fy2016 - norfolk redevelopment & housing authority proposed budget book 2.pdf · tab 6 central...
TRANSCRIPT
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Defining the standard since 1940
FY2016BUDGET
PROPOSAL
• BUDGET SUMMARY
• HOUSING PROGRAMS
• DEVELOPMENT PROGRAMS
• OTHER PROGRAMS
• CENTRAL OFFICE
• GLOSSARY AND ACRONYMS
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FY2016BUDGET
PROPOSALPRODUCED BY THE
BUDGET AND COMPLIANCE DEPARTMENT
AND THE
COMMUNICATION AND GOVERNMENT RELATIONS DEPARTMENT
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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
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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
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NRHA FY2016 Proposed Budget June 2015 i
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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.
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NRHA FY2016 Proposed Budget June 2015 ii
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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
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NRHA FY2016 Proposed Budget June 2015 iii
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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
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NRHA FY2016 Proposed Budget June 2015 iv
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Defining the standard since 1940
TABLE OF CONTENTS
WWW.NRHA.US
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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
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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
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• 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
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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:
NRHA FY2016 Proposed Budget June 2015 Tab 1. Page 2
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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.
NRHA FY2016 Proposed Budget June 2015 Tab 1. Page 3
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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 $2.7 MILLION FROM NRHA DISCRETIONARY AND PROJECT SPECIFIC RESERVE BALANCES TO FUND OTHER PROGRAM ACTIVITIES.
• DEDICATION OF BALANCES REMAINING FROM EMPOWERMENT 2010 LAND SALE PROCEEDS FOR LOW MOD HOUSING PLANNING INITATIVES.
CityGrants
6%
TenantIncome
21%
HUDGrants
68%
OtherIncome2%
Program Reserves
3%
NRHA FY2016 Proposed Budget June 2015 Tab 1. Page 4
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Projected Revenue Total Housing Development OtherFY 2016 ($) 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.
Proposed Resources 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 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)
% Change (FY15 to FY16) -1.64% 5.58% -35.27% -16.78%% of FY2016 Budget 100.00% 87.18% 10.76% 2.06%
Year to Year Revenue Budget Comparison
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NRHA FY2016 Proposed Budget June 2015 Tab 1. Page 5
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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.
NRHA FY2016 Proposed Budget June 2015 Tab 1. Page 6
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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)
% 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%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.
NRHA FY2016 Proposed Budget June 2015 Tab 1. Page 7
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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
NRHA FY2016 Proposed Budget June 2015 Tab 1. Page 8
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Defining the standard since 1940
FY2016BUDGET
PROPOSAL
WWW.NRHA.US
• BUDGETSUMMARY
• HOUSING PROGRAMS
• DEVELOPMENT PROGRAMS
• OTHER PROGRAMS
• CENTRAL OFFICE
• GLOSSARY AND ACRONYMS
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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
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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%
NRHA FY2016 Proposed Budget
June 2015
Tab 2. Page2
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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%
Proposed Resources FY2016
‐
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
NRHA FY2016 Proposed Budget
June 2015
Tab 2. Page3
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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
NRHA FY2016 Proposed Budget
June 2015
Tab 2. Page4
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NRHA FY2016 Proposed Budget
June 2015
Tab 2. Page5
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FY05 Actual FY06 Actual FY09 Actual FY10 Actual FY11 Actual FY12 Actual FY13 Actual
FY2014 Approved Budget
FY2015 Approved Budget
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
NRHA FY2016 Proposed Budget
June 2015
Tab 2. Page6
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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
NRHA FY2016 Proposed Budget
June 2015
Tab 2. Page7
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NRHA FY2016 Proposed Budget
June 2015
Tab 2. Page8
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Defining the standard since 1940
FY2016BUDGET
PROPOSAL
WWW.NRHA.US
• BUDGET SUMMARY
• HOUSINGPROGRAMS
• DEVELOPMENT PROGRAMS
• OTHER PROGRAMS
• CENTRAL OFFICE
• GLOSSARY AND ACRONYMS
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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.
NRHA FY2016 Proposed Budget
June 2015
Tab 3. Page1
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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
NRHA FY2016 Proposed Budget
June 2015
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June 2015
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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
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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BROADCREEK RENAISSANCE
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
NRHA FY2016 Proposed Budget
June 2015
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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) - - - - - - -
BROADCREEK RENAISSANCE
NRHA FY2016 Proposed Budget
June 2015
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June 2015
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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.
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June 2015
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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
Administrative and Program Delivery:
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
Surplus (Deficit) From Operations $ - - - -
Appropriation for other program $ - - - -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves:
Actual Admin Reserves June 30, 2014 $ - - - -
Projected Admin Reserves June 30, 2015 $ - - - -
Projected Admin Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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June 2015
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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)
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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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
Interest Income - - - -
Other Revenue (External Source) - - - -
Total Revenue $ - - - 571,283
Expenditures
Administrative and Program Delivery:
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 - - - -
Equipment (Non Expendable/Hardware) - - - -
Other - - - -
Capital Expenditures - - - -
Total Program/Operating Expenses $ - - - 285,007
Surplus (Deficit) From Operations $ - - - 286,276
Appropriation for other program $ - - - -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves:
Actual Reserves June 30, 2014 $ - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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FEDERALLY AIDED HOUSING (Non-Tax Credit Projects)
FEDERALLY AIDED HOUSING FY14 Actual
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
Administrative and Program Delivery:
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
Other Administration 434,097 253,031 193,367 384,839
Other (Interproject Fee for Services) 230,500 217,205 218,756 241,099
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
Total Admin & Program Delivery Exp.
$ 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
Total Program/Operating Expenses
$ 24,786,673 21,782,140 21,292,056 21,923,815
Surplus (Deficit) From Operations $ - - - -
Depreciation (Not Included in Totals) $ - - -
Provision For Reserves:
Actual Reserves June 30, 2014 $ 4,406,075 - -
Projected Reserves June 30, 2015 $ 4,523,747 -
Projected Reserves June 30, 2016 $ - 4,523,747
NRHA FY2016 Proposed Budget
June 2015
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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
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June 2015
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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
NRHA FY2016 Proposed Budget
June 2015
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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
NRHA FY2016 Proposed Budget
June 2015
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June 2015
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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
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.
NRHA FY2016 Proposed Budget
June 2015
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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
Other Revenue (External Source) - - - -
Total Revenue $ 585,268 592,316 584,472 602,341
Expenditures
Administrative and Program Delivery:
Labor:
Administration $ 50,645 58,698 58,472 61,046
Resident Services - - - -
Maintenance 33,698 37,278 65,019 38,770
Program - - - -
Total Labor $ 84,343 95,976 123,491 99,816
Other Administration 18,893 71,014 10,550 84,305
Other (Interproject Fee for Services) - 11,239 10,937 8,000
Employee Benefits 36,207 45,681 61,602 47,107
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
Appropriation for other program $ - - - -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves:
Actual Reserves June 30, 2014 $ 93,368 - - -
Projected Reserves June 30, 2015 $ - 209,135 -
Projected Reserves June 30, 2016 $ - - 293,066
NRHA FY2016 Proposed Budget
June 2015
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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
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.
NRHA FY2016 Proposed Budget
June 2015
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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
Other Revenue (External Source) 80,070 80,286 80,000 80,168
Total Revenue $ 2,272,743 2,250,479 2,280,281 2,224,757
Expenditures
Administrative and Program Delivery:
Labor:
Administration $ 98,162 107,194 93,509 103,140
Resident Services 42,470 42,871 42,144 43,413
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
Other (Interproject Fee for Services) 5,621 10,628 16,215 18,161
Employee Benefits 129,291 148,827 152,045 157,730
Management Fees 158,746 158,747 158,746 158,760
Total Admin & Program Delivery Exp. $ 646,515 739,185 695,188 779,736
Program Expenses:
Resident Services $ 8,330 13,856 8,558 18,940
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
Protective Services 43,348 46,129 39,218 75,033
General Expense 189,380 113,564 164,789 113,690
Capital Expenditures 30,857 123,553 44,208 79,381
Total Program/Operating Expenses $ 1,976,957 2,121,181 2,278,321 2,180,460
Surplus (Deficit) From Operations $ 295,786 129,298 1,960 44,297
Appropriation for other program $ - - - -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves:
Actual Reserves June 30, 2014 $ 80,783 - - -
Projected Reserves June 30, 2015 $ - 82,743 -
Projected Reserves June 30, 2016 $ - - 127,040
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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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 - -
Other Revenue (External Source) 113,247 6,215 53,062 6,127
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
Administrative and Program Delivery:
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
Other Administration 235,407 135,611 125,621 200,570
Other (Interproject Fee for Services) 130,107 138,293 80,821 133,188
Employee Benefits 351,988 382,525 384,843 360,357
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 - - - -
Interest Expense - - - -
Equipment (Non-Expendable/Hardware) - - - -
Capital Expenditures - - - -
Total Program/Operating Expenses $ 25,812,957 26,407,566 26,423,213 27,559,705
Surplus (Deficit) From Operations $ - - - -
Depreciation (Not Included in Totals) $ - - -
Provision For Reserves:
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 (Tot) June 30, 2015 $ - - - -
Projected Reserves (HAP) June 30, 2016 $ - - - -
Projected Reserves (ADM) June 30, 2016 - - - -
Projected Reserves (Tot) June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
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June 2015
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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
Interest Income - - - -
Other Revenue (External Source) - - - -
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
Administrative and Program Delivery:
Labor:
Administration $ 33,776 43,636 42,347 50,424
Resident Services - - - -
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 -
Employee Benefits 9,618 11,676 10,939 13,426
Management Fee 13,377 14,040 14,040 14,040
Total Admin & Program Delivery Exp. $ 61,814 69,352 69,051 78,071
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 - - -
Total Program/Operating Expenses $ 351,332 369,352 358,447 378,071
Surplus(Deficit) From Operations $ - - 15,163 -
Depreciation (Not Included in Totals) $ - - -
Provision For Reserves:
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 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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June 2015
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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
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
Tab 3. Page31
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HOUSING OPPORTUNITY PROGRAM
FEDERALLY AIDED HOUSING FY14 Actual
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
Administrative and Program Delivery:
Labor:
Administration
$ 355 56,410 56,412 58,666
Resident Services - - - -
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
Management Fees - - - -
Total Admin & Program Delivery Exp.
$ 599 79,687 135,542 80,164
Program Expenses:
Resident Services
$ - - 7,012 59,124
Housing Assistance Payments - - - -
NRHA Homebuyer Assistance - - - -
General Expense - - - -
Interest Expense - - - -
Homebuyers Assistance Program 36,879 66,184 - -
Equipment (Non Expendable/Hardware) - - - -
Transfers to Other Projects 29,500 29,500 29,500 43,545
Capital Expenditures - - - -
Total Program/Operating Expenses
$ 66,978 175,371 172,054 182,833
Surplus (Deficit) From Operations $ - - - -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves:
Actual Reserves June 30, 2014 $ 1,277,235 - - -
Projected Reserves June 30, 2015 $ 1,105,181 -
Projected Reserves June 30, 2016 $ - 922,348
NRHA FY2016 Proposed Budget
June 2015
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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.
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June 2015
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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
Administrative and Program Delivery:
Labor:
Administration $ -
Resident Services 599,015 95,593 346,398 252,617
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) - -
Employee Benefits 167,906 33,017 106,361 61,545
Management Fees (Interproject) - - - -
Total Admin & Program Delivery Exp. $ 804,157 129,384 463,014 341,143
Program Expenses:
Resident Services $ 178,745 9,109 88,000 90,745
Utilities - - - -
Maintenance - - -
Specialized Maintenance - - - -
Protective Services - - - -
Equipment (Non Expendable/Hardware) - - - -
Transfers to Other Projects - - - -
Interproject Repayments or Advances - - - -
Other - - - -
Capital Expenditures 55,479 55,479 55,479 -
Total Program/Operating Expenses $ 1,038,381 193,972 606,493 431,888
Surplus (Deficit) From Operations $ - - - -
Provision For Reserves:
Actual Reserves June 30, 2014 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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MERRIMACK LANDING
FEDERALLY AIDED HOUSING FY14 Actual
FY15 Approved Budget
FY15 Projected
Actual
FY16 Approved Budget
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 $ - - - -
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ - - - -
Other Administration 488,307 1,250,103 466,051 446,861
Other (Interproject Fee for Services) - - - -
Employee Benefits 83,104 93,930 91,932 103,492
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
Specialized Maintenance - - - -
Protective Services 51,988 52,800 48,389 79,200
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 - - -
Equipment (Non Expendable/Hardware) - - - -
Transfers to Other Projects * 1,411,415 - 1,220,428 -
Interproject Repayments or Advances - - - -
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
NRHA FY2016 Proposed Budget
June 2015
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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.
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June 2015
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OAKMONT NORTH
FEDERALLY AIDED HOUSING FY14 Actual
FY15 Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ - - - -
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ - - - -
Other Administration 588,813 758,697 814,892 774,052
Other (Interproject Fee for Services) - - - -
Employee Benefits - - - -
Management Fees 100,524 125,000 108,901 130,120
Total Admin & Program Delivery Exp. $ 689,337 883,697 923,793 904,172
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
Protective Services 51,936 39,600 42,719 39,600
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
Client (New Loans) - - - -
Principal Payment on Debt 240,000 240,000 240,000 255,000
Equipment (Non Expendable/Hardware) - - - -
Transfers to Other Projects * 334,135 - 248,315 -
Other - - - -
Capital Expenditures 30,695 200,305 121,134 339,805
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
NRHA FY2016 Proposed Budget
June 2015
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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.
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June 2015
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PARK TERRACE
FEDERALLY AIDED HOUSING FY14 Actual
FY15 Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ - - - -
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ - - - -
Other Administration 148,321 162,352 119,630 176,339
Other (Interproject Fee for Services) - - - -
Employee Benefits - - - -
Management Fees 8,430 14,000 7,988 14,431
Total Admin & Program Delivery Exp. $ 156,751 176,352 127,618 190,770
Program Expenses:Utilities $ 95,599 98,764 62,115 101,514
Maintenance 212,568 165,195 286,611 75,905
Protective Services 15,720 16,800 1,965 16,800
Housing Assistance Payments - - - -
NRHA Homebuyer Assistance - - - -
General Expense 57,435 95,840 2,804 52,740
Interest Expense 38,020 28,498 26,495 22,712
Bond Fees - - - -
Client (New Loans) - - - -
Principal Payment on Debt - 121,042 121,038 126,827
Equipment (Non Expendable/Hardware) - - - -
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 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
* Restricted Operating reserves held by VHDA will be requested to cover the funding gap
NRHA FY2016 Proposed Budget
June 2015
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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
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June 2015
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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.
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June 2015
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PUBLIC HOUSING-HCVFAMILY SELF SUFFICIENCY ROSS GRANT (FSS)
FY14 Actual FY15
Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
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 $ - - - -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves: Actual Reserves June 30, 2014 $ - - - - Projected Reserves June 30, 2015 $ - - - - Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
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June 2015
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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 - - - -
Interest Income - - - -
Appropriations from other Program - - - -
Appropriation of Reserves - - - -
Total Revenue $ 738,000 595 288,734 294,463
Expenditures
Administrative and Program Delivery:
Labor:
Administration $ - - - -
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
Management Fees - - - -
Total Admin & Program Delivery Exp. $ 720,000 595 288,734 294,463
Program Expenses:
Resident Services $ 18,000 - - -
Utilities - - - -
Maintenance - - - -
Specialized Maintenance - - - -
Protective Services - - - -
General Expense - - - -
Equipment (Non Expendable/Hardware) - - - -
Capital Expenditures - - - -
Total Program/Operating Expenses $ 738,000 595 288,734 294,463
Surplus (Deficit) From Operations $ - - - -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves:
Actual Reserves June 30, 2014 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
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June 2015
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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
NRHA FY2016 Proposed Budget
June 2015
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June 2015
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NRHA FY2016 Proposed Budget
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Defining the standard since 1940
FY2016BUDGET
PROPOSAL
WWW.NRHA.US
• BUDGET SUMMARY
• HOUSING PROGRAMS
• DEVELOPMENTPROGRAMS
• OTHER PROGRAMS
• CENTRAL OFFICE
• GLOSSARY AND ACRONYMS
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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
NRHA FY2016 Proposed Budget
June 2015
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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.
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June 2015
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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 $1,978,342 in private funding
NRHA FY2016 Proposed Budget
June 2015
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Development ProgramsProposed Revenues and Expenditures
Proposed Revenues Fiscal Year 2016 %
City of Norfolk General Fund 2,707,626$ 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%
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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%
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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)$
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Project Area CDBG
FY15 Approved Budget
FY16 Proposed Budget
FY15 Approved Budget
FY16 Proposed Budget
FY15 Approved Budget
FY16 Proposed Budget
FY15 Approved Budget
FY16 Proposed Budget
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
NRHA FY2016 Proposed Budget
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Project Area FY15
Approved Budget
FY16 Proposed Budget
FY15 Approved Budget
FY16 Proposed Budget
FY15 Approved Budget
FY16 Proposed 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
NRHA FY2016 Proposed Budget
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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.
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Capital Improvement Program
FEDERALLY AIDED HOUSING FY14 Actual
FY15 Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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
Resident Services - - - -
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) - - - -
Provision For Reserves:
Actual Reserves June 30, 2014 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
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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)
NRHA FY2016 Proposed Budget
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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.
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Community Development Block Grant
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 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
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ 299,283 466,385 450,422 114,406
Other Administration 9,600 19,991 - -
Employee Benefits 102,255 171,843 178,358 41,421
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 - - - -
Capital Expenditures - - - -
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 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
Note: $65,882 Included In HomeNet's Program Budget
NRHA FY2016 Proposed Budget
June 2015
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NRHA FY2016 Proposed Budget
June 2015
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Project Area Acquisition Demolition Disposition Rehabilitation Rehabilitation RLF
Site Improvement
Program Mgmt/ Admin.
Total FY16
Broad CreekNeighborhood Plan Initiatives - - - - - - - - Central Brambleton - - - - - - - - South Brambleton - - - - - - - - Moton Circle Redevelopment - - - - - - - - Douglas Park - - - - - - - - Chesterfield Heights - - - 160,000 - - - 160,000 Ballentine Place - - - 80,000 - - - 80,000 Haynes Tract - - - Total Broad Creek -$ -$ -$ 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)
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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CDBG Disposition ProgramFEDERALLY AIDED HOUSING
FY14 Actual
FY15 Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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 - - - -
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor - - - -
Other Administration - - - -
Employee Benefits - - - -
Management Fee - - - -
Total Admin & Program Delivery Exp. $ - - - -
Program Expenses:Acquisition - - - -
Relocation - - - -
Demolition - - - -
Site Improvements - - - -
Disposition - - - -
Rehabilitation - - - -
NRHA Homebuyer Assistance - - - -
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 $ - - - -
Provision For Reserves: Actual Reserves June 30, 2014 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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East Beach InitiativesFEDERALLY AIDED HOUSING
FY14 Actual FY15
Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ 12,764 19,822 10,061 19,725
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ 12,764 19,822 10,061 19,725
Other Administration 2,934 850 - -
Employee Benefits 4,463 7,303 4,569 7,142
Management Fee 9,965 17,025 8,169 18,133
Total Admin & Program Delivery Exp. $ 30,125 45,000 22,799 45,000
Program Expenses:Acquisition $ 103,123 250,000 206,010 -
Demolition - - - -
Planning - - - -
Disposition 15,007 20,000 11,824 35,000 Rehabilitation - - - -
General Expense - - - -
Interest Expense - - - -
Bond Fees - - - -
Land Sale Proceeds to the City of Norfolk - 181,877 300,000 300,000 Principal Payment on Debt - - - -
Operating Transfer Out - - - -
Capital Expenditures - - - -
Total Program/Operating Expenses $ 148,255 496,877 540,633 380,000 Surplus (Deficit) From Operations $ 101,077 (130,377) (384,035) 189,675
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves:Actual Reserves June 30, 2014 $ 454,365 - - -
Projected Reserves June 30, 2015 $ - - 70,330 -
Projected Reserves June 30, 2016 $ - - - 260,005
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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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
Administrative and Program Delivery:Labor:
Administration $ 374,100 440,484 433,834 438,335
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ 374,100 440,484 433,834 438,335
Other Administration 2,590 18,882 300 -
Employee Benefits 130,182 162,299 212,681 158,702
Management Fee 493,128 378,335 353,185 402,963
Total Admin & Program Delivery Exp. $ 1,000,000 1,000,000 1,000,000 1,000,000
Program Expenses:Acquisition $ - - -
Demolition - - - -
Site Improvements - - - -
Disposition - - - -
Rehabilitation - - - -
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 $ - - - -
Provision For Reserves: Actual Reserves June 30, 2014 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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HOME Investment PartnershipFEDERALLY AIDED HOUSING
FY14 Actual FY15
Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ 46,286 69,163 17,144 71,790
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ 46,286 69,163 17,144 71,790
Other Administration 5,063 2,964 1,492 1,000
Employee Benefits 16,362 25,484 3,937 25,992
Management Fee 33,802 59,405 7,169 65,997
Total Admin & Program Delivery Exp. $ 101,513 157,016 29,742 164,779
Program Expenses:Acquisition $ - - - -
Site Improvements - - - -
Disposition - - - -
Rehabilitation - - - -
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 $ - - - -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves: Actual Reserves June 30, 2014 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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HomeNetFEDERALLY AIDED HOUSING
FY14 Actual
FY15 Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ 107,223 49,644 62,367 52,047
Resident Services - - - -
Maintenance - - - -
Program - - -
Total Labor $ 107,223 49,644 62,367 52,047
Other Administration 14,713 2,128 5,564 15,689
Employee Benefits 25,643 18,292 16,741 18,844
Management Fee 62,066 42,640 48,250 47,847
Total Admin & Program Delivery Exp. $ 209,645 112,704 132,922 134,427
Program Expenses:Acquisition $ - - - -
Relocation - - - -
Demolition - - - - Site Improvements - - - -
Disposition - - - - Rehabilitation - - - -
Total Program/Operating Expenses $ 209,645 112,704 132,922 134,427 Surplus (Deficit) From Operations $ - - - -
Depreciation (Not Included in Totals) $ - - -
Provision For Reserves: Actual Reserves June 30, 2014 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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John T. West School Site DevelopmentFEDERALLY AIDED HOUSING
FY14 Actual
FY15 Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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
ExpendituresAdministrative and Program Delivery:Labor:
Administration $ - - - -
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ - - - -
Other Administration - - - -
Employee Benefits - - - -
Management Fee - - - -
Total Admin & Program Delivery Exp. $ - - - -
Program Expenses:Acquisition $ - - - -
Relocation - - - -
Demolition - - - -
Site Improvements - - - -
Disposition - - - - Rehabilitation - - - -
Utilities - - - -
Maintenance - - - -
Specialized Maintenance - - - -
Planning - 140,000 - 140,000
Total Program/Operating Expenses $ - 140,000 - 140,000 Surplus (Deficit) From Operations $ - - - -
Provision For Reserves: Actual Reserves June 30, 2014 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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Local Development FundFEDERALLY AIDED HOUSING
FY14 Actual
FY15 Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ 58,459 91,289 71,051 312,863
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor 58,459 91,289 71,051 312,863
Other Administration $ 35,878 3,913 28,808 21,984
Employee Benefits 21,778 33,636 24,496 113,274
Management Fee 42,100 78,408 41,828 287,616
Total Admin & Program Delivery Exp. $ 158,215 207,246 166,183 735,737
Program Expenses:Acquisition $ - - - -
Relocation - - - -
Demolition - - - -
Site Improvements - - - -
Disposition 21,945 75,000 20,434 21,000
General Expense 220,616 - - -
Interest Expense - - - -
Bond Fees - - - -
Other - - - -
Total Program/Operating Expenses $ 400,776 282,246 186,617 756,737
Surplus (Deficit) From Operations $ 1,840 - 86,224 -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves:
Actual Reserves June 30, 2014 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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Low Mod Housing Planning InitiativeFEDERALLY AIDED HOUSING
FY14 Actual
FY15 Approved Budget
FY15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ - 89,710 86,005 97,777
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ - 89,710 86,005 97,777
Other Administration - - - -
Employee Benefits - 38,792 33,770 35,400
Management Fee - - - -
Total Admin & Program Delivery Exp. $ - 128,502 119,775 133,177
Program Expenses:Acquisition $ - - - -
Relocation - - - -
Demolition - - - - Site Improvements - - - -
Equipment (Non Expendable/Hardware) - - - -
Interproject Repayments or Advances - - - - Other - - - -
Total Program/Operating Expenses $ - 128,502 119,775 133,177
Surplus(Deficit) From Operations $ - - - -
Appropriation for other program $ - - - -
Provision For Reserves:
Actual Reserves June 30, 2014 $ 301,975 - - -
Projected Reserves June 30, 2015 $ - - 182,200 -
Projected Reserves June 30, 2016 $ - - - 49,023
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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Rehabilitation Reserve Account
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 - - - - 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
ExpendituresAdministrative and Program Delivery:Labor:
Administration $ - - - -
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ - - - -
Other Administration - - - -
Employee Benefits - - - -
Management Fee - - - -
Total Admin & Program Delivery Exp. $ - - - - Program Expenses:Acquisition $ - - - -
Relocation - - - -
Demolition - - - -
Site Improvements - - - -
Disposition - - - - Rehabilitation - - - -
General Expense 4,494 27,500 18,373 27,500
Interest Expense - - - -
Capital Expenditures - - - -
Total Program/Operating Expenses $ 4,494 27,500 18,373 27,500 Surplus (Deficit) From Operations $ - - - -
Appropriation for other program $ - - - - Provision For Reserves:Actual Reserves June 30, 2014 $ 309,839 - - -
Projected Reserves June 30, 2015 $ - - 291,466 -
Projected Reserves June 30, 2016* $ - - - 263,966
* Fund to be transferred to Local Development Fund for Administrative Shortfall
NRHA FY2016 Proposed Budget
June 2015
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June 2015
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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)
NRHA FY2016 Proposed Budget
June 2015
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June 2015
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Defining the standard since 1940
FY2016BUDGET
PROPOSAL
WWW.NRHA.US
• BUDGET SUMMARY
• HOUSING PROGRAMS
• DEVELOPMENT PROGRAMS
• OTHERPROGRAMS
• CENTRAL OFFICE
• GLOSSARY AND ACRONYMS
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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%
NRHA FY2016 Proposed Budget
June 2015
Tab 5. Page1
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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
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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3rd Party Managment Project
FY14 Actual FY15
Approved Budget
6/30/15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
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
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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BROADCREEK HOPEVI CLOSEOUT
FEDERALLY AIDED HOUSING FY14 Actual
FY15 Approved Budget
FY 15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ - - - -
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ - - - -
Other Administration - 75,000 75000
Other (Interproject Fee for Services) - - - -
Employee Benefits - - - -
Management Fees - - - -
Total Admin & Program Delivery Exp. $ - 75,000 - 75,000
Program Expenses:General Expense $ - - - -
Interest Expense - - - -
Equipment (Non Expendable/Hardware) - - - -
Transfers to Other Projects - - - -
Interproject Repayments or Advances - - - -
Other - - - -
Capital Expenditures - - - -
Total Program/Operating Expenses $ - 75,000 - 75,000 Surplus (Deficit) From Operations $ - - 12,591 -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves:Actual Reserves June 30, 2014 $ 145,590 - - -
Projected Reserves June 30, 2015 $ - 158,181 -
Projected Reserves June 30, 2016 $ - - 83,181
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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BROAD CREEK VILLAGE CENTER
FY14 Actual FY15
Approved Budget
FY 15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ - - - - Resident Services - - - - Maintenance - - - - Program - - - -
Total Labor $ - - - - Other Administration - - - - Other (Interproject Fee for Services) - - - - Employee Benefits - - - - Management Fees (Interproject) - - - -
Total Admin & Program Delivery Exp. $ - - - -
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 - - - -
Total Program/Operating Expenses $ 31,663 37,800 41,803 50,000 Surplus (Deficit) From Operations $ - - - -
Provision For Reserves:Actual Reserves June 30, 2014 $ - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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Central Office Cost Center
FEDERALLY AIDED HOUSING FY14 Actual
FY15 Approved Budget
6/30/15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
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 - - - -
Total Admin & Program Delivery Exp. $ 5,130,281 5,552,598 5,286,040 5,593,027
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 -
Depreciation (Not Included in Totals) $ - - - -
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
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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COCC-SPECIALIZED MAINTENANCE
FY14 Actual FY15
Approved Budget
6/30/15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
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
Total Admin & Program Delivery Exp. $ 3,842,366 4,370,720 3,956,934 4,201,780
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
NRHA FY2016 Proposed Budget
June 2015
Tab 5. Page12
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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.
NRHA FY2016 Proposed Budget
June 2015
Tab 5. Page13
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CORE BUSINESS
FY14 Actual FY15
Approved Budget
FY 15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
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 - - - -
Total Program/Operating Expenses $ 368,456 492,864 392,257 465,615 Surplus (Deficit) From Operations $ - - - -
Provision For Reserves: Actual Reserves June 30, 2014 $ - - - - Projected Reserves June 30, 2015 $ - - - - Projected Reserves June 30, 2016 $ - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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EXECUTIVE DIRECTOR CONTINGENCY FUND
FEDERALLY AIDED HOUSING FY14 Actual
FY15 Approved Budget
FY 15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ - - -
Resident Services - - - -
Maintenance - - - -
Program - - - -
Total Labor $ - - - -
Other Administration 379,006 191,550 96,291 209,600
Other (Interproject Fee for Services) - - -
Employee Benefits 54,564 - 1,805 -
Management Fees - - - -
Total Admin & Program Delivery Exp. $ 433,570 191,550 98,096 209,600
Program Expenses:General Expense $ - - - -
Interest Expense - - - -
Equipment (Non Expendable/Hardware) - - - -
Transfers to Other Projects - - - -
Interproject Repayments or Advances - - - -
Other - - - -
Capital Expenditures - - - -
Total Program/Operating Expenses $ 433,570 191,550 98,096 209,600 Surplus (Deficit) From Operations $ - - (7,800) -
Depreciation (Not Included in Totals) $ - - - -
Provision For Reserves:Actual Reserves June 30, 2014 $ - - - -
Projected Reserves June 30, 2015 $ - - - -
Projected Reserves June 30, 2016 $ - - (7,800) -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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COMMUNICATIONS AND GOVERNMENT RELATIONS
FY14 Actual FY15
Approved Budget
FY 15 Projected
Actual
FY16 Proposed Budget
Revenue: Net Tenant Rental Revenue $ - - - - Tenant Revenue - Other - - - - HUD PHA Grants - - - - Developer Fees - - - - Interest Income - - - - Proceeds from Notes, Loans and Bonds - - - - Other Fees for Service (External Source) - 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
Administrative and Program Delivery:Labor:
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) - - - -
Total Admin & Program Delivery Exp. $ 401,697 425,733 391,729 450,867 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 $ 401,697 425,733 391,729 450,867 Surplus (Deficit) From Operations $ - - - -
Provision For Reserves: Actual Reserves June 30, 2014 $ - - - - Projected Reserves June 30, 2015 $ - - - - Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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HAMPTON ROADS VENTURES
FY14 Actual FY15
Approved Budget
FY 15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ 22,110 15,822 13,536 12,000 Resident Services - - - - Maintenance - - - - Program - - - -
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
Total Admin & Program Delivery Exp. $ 79,031 63,432 54,994 55,105 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 $ 79,031 63,432 54,994 55,105 Surplus (Deficit) From Operations $ - - - -
Provision For Reserves: Actual Reserves June 30, 2014 $ - - - - Projected Reserves June 30, 2015 $ - - - - Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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PROJECT DEVELOPMENT FINANCING
FY14 Actual FY15
Approved Budget
FY 15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
Administration $ 183,184 182,811 181,535 190,124 Resident Services - - - - Maintenance - - - - Program - - - -
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 - - - -
Rehabilitation - - - -
General Expense - - - Interest Expense - - - Bond Fees - - - Client (New Loans) - - - Principal Payment on Debt - - - Equipment (Non Expendable/Hardware) - - - - Transfers to Other Projects - - - - Interproject Repayments or Advances - 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
NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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TAX CREDIT RESIDENTIAL SERVICES
FY14 Actual FY15
Approved Budget
6/30/15 Projected
Actual
FY16 Proposed Budget
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
Administrative and Program Delivery:Labor:
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 - - - -
Total Program/Operating Expenses $ 201,522 318,012 251,000 298,685 Surplus (Deficit) From Operations $ - - - -
Provision For Reserves: Actual Reserves June 30, 2014 $ - - - - Projected Reserves June 30, 2015 $ - - - - Projected Reserves June 30, 2016 $ - - - -
NRHA FY2016 Proposed Budget
June 2015
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NRHA FY2016 Proposed Budget
June 2015
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Defining the standard since 1940
FY2016BUDGET
PROPOSAL
WWW.NRHA.US
• BUDGET SUMMARY
• HOUSING PROGRAMS
• DEVELOPMENT PROGRAMS
• OTHER PROGRAMS
• CENTRALOFFICE
• GLOSSARY AND ACRONYMS
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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
NRHA FY2016 Proposed Budget
June 2015
Tab 6. Page1
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Management fees (internal projects) groups amounts tendered to cover services that may not be directly identifiable with the programs benefited i.e. executive office 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
NRHA FY2016 Proposed Budget
June 2015
Tab 6. Page2
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$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 $8.6 million (58 percent) for FY2015. Fees tendered for the above services are included in the appropriate expenditure line items of the Housing, Develop-ment or Other program budgets i.e. management fee, administrative cost, maintenance expense. As such, you will not see a “total COCC expenditure” in the summary of the Authority wide budget. Within the COCC functions, the fees earned from the programs are recorded as revenue in the COCC and then used to fund the operations of the COCC functions.
The 124 COCC head count represents 44% of The Authority’s RFT head count. A net change of zero represents an increase of one position in the Administrative Office for a Risk Management Specialist and a reduction in Specialized Maintenance Carpentry Shop.
2015 2016 Chg.COCC Departments
45 49 410 10 057 56 -112 12 0
124 127 3Total Resources:
Headcount
Executive and Administrative Office TotalHousing Division OversightSpecialized MaintenanceCapital Fund and Energy Management
NRHA FY2016 Proposed Budget
June 2015
Tab 6. Page3
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C O C C P r o g r a m s P r o j e c t e d R e v e n u e a n d Ex p e n d i t u r e s
Proposed Revenue Fiscal Year 2016Amount %
Central Office Cost Center
City Grant 89,945$ 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$
NRHA FY2016 Proposed Budget
June 2015
Tab 6. Page4
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NRHA FY2016 Proposed Budget
June 2015
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NRHA FY2016 Proposed Budget
June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
Tab 6. Page7
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Key C
FY 20
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NRHA FY2016 Proposed Budget
June 2015
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Comm FY20
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NRHA FY2016 Proposed Budget
June 2015
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Key C
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NRHA FY2016 Proposed Budget
June 2015
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Key
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NRHA FY2016 Proposed Budget
June 2015
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Chall
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NRHA FY2016 Proposed Budget
June 2015
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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
NRHA FY2016 Proposed Budget
June 2015
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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
NRHA FY2016 Proposed Budget
June 2015
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PAGE INTENTIONALLY LEFT BLANK
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June 2015
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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
NRHA FY2016 Proposed Budget
June 2015
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Central Office Cost Center
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
NRHA FY2016 Proposed Budget
June 2015
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Central Office Cost Center
Line Item Descriptions
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
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June 2015
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Central Office Cost Center
Line Item Descriptions
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
NRHA FY2016 Proposed Budget
June 2015
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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
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June 2015
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June 2015
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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
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June 2015
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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.
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June 2015
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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
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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.
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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.
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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
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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.
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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.
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Defining the standard since 1940
FY2016BUDGET
PROPOSAL
WWW.NRHA.US
• BUDGET SUMMARY
• HOUSING PROGRAMS
• DEVELOPMENT PROGRAMS
• OTHER PROGRAMS
• CENTRAL OFFICE
• GLOSSARYANDACRONYMS
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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.
NRHA FY2016 Proposed Budget
June 2015
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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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June 2015
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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.
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June 2015
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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.
NRHA FY2016 Proposed Budget
June 2015
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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
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June 2015
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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
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June 2015
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June 2015
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