting

Specialized Maintenance

AdmSanitation Tile

Tool Room

Grand Total

City Grant $ 0Interest Income 0Management Fee (Interproject) 0Other Fees (Interproject) 1,044,799 1,097,605 196,789 78,675 404,518 973,090 367,077 1,019,535 264,974 0 141,483 227,915 96,017 5,912,477Other Fees for Service (External Sourc 0 0 0Other Revenue (External Source) 50,000 30,000 500 4,800 0 85,300Appropriation of (this project) Reserves 0 0 0 0 0 569,262 569,262Transfer from Other Projects 0

$ 1,094,799 1,127,605 196,789 78,675 405,018 973,090 371,877 1,019,535 264,974 569,262 141,483 227,915 96,017 6,567,039

Capital & Multiyear Programs $ 100,000 100,000Copiers 9,160 900 10,060Depreciation 0Employee Benefits 70,237 145,900 20,913 18,468 55,965 205,535 0 174,544 54,050 130,945 25,786 32,238 17,624 952,205Equipment 230,000 0 0 0 0 230,000General Expense 0 0 0Homebuyers' Assistance 0Insurance - Liability 3,328 3,328Insurance - Property 78,000 7,072 85,072Interest Expense 0Information Services 0 1,000 3,890 0 0 0 0 1,511 0 6,401Labor 198,130 290,055 66,262 48,134 122,415 417,363 0 454,270 112,335 336,552 44,846 70,616 44,021 2,204,999Maintenance 286,000 301,899 95,450 14,850 52,000 396,500 177,050 267,164 95,250 31,670 39,000 99,906 11,948 1,868,687Management Fee Expense 59,545 86,245 19,914 14,466 36,790 132,409 0 136,525 33,761 101,146 13,478 19,718 13,231 667,228Other Administration (direct) 500 5,000 0 0 2,000 9,985 0 17,485Protective Services 0Rent 910 Building 35,223 76,122 7,524 1,080 3,276 45,470 0 47,830 2,508 77,197 2,700 5,094 304,024Rent Granby Office Building 0Telephone 0 0 0 0 9,550 0 0 0 9,550Training and Travel 1,000 2,000 1,000 1,000 2,000 4,000 11,000Utilities 81,500 81,500Vehicle 7,750 7,750 15,500

$ 958,635 908,221 213,953 96,998 271,446 1,198,277 389,660 1,082,333 297,904 693,906 130,860 225,178 99,668 6,567,039

$ 136,164 219,384 -17,164 -18,323 133,572 -225,187 -17,783 -62,798 -32,930 -124,644 10,623 2,737 -3,651 0

Central Office Cost Center - Specialized Maintenance


June 2015

Tab 6. Page20



June 2015

Tab 6. Page21

Central Office Cost Center OVERVIEW of Funding Methodology and Services Provided

The Central Office Cost Center (COCC) is the term used to refer to the collective group of business units of the Authority which provide corporate oversight, specialized services, or professional support which benefit all or multiple projects or programs (business centers) of NRHA, but whose services may not be readily identifiable to a particular one. The COCC units at NRHA include:

Administrative Services Department (1) Asset Management Function (2) Asst. Executive Director for Financial Operations & Chief Financial Officer (1) Asst. Executive Director of Housing (2) Budget & Compliance Department (1) Capital Fund & Energy Management

Department (2) Executive Office (1) Finance Department (1) Government Relations (1)

Human Resources (1) Information Services (1) Rental Properties-3rd Party Management

Oversight (4) Procurement and Administrative Services

Department (1) Resident Services (Central PH oversight) (3) Specialized Maintenance (5) Public Housing Property Management (2) Public Housing Annual Plan Coordination (2)

o Code (1) benefits all NRHA programs, and includes business units in the

Administrative Operations Division and Executive Offices o Code (2) benefits the Public Housing Communities Only o Code (3) benefits the Public Housing Communities Primarily with some Housing

Choice Voucher Program benefits o Code (4) benefits our Privately Managed Rental Developments o Code (5) primarily benefits Public Housing, but also others upon request

The costs of each of the COCC units listed above is funded by the benefiting programs based on one of the 3 following distribution methods.

Earned income Charge backs Pro-rations

EARNED INCOME

The COCC earns income from funded programs to cover its unit operating costs (personnel cost, office administration costs and program administration costs). The COCC collects:

Fees for service that are reasonable and competitive, or Reimbursement of distributed actual costs based on a documented, equitable

cost allocation plan


June 2015

Tab 6. Page22

NRHA uses the fee for service methodology for all programs mandated by HUD (for asset management approval). HUD also encourages that this approach be used to cover all COCC costs. In addition to the HUD mandated programs, the Authority has adopted the fee for service approach for its non-HUD, locally owned multi-family properties. The fee for service approach is administratively less burdensome than the cumbersome cost allocation basis. However, since such fees have not been established for all programs, the cost allocation plan is still maintained to facilitate equitable charging of all NRHA Programs receiving benefits.

CHARGE BACKS

The COCC also charges back to benefiting programs (as well as the COCC business units) a proportional share of certain actual 3rd party/ front line expenditures that are administered centrally. These costs include: Audit Services Administrative Equipment Maintenance Ballentine Office Rent Cell Phone Allowance Cell Phone Payments

Fringe Benefits Granby Office Rent Information Technology Purchases Memberships Liability Insurance Publications

PC Licensing Fee* PC Repairs* Parking* Software License & Maintenance* Telephone Services*

*Note – Because of the administrative burden to charge back costs to benefiting programs coupled with inadequate program funding to cover the costs, certain costs benefiting our major programs are funded by local, discretionary earnings and reserves and are not charged back.

PRO-RATES

Additionally, certain COCC pools have been established to accumulate and then pro-rate actual cost based on a defined reasonable basis to the programs on whose behalf the services are provided. Cost pools that are prorated include:

Development Division Administrative Cost Pool,

Plus the following Client Services Units (PH portion only): Client Svc. Elderly Programs Client Svc. Manager Client Svc. Homeownership Program Client Svc. Housing Resource Admin Client Svc. Intake Client Svc. Neighborhood Mgr

Client Svc Occupancy Client Svc Resource Development Administration Client Svc Youth Programs Client Svc Workforce Development Coordinator Security

Note – When available, the client serve costs listed above may be funded by non-recurring grants.


June 2015

Tab 6. Page23

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 including:

maintaining the Public and Indian Housing Information Center (PIC) public housing report system and the EIV system thus assuring 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 community - monthly report card (a condensed monthly financial report),

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 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 reviews the files and records for HUD compliance. The department also manages the NRHA fraud hotline.

Chief Financial Officer (CFO)

The Chief Financial Officer provides oversight of the Authority's Finance and Administration business departments which provides expert supportive services and administrative data to ensure that 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 CFO of the Administrative Operations Division are Finance, Structual Finance, Budget and Compliance, and Administrative Services.

The CFO office is responsible for ensuring the organization infrastructure links goals, activities and people through planned processes and systems in a manner to support the vision and growth of NRHA.

Chief Housing Officer (CHO)

The Chief Housing Officer provides oversight service to five major Departments at NRHA. The departments are Property Management, Client Services, Facilities Management, Specialized Maintenance and Housing Choice Voucher. The CHO office researches all housing policies effecting the five departments and makes recommendations and changes to the policies and procedures. Grants, plans and reports are reviewed and Approved for submission to HUD and other


June 2015

Tab 6. Page24

governmental agencies. Periodic reviews are conducted by the CHO office to ensure that NRHA is in compliance with the laws for all Governing Agencies.

Budget and Compliance Department

The Budget & Compliance Department is responsible for coordinating the preparation of the financial expression of the operating and capital plan. The annual operating budget and capital budget managed by this function approximately $100 million per year. Specific support services provided includes preparation of budget guidelines and instructions, coordination of budget preparation and review, providing feedback of budget status and approved budgets, publishing the budget document, providing budget and other analytical and reporting needs, monitoring budget, reporting and compliance oversight, and providing assistance on budget and compliance issues. The Budget and Compliance Department also serves as a liaison with funding providers, and coordinates many of the compliance audits for the Authority.

Capital Fund and Energy Management Department

The Capital Fund and Energy Management Department provides assistance to public housing programs through the development, financing, and modernization of public housing projects; vacancy reduction; replacement of obsolete utility systems and equipment; planned code compliance; management improvements; demolition and replacement of public housing units; resident relocation; empowerment and economic self-sufficiency of public housing residents; and resident security and safety improvements. The department directly provides the following services: strategic planning, physical needs assessments and capital planning, environmental review, construction management, architectural design and review, contract administration, field inspection, and energy management.

Executive Office

The Executive Office is lead by the Executive Director and is responsible for casting the vision of the organization and providing oversight of the direction and administration of all NRHA operations and its affiliate organizations. Departments reporting to this office include Government Relations, Human Resources and Information Services, in addition to the three executive officers - Chief Finance Officer, Chief Housing Officer, and Chief Development Officer.

Finance Department

NRHA’s Finance department bears responsibility for monitoring the fiscal integrity of the Authority. The major charge of the department is ensuring asset identification and control, providing sound fiscal guidance, and performing traditional financial operations such as: Accounts Payable (A/P), Accounts Receivable (A/R), payroll etc., and monitoring compliance with financial mandates.


June 2015

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Specific services provided for NRHA programs include disbursement of all NRHA funds, processing and payment of biweekly payroll, draw-down of all government revenue, track and report on status of NRHA reserves and inter-project advances, tenant accounting for resident balances, tracking program notes and A/R, 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, maintain 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 plus other audits.

Government Relations

The Communication and Marketing Department is responsible for every aspect of NRHA's internal and external communications. The department answers requests for information, produces multiple publications as well as managing the intranet and website. They are also responsible for customer relations; special events; marketing NRHA's program and services; public and media relations and monitoring and communicating legislative changes impacting NRHA’s operations.

Human Resources

Human Resources (HR) performs professional, technical, and administrative functions on behalf of the organization in staffing, compensation, benefits, training and development, human resources policy development and enforcement, employment law compliance, employee relations, and other internal administration.

Information Services

The Information Services (IS) department provides a wide range of technology services to the operating divisions of the NRHA to:

1) Ensure that technology assets are fully operational for all users in support of daily business needs,

2) Provide security for The Authority’s data from unauthorized access using industry best practices security measures, and performs daily backups of that data utilizing off-site storage, and

3) Maintain vendor-provided and internally-developed custom applications to serve the business needs of the organization.

The department is organized into the following two main sections.

1) The Technology Systems group maintains all hardware including PCs, servers, telecommunications facilities, infrastructure components including telephones and Multi-function copier devices. The Help Desk is under this group and provides direct customer support via telephone and dispatched technician assistance.


June 2015

Tab 6. Page26

2) The Business Systems group works closely with our vendors to keep that

software “up-to-date” and operational and they provide extensive system and business needs analysis in the development of custom in-house applications to serve the unique needs of our departments. This group provides significant direct support to all areas of management and staff by assisting in application usage, and providing custom reporting as needed.

Administrative Services Department

Administrative Services Department provides a wide array of services to support all Authority operations. The Procurement Services Section 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; physical inventory of assets; administers credit card purchasing program; administers desktop office supply delivery program; provides centralized supply chain management, primarily for Housing Operations; collaborates with Economic Opportunities Office in outreach to Section 3 and MWBE vendors. The Administrative Services Section manages mail services (incoming, distribution, bulk); Central Files (document management, records retention and storage) parking administration; cellular telephones; vehicle pool; service billings and payments; customer service. The Property Management Section manages the 201Granby building and contract administration with 3rd party realtor. The Safety and Risk Management Services provides workers compensation management; procurement and claims management of general liability, property, auto and boiler insurance; employee safety and risk management); conducts/facilitates employee and resident training in risk management and OSHA compliance; loss prevention, control and accident investigations; and coordinates emergency incident response using a team approach.

Public Housing Property Management

The Public Housing Property Management department 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. The Property Management Director develops, coordinates, and oversees operational strategies for assigned communities. In addition, the Property Management assures compliance with HUD public housing rules and regulations, equal housing laws, local ordinances, and American with


June 2015

Tab 6. Page27

Disabilities Act (ADA) laws. The Director of Property Management also provides supervision of activities of assigned managers to ensure effective operation of department.

Rental Properties - 3rd Party Management Oversight (4)

NRHA has several rental properties which it either owns or has ACC compliance oversight responsibility for 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 contractor’s property management; maintain positive relations with contractor; 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 UPCS standards set by HUD; randomly review records to ensure they are maintained properly; monitoring review by HUD and VHDA to ensure corrective action; and contract negotiation.

Resident Services Central PH Coordination

Included in the COCC is the supervision only for the central resident service functions that support the public housing residents. The functions supervised include workforce development, resource development, neighborhood management and youth program coordination.

Resident Services Resource Development

The Resident Resource Development Department performs tasks to establish funding resources to support Client Services programs and services. Tasks include:

researches public housing social service issues and latest trends; recommends resident programs policies, programs, and procedures; develops and coordinates grants; identifies, develops and coordinates resource initiatives; maintains current demographic and statistical data on residents and

applicants; conducts annual evaluation of programs and services; and develops process for establishing a 501C (3) designation for the purposes of

increasing funding opportunities.

Annual Plan Coordination

Included in the COCC budget are the cost associated with is the task to coordinate the development of the draft annual plan, disseminate the draft, conduct meetings with residents, staff and others, and present the plan to interested parties, present to the Board and submit to HUD. Prior to developing the draft, a review of HUD guidelines for changes and or mandates required by HUD must be conducted. After submission, follow up with HUD for approval and provide feedback to staff on the contents of the plan.


June 2015

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Specialized Maintenance Shops

Specialized Maintenance Shops perform services that maintain or improve the physical environment of our housing communities and programs. These services include ground maintenance, electrical work, extermination, painting, plastering, plumbing and heating and other specialized maintenance services. The shops charge fees for services to the housing communities and programs for actual work performed generating income to offset expenses.


June 2015

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June 2015

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FY2016BUDGET

PROPOSAL

WWW.NRHA.US

• BUDGET SUMMARY



• OTHER PROGRAMS

• CENTRAL OFFICE

• GLOSSARYANDACRONYMS

BUDGET GLOSSARY FY2016 PROPOSED BUDGET BOOK

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.

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.

Accounts Payable (A/P) - is the obligation that a business owes to its creditors for buying goods or services. It is the unpaid invoices, bills, or statements for goods or services rendered by outside contractors, vendors or suppliers.

Accounts Receivable (A/R) - Money which is owed to a company by a customer for products or services provided on credit. A specific sale is generally only treated as an account receivable after the customer is sent an invoice.

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.

Acquisition – Costs associated with the actual purchase or other acquisition of land.

Activity – A specific line item capturing the cost of work performed to accomplish a function, project or program for which a governmental unit is responsible.

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”.

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

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).

Amendment – A change to an adopted budget which may increase or decrease a fund total and requires Board of Commissioner approval.

American Dream Down Payment Initiative (ADDI) – Provides down payment, closing cost and rehabilitation assistance in the amount of $10K or 6% of the home’s purchase price to eligible individuals to help increase the homeownership


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rate among minority and lower-income households.

Americans with Disabilities (ADA) – Civil rights protection for individuals with disabilities similar to those provided to individuals on the basis or 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.

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.

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

Audit – Systematic collection of sufficient, competent evidential matter needed to attest to the fairness of the presentation of the Authority’s or service provider financial statements. The audit tests the Authority’s accounting system to determine whether the internal accounting controls are both available and being used.

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.

Balance Budget – Total revenues equal total expenses.

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.

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.

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.

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.

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.

Bond Fees – Funds received to pay down principal debt of a loan.

Broad Creek Village Center - Includes the former site of the Roberts Village public housing community that has been cleared and is awaiting development.

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.”

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 inter-divisional or inter-fund adjustments.

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


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budget by resolution of the Board of Commissioners.

Budget Document – A bound version of approved budget authorizations presented as a comprehensive financial program.

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.

CHDO Support & Administration – Expenditures relating to the Community and Housing Development Organization, a nonprofit housing provider.

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

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.

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.

Capital Fund Program – Provides funding for physical and management improvements to all Public Housing Authorities.

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

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.

Capital Improvement Program Independent (CIP-I) – A short-range plan, usually four to six years, which identifies independent projects, provides a planning schedule and identifies options for financing the plan.

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

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

Central Service Cost Allocation Plan – The documentation identifying, accumulating, and allocating allowable costs of services provided by a governmental unit on a centralized basis to its departments and units. The costs of these services may be allocated or billed to users.

CEO Contingency - Funds activities that support internal and external initiatives that are otherwise ineligible under Federal programs.

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.

COCC Admin - A collective group of business units of the Authority which provide corporate oversight, specialized services, and professional support. COCC Specialized Maintenance - A collective group of specialized trades that perform maintenance services primarily to the public housing communities.

Cost of living Adjustment (COLA) –- An increase in salary for employees intended to adjust for inflation.

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.

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

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.


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Community Development Block Grant Program (CDBG) – A federal program which allocates block grants to local governments to be used to meet housing and community development needs. NRHA applies to the City of Norfolk each year to obtain funding to perform particular projects for the city.

Community Housing 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.

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.

Contingency – An authorized budgetary set aside for emergencies or unforeseen expenditures during the fiscal year.

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.

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.

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

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

Deficit – The excess of expenditures over revenues (cash basis).

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.

Department of Housing and Urban Development (HUD) – The federal agency which administers the bulk of funds for the federal government’s housing and economic development programs.

Depreciation –1.) Expiration in the service life of a capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. 2.) That portion of the cost of a capital asset which is charged as an expense over the expected usable life of the asset.

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

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

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.

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.

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.


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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.

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

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

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).

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 NRHA.

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.

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.

Family Investment Center (FIC) – Located in Calvert Square, it provides the public housing communities with a variety of sources and support such as the Family Resource Center, Youth Center, Elderly Programs and the Early Childhood Education Program. It is a unique

partnership between several public and private agencies.

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 self-sufficiency.

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.

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.

Fiscal Year (FY) – The twelve (12) month period for recording financial transactions. NRHA’s fiscal year begins July 1st and ends June 30th.

Fiscal Year-to-Date (FYTD) – A total of all activity from the first day of the fiscal year (July 1) to the date the information was last updated.

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.

Fund – An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on specific activities or attaining certain objectives.

Fund Balance – The excess of an entity’s or fund’s assets over its liabilities and is therefore also known as surplus funds. A negative fund balance is sometimes known as a deficit.

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.


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General Expense – An expense not directly connected with any single department.

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.

General Operating Expenditures – Expenses incurred for administration, maintenance, establishment of reserves and other costs and charges (including, but not limited to payments in lieu of taxes and operating improvements) which are necessary for the operation of a project.

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).

Goal – The milestone the program or organization aims to achieve.

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.

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

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

Home Investment Partnership Program (HOME) – Funded under Title II of the National Affordable Housing Act of 1990.

Homeownership Opportunity Program – A housing program administered by NRHA that offers low income housing to qualified individuals under a program of ‘rent with option to buy.

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.

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

Housing Choice Voucher – A program administered by public housing agencies in which eligible families are allowed to choose any housing that meets the requirements of the program and the rent is subsidized by the housing authority based on fair market rent.

Housing Choice Voucher (SRO-Single Room Occupancy) - A program which allows the Housing Authority to assist homeless participants in obtaining housing in a single room occupancy facility.

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.

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.


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Infrastructure – Public improvements which support development, including street lights, sewers, flood control facilities, water lines, gas lines, telephone lines, etc.

Interest Expense – The cost of borrowing funds in the current fiscal year.

Interest Income - Income generated from investments.

Internal Control – A process, affected by the management and other personnel of an entity, designed to provide reasonable assurance regarding the achievement of objectives in the following categories: (i) effectiveness and efficiency of operations and programs (ii) reliability of information and financial reporting, and (iii) compliance with applicable laws and regulations.

Internal Service Funds – Internal Service Funds provides a means to account for the financing of goods or services provided by one department to other departments within the Authority on a cost-reimbursement basis.

Inter-project fee for services – A monetary charge billed to one project’s account for a service that has been provided by another project.

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.

Investment – The outlay of money, usually for income or profit.

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.

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.

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.

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.

Low Income Residents – Families (or single persons) whose income does not exceed 80percent of the median income for the area.

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.

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.

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

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.

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.

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.


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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.

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.

Modernization (Public Housing) – The process of upgrading public housing developments when the local housing authority and HUD deem that the physical condition, location, and outmoded management policies in specific developments adversely affect the quality of living of the tenants.

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.

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.

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.

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.

Net Assets – The difference between assets and liabilities.

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

Net Operating Income (NOI) – A company's operating income after operating expenses are deducted, but 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).

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.

Non-expendable – Property which has a continuing use, is not consumed in use, is of a durable nature with an expended 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.

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.

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

Operating Budget – is the portion of the budget which pertains to daily operations. The operation budget appropriates for such expenditures as personal, supplies, utilities, materials, travels and fuel.

Operating Income – The excess of operating revenues over operating expenses.

Operating Receipts – Refers to all rents, revenues, income, and receipts accruing from, out of, or in connection with the ownership or operation of a project or program.

Operating Revenue – Fund revenues that are directly related to the fund’s primary service activities. These revenues consist primarily of user charges for services.


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Operating Subsidy - Subsidy paid by the federal government to a local housing authority to compensate for the limitation on rent of 30% of a tenant's adjusted monthly income; a result of the Housing and Urban Development Act of 1970. The operating subsidy funds-the amount of the deficit between rents and expenses up to the difference between the annual contributions paid the authority by the federal government.

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

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

Other Administration – Expenses for which no specific account is prescribed, such as office supplies, stationary, postage and the like.

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.

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

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.

Other Income - Income resulting from circumstances that do not occur during the normal course of operation.

Other Operating Expenses – Fund expenses that are directly related to the fund’s primary service activities.

Parcel – A lot or tract of land.

Pay-as-you-go – A financial policy by which capital outlays are financed from current revenues rather than through borrowing.

Per Unit Month (PUM) – Average monthly income and/or expense for each unit of housing operated.

Performance Budget – A budget that focuses on activities rather than line items. Workload and unit cost data are collected in order to assess efficiency of services.

Performance Funding System – Formula used to calculate the amount of operation subsidies required by each public hosing authority to operate its public housing units.

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

Position – The aggregate of duties and responsibilities performed by one person. A position may be regular or temporary, occupied or vacant.

Preventive Maintenance - The maintenance action taken, on the basis of regular methodical inspections, to avoid or minimize costly measures at some future time.

Principal Payment on Debt – The annual repayment of the principal portion of long-term debt.

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.

Proceeds from Sale of Property - Amounts received as a result of a sale of fixed assets.

Program Budget – A budget that focuses on choices and information in terms of purpose and related activities rather than the organizational units, or object classes of expenditure.

Program Delivery – See Administration, allocations and fringe benefits. Labor and fringe associated with direct program activities.

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

Program Fund Types – The classification used to account for the Authority’s ongoing in the private sector. All assets, liabilities, equities, revenues,


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expenses and transfers relating to the government’s business act.

Project Area – The area that is designated in the redevelopment plan for redevelopment and revitalization.

Project Units – All dwelling units within a defined project’s area.

Proprietary Fund Types – The classification used to account for the Authority’s ongoing activities that are similar to those often found in the private sector. All assets, liabilities, equities, revenues, expenses and transfers relating to the government’s business activities are accounted for through proprietary funds. The Generally Accepted Accounting Principles used are generally those applicable to similar business in the private sector and the measurement focus is on determination of net income, financial position and changes in financial position.

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

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

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.

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.

Public Housing Management Assessment Program (PHMAP) – Implements section 502 (a) of the National Affordable Housing Act of 1990 (NAHA) and evaluates the performance of public housing agencies (PHAs) in major areas of

management operations. PHMAP provides an objective system of measuring PHA performance using standard criteria for all PHAs.

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

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.

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.

Real Estate Assessment Center (REAC) – is the agency responsible for providing accurate, credible and reliable assessments of HUD’s real estate portfolio.

Redevelopment – Planning, development, re-planning, redesign, clearance, reconstruction, or rehabilitation of all or part of a project area.

Redevelopment Agency – The governing body created to designate redevelopment project areas, supervise and coordinate for a project area and implement the development program.

Redevelopment Plan – Plan for revitalization and redevelopment of land within the project area in order to eliminate blight and the conditions which caused it.

Rehabilitation – To modify an existing structure through improvements that correct any code violations involving health and safety issues.

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.


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Relocation – The effort to assist and facilitate re-housing 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.

Reserve – An account used to indicate that a portion of a Fund’s balance is restricted for a specific purpose.

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..

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.

Residual Receipts – The amount by which operating receipts exceeds allowable operating reserves.

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

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.

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.

Risk Management – An organized attempt to protect a government’s assets against accidental loss in the most economical method.

Section 202 – Section 202 mandates demolition of certain “distressed” developments that cannot be revitalized for less than the cost of vouchers. Under Section 202, demolition is required when the monthly per unit cost to renovate and maintain any contiguous property with more than 300 units and with a vacancy rate in excess of 10 percent exceeds the monthly cost of housing.

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 low-income persons.”

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.

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.

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.

Site Improvements – Activities performed on a site that prepares it for its intended use. For example, site clearance, drainage, grading, sidewalks, landscaping, street and alleys, curbs and gutters, fencing and exterior lighting.

Small and Disadvantaged Business Unit (SADBU) – The office in most government agencies which is responsible for assisting small and disadvantaged businesses with obtaining government contracts.


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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.

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.

Special Revenue Funds – Special Revenue Funds account for resources earmarked for specific purposes by law or contractual provisions. Expenditures include those for low-income housing, administration and capital outlay; in addition, various grants are accounted for in this fund type in accordance with the respective grant provisions.

Statement of Changes in Financial Position – The basic financial statement which presents information on the amount of the sources and uses of an entity’s working capital during an accounting period.

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.

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.

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.

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.

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.

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.

Turn Unit – Refers to the turn over 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.

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

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

Urban Renewal – Accounts for the revenues and expenditures related to projects developed under the Urban renewal Program within certain targeted redevelopment and conservation areas located in the City of Norfolk.

Utilities – Water, electricity, gas and fuel.

VIDA - The Virginia Individual Development Account (VIDA) savings program provides eligible, low-income individuals with a savings match of two dollars to every one dollar saved. The savings can be used to purchase a home, start a business, or finance post-secondary education.

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

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.


June 2015

Tab 7. Page 12

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.

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.

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.


June 2015

Tab 7. Page 13

Acronyms

A AAF Annual Adjustment Factor ACC Annual Contributions Contracts ADA Americans with Disabilities Act ADDI American Dream Down-Payment

Initiative AFG Assistance to Firefighter’s Grant AMI Area Median Income AMP Asset Management Project A/P Accounts Payable A/R Accounts Receivable ARRA American Recovery & Reinvestment Act

B BOC Board of Commissioners C CAP Corrective Action Plan CD Community Development CDBG Community Development Block Grant CDO Chief Development Officer CEO Chief Executive Officer CEP Public Housing Capital Fund Program CFO Chief Financial Officer CFP Capital Fund Program CFR Code of Federal Regulations CGP Comprehensive Grant Program CHDO Community Housing Development Organization CHO Chief Housing Officer CHP Community Housing Program CHRO Chief Housing Reinvention Officer CIP Capital Improvement Program CIP-I Capital Improvement Program –

Independent Projects CIP-N Capital Improvement Program -

Neighborhoods COCC Central Office Cost Centers CSS Community Support Services CY Calendar Year

D DIG Development Incentive Grant DHS Department of Homeland Security

E ED Executive Director EIV Enterprise Income Verification EOV East Ocean View ET Executive Team F FEMA Federal Emergency Management Agency FIC Family Investment Center FICA Federal Insurance Contribution Act FLSA Fair Labor Standards Act FMR Fair Market Rent FP&S Fire Prevention and Safety Grant FSS Family Self-Sufficiency FY Fiscal Year FYTD Fiscal Year-to-Date

G GAAP Generally Accepted Accounting Principles GASB Government Accounting Standards Board GF General Fund H HAP Housing Assistance Payments HCV Housing Choice Voucher HOME Home Investment Partnership Program HR Human Resources HRT Hampton Roads Transit HQS Housing Quality Standards HUD U.S. Department of Housing and Urban Development HVAC Heating, Ventilation & Air Conditioning


June 2015

Tab 7. Page 14

I IREM Institute for Real Estate Management

IT Information Technology

J JARC Job Access and Reverse Commute Program

L LDF Local Development Fund LIHTC Low Income Housing Tax Credit LIPH Low Income Public Housing

M MBE Refers to Minority Business Enterprise MCA Mission College Apartments MFP Money Follows the Person MWBE Minority and Women Business Enterprise MY Multi-Year

N 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

O ODU Old Dominion University

P PFS Performance Funding System PH Public Housing PHA Public Housing Agency PHFSS Public Housing Family Self Sufficiency PHAS Public Housing Assessment System

PILOT Payment In Lieu of Taxes PHMAP Public Housing Management Assessment Program PIC Public & Indian Housing Information Center PILOT Payment in Lieu of Taxes PRIDE Purchase Renovation PUM Per Unit Month

R RAD Rental Assistance Demonstration REAC Real Estate Assessment Center RERA Rehabilitation Reserve Account RFP Request for Purchase ROSS Resident Opportunities and Self Sufficiency

S SADBU Small and Disadvantaged Business

Utilization SEMAP Section Eight (8) Management Assessment Program SPARC Sponsoring Partnerships and Revitalizing Communities SRO Single Room Occupancy

T TBRA Tenant-Based Rental Assistance TDHE Tribally-Designated Housing Entity TOAP Temporary Operation of Acquired Property TOT Total

V VHDA Virginia Housing Development

Authority VMS Voucher Management System VRS Virginia Retirement System

Y YTD Year- To-Date


June 2015

Tab 7. Page 15



June 2015

Tab 7. Page 16

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