FY2022 Approved Budget Book by NRHA

FY2022 APPROVED BUDGET FY2023-2024 PLANNED BUDGETS

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

www.nrha.us

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

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MESSAGE FROM THE

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

As we begin moving out of the COVID-19 pandemic and returning to regular operational status, I am pleased to present an approved capital and operating spending plan for FY2022. In response to the coronavirus pandemic, NRHA was required to institute a number of operational changes. However, during that challenging time, my first concern was and continues to be for our residents who are among those who have been hit the hardest by COVID-19. While we closed our offices to the public and required a majority of staff to work remotely, we continued to provide the programs, services and support that are so critical for our residents. During the next several months, we anticipate reopening our headquarters offices, rental offices, tenant management council offices, family investment centers and common areas in our communities. As well, our Property Managers, Case Managers and Client Services staff are very much looking forward to once again engaging face-to-face with our residents. It’s important to note that, while implementing procedures to keep our staff safe, NRHA transitioned from normal operations to mission critical in the space of one week. This could not have happened without our employees’ willingness and commitment to always do what needs to be done to serve NRHA’s residents. It takes remarkable people working together as a powerful team to accomplish the impossible.

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

RON JACKSON EXECUTIVE DIRECTOR

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

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

AUTHORITY GOALS Quality Housing Opportunities for All NRHA is committed to providing a continuum of housing options for households of all incomes seeking housing.

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

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

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

AUTHORITY VALUES CUSTOMER SERVICE

ACCOUNTABILITY

INNOVATION NRHA FY2022 Approved Budget

EXCELLENCE

TEAMWORK i

June 2021

BOARD OF COMMISSIONERS

Don Musacchio

Alphonso Albert

Chairman

Vice Chairman

Joe Dillard, Jr.

Rose Arrington

Richard Gresham

Ken Benassi

Suzanne Puryear

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

EXECUTIVE DIRECTOR

Ronald Jackson

NRHA FY2022 Approved Budget

Executive Director ii

June 2021

EXECUTIVE LEADERSHIP TEAM

Photo unavailable

Richard Archer

Human Resources Director

Virginia Mack

Chief Administrative Officer

Clayton Odom

Design & Construction Management Director

Donna Mills

Chief Housing Officer

Scott Pontz

Finance Director

NRHA FY2022 Approved Budget

Michael Clark

Carl Cuerpo

Development Operations Director

Information Technology Director

Jennifer Moore

Steve Morales

Neighborhood Projects Director

Communications and Government Relations Director

Lysandra Shaw

Yilla Smith

Neighborhood Projects Director

Client Services Director

iii

Terri Giuliana

Structured Finance Director

Kathy Mosley

Administrative Services Director

Pamela Jones-Watford Housing Choice Voucher Director

Rick O'Neal

Facilities Management Director

Kim Thomas

Housing Programs Director

June 2021

ORGANIZATIONAL CHART Board of Commissioners

Executive Office

Administrative Operations

Development Operations

Housing Operations

Administrative Services

Design & Construction Management

Client Services

Communications & Government Relations

Budget & Compliance

Real Estate Services

Compliance Services

Human Resources

Finance

Rehabilitation Services

Facilities Management

Information Technology

Housing Choice Voucher Program

Neighborhood Projects*

Structured Finance Services

Housing Programs

Property Management

Security Programs *Funded by Development Operations NRHA FY2022 Approved Budget

June 2021

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FY2022 APPROVED BUDGET FY2023-2024 PLANNED BUDGETS

TABLE OF CONTENTS

FY2022 APPROVED BUDGET FY2023-2024 PLANNED BUDGETS

TABLE OF CONTENTS Message from the Executive Director Authority Mission & Vision, Goals and Values………………………………… i Board of Commissioners and Executive Director………………………………. ii Executive Leadership Team………………………………………………………. iii Organizational Chart……………………………………………………………… iv Table of Contents…………………………………………………………………...................... READER’S GUIDE & OVERVIEW Reader’s Guide……………………………………………………………………... Operating Budget Program and Fund Summaries............................................... Budget Overview……………………………………………………....................... Resource Trends and Percentages………………………………………………... Expenditure Trends and Percentages.....................................................................

4 5 6 6-7 8

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

13 14 15 16 18 19 20 21

HOUSING PROGRAMS Housing Overview Summary…………………………………………………...... Housing Revenue and Expenditures…………………………………………...... Broad Creek Renaissance………………………………………………………..... Federally Aided Housing…………………………………………………………. Federally Aided Safe Harbor Fees……………………………………………….. RAD/Project Based Voucher (PBV) Communities……………………………… RAD/PBV Safe Harbor Fees……………………………………………………….

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

Cottage Bridge……………………………………………………………………… Diggs Town Phase I………………………………………………………………... Franklin Arms……………………………………………………………………… Grandy Village Revitalization…………………………………………………..... Grandy Village V…………………………………………………………………... Grandy Village VI………………………………………………………………...... North Wellington…………………………………………………………………... Housing Choice Voucher (HCV)…………………………………………………. Housing Choice Voucher (HCV) – Single Room Occupancy (SRO)………….. Housing Choice Voucher (HCV) Safe Harbor Fees…………………………...... State Rental Assistance Program (SRAP)………………………………………... Resident Services………………………………………………………………....... Out of School Youth Program.................................................................................. ROSS Family Self-Sufficiency Grant……………………………………………... ROSS Service Coordinator Grant………………………………………………… Residential Options, Inc. …………………………………………………………. DEVELOPMENT PROGRAMS Development Overview…………………………………………………………... Development Revenue and Expenditures………………………………………. Acquire, Renovate, Sell Program………………………………………………… Capital Fund Program…………………………………………………………...... Capital Improvement Program…………………………………………………... Choice Neighborhood Implementation Grant (CNI)…………………………... COVID-19 Housing Choice Relief Program…………………………………….. Development Administration…………………………………………………….. East Beach………………………………………………………………………....... General Fund……………………………………………………………………….. Home Investment Partnership Program (HOME)…………………………........ HomeNet Homeownership Center………………………………………………. Privately Managed Properties: Merrimack Landing Operations……………………………………….................. Oakmont North Operations……………………………………………………… Park Terrace Operations…………………………………………………………. Privately Managed Properties Safe Harbor Fees……………………………...... Rehabilitation Reserve Account (RERA)………………………………………… Available Revenue………………………………………………………………….

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

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

OTHER PROGRAMS Other Programs Overview Summary……………………………………………. Other Programs Revenue and Expenditures……………………………………. NRHA Rent Project ……………………………………………………………….. 555 East Main Street Operations…………………………………………………. Broad Creek Village Center……………………………………………………..... Central Office Cost Center (COCC) Specialized Maintenance………………... Communications and Government Relations…………………………………... Core Business Service……………………………………………………………… Disposition Support……………………………………………………………….. Executive Director Contingency Fund…………………………………………... Project Development Financing………………………………………………….. CENTRAL OFFICE Central Office Cost Center (COCC) Overview………………………………….. COCC Challenges, Accomplishments and Goals: Administrative Services………………………………………………………...... Budget and Compliance………………………………………………………….. Communications and Government Relations……………………………………. Finance…………………………………………………………………………… Human Resources………………………………………………………………... Information Technology…………………………………………………….......... COCC Revenue and Expenditures……………………………………………..... COCC Detail……………………………………………………………………….. Detail of COCC Specialized Maintenance……..………………………………...

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

156-162 163-165 166-167 168-169 170-171 172-173 174-175 176 177-185 186

COMPONENT UNITS Component Units Summary……………………………………………………… Hampton Road Ventures, LLC…………………………………………………… Mission College Apartments, LP…………………………………………………

191 192-193 194-195

GLOSSARY AND ACRONYMS Glossary……………………………………………………………………………... Acronyms…………………………………....………………………………………

199-216 217-219

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READER'S GUIDE & OVERVIEW

NRHA FY2022 Approved Budget

June 2021

NRHA FY2022 Approved Budget

June 2021

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NRHA FY2022 Approved Budget

June 2021

FY2022 READER’S GUIDE Each year the Norfolk Redevelopment and Housing Authority (NRHA) must submit a proposed budget to the Board of Commissioners (BOC). The budget represents the annual spending plan for all of the programs administered by NRHA. The approved annual budget is published once the proposed budget is approved by the BOC. The Reader’s Guide is a tool to help the reader navigate the annual budget book. This year’s budget includes: • • •

Financial summary tables and narrative overviews related to operations; Programs, financial policies and procedures; and Staff and non-staff expenditures detail.

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

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

NRHA FY2022 Approved Budget

June 2021

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

FY20 Actual

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

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

READER’S GUIDE & OVERVIEW

OTHER PROGRAMS

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

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

BUDGET SUMMARY

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

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

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

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

NRHA FY2022 Approved Budget

CENTRAL OFFICE

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

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

June 2021

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

THE DEVELOPMENT of the FY2022 Budget was

an agency-wide effort and included input from the executive team, directors, managers and program staff. During the process, historical funding and expenditure patterns were analyzed along with seasonality and grant awards. The FY2022 Budget includes FY2020 actuals, as displayed on audited Financial Statements ending June 30, 2020, FY2021 Projected Actuals based on February Financial Statements and input from program staff.

FY2022 RESOURCE TRENDS & PERCENTAGES TOTAL FY2022 APPROVED BUDGET

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

NRHA FY2022 Approved Budget

June 2021

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

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

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

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

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

HUD GRANTS - HUD funding has decreased as a result of reduced planned spending in the Capital Fund Program. CITY GRANTS – The City of Norfolk’s FY2022 Approved Budget continued funding for neighborhood revitalization efforts, including development and disposition support. TENANT REVENUE – Tenant revenue remains relatively stable. OTHER INCOME - This income is derived from bond fees, developer fees, proceeds from land sales, non-rental income and loans. The largest change in this project is from an increase in the budet of the Acquire, Renovate and Sell program PROGRAM RESERVES - Decreased as a result of not needing to advance funding for the CNI program. THE CHART BELOW SHOWS A BUDGET COMPARISON OF FY2021 VS. FY2022 RESOURCES BY DIVISION. Projected Revenue FY2022 RESOURCE TRENDS & PERCENTAGES FY2021 $ CHANGE % CHANGE

Total

Housing

Development

Other

111,859,854 $

72,165,354

32,201,620 $

6,492,880

$ $

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

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

$ $

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

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

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

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

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

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

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

NRHA FY2022 Approved Budget

June 2021

FY2022 EXPENDITURE TRENDS & PERCENTAGES

NRHA CONTINUES the practice of conservative and prudent fiscal planning in the face of a challenging economic climate. Expenditures include labor, employee benefits, operational costs, program costs, capital and direct costs, other administrative costs and general operating expenditures. THE CHART BELOW REPRESENTS AN EXPENDITURE COMPARISON FROM FY2021 TO FY2022 BY DIVISION. Projected Expenditure FY2022 FY2021 $ CHANGE % CHANGE

Total $ $ $

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

Housing

Development

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

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

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

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

NRHA FY2022 Approved Budget

June 2021

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NRHA FY2022 Approved Budget

June 2021

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NRHA FY2022 Approved Budget

June 2021

BUDGET SUMMARY

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE COMPONENT UNITS GLOSSARY AND ACRONYMS

NRHA FY2022 Approved Budget

June 2021

NRHA FY2022 Approved Budget

June 2021

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

Description

Percentage of Authority Total

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

Resources Total

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

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

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

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

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

Expenditures Total

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

NRHA FY2022 Approved Budget

June 2021

FY2022 APPROVED EXPENDITURES $111,859,854 Description

Total

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

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

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

General Expenses 2,563,653 2.29%

Housing

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

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

Capital & Multiyear Programs 21,397,007 19.13%

Development

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

Other

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

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

Program Costs 38,618,242 34.52%

Operation Costs 27,491,066 24.58%

NRHA FY2022 Approved Budget

June 2021

FY2022 APPROVED RESOURCES $111,859,854 Total

Development

Housing

Other

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

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

556,051 12,146,629 779,981 140,734 1,128,135

38,562,528 13,731,998 1,104,546 328,472 226,055 -

Total City Grants

68,705,129

14,751,530

53,953,599

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

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

Total Tenant Income

8,613,817

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

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

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

6,957,085 6,994,065 549,407 401,927 164,808 -

500,700 1,595,530 1,733,827 -

Total Other Income

27,129,366

8,232,017

15,067,292

3,830,057

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

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

282,554 1,013,102 301,600

11,003 888,611 317,769 384,398

100,000

Total Appropriations from Program Reserves

3,299,037

1,597,256

1,601,781

100,000

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

7,000 -

23,249 271,117 1,248,316 -

145,680 500,000 800,000 1,117,143

4,112,505 111,859,854

7,000 33,201,620

1,542,682 72,165,354

2,562,823 6,492,880

NRHA FY2022 Approved Budget

Appropriations/ Program Reserves 4,112,505 4%

Tenant Income 27,129,366 24%

HUD Grants 68,705,129 61%

City Grants 8,613,817 8%

Approved Resources FY2022

Budget Comparison - FY2021 vs. FY2022 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000

20,000,000

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

Total Use of All Reserves NRHA Total Resources

Other Income 3,299,037 3%

10,000,000 -

FY 22 Budget

FY 21 Budget

111,804,022

(55,832)

June 2021

FY2022 APPROVED REVENUE COMPARISON Approved FY2018

Approved FY2019

Approved FY2020

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

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

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

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

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

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

Approved FY2021

Approved FY2022

Annual $ Change

Annual % Change

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

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

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

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

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

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

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

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

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

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

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

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

6,957,085 6,994,066 549,407 4,500,451 582,866 5,647,127 164,808 1,733,558 27,129,368

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

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

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

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

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

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

11,003 53,495 690,686 197,925 1,242,161 100,000 1,003,765 3,299,035

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

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

Appropriations from Program Reserves Totals: $

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

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

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

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

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

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

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

NRHA Total Resources $

132,461,972

112,062,640

121,381,266

128,445,217

111,859,854

(16,585,363)

-13%

HUD Grants

Housing Choice Voucher $ Housing Choice Voucher SRO Federally Aided Housing Choice Neighborhood Initiative Grandy Revitalization Franklin Arms PBV - RAD Broad Creek Renaissance (TCB) Park Terrace COVID-HCRFP Capital Grants Capital Fund Grant for Operations ROSS Service Coordinator Grant Job Access Freedom Grant Job Access HCV Section 5310 Grant-DPRT (formerly New Freedom) Jobs Plus Community Development Block Grant Public Housing & HCV FSS ROSS HomeNet Home HUD Grants Totals: $ City Grants

General Fund Capital Improvement Program Other City Grants

City Grants Totals: $ Tenant Income

Federally Aided Housing Grandy Revitalization Franklin Arms PBV - RAD Cottage Bridge Oakmont North Park Terrace Marriott Rent Merrimack Landing Residential Options Inc. (ROI) 555 East Main Street Other

Tenant Income Totals: $ Other Income

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

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

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

NRHA FY2022 Approved Budget

June 2021

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NRHA FY2022 Approved Budget

June 2021

FY2022 SUMMARY RESERVES AND EARNINGS UTILIZATION

Description

Privately Managed Earnings

Privately Managed Reserves

Federally Aided Reserves

*Available to Distribute @ 6/30/21

$ 2,754,020

$ 4,054,437

$ 2,414,027

Federally Aided

Grandy V

Admin Equipment & Data Procesing

Grandy Revite

8,255

(42,953) $

Rehab Financing

145,680

Granby Sales Proceeds

13,958

1,398,568

Working Fund $

Total

800,000

$ 11,545,992

1,248,316

- $

1,248,316

264,596

- $

264,596

40,657

- $

40,657

271,117

- $

271,117

96,674

- $

96,674

23,249

- $

23,249

255,593

- $

255,593

30,000

- $

30,000

RERA

7,000

- $

7,000

Housing Opportunity (HomeNet)

- $

60,000

- $

60,000

COCC Specialized Maintenance

1,117,143

- $

1,117,143

555 E.Main Street Improvements

500,000

- $

500,000

73,090

- $

73,090

Project Development Financing

419,448

800,000 $

1,219,448

Core Business Services

678,952

145,680

- $

824,632

Government Relations

426,592

- $

426,592

ED Contingency Fund

408,418

- $

408,418

HCV Administration HCV SRO Grandy Village Revitalization Residential Options Inc. (ROI) Grandy V Diggs & Grandy Construction Services Disposition Support

Broad Creek Village Center

NRHA Rent Project

Total Utilization

$ 2,754,020

$ 1,117,143

$ 1,248,316

Balance Remaining

$ 2,937,294

$ 1,165,711

23,249

(14,994) $

271,117

145,680

7,000

500,000

800,000

6,866,525

(314,070) $

6,958

898,568

4,679,467

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

NRHA FY2022 Approved Budget

June 2021

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

Reserve Account Federally Aided Housing

Grandy Revitalization Grandy V

Approved Use FY2022

Projected Cash 06/30/2024

1,248,316

1,016,157

44,655

104,899

(70,801)

271,117

308,062

369,415

(1,019,395)

(2,817)

23,249

26,574

30,346

(82,986)

1,350,793

444,416

(997,482)

2,340,409

1,542,682

Administrative Equipment Fund/Data Processing

145,680

612,540

Merrimack Landing

1,283,866

619,931

555 E Main St (Balance of Grandy Sales Proceeds)

1,398,568

468,677

Oakmont North Apartments

2,770,571

619,931

655,346

13,958

7,000

6,958

Rehabiliation Emergency Reserve Account

Planned Use FY2024

2,414,027

Subtotal Project Specific Reserves

Central Office Cost Center (Admin)

Planned Use FY2023

655,346 -

612,540

8,589 -

929,891

1,470,415

24,879

Subtotal Discretionary Reserves

6,225,183

1,861,219

1,317,650

1,479,004

1,567,310

Total

8,565,592

3,403,901

2,668,443

1,923,420

569,828

NRHA FY2022 Approved Budget

June 2021

FY2022 EMPLOYEE BENEFIT AND SALARY HISTORY FY2017 Approved Budget

Description

FY2018 Approved Budget

FY2019 Approved Budget*

FY2020 Approved Budget**

FY2021 Approved Budget

FY2022 Approved Budget

Change

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

2,062,450 1,215,308 192,690 1,794,444 195,463 185,019 3,450 5,648,824

2,128,609 1,288,381 201,622 1,878,693 204,524 196,144 3,500 5,901,473

2,179,119 1,288,023 206,081 1,909,366 209,047 137,928 24,086 5,953,650

2,316,736 1,313,317 203,641 1,914,848 206,572 140,637 6,095,751

2,206,110 1,236,298 193,931 1,549,716 193,828 132,389 5,512,272

2,494,544 1,145,997 195,204 1,569,621 195,059 129,858 5,730,283

(288,434) 90,301 (1,273) (19,905) (1,231) 2,531 -218,011

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

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

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

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

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

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

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

3,028,356

3,893,603

3,016,469

3,055,317

2,817,282

2,815,809

1,473

245,588 11,392 304,627 139,189 $ 15,012,882

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

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

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

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

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

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

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

Full Time Staffing Counts Development Housing Administration Total Full Time Labor

FY2017

37 206 54 297

FY2018

FY2019

37 212 55 304

36 212 54 302

FY2020

35 216 54 305

FY2021

34 176 48 258

FY2022

33 191 50 274

Change (1) 15 2

*FY2019 Labor figures have been restated. **Beginning in FY2020, uniforms are no longer budgeted as a fringe benefit. NRHA FY2022 Approved Budget

June 2021

NRHA Staffing Dashboard 260

Total Employees

As of May 17, 2021

Workforce Distributions By Race and Gender

By Employee Status

By Division Housing Operations

70.0%

Administative Operations

Development Operations

182 32

12.3%

11.5%

Executive Office

Regular Full Time

94.6%

Regular Part Time

5.0%

Seasonal

0.4%

246

13 1

6.2%

By Age

By Length of Service (LOS) in Years

Black Females

41.9%

Black Males

31.9%

White Males

13.1%

109 83 34

White Females

8.8%

Other Males

2.3%

Other Females

1.9%

94 86 57 44

0 <=19

20 - 29

30 - 39

40 - 49

50 - 59

60 - 64

Average Employee Age: 50.91

NRHA FY2022 Approved Budget

>=65

<=4

5-9

10 - 14

15 - 19

20 - 24

25 - 29

>=30

Average Employee LOS in Years: 12.3

June 2021

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NRHA FY2022 Approved Budget

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

June 2021

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NRHA FY2022 Approved Budget

June 2021

HOUSING PROGRAMS

BUDGET SUMMARY

HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE COMPONENT UNITS GLOSSARY AND ACRONYMS

NRHA FY2022 Approved Budget

June 2021

NRHA FY2022 Approved Budget

June 2021

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NRHA FY2022 Approved Budget

June 2021

SUMMARY

FY2022 HOUSING OVERVIEW

FY2022 HOUSING DIVISION Housing Division revenue and expenditures total $72,165,354 and are derived from HUD operating subsidies, grants, tenant income and other income. The operational shortfall of almost $1.25 million projected in FY2022 for the Federally Aided Program is recommended to be funded from Federally Aided program reserve. The Housing Choice Voucher Administration shortfall of $305,253 is recommended to be funded from privately managed reserves. In FY2022, NRHA’s expenditure projections will fluctuate as NRHA continues to convert properties to the Rental Assistance Demonstration (RAD) program, as additional grant funding is awarded and as funding changes are considered in federally aided programs. At the same time, NRHA’s focus will be on efforts to manage and maintain 3,221 assisted rental units as well as an average of 3,854 Housing Choice Vouchers for participants in multiple programs. Capital Funds, under the umbrella of the Design and Construction Management Department, continues to provide funding for necessary capital improvements to the aging stock and infrastructure of public housing properties. NRHA must constantly replace roofing, heating systems, windows, doors, flooring, and other items in the federally assisted public housing communities.

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

NRHA FY2022 Approved Budget

June 2021

FY2021 ACCOMPLISHMENTS  NRHA has been successful in obtaining

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

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

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

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

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

 NRHA coordinated specialized maintenance

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

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

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

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

FY2022-2024 MAJOR GOALS  Increase the availability of decent, safe and affordable housing by: • Applying for rental and special-purpose vouchers as made available by HUD. • Seek out privately-owned available rental units for lease in low poverty areas throughout the City of Norfolk to include on NRHA’s Unit Availability List for lease by voucher holders.

•

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

• • • •

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

•

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

•

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

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

NRHA FY2022 Approved Budget

June 2021

FY2022-2024 MAJOR GOALS (continued)  Improve the overall quality of the Housing Choice Voucher Program by: • Obtain high performer status for the Section Eight Management Assessment Program (SEMAP). SEMAP measures the performance in 14 key areas of public housing agencies that administer the Housing Choice Voucher program.

•

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

•

Obtaining high performer status for the Housing Choice Voucher program.

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

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

 Improve community quality of life and economic vitality by: • • •

Promoting family and individual self-sufficiency and asset development. Developing community engagement initiatives for public housing communities to promote safety through prevention, intervention and enforcement. Increase crime prevention efforts for public housing communities through collaborative initiatives between NRHA, Norfolk Police Department, and Norfolk Public Schools.

•

Participating in resident workgroups to empower communities and reduce violence.

•

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

•

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

•

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

•

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

•

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

NRHA FY2022 Approved Budget

June 2021

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NRHA FY2022 Approved Budget

June 2021

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

FY2022 Revenue & Expenditures

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

FY2022 Budget Gap

FY2022 Shortfall Source Funding

Amount $

(1,248,316) Federally Aided Reserves 54,583 619,583 111,861 (271,117) Grandy Revitilization Reserves (23,249) Grandy Village V Reserves (264,596) Oakmont/Merrimack Earnings (40,657) Oakmont/Merrimack Earnings - *Revenue excludes $106,382 roll forward (96,674) Oakmont/Merrimack Earnings $ (1,158,582)

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

NRHA FY2022 Approved Budget

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

FY2023 Budget Gap

FY2023 Shortfall Source Funding

Amount $

(1,016,157) 53,795 605,569 111,473 (308,062) (26,574) (258,292) (41,797) (73,368) $ (953,413)

Federally Aided Reserves

Grandy Revitilization Reserves Grandy Village V Reserves

Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings

Oakmont/Merrimack Earnings

June 2021

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

FY2024 Revenue & Expenditures

NRHA FY2022 Approved Budget

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

FY2024 Budget Gap

FY2024 Shortfall Source Funding

Amount $

(44,655) 51,564 588,495 110,381 (369,415) (30,346) (307,490) (42,763) (75,109) (119,338)

Federally Aided Reserves

Grandy Revitilization Reserves Grandy Village V Reserves

Oakmont/Merrimack Earnings Oakmont/Merrimack Earnings

Oakmont/Merrimack Earnings

June 2021

BROAD CREEK RENAISSANCE OVERVIEW

FUNDING METHODOLOGY

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

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

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

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

NRHA FY2022 Approved Budget

June 2021

BROAD CREEK RENAISSANCE FY20 Actual

FY21 Approved Budget

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

Total Revenue

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

1,001,063 1,001,063

1,028,648 1,028,648

948,574 80,212 1,028,786

1,104,546 1,104,546

1,121,114 1,121,114

1,137,931 1,137,931

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 General Expense

896,869

1,028,648

1,028,786

1,104,546

1,121,114

1,137,931

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

896,869 104,194

1,028,648 -

1,028,786 -

1,104,546 -

1,121,114 -

1,137,931 -

NRHA FY2022 Approved Budget

$ $

June 2021

BROAD CREEK RENAISSANCE

Transaction Type

Line Item Description

Bowling Green II

Bowling Green Ill

Bowling Green IV

Marshall Manor II

Marshall Manor Ill

Marshall Manor IV

Broad Creek Grand Total V Moton 50

FY2022 APPROVED DETAIL Resources

HUD PHA Grants Tenant Revenue - Other Operating Transfers In

126,178 126,178

146,015 146,015

147,756 147,756

224,016 224,016

189,280 189,280

134,464 134,464

136,837 136,837

1,104,546 1,104,546

General Expense Other

126,178 126,178

146,015 146,015

147,756 147,756

224,016 224,016

189,280 189,280

134,464 134,464

136,837 136,837

1,104,546 1,104,546

Resources Total Expenditures Expenditure Total Net Surplus/(Deficit)

FY2023 PLANNED DETAIL Resources

HUD PHA Grants Tenant Revenue - Other Operating Transfers In

128,071 128,071

148,205 148,205

149,972 149,972

227,376 227,376

192,119 192,119

136,481 136,481

138,890 138,890

1,121,114 1,121,114

General Expense Other

128,071 128,071

148,205 148,205

149,972 149,972

227,376 227,376

192,119 192,119

136,481 136,481

138,890 138,890

1,121,114 1,121,114

Resources Total Expenditures Expenditure Total Net Surplus/(Deficit)

FY2024 PLANNED DETAIL Resources

HUD PHA Grants Tenant Revenue - Other Operating Transfers In

129,992 129,992

150,428 150,428

152,222 152,222

230,787 230,787

195,001 195,001

138,528 138,528

140,973 140,973

1,137,931 1,137,931

General Expense Other

129,992 129,992

150,428 150,428

152,222 152,222

230,787 230,787

195,001 195,001

138,528 138,528

140,973 140,973

1,137,931 1,137,931

Resources Total Expenditures Expenditure Total Net Surplus/(Deficit)

NRHA FY2022 Approved Budget

June 2021

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NRHA FY2022 Approved Budget

June 2021

FEDERALLY AIDED HOUSING OVERVIEW

FUNDING METHODOLOGY

The Public and Indian Housing program provides and operates cost-effective, decent, safe and affordable dwellings for lower income families through an authorized local Public Housing Agency. Public Housing comes in all sizes and types, from multifamily apartments to scattered single-family houses and mid-rise apartments for elderly families. Norfolk Redevelopment and Housing Authority administers 2,466 low-income public housing units

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

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

NRHA FY2022 Approved Budget

June 2021

FEDERALLY AIDED HOUSING (Non-Tax Credit Projects)

FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

15,069,951 7,094,659

12,624,338 6,434,661

13,500,578 6,435,016

13,731,998 6,696,406

13,337,542 6,268,310

12,805,524 5,985,256

328,269

443,325

48,786

206,050

210,523

213,682

1,049 74,514 -

1,058 8,620 -

264 72,907 -

1,037 54,629 -

793 55,501 -

804 56,334 -

22,568,442

19,512,002

20,057,551

20,690,120

19,872,669

19,061,600

Revenue: Housing Assistance Payments Net Tenant Rental Revenue

Tenant Revenue - Other Interest Revenue Other Revenue (External Source) Earnings from Other Program Appropriations from Other Programs Appropriation of Federally Aided Reserves Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administrative

990,707

809,653

896,689

1,120,088

1,052,842

938,286

Maintenance

1,266,859

1,373,314

1,368,519

1,422,136

1,295,993

1,164,236

Program Tenant Services Total Labor Employee Benefits

213,630 2,471,196 1,003,308

709,324 2,892,291 1,139,832

292,291 2,557,499 1,032,736

313,568 2,855,792 1,218,381

300,121 2,648,956 1,143,787

271,767 2,374,289 1,054,710

2,255,094 619,383

2,359,466 357,046

2,221,513 576,861

2,682,103 479,708

2,634,922 534,135

2,091,148 470,282

6,348,981

6,748,635

6,388,609

7,235,984

6,961,800

5,990,429

168,158

500,059

500,611

532,955

306,415

286,270

667,356 595,956

674,449

597,593

603,049

591,351

583,509

Management Fees Other Administrative Total Admin & Program Delivery Exp.

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

NRHA FY2022 Approved Budget

$ $

472

258

2,867

263

268

230

3,681,493

4,682,571

4,133,517

4,362,619

4,136,655

4,016,983

837,817 104,590 8,261,159 21,938,436 (1,248,316)

942,451 104,214 7,845,672 20,888,826 (1,016,157)

961,102 96,202 7,171,530 19,106,255 (44,655)

820,112 186,135 8,551,252 21,019,915 1,548,527

627,527 166,110 7,510,272 20,909,881 (1,397,879)

520,827 108,520 7,805,007 20,057,551 -

June 2021

FEDERALLY AIDED HOUSING SUMMARY BY COMMUNITY Non-Tax Credit Community

Revenue: Bobbitt Midrise Calvert Square Diggs Town FSS Scattered Sits Grandy Village Hunter Square Midrise Oakleaf Forest Partrea Midrise Sykes Midrise Tidewater Gardens Young Terrace Total Revenue: Expenditures: Bobbitt Midrise Calvert Square Diggs Town FSS Scattered Sits Grandy Village Hunter Square Midrise Oakleaf Forest Partrea Midrise Sykes Midrise Tidewater Gardens Young Terrace Total Expenditures: Surplus/Deficit: Bobbitt Midrise Calvert Square Diggs Town FSS Scattered Sits Grandy Village Hunter Square Midrise Oakleaf Forest Partrea Midrise Sykes Midrise Tidewater Gardens Young Terrace Net Surplus/Deficit*:

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

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

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

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

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

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

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

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

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

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

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

NRHA FY2022 Approved Budget

June 2021

FEDERALLY AIDED HOUSING COMMUNITIES

FY2022 SUMMARY DETAIL Transaction Type Resources

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

Resources Total Expenditures

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

Bobbitt

Calvert Square

Diggs Town

FSS Scattered Sites

Grandy Village

Hunter Square

Oakleaf Forest

Partrea

Sykes

Tidewater Gardens

Young Terrace

Total Federally Aided

232,169 335,256 127 36 567,588

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

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

24,883 79,713 406 6 105,008

79,385 79,385

348,871 304,983 101 39 653,994

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

366,544 404,969 101 49 771,663

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

(160,531)

(183,541)

(25,368)

55,503

(167,758)

(149,828)

(257,596)

256,353

(197,001)

(132,312)

(286,237)

(1,248,316)

FY2023 SUMMARY DETAIL Transaction Type Resources

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

Resources Total Expenditures

NRHA FY2022 Approved Budget

Bobbitt

Calvert Square

Diggs Town

FSS Scattered Sites

Grandy Village

Hunter Square

Oakleaf Forest

Partrea

Sykes

Tidewater Gardens

Young Terrace

Total Federally Aided

243,777 352,019 134 38 595,968

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

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

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

354,104 309,558 103 39 663,804

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

372,042 411,044 103 49 783,238

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

(120,454)

(185,580)

(23,576)

(25,328)

(170,433)

(148,993)

(218,207)

497,960

(219,627)

(131,015)

(270,904)

(1,016,157)

June 2021

FEDERALLY AIDED HOUSING COMMUNITIES FY2024 SUMMARY DETAIL Transaction Type Resources

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

Resources Total Expenditures

NRHA FY2022 Approved Budget

Bobbitt

Calvert Square

Diggs Town

FSS Scattered Sites

Grandy Village

Hunter Square

Oakleaf Forest

Partrea

Sykes

Tidewater Gardens

Young Terrace

Total Federally Aided

247,434 357,300 135 38 604,907

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

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

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

359,416 314,201 104 40 673,761

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

377,623 417,209 105 50 794,987

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

2,535,127 2,535,127

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

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

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

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

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

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

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

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

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

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

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

424,416 83,418 78,365 341,244 927,443

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

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

(131,158)

(197,998)

(23,597)

(24,240)

(176,206)

(161,070)

(226,617)

1,607,684

(274,019)

(139,727)

(297,707)

(44,655)

June 2021

FY2022 Safe Harbor Fee Schedule - Federally Aided Projects Public Housing

Management Fee * $75.63 97%

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

Project Number

# of Units

002 006 010 011 012 018 019 020 021 024

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

Bookeeping Fee $7.50 97%

Asset Management Fee $10.00 NA

Total Fees

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

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

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

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

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

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

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

Project Number

# of Units

002 006 008 010 011 012 018 019 020 021 024

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

Bookeeping Fee $7.50 97%

Asset Management Fee $10.00 NA

Total Fees

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

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

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

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

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

NRHA FY2022 Approved Budget

June 2021

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

Project Number

# of Units

002 006 008 010 011 012 018 019 020 021 024

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

Bookeeping Fee $7.50 97%

Asset Management Fee $10.00 NA

Total Fees

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

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

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

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

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

NRHA FY2022 Approved Budget

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

June 2021

RAD / PROJECT BASED VOUCHER COMMUNITIES OVERVIEW

FUNDING METHODOLOGY

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

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

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

 Asset management and ongoing maintenance.

Cottage Bridge and Grandy VI are PBV communities without RAD.

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

NRHA FY2022 Approved Budget

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

 Develop and implement community standards to improve curb appeal.

June 2021

RAD/PROJECT BASED VOUCHER SUMMARY BY COMMUNITY FY22 Approved Budget

Community

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

NRHA FY2022 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

603,999 2,653,327 1,030,732 2,841,931 147,577 1,119,555 260,203 8,657,324

613,059 2,706,302 1,046,193 2,884,560 149,791 1,137,034 264,106 8,801,045

622,255 2,760,398 1,061,886 2,927,828 152,037 1,153,500 268,068 8,945,972

549,416 2,033,654 918,871 3,113,048 170,826 1,119,555 260,203 8,165,573

559,264 2,100,733 934,720 3,192,622 176,365 1,137,034 264,106 8,364,844

570,691 2,172,903 951,505 3,297,243 182,383 1,153,500 268,068 8,596,293

54,583 619,673 111,861 (271,117) (23,249) 491,751

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

51,564 587,495 110,381 (369,415) (30,346) 349,679

June 2021

FY2022 Safe Harbor Fee Schedule - RAD/PBV Projects Management Fee * $75.63 97%

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

Project Number

# of Units

022 025 084 092 093 110

25 100 275 16 70 226 712

Bookeeping Fee $7.50 97%

Asset Management Fee $10.00 NA

Total Fees

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

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

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

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

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

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

Project Number

# of Units

022 025 084 092 093 110

25 100 275 16 70 226 712

Bookeeping Fee $7.50 97%

Asset Management Fee $10.00 NA

Total Fees

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

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

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

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

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

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

Project Number

# of Units

022 025 084 092 093 110

25 100 275 16 70 226 712

Bookeeping Fee $7.50 97%

Asset Management Fee $10.00 NA

Total Fees

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

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

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

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

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

NRHA FY2022 Approved Budget

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

June 2021

COTTAGE BRIDGE OVERVIEW

FUNDING METHODOLOGY

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

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

The facility includes office and administration areas as well as a community room. All units are designed to meet Americans with Disability Act accessibility standards for residents with disabilities and are Type A wheelchair accessible.

Previously an underutilized infill development, Cottage Bridge is a gorgeous apartment complex providing affordable housing to disabled residents in the City of Norfolk.

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

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

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

NRHA FY2022 Approved Budget

June 2021

COTTAGE BRIDGE FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other

Other Revenue Appropriation of (this project) Reserves Total Revenue Expenditures Administrative and Program Delivery: Labor:

Administration Resident Services Maintenance Program Total Labor

Other Administration Employee Benefits Management Fees Total Admin & Program Delivery Exp. Program Expenses: Resident Services Utilities

$ $

Maintenance Protective Services General Expense Interest Expense Principal Payment on Debt Equipment (Non Expendable/Hardware) Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

567,809 2,401

592,927 2,137

576,583 2,029

601,821 2,169

610,848 2,202

620,011 2,235

171

570,215

27,361 622,434

578,787

603,999

613,059

622,255

26,309 12,401 38,709

18,458 941 9,834 29,233

13,740 26,352 40,093

30,272 9,645 39,917

30,877 9,838 40,715

31,495 10,035 41,530

11,014

47,242

20,113

23,750

24,355

24,960

13,766 44,866 108,355

12,579 35,576 124,630

9,258 32,206 101,669

13,650 36,109 113,426

14,243 36,831 116,144

14,872 37,568 118,930

1,977 92,958

4,437 92,057

985 93,177

6,039 95,295

6,162 100,329

6,282 105,063

85,574 41,473 9,253

64,946 43,362 38,274

64,785 31,105 9,438

104,041 43,362 33,399

106,175 44,500 34,034

108,044 45,500 34,682

8 130,283

30 163,428

126,500

30 124,920

30 124,740

30 124,560

463

91,270

28,904

27,150

27,600

470,344 99,871

622,434 -

427,659 151,128

549,416 54,583

559,264 53,795

570,691 51,564

June 2021

DIGGS TOWN PHASE I OVERVIEW

FUNDING METHODOLOGY

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

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

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

NRHA FY2022 Approved Budget

June 2021

DIGGS TOWN PHASE I FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue

2,536,370 -

2,167,700 -

2,708,171 -

2,649,884 -

2,702,882 -

2,756,940 -

7,052

2,140

1,398

2,672

2,725

2,749

1,389 13 2,544,824

2,169,840

835 2,710,404

681 2,653,237

695 2,706,302

709 2,760,398

149,485 9,058 159,381

71,485 39,522 156,379

147,702 152,720

141,381 34,322 190,632

144,209 35,008 194,445

147,092 35,709 198,334

317,924 47,153 124,750

267,386 38,708 123,528

300,422 41,773 144,337

366,335 40,187 167,193

373,662 40,990 174,622

381,135 41,809 182,508

69,782 559,609

189,117 618,739

228,647 715,179

218,685 792,400

223,059 812,333

227,520 832,972

4,976 1,088,721

22,353 1,089,435

731,464

13,570 833,932

13,680 875,627

13,793 919,409

222,530 62,778

103,767 75,649

215,468 75,950

163,075 76,846

165,135 78,383

168,424 79,950

General Expense

82,991

136,797

92,541

84,844

86,540

88,272

Interest Expense

418 2,022,023 522,801

66,600 56,500 2,169,840 -

125,107 1,755 1,957,464 752,940

66,600 2,387 2,033,654 619,583

66,600 2,435 2,100,733 605,569

66,600 2,483 2,171,903 588,495

Tenant Revenue - Other HUD PHA Grants Interest Income Other Revenue Total Revenue

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 Protective Services

Principal Payment on Debt Replacement Reserves Capital Expenditures Housing Assistance Payments Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

June 2021

FRANKLIN ARMS OVERVIEW

FUNDING METHODOLOGY

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

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

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

NRHA FY2022 Approved Budget

June 2021

FRANKLIN ARMS FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue

275,985 733,108

281,378 732,783

270,804 745,391

280,125 744,105

284,327 755,266

288,592 766,595

4,707

4,941

4,312

4,777

4,849

4,922

1,700 1,015,500

1,685 1,020,787

1,774 1,022,281

1,725 1,030,732

1,751 1,046,193

1,777 1,061,886

41,174 4,044

57,579 -

62,990 -

63,459 -

64,728 -

66,002 -

57,631

38,418

42,845

37,680

38,434

39,202

1,506 104,355 7,582 38,079

2,003 98,000 52,157 31,240

105,835 5,643 45,928

101,139 25,261 43,959

103,162 25,433 45,875

105,204 25,948 47,908

97,477 247,493

95,680 277,077

97,405 254,811

108,763 279,122

110,938 285,408

113,157 292,217

1,979 125,034

8,847 102,212

115,000

6,500 119,537

6,500 125,933

6,500 132,675

Maintenance Protective Services

152,076 74,515

187,327 75,218

185,164 57,357

192,089 75,218

194,023 75,218

195,996 75,218

General Expense

112,054

64,026

56,187

65,237

66,471

67,731

Interest Expense

10,153 723,304 292,196

214,168 928,875 91,912

199,046 867,565 154,716

181,168 918,871 111,861

181,167 934,720 111,473

181,168 951,505 110,381

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

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services

Maintenance Program Total Labor Other Administration Employee Benefits

Management Fees Total Admin & Program Delivery Exp.

Program Expenses: Resident Services Utilities

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

NRHA FY2022 Approved Budget

$ $

June 2021

GRANDY VILLAGE REVITALIZATION OVERVIEW

FUNDING METHODOLOGY

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

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

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

PROGRAM INITIATIVES

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

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

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

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

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

NRHA FY2022 Approved Budget

June 2021

GRANDY VILLAGE REVITALIZATION FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue

1,079,164 1,284,511

1,093,839 1,324,133

1,129,151 1,368,523

1,110,247 1,343,995

1,126,900 1,364,155

1,143,804 1,384,617

29,319

18,434

18,709

18,992

19,276

2,254 87,771 58,436 -

4,310 87,716 271,500 -

2,070 91,676 22,847 -

4,375 89,032 275,573 -

4,440 90,367 279,706 -

4,507 91,722 283,902 -

2,541,455

2,799,932

2,614,358

2,841,931

2,884,560

2,927,828

184,592

143,675

100,327

167,195

170,539

173,950

41,556

53,991

42,301

66,384

67,574

68,787

202,297 428,445 50,971

182,650 380,316 51,999

217,471 360,099 51,213

225,955 459,534 55,000

230,474 468,587 55,972

235,084 477,821 56,976

163,774 257,536

163,533 270,620

191,494 273,615

195,478 306,750

204,138 312,885

213,327 319,143

900,726

866,468

876,421

1,016,762

1,041,582

1,067,267

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

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

Employee Benefits Management Fees Total Admin & Program Delivery Exp.

Program Expenses: Resident Services

$ $

22,611

52,348

5,900

24,480

Utilities Maintenance

887,696 444,068

986,972 410,717

925,000 405,000

923,204 524,627

960,132 535,660

990,653 547,019

Protective Services

118,294

135,388

118,764

136,172

138,894

171,780

General Expense

216,367

199,513

213,378

203,503

207,574

211,744

Interest Expense Capital Expenditures Housing Assistance Payments Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

31 451 2,590,244 (48,789)

196,900 2,848,306 (48,374)

20,000 2,564,463 49,895

284,300 3,113,048 (271,117)

284,300 3,192,622 (308,062)

284,300 3,297,243 (369,415)

June 2021

GRANDY VILLAGE V OVERVIEW

FUNDING METHODOLOGY

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

Criteria for families to move into Grandy Village V include:  Being employed for the prior six months and working at least 15 hours per week unless elderly or disabled

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

PROGRAM INITIATIVES

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

 Offer affordable housing choices for low income individuals by providing rental assistance.  Asset management and ongoing maintenance.  Develop and implement community standards to improve curb appeal.

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

NRHA FY2022 Approved Budget

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

June 2021

GRANDY VILLAGE V FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue

93,443 45,275

99,924 43,627

91,547 58,380

101,423 44,281

102,944 44,946

104,488 45,620

3,631

988

1,003

1,018

1,033

793 143,142

857 145,396

265 150,283

870 147,577

883 149,791

896 152,037

8,008 2,276

9,179 3,511

8,312 2,520

10,637 3,128

10,850 3,191

11,066 3,254

Maintenance

11,634

12,016

10,397

14,865

15,162

15,466

Program Total Labor Other Administration Other (Interproject Fee for Services)

21,918 3,464 -

24,706 2,914 -

21,229 1,599 -

28,630 1,847 -

29,203 1,890 -

29,786 1,934 -

9,479 14,860

10,550 15,309

8,753 15,723

12,618 17,402

13,183 17,750

13,783 18,105

49,721

53,479

47,304

60,497

62,026

63,608

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

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services

Employee Benefits Management Fees Total Admin & Program Delivery Exp.

Program Expenses: Resident Services

$ $

Utilities Maintenance

1,261

1,038

341

1,769

1,856

1,882

51,754 21,672

60,076 18,537

50,000 20,418

64,094 22,455

67,493 22,670

71,075 23,185

Protective Services

4,054

4,695

4,547

4,708

4,802

4,898

General Expense

8,687

11,112

3,741

11,303

11,518

11,735

6,000 170,826 (23,249)

6,000 176,365 (26,574)

6,000 182,383 (30,346)

Interest Expense Capital Expenditures Housing Assistance Payments Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

137,149 5,993

6,000 154,937 (9,541)

3,000 129,351 20,932

June 2021

GRANDY VILLAGE VI OVERVIEW

FUNDING METHODOLOGY

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

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

NRHA FY2022 Approved Budget

June 2021

GRANDY VILLAGE VI FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue

188,279 472,792

372,793 723,227

313,221 912,544

384,671 734,075

391,127 745,086

396,405 756,262

907

797

3,481

809

821

833

661,978

1,096,817

1,229,246

1,119,555

1,137,034

1,153,500

19,316 6,353 28,254 -

36,082 13,523 45,662 -

36,874 11,160 49,481 -

30,311 11,888 56,489 -

30,917 12,126 57,619 -

31,536 12,368 58,771 -

53,923

95,267

97,515

98,688

100,662

102,675

1,944 19,833 -

42,751 41,024 66,976

8,107 44,353 70,000

28,000 42,818 76,134

28,240 44,862 77,657

28,485 47,036 79,210

75,700

246,018

219,975

245,640

251,421

257,406

1,217 148,430 11,861

4,186 171,885 18,008

203,214 37,429

1,750 170,763 24,919

1,750 180,069 25,002

1,750 188,711 24,486

59,340

43,477 63,755

21,938 127,846

19,000 72,250

19,000 73,541

19,000 74,856

192,878

535,278

528,488

483,236

57,306 546,732 115,246

21,000 1,096,817 -

101,997 1,119,555 -

103,015 1,137,034 -

104,055 1,153,500 -

Tenant Revenue - Other HUD PHA Grants Interest Income Total Revenue

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

NRHA FY2022 Approved Budget

$ $

1,674,168 (444,922)

June 2021

NORTH WELLINGTON OVERVIEW

FUNDING METHODOLOGY

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

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

NRHA FY2022 Approved Budget

June 2021

NORTH WELLINGTON FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue

121,482 89,916

115,402 95,409

111,774 91,817

117,133 96,840

118,890 98,293

120,673 99,767

1,098

1,711

736

1,736

1,762

1,790

2,160 -

2,263 41,573

744 -

2,297 42,197

2,331 42,830

2,366 43,472

214,656

256,358

205,071

260,203

264,106

268,068

4,097

8,810

5,911

8,640

8,813

8,989

1,226

6,146

6,173

6,027

6,148

6,270

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

14,956 870 5,935 23,920

12,084 414 4,698 23,704

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

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

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

32,838

45,681

40,900

48,851

49,955

51,087

2,554 838 48,998

1,355 1,536 71,363

1,250 1,438 110,976

1,135 1,585 75,014

1,145 1,679 76,925

1,156 1,779 78,864

15,621 818

19,473 116,950

18 50,489

19,862 113,756

20,260 114,142

20,665 114,517

101,667 112,989

256,358 -

205,071 -

260,203 -

264,106 -

268,068 -

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

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

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

NRHA FY2022 Approved Budget

$ $

June 2021

HOUSING CHOICE VOUCHER PROGRAM OVERVIEW

FUNDING METHODOLOGY

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

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

NRHA also receives special HUD VA Supportive Housing vouchers for homeless veterans as well as vouchers for non-elderly disabled through the HUD Mainstream, Non-Elderly Disabled programs, and Fostering Youth to Independence Program for youth graduating out of foster care. Housing assistance payments are provided to participating owners on behalf of eligible tenants.

PROGRAM INITIATIVES  Offer affordable housing choices for extremely-low, very-low and lowincome households by providing rental assistance.  Increase housing opportunities in low poverty areas by providing Project Based Vouchers for newly constructed or rehabilitated properties.

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

 Assist program participants in becoming self-sufficient through participation in the Family Self Sufficiency Program.  Recruit landlords to provide accessible housing for the disabled and expand housing choice options for program participants.

NRHA FY2022 Approved Budget

June 2021

HOUSING CHOICE VOUCHER PROGRAM AND ADMINISTRATION

Revenue: HUD PHA Grants HUD PHA Grants (Administrative Fees)

FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

32,933,808 2,882,157

34,585,754 2,810,668

37,028,860 3,018,673

35,277,469 2,918,501

35,983,018 2,976,871

36,629,087 3,036,408

22,441

12,300

8,539

12,485

12,672

12,862

35,838,406

37,408,722

221,055 40,277,127

38,208,455

38,972,561

39,678,357

904,016 461,728 -

1,036,579 350,340 -

855,478 371,834 -

906,255 337,941 -

924,380 344,700 -

942,868 351,594 -

1,365,744

1,386,919

1,227,312

1,244,196

1,269,080

1,294,462

236,585 110,288 435,162 841,523

306,495 39,450 477,123 864,942

309,716 69,706 421,008 893,217

504,610 71,501 459,751 915,424

492,799 72,931 479,193 933,732

536,807 73,192 499,792 952,407

Other Revenue Other Revenue (Port In) Earnings from Other Programs Total Revenue Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program Total Labor

Other Administration General Expense Employee Benefits Management Fees Total Admin & Program Delivery Exp. Program Expenses:

2,989,302

3,074,929

2,920,959

3,195,482

3,247,735

3,356,660

Resident Services Utilities Maintenance

29,553,975 3,443,337

31,049,007 3,594,323

33,267,989 4,088,179

31,670,087 3,607,482

32,303,487 3,679,631

32,949,555 3,679,632

General Expense

Interest Expense

40,277,127 -

38,473,051 (264,596)

Housing Assistance Payments Portable Housing Assistance Payments

Equipment (Non-Expendable/Hardware) Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

35,986,614 (148,208)

37,718,259 (309,537)

39,230,853 (258,292)

39,985,847 (307,490)

June 2021

HOUSING CHOICE VOUCHER PROGRAM – SINGLE ROOM OCCUPANCY

OVERVIEW

FUNDING METHODOLOGY

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

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

PROGRAM INITIATIVES

NRHA FY2022 Approved Budget



To provide homeless single adults with stable and affordable housing.



Provide case management, housing and outreach services.

June 2021

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

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: HUD PHA Grants HUD PHA Grants - Administrative Fee

Interest Income Other Revenue (External Source) Total Revenue

309,505 56,394

309,948 49,666

311,240 57,164

316,147 50,411

322,470 51,167

328,919 51,934

365,899

359,614

368,404

366,558

373,637

380,853

56,166 56,166

55,620 55,620

55,339 55,339

56,732 56,732

57,867 57,867

59,024 59,024

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

Other Administration Employee Benefits General Expense Management Fee

39,008

5,197

4,404

7,505

7,729

7,758

12,290 548 14,040 87,695

11,625 12,870 84,238

12,572 219 14,040 91,068

12,823 224 14,321 92,964

13,080 228 14,607 94,697

Total Admin & Program Delivery Exp.

10,740 1,409 12,978 120,301

Program Expenses: Resident Services

309,505

309,949

311,240

316,147

322,470

328,919

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

NRHA FY2022 Approved Budget

$ $

429,806 (63,907)

397,644 (38,030)

395,478 (27,074)

407,215 (40,657)

415,434 (41,797)

423,616 (42,763)

June 2021

FY2022 Safe Harbor Fee Schedule - Housing Choice Voucher HCV

Management Fee $12.00

Fee Rate (PUM) Month

Projected Leased Units

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

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

Total $

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

NRHA FY2022 Approved Budget

Asset Bookeeping Management Fee Fee Total Fees $7.50 NA $ 929,448

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

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

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

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

$12.00 $8,640

$7.50 $5,400

NA NA

$14,040

$0.00 $0

NA NA

June 2021

FY2023 Safe Harbor Fee Schedule - Housing Choice Voucher HCV

Management Fee $12.00

Fee Rate (PUM) Month July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June

Projected Leased Units 3,971 $ 3,955 3,939 3,923 3,907 3,891 3,875 3,860 3,844 3,828 3,813 3,945 $

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

NRHA FY2022 Approved Budget

Asset Bookeeping Management Fee Fee Total Fees $7.50 NA $ 925,685 Total

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

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

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

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

$12.00 $8,640

$7.50 $5,400

NA NA

$14,040

$0.00 $0

NA NA

June 2021

FY2024 Safe Harbor Fee Schedule - Housing Choice Voucher HCV

Management Fee $12.00

Fee Rate (PUM) Month July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June

Projected Leased Units 3,929 $ 3,913 3,897 3,881 3,866 3,850 3,834 3,819 3,803 3,788 3,773 3,955 $

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

NRHA FY2022 Approved Budget

Asset Bookeeping Management Fee Fee Total Fees $7.50 NA $ 917,046 Total

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

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

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

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

$12.00 $8,640

$7.50 $5,400

NA NA

$14,040

$0.00 $0

NA NA

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

June 2021

STATE RENTAL ASSISTANCE PROGRAM OVERVIEW

FUNDING METHODOLOGY

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

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

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

NRHA FY2022 Approved Budget

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

June 2021

STATE RENTAL ASSISTANCE PROGRAM FY20 Actual Revenue: Tenant Revenue - Other HUD PHA Grants HUD PHA Grants (Administrative Fees) Interest Income Other Revenue (External Source) Interproject Repayments Earnings from Other Programs Appropriations from Program Reserves Appropriation of HCV HAP Reserves Total Revenue Expenditures Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program Total Labor Other Administration General Employee Benefits Management Fees Total Admin & Program Delivery Exp. Program Expenses: Resident Services Utilities Maintenance Portable Admin. Fees Housing Assistance Payments General Expense Interest Expense Equipment (Non-Expendable/Hardware) Operating Transfers Out Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

648,504 73,280 2,599 724,383

648,504 30,144 678,648

265,123 24,080 601 289,804

658,232 32,454 690,686

668,105 32,979 701,084

678,127 33,518 711,645

29,763 29,763 5,555 5,780 41,098

19,370 19,370 5,398 4,790 29,558

31,103 31,103 2,043 5,928 39,074

19,756 19,756 4,397 3,355 4,946 32,454

20,151 20,151 4,397 3,355 5,076 32,979

20,554 20,554 4,398 3,355 5,211 33,518

249,584 290,682 433,701

586 648,504 678,648 -

250,730 289,804 -

658,232 690,686 -

668,105 701,084 -

678,127 711,645 -

June 2021

RESIDENT SERVICES OVERVIEW

FUNDING METHODOLOGY

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

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

Funds support Adult Workforce Development, Youth Services, Community Engagement, Special Projections Positions, Relocation Efforts, Training, and Community Improvements.

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

NRHA FY2022 Approved Budget

June 2021

RESIDENT SERVICES FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

Appropriation from Own Reserve

Other Revenue (External Source)

282,828

416,867

232,128

371,913

377,075

382,363

282,828

416,867

232,128

371,913

377,075

382,363

Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

146,400

58,032

113,428

59,813

61,009

62,229

Maintenance

Program

146,400

58,032

113,428

59,813

61,009

62,229

Other Administration

Other (Interproject Fee for Services)

48,636

43,981

38,358

19,046

19,747

20,486

Resident Services

Total Labor

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

195,036

102,013

151,786

78,859

80,756

82,715

Program Expenses: Resident Services

87,792

314,854

80,342

293,054

296,319

299,648

Utilities

Maintenance

Specialized Maintenance

Expenses

Protective Services

Equipment (Non Expendable/Hardware)

Transfers to Other Projects

Interproject Repayments or Advances

Other

Capital Expenditures

282,828 -

416,867 -

232,128 -

371,913 -

377,075 -

382,363 -

Total Program/Operating Expenses Roll Forward

NRHA FY2022 Approved Budget

$ $

June 2021

OUT OF SCHOOL YOUTH PROGRAM OVERVIEW

FUNDING METHODOLOGY

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

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

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

PROGRAM INITIATIVES

The comprehensive program provides:

 Connect participants to on the job training opportunities.

 Vocational training  Connect participants to unsubsidized employment opportunities.

 Practical learning experience through paid work experience

 Connect participants to educational programs.

 GED preparation  Post-secondary education exploration  Workforce preparation activities  Case management services

NRHA FY2022 Approved Budget

June 2021

OUT OF SCHOOL YOUTH PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other

131,121

192,742

97,456

197,925

200,894

203,907

131,121

192,742

97,456

197,925

200,894

203,907

41,672 41,672

77,100 77,100

30,822 30,822

78,022 78,022

79,582 79,582

81,174 81,174

45,589

44,552

43,405

13,022 54,694

18,813 95,913

14,751 45,573

27,568 151,179

29,080 153,214

30,694 155,273

HUD PHA Grants Privately Managed Reserves Total Revenue

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

76,427

96,829

51,883

46,746

47,680

48,634

Utilities Maintenance Protective Services

Equipment (Non Expendable/Hardware) Transfers to Other Projects

Interproject Repayments or Advances

Other

131,121 -

192,742 -

97,456 -

197,925 -

200,894 -

203,907 -

Capital Expenditures Total Program/Operating Expenses Roll Forward Balance

NRHA FY2022 Approved Budget

$ $

June 2021

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

OVERVIEW

FUNDING METHODOLOGY

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

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

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

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

NRHA FY2022 Approved Budget

June 2021

ROSS FAMILY SELF-SUFFICIENCY GRANT FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Tenant Revenue - Other HUD PHA Grants

336,489

350,446

275,684

328,472

339,817

351,761

336,489

350,446

275,684

328,472

339,817

351,761

258,163

278,232

203,741

227,648

232,201

236,845

258,163 78,326

278,232 72,214

203,741 71,944

227,648 10,270 90,554

232,201 10,270 97,346

236,845 10,270 104,646

336,489

350,446

275,684

328,472

339,817

351,761

Maintenance Protective Services

General Expense

Equipment (Non Expendable/Hardware)

336,489 -

350,446 -

275,684 -

328,472 -

339,817 -

351,761 -

Other Government Grants Interest Income Appropriations from Other Programs Appropriation of Reserves Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services - Grant Year (GY) 39 Resident Services

Maintenance Program Total Labor Other Administration Employee Benefits

Management Fees Total Admin & Program Delivery Exp.

Program Expenses: Resident Services Utilities

Capital Expenditures Total Program/Operating Expenses Roll Forward Balance

NRHA FY2022 Approved Budget

$ $

June 2021

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

OVERVIEW

FUNDING METHODOLOGY

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

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

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

PROGRAM INITIATIVES

 Making progress toward achieving economic independence and housing selfsufficiency.

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

 Reducing or eliminating the need for welfare assistance.

 Support residents achieve economic independence and housing selfsufficiency.

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

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

NRHA FY2022 Approved Budget

June 2021

ROSS SERVICE COORDINATOR GRANT FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: HUD PHA Grants- Grant Year 37 Carryover

75,915

HUD PHA Grants- Grant Year 40 Carryover

478,500

412,667

433,944

332,437

106,382

HUD PHA Grants- Grant Year 43 Projected

125,888

232,269

Other Government Grants

Interest Income

Appropriations from Other Programs

Appropriation of Reserves

554,415

412,667

433,944

332,437

232,270

232,269

Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

79,908

127,015

71,837

122,580

125,032

127,532

Maintenance

Program

79,908

127,015

71,837

122,580

125,032

127,532

Resident Services

Total Labor

Other Administration Employee Benefits Management Fees

1,209

170

300

36,668

53,433

29,500

59,059

61,938

65,003

117,784

180,448

101,507

181,939

187,270

192,835

2,687

Protective Services

General Expense

49,421

44,116

45,000

39,434

Equipment (Non Expendable/Hardware)

Capital Expenditures

120,471 433,944

229,869 182,798

101,507 332,437

226,055 106,382

232,270 -

232,269 -

Total Admin & Program Delivery Exp.

Program Expenses: Resident Services Utilities Maintenance

Total Program/Operating Expenses Roll Forward Balance

NRHA FY2022 Approved Budget

$ $

June 2021

RESIDENTIAL OPTIONS, INC. OVERVIEW

FUNDING METHODOLOGY

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

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

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

PROGRAM INITIATIVES  Provide safe, affordable housing to Norfolk Community Services Board clients.  Asset management and ongoing maintenance.

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

NRHA FY2022 Approved Budget

June 2021

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

Community

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

NRHA FY2022 Approved Budget

$ $

FY23 Planned Budget

FY24 Planned Budget

164,808 164,808

168,104 168,104

171,466 171,466

261,197 285 261,482

241,181 291 241,472

246,284 291 246,575

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

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

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

June 2021

RESIDENTIAL OPTIONS, INC. (Guy Avenue) FY20 Actuals

CC: 03 Proj: 061

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Other Income

80,848 215,871

105,411 -

75,067 -

122,208 -

124,652 -

127,145 -

42,600 -

47,925 -

42,600 -

43,452 -

44,321 -

339,391

153,364

117,667

164,808

168,104

171,466

7,894

9,261

7,326

6,419

6,547

6,678

4,872 12,766

6,545 15,806

5,140 12,466

9,703 16,122

9,897 16,444

10,095 16,773

7,060 2,758

3,652 3,546

222 3,366

8,311 12,440

8,389 12,753

8,466 13,077

3,669 26,253

23,004

16,054

28,171 65,044

28,734 66,320

29,309 67,625

44 59,959

550 54,135

179 61,857

255 63,604

260 66,867

265 70,299

31,776 2,298 41,601 153,364 -

24,984 14,593 117,667 -

26,879 2,344 41,601 61,470 261,197 (96,389)

27,272 2,391 41,601 36,470 241,181 (73,077)

27,675 2,439 41,601 36,380 246,284 (74,818)

Tenant Revenue - Other HUD PHA Grants Other Government Grants Interest Income Non-Dwelling Rent Appropriations from Other Programs Appropriation of Earnings Total Revenue

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

NRHA FY2022 Approved Budget

$ $

16,455 9,394 17,266 240,644 370,015 (30,624)

June 2021

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NRHA FY2022 Approved Budget

June 2021

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NRHA FY2022 Approved Budget

June 2021

DEVELOPMENT PROGRAMS

BUDGET SUMMARY HOUSING PROGRAMS

DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE COMPONENT UNITS GLOSSARY AND ACRONYMS

NRHA FY2022 Approved Budget

June 2021

NRHA FY2022 Approved Budget

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

June 2021

SUMMARY FY2022 DEVELOPMENT OVERVIEW

FY2022 DEVELOPMENT DIVISION Revenue for the Development Division totals $33,201,620 which is derived from a blend of various funding sources. Shortfalls within the Development Division will be covered from the following reserves: Privately Managed; Housing Opportunity; Acquire, Renovate, Sell; and Rehabilitation Reserve. Expenditures for the division will focus on completing the Homes at Bay Oaks Park, various singlefamily infill sites located within Norfolk’s Conservation and Redevelopment neighborhoods, as well as completing infrastructure development plans for 74 new single-family homes at the former Moton Circle public housing community. NRHA will continue managing the redevelopment component of assisted-rental properties selected for the HUD Rental Assistance Demonstration program. The Development Division will continue programs that move first-time homebuyers to closing. Where funding has been provided, target acquisition of blighted properties based on negotiations with willing sellers. NRHA will also continue to implement the Acquire, Renovate, and Sell rehabilitation (ARS) grant with funding through the Virginia Department of Housing and Community Development. The Capital Fund, which is a tool to improve aging public housing stock and infrastructure, has a budget of $12,146,629 to continue dwelling and community upgrades including lighting, porches, windows, site upgrades and appliance replacement. NRHA provides oversight of communities managed by third party entities. Property management fees and operating expenses are covered through tenant rents. These properties produce net annual operating revenue that can be used for other NRHA programs. We anticipate using $2,754,020 in earnings to fund shortfalls in other Authority programs.

Challenges As NRHA undergoes its’ organizational assessment, there is a difficulty in predicting which development projects may become a priority in FY2022 and beyond. Aftermath of the COVID-19 pandemic, reduced City funding, and results of the internal assessment will require a reexamination and possible new prioritization of initiatives. Revenue sources continue to be more and more varied, requiring careful documentation and monitoring of work hours to ensure that funding programs are charged appropriately to meet targeted goals. The removal of blight remains a challenge and assembling large parcels of land for redevelopment has become increasing difficult. The Authority’s redevelopment initiatives are currently focused on areas where there is a high degree of property controlled by the City of Norfolk, NRHA or other public institutions

NRHA FY2022 Approved Budget

June 2021

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

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

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

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

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

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

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

FY2022-2024 MAJOR GOALS  Continue renovation efforts in the Diggs Town and Grandy Village communities.  Continue new infill single-family home construction throughout NRHA’s redevelopment and conservation areas as well as designated City of Norfolk neighborhoods.

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

 Complete demolition of flood-prone units located in the Spartan Village inner circle.  Implement the ARS rehabilitation grant awarded through the Virginia Housing Development Authority. This grant allows NRHA to acquire, renovate and resell undervalued homes throughout the City of Norfolk to firsttime low-to-moderate income homebuyers.

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

 Complete development plans for 74 new single-family homes at the former Moton Circle public housing community.

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

NRHA FY2022 Approved Budget

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

June 2021

DEVELOPMENT PROGRAMS REVENUE AND EXPENDITURES FY2022 Approved Revenue Amount Acquire, Renovate, Sell Program $ 1,013,102 Capital Fund Admin & Program 12,146,629 Capital Improvement Program 5,975,000 Choice Neighborhood Initiative Grant 556,051 COVID-19 Housing Costs Relief Phase II 779,981 Development Administration 1,802,680 Development Administration East Beach 53,495 General Fund 1,327,133 Home Investment Partnership Program (HOME) 1,061,649 HomeNet Homeownership Center 246,883 Merrimack Landing 5,647,127 Oakmont North 4,500,451 Park Terrace 582,866 Rehabilitation Reserve Account Totals: $ 35,693,047

FY2022 Revenue & Expenditures

FY2022 Approved Expenditures Amount 1,013,102 12,146,629 5,975,000 556,051 779,981 2,017,453 53,495 1,327,133 1,102,469 246,883 4,051,327 3,342,231 582,866 7,000 33,201,620

FY2022 Budget Gap

FY2022 Budget Gap Source Funding

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

Oakmont/Merrimack Earnings Transfer Out to HOME

Transfer In from Development Admin

Rehabilitation Reserves

FY2023 Revenue & Expenditures

FY2023 Planned Revenue Amount

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

FY2024 Revenue & Expenditures

FY2024 Planned Revenue Amount

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

NRHA FY2022 Approved Budget

FY2023 Planned Expenditures Amount 9,177,174 5,875,000 362,750 2,062,687 54,781 1,327,133 1,106,168 253,668 4,132,357 3,415,079 594,523 6,958 28,368,278

FY2023 Budget Gap

FY2024 Planned Expenditures Amount 9,204,330 5,875,000 371,953 2,108,325 56,110 1,327,133 1,109,956 260,272 4,214,915 3,489,307 606,414 28,623,715

FY2024 Budget Gap

FY2023 Budget Gap Source Funding

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

Oakmont/Merrimack Earnings Transfer Out to HOME

Transfer In from Development Admin ARS Proceeds Housing Opportunity Reserves

Rehabilitation Reserves

FY2024 Budget Gap Source Funding

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

Oakmont/Merrimack Earnings Transfer Out to HOME

Transfer In from Development Admin Housing Opps & ARS Proceeds

June 2021

ACQUIRE, RENOVATE, SELL PROGRAM OVERVIEW

FUNDING METHODOLOGY

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

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

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

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

PROGRAM INITIATIVES

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

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

NRHA FY2022 Approved Budget

June 2021

ACQUIRE, RENOVATE, SELL PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other

200,000 -

1,013,102

200,000

1,013,102

92,400 -

92,400

41,880 50,952 650

185,882

HUD PHA Operating Grants Capital Grants Other Government Grants Interest Income Other Revenue Proceeds from Property Sales Earnings from Other Programs Appropriations from Other Programs Appropriations of Program Reserves Total Revenue

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

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

Program Expenses: Capital Expenditures

General Expenses

200,000

827,220

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

200,000 -

1,013,102 -

NRHA FY2022 Approved Budget

$ $

June 2021

CAPITAL FUND PROGRAM OVERVIEW

FUNDING METHODOLOGY

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

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

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

NRHA FY2022 Approved Budget

June 2021

CAPITAL FUND PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

5,541,300 -

20,093,238 -

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

6,369,556 -

12,146,629 -

9,177,174 -

9,204,330 -

Revenue: HUD PHA Grants Other Government Grants

Other Fees for Service (External Source) Other Revenue - Non Rental

12 -

5,541,312

20,093,238

6,369,556

12,146,629

9,177,174

9,204,330

192,039

223,195

159,270

225,513

230,024

234,624

47,234 288,608

134,032 334,793

126,000 352,904

131,454 338,270

134,083 345,035

136,765 351,936

527,881 102,720

692,020 132,770

638,174 107,366

695,237 132,246

709,142 133,045

723,325 133,870

158,182 75,583

198,313 73,135

191,452 55,633

248,851 70,295

258,897 76,090

269,524 77,611

864,366

1,096,238

992,626

1,146,629

1,177,174

1,204,330

Administrative Fee (Interproject) Appropriations from Other Programs Earnings from Other Programs Appropriation of (Admin project) Reserves Total Revenue

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

Employee Benefits Management Fees Total Admin & Program Delivery Exp.

Program Expenses: Resident Services

Utilities Maintenance

Equipment (Non Expendable/Hardware)

Transfers to Other Projects

4,301,528 5,165,894 375,418

18,997,000 20,093,238 -

5,376,930 6,369,556 -

11,000,000 12,146,629 -

8,000,000 9,177,174 -

8,000,000 9,204,330 -

Interproject Repayments or Advances Other Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

June 2021

CAPITAL IMPROVEMENT PROGRAM

OVERVIEW

FUNDING METHODOLOGY

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

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

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

NRHA FY2022 Approved Budget

June 2021

CAPITAL IMPROVEMENT PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: HUD PHA Grants Other Government Grants

4,035,983

8,750,000

417,443

5,975,000

5,875,000

4,035,983

8,750,000

417,443

5,975,000

5,875,000

Other Fees for Service (External Source) Other Revenue - Non Rental Administrative Fee (Interproject) Appropriations from Other Programs Earnings from Other Programs Appropriation of (Admin project) Reserves Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services

Maintenance Program Total Labor Other Administration

3,966,983

7,725,000

388,930

2,500,000

2,400,000

3,000

1,025,000

13,515

3,200,000

14,998

66,000 4,035,983 -

8,750,000 -

417,443 -

275,000 5,975,000 -

275,000 5,875,000 -

Employee Benefits Management Fees Total Admin & Program Delivery Exp.

Program Expenses: Renewal Service Activity Relocation Demolition Site Improvements Disposition Construction Rehabilitation Other Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

June 2021

CHOICE NEIGHBORHOODS INITIATIVE (CNI) IMPLEMENTATION GRANT OVERVIEW

FUNDING METHODOLOGY

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

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

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

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

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

NRHA FY2022 Approved Budget

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

100

June 2021

CNI IMPLEMENTATION GRANT FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Tenant Revenue - Other

71,906

649,395

619,252

556,051

362,750

371,953

Other Government Grants

Interest Income

Appropriations from Other Programs

Appropriation of Reserves

71,906

649,395

619,252

556,051

362,750

371,953

HUD PHA Grants

Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

57,222

205,235

225,604

207,678

211,832

Resident Services

Maintenance

Program

57,222

205,235

225,604

207,678

211,832

Other Administration

6,000

Other (Interproject Fee for Services)

14,684

114,845

89,702

83,782

87,306

91,038

Total Labor

Employee Benefits Management Fees Total Admin & Program Delivery Exp.

50,000

71,906

370,080

344,937

365,386

350,984

358,870

Program Expenses: Resident Services

Utilities

Maintenance

Relocation

Protective Services

223,417

190,665

General Expense

55,898

50,898

11,766

13,083

Equipment (Non Expendable/Hardware)

Capital Expenditures

71,906 -

649,395 -

619,252 -

556,051 -

362,750 -

371,953 -

Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

101

June 2021

COVID-19 HOUSING COSTS RELIEF PROGRAM OVERVIEW

FUNDING METHODOLOGY

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

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

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

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

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

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

NRHA FY2022 Approved Budget

102

June 2021

COVID-19 HOUSING COSTS RELIEF PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other

HUD PHA Operating Grants Capital Grants Other Government Grants Interest Income Other Revenue Earnings from Other Programs Appropriations from Other Programs Appropriations of Program Reserves Total Revenue

1,309,385

529,404

779,981

1,309,385

529,404

779,981

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

89,329 -

Total Labor Employee Benefits

89,329 29,776

50,754 4,950 174,809

720 720

50,754 4,230 174,089

Management Fees Other Administrative Total Admin & Program Delivery Exp.

Program Expenses: Capital Expenditure

General Expenses

1,134,576

528,684

605,892

Maintenance

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

1,309,385 -

529,404 -

779,981 -

NRHA FY2022 Approved Budget

$ $

103

June 2021

DEVELOPMENT ADMINISTRATION

OVERVIEW

FUNDING METHODOLOGY

This fund pays for administrative support for Development Operations.

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

PROGRAM INITIATIVES  Receive fees associated with ongoing development initiatives and new activities reaching fruition in FY2022 – FY2024.  Provide operating and program delivery support for the Community Development Division.

NRHA FY2022 Approved Budget

104

June 2021

DEVELOPMENT ADMINISTRATION FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other

1,000,000 302,941 87,819 377,551

1,000,000 215,000 75,439 498,802

1,000,000 295,619 49,054 132,036

1,000,000 424,510 66,486 311,684

1,000,000 291,600 66,486 488,963

1,000,000 281,200 66,486 541,238

1,768,311

1,789,241

1,476,708

1,802,680

1,847,049

1,888,924

885,850 -

826,058 -

687,182 -

780,034 -

795,635 -

811,547 -

885,850 253,904

826,058 277,208

687,182 213,975

780,034 283,082

795,635 294,741

811,547 307,083

481,667 85,061 1,706,482

584,003 10,991 1,698,260

343,420 172,005 1,416,582

483,581 134,602 1,681,299

493,253 134,815 1,718,444

503,118 134,981 1,756,729

HUD PHA Operating Grants Capital Grants Other Government Grants Other Revenue (External Source) Other Fees for Service Proceeds from Property Sales Earnings from Other Programs Appropriations from Other Programs Appropriations of Program Reserves Total Revenue

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

Program Expenses: Disposition

61,829

78,981

60,126

80,561

82,172

83,815

Construction Services

255,593

262,071

267,781

Extraordinary Maintenance

General Expenses Maintenance Protective Services Tenant Services Utilites

1,768,311 -

12,000 1,789,241 -

1,476,708 -

2,017,453 (214,773)

Operating Transfer Out Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

105

2,062,687 (215,638)

2,108,325 (219,401)

June 2021

EAST BEACH OVERVIEW

FUNDING METHODOLOGY

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

NRHA receives five percent of landsales proceeds based on an agreement between NRHA and the developer.

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

NRHA FY2022 Approved Budget

106

June 2021

EAST BEACH FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: HUD PHA Grants Other Government Grants

Proceeds from Notes, Loans and Bonds Proceeds from Property Sales

67,000 67,000

195,500 195,500

80,000 80,000

53,495 53,495

54,781 54,781

56,110 56,110

54,643 -

23,555 -

16,188 -

23,082 -

23,544 -

24,015 -

54,643 12,974

23,555 7,975

16,188 4,537

23,082 9,926

23,544 10,389

24,015 10,880

23,564 91,181

10,214 41,744

5,558 26,283

10,652 43,660

10,865 44,798

11,082 45,977

4,560

9,690

3,741

9,835

9,983

10,133

Rehabilitation

General Expense

51,434 144,066

30,024 49,976

53,495 -

54,781 -

56,110 -

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

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services

Maintenance Program Total Labor Other Administration Employee Benefits

Management Fees Total Admin & Program Delivery Exp.

Program Expenses: Acquisition Demolition

$ $

Planning Disposition

Land Sale Proceeds to City of Norfolk Principal Payment on Debt Operating Transfer Out Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

95,741 (28,741)

107

June 2021

GENERAL FUND PROGRAM

OVERVIEW

FUNDING METHODOLOGY

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

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

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

NRHA FY2022 Approved Budget

108

June 2021

GENERAL FUND PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other

3,389,888 -

2,957,720 -

1,547,764 -

1,327,133 -

3,389,888

2,957,720

1,547,764

1,327,133

300,000 -

General Expenses

Maintenance

3,089,888 3,389,888 -

2,657,720 2,957,720 -

1,247,764 1,547,764 -

1,027,133 1,327,133 -

HUD PHA Operating Grants Capital Grants Other Government Grants Other Revenue Earnings from Other Programs Appropriations from Other Programs Appropriations of Program Reserves Total Revenue

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

Program Expenses: Disposition Capital Expenditures

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

NRHA FY2022 Approved Budget

$ $

109

June 2021

HOME INVESTMENT PARTNERSHIP PROGRAM OVERVIEW

FUNDING METHODOLOGY

The objectives of the HOME Investment Partnerships Program (HOME) include:

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

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

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

 Providing financial and technical assistance to participating jurisdictions including the development of model programs for affordable low-income housing; and  Extending and strengthening partnerships among all levels of government and the private sector, including for-profit and non-profit organizations, in the production and operation of affordable housing.

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

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

NRHA FY2022 Approved Budget

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

110

June 2021

HOME INVESTMENT PARTNERSHIP PROGRAM FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other

783,733

1,181,318

1,089,761

1,061,649

1,059,735

1,061,576

783,733

1,181,318

1,089,761

1,061,649

1,059,735

1,061,576

121,464

56,635

105,020

93,724

95,598

97,510

121,464

56,635

105,020

93,724

95,598

97,510

31,624 42,895

17,369 26,175

28,352 36,636

27,839 43,252

28,785 44,117

29,778 44,999

3,614 199,597

14,435 114,614

880 170,888

654 165,469

668 169,168

669 172,956

584,136

1,066,704

963,469

937,000

Maintenance

Protective Services

783,733 -

1,181,318 -

HUD PHA Operating Grants Capital Grants Other Government Grants Other Revenue Earnings from Other Programs Appropriations from Other Programs Appropriations of Program Reserves Total Revenue

Program Expenses: Extraordinary Maintenance General Expenses

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

NRHA FY2022 Approved Budget

$ $

111

1,134,357 (44,596)

1,102,469 (40,820)

1,106,168 (46,433)

1,109,956 (48,380)

June 2021

HOMENET HOMEOWNERSHIP CENTER OVERVIEW

FUNDING METHODOLOGY

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

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

Services include:

 Housing Choice Voucher (HCV) Homeownership  Development of individualized action plans for overcoming homeownership obstacles;

PROGRAM INITIATIVES

 Comprehensive credit counseling, credit clinics and credit repair;

 Assist clients achieve homeownership.

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

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

 Virginia Housing Development Authority Homeownership Education classes;

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

 Referrals to qualified lenders, realtors and attorneys; and

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

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

NRHA FY2022 Approved Budget

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

112

June 2021

HOMENET HOMEOWNERSHIP CENTER FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other

HUD PHA Operating Grants Capital Grants Other Government Grants Other Revenue Procceds from Property Sales Earnings from Other Programs Appropriations from Other Programs Appropriations of Program Reserves Total Revenue

56,894

78,348 -

196,781 -

207,908 253,276 -

83,840 106,149 -

83,840 -

135,242

253,675

518,078

246,883

140,734

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

121,425 -

110,996 -

145,540 -

154,196 -

157,280 -

160,426 -

Total Labor Employee Benefits

121,425 36,245

110,996 36,664

145,540 49,729

154,196 67,792

157,280 70,695

160,426 73,771

17,586 9,531 184,787

12,688 160,348

2,951 65,011 263,231

12,819 12,076 246,883

13,065 12,628 253,668

13,317 12,758 260,272

Management Fees Other Administrative Total Admin & Program Delivery Exp.

Program Expenses: Extraordinary Maintenance

General Expenses

Maintenance

160,348 93,327

263,231 254,847

246,883 -

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

NRHA FY2022 Approved Budget

$ $

184,787 (49,545)

113

253,668 (112,934)

260,272 (119,538)

June 2021

MERRIMACK LANDING OPERATIONS OVERVIEW

FUNDING METHODOLOGY

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

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

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

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

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

NRHA FY2022 Approved Budget

114

June 2021

MERRIMACK LANDING OPERATIONS FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other

HUD PHA Grants Other Government Grants Interest Income Proceeds from Notes, Loans and Bonds Appropriation of (this project) Reserves Total Revenue

4,657,209

4,725,729

4,634,910

5,037,649

5,138,402

5,241,170

583,510

609,240

607,533

609,478

621,668

634,101

525

516

573

5,241,244

5,335,485

5,243,016

5,647,127

5,760,070

5,875,271

859,653 140,004 999,657

749,751 140,004 889,755

1,095,754 140,000 1,235,754

1,117,669 142,800 1,260,469

1,140,022 145,656 1,285,678

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.

834,463 834,463

404,939

388,344

443,436

439,588

448,380

457,347

826,126 49,209

943,651 58,980

852,619 55,673

631,307 51,840

671,566 52,877

684,997 53,934

Program Expenses: Utilities Maintenance Protective Services General Expense Interest Expense Relocation Expenses Client (New Loans) Principal Payment on Debt Equipment (Non Expendable/Hardware) Transfers to Other Projects * Interproject Transfer Other Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations *

NRHA FY2022 Approved Budget

$ $

95,830

56,380

80,181

56,813

57,949

59,109

998,882 -

1,198,110 -

963,188 418,314 -

941,310 439,628 -

918,899 462,028 -

895,346 485,569 -

32,663 3,242,112 1,999,132

84,000 3,729,122 1,606,363

84,000 3,787,166 1,455,850

255,087 4,051,327 1,595,800

260,189 4,132,357 1,627,713

292,934 4,214,915 1,660,356

115

June 2021

OAKMONT NORTH OPERATIONS OVERVIEW

FUNDING METHODOLOGY

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

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

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

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

NRHA FY2022 Approved Budget

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

116

June 2021

OAKMONT NORTH OPERATIONS FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other HUD PHA Grants Other Government Grants Interest Income Proceeds from Notes, Loans and Bonds Other Revenue (External Source)

Total Revenue

4,044,287 220,076 2,278 4,266,641

4,071,101 208,095 2,244 4,281,440

4,083,812 202,163 2,422 4,288,397

4,318,039 180,012 2,400 4,500,451

4,404,400 183,612 2,448 4,590,460

4,492,488 187,284 2,497 4,682,269

722,836 722,836

668,656 124,824 793,480

595,043 276,905 871,948

841,510 282,340 1,123,850

858,340 287,987 1,146,327

875,507 293,747 1,169,254

588,558 1,190,324 59,567 167,645 6,233 315,000 27,659 3,077,822 1,188,819

533,100 1,432,558 58,512 129,372 17,795 15,058 300,000 588,360 3,868,235 413,205

588,618 1,255,558 64,279 77,947 17,795 15,085 317,205 588,360 3,796,795 491,602

596,281 853,273 55,152 148,170 17,795 547,710 3,342,231 1,158,220

608,207 870,338 56,255 157,136 18,151 558,664 3,415,079 1,175,381

620,371 887,745 57,380 166,206 18,514 569,837 3,489,307 1,192,962

Program Expenses: Resident Services Utilities Maintenance Protective Services General Expense Interest Expense Bond Fees Client (New Loans) Principal Payment on Debt Equipment (Non Expendable/Hardware) Transfers to Other Projects * Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations *

NRHA FY2022 Approved Budget

$ $

117

June 2021

PARK TERRACE OPERATIONS OVERVIEW

FUNDING METHODOLOGY

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

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

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

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

NRHA FY2022 Approved Budget

118

June 2021

PARK TERRACE OPERATIONS FY20 Actual

CC: 99 Proj: 031

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue

607,538 -

588,000 -

673,139 -

557,482 -

568,632 -

580,004 -

29,116

682

22,658

25,384

25,892

26,410

296 -

360 -

12 -

636,950

589,042

695,809

582,866

594,523

606,414

211,651

165,769

226,391

195,169

199,072

203,054

37,448

39,997

38,522

39,292

40,078

211,651

203,217

266,388

233,691

238,365

243,132

Tenant Revenue - Other HAP Susidy Other Government Grants Interest Income Other Revenue Appropriation of Park Terrace Reserves Total Revenue

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

Employee Benefits Management Fees Total Admin & Program Delivery Exp.

Program Expenses: Utilities

$ $

87,161

88,560

118,844

113,160

115,423

115,424

214,928 10,922

143,655 10,200

164,843 9,810

96,115 10,200

98,037 10,404

105,151 10,405

Housing Assistance Payments

PILOT

88,907 -

59,400 -

48,536 -

59,400 -

60,588 -

60,589 -

71,110 589,042 -

40,418 648,839 46,970

70,300 582,866 -

71,706 594,523 -

71,707 606,414 -

Maintenance Protective Services

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

NRHA FY2022 Approved Budget

$ $

52,140 665,709 (28,759)

119

June 2021

FY2022 Fee Schedule - Privately Managed Properties Privately Managed Units

# of Units

Management Fee

Bookeeping Fee

Asset Management Fee

$5.00

Fee Rate (PUM) Merrimack*

492

Oakmont*

407

Park Terrace** Privately Managed Totals

140,004

124,824

81 $

29,520

24,420

14,700 279,528 $

53,940

Total Fees

$ 169,524

149,244

14,700 $ 333,468

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

FY2023 Fee Schedule - Privately Managed Properties Privately Managed Units

# of Units

Management Fee

Bookeeping Fee

Asset Management Fee

$5.00

Fee Rate (PUM) Merrimack*

492

Oakmont*

407

Park Terrace** Privately Managed Totals

140,004

124,824

81 $

29,520

24,420

14,700 279,528 $

53,940

Total Fees

$ 169,524

149,244

14,700 $ 333,468

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

FY2024 Fee Schedule - Privately Managed Properties Privately Managed Units

# of Units

Management Fee

Bookeeping Fee

Asset Management Fee

$5.00

Fee Rate (PUM) Merrimack*

492

Oakmont*

407

Park Terrace** Privately Managed Totals

140,004

124,824

81 $

14,700 279,528 $

29,520 24,420 53,940

Total Fees

$ 169,524

149,244

14,700 $ 333,468

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

NRHA FY2022 Approved Budget

120

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

121

June 2021

REHABILITATION RESERVE ACCOUNT OVERVIEW

FUNDING METHODOLOGY

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

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

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

NRHA FY2022 Approved Budget

122

June 2021

REHABILITATION RESERVE ACCOUNT FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Grants

Other Income

Management Fees (Interproject)

Other Fees (Interproject)

Appropriations from Other Programs

Appropriations from Rehab Reserves

Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services

Maintenance

Program

Other Administration

Employee Benefits

Management Fee

Total Labor

Total Admin & Program Delivery Exp.

Program Expenses: Acquisition

Relocation

Demolition

Site Improvements

Disposition

Housing Assistance Payments

NRHA Homebuyer Assistance

7,905

7,000

150

7,000

6,958

Operating Transfer*

Capital Expenditures

7,905 (7,905)

7,000 (7,000)

150 (150)

7,000 (7,000)

6,958 (6,958)

General Expense

Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

123

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

124

June 2021

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

Description CDBG Program COVID-19 Housing Costs Relief Program NRHA HomeNet Total CDBG Program HOME Investment Partnership Program CHDO NRHA Admin NRHA Homeownership Total HOME Program Neighborhood Revitalization (CIP) Acquisition & Demolition Homebuyer Assistance Site Clearance Renewal Services Activities Redevelopment Activity Rehabilitation All Purpose Site Improvement/A&E Total CIP Program General Fund Economic Development Performance Grants Disposition Monroe Building Rental Supplement Total General Fund Other Program Funding Administrative Support Land Proceeds East Beach Rehabilitation Reserve Account Prior Year Land Sales Proceeds Housing Opportunity Funding-HomeNet Home Fees Acquire, Renovate & Sell Grant Acquire, Renovate & Sell Proceeds Capital Fund Bond Fees Choice Neighborhod Initiative VHDA Total Other Program Funding Capital Fund & Privately Managed Merrimack Landing Operations Oakmont Operations Park Terrace Total Capital Fund and Privately Managed

Total NRHA

NRHA FY2022 Approved Budget

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

45,116 45,116

779,981 56,894 836,875

56,894 56,894

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

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

187,000 124,576 750,000 1,061,576

4,785,200 1,125,700

2,500,000 275,000

2,400,000 275,000

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

3,200,000 5,975,000

3,200,000 5,875,000

909,288 300,000 117,845 1,327,133

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

1,000,000 54,781 488,963 90,326 9,177,174 291,600 362,750 60,000 11,525,594

1,000,000 56,110 541,238 90,326 9,204,330 281,200 371,953 60,000 11,605,157

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

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

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

$ 10,073,613

35,693,047

30,789,409

31,089,714

$ $

125

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

126

June 2021

OTHER PROGRAMS

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE COMPONENT UNITS GLOSSARY AND ACRONYMS

NRHA FY2022 Approved Budget

127

June 2021

NRHA FY2022 Approved Budget

128

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

129

June 2021

FY2022 OTHER PROGRAMS OVERVIEW

SUMMARY FY2022 OTHER PROGRAMS FY2022 expenditure needs for “Other Programs” total $4,659,591 and are comprised of nine unique programs which are not contained in either of the Authority’s two programmatic divisions. The revenue sources supporting these activities are derived from program revenue, a program’s own reserves, earnings from privately managed properties or fee for service agreements. Expenditures and funding gaps included in “Other Programs” are displayed below:

Programs

FY22 Proposed

FY23 Planned

FY24 Planned

NRHA Rental Project

73,090

555 E Main Street Operations

500,000

Broad Creek Village Center

60,000

COCC Specialized Maintenance

1,117,143

1,237,035

1,417,917

Communications and Government Relations

426,592

447,812

457,200

Core Business Service

824,632

643,795

596,135

Disposition Support

30,000

Executive Director Contingency Fund

408,417

410,739

412,394

Project Development Financing

1,219,448

1,237,243

1,248,948

NRHA FY2022 Approved Budget

Total

130

4,659,322

74,714 -

76,197 -

4,141,338

June 2021

4,298,791

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

NRHA FY2022 Approved Budget

131

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

132

June 2021

OTHER PROGRAMS REVENUE AND EXPENDITURES

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

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

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

FY2022 Budget Gap

FY2022 Budget Gap Source Funding

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

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

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

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

NRHA FY2022 Approved Budget

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

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

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

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

133

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

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

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

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

June 2021

NRHA RENT PROJECT

OVERVIEW

FUNDING METHODOLOGY

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

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

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

NRHA FY2022 Approved Budget

134

June 2021

NRHA RENT PROJECT FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other Other Fees (Interproject) Appropriation of Earnings

Total Revenue

711,272 711,272

711,271 711,271

763,939 763,939

25,634 25,634 5,318 12,034 42,986

29,463 29,463 4,490 13,708 47,661

26,338 26,338 22,216 12,927 61,481

28,896 28,896 4,425 14,280 47,601

29,474 29,474 4,711 14,986 49,171

30,063 30,063 4,800 15,736 50,599

3,158 736,489 782,633 (71,361)

7,862 1,500 727,324 784,347 (73,075)

4,705 713,558 779,744 (68,473)

7,907 1,530 779,991 837,029 (73,090)

7,930 1,561 779,991 838,653 (74,714)

7,954 1,592 779,991 840,136 (76,197)

Program Expenses: Planning Utilities Maintenance Specialized Maintenance Protective Services General Expense Transfers to Other Projects Other (Rent) Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

135

June 2021

555 EAST MAIN STREET OPERATIONS

OVERVIEW

FUNDING METHODOLOGY

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

This project is funded from 555 East Main Street’s tenant revenue. Rents are based on square footage.

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

NRHA FY2022 Approved Budget

136

June 2021

555 EAST MAIN STREET OPERATIONS FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other Proceeds from Notes, Loans and Bonds Proceeds from Property Sales Other Fees (Interproject)

Total Revenue

1,851,283 116,433 1,967,716

1,760,000 178,314 1,938,314

1,554,045 97,005 1,651,050

1,586,602 146,956 1,733,558

1,602,143 146,956 1,749,099

1,607,416 146,956 1,754,372

73,865 73,865

48,600 48,600

35,189 35,189

34,170 34,170

34,889 34,889

34,945 34,945

341,495 445,477 150,100 409,443 44,597 28,711 1,493,688 474,028

346,773 328,440 156,800 657,344 120,686 103,689 1,762,332 175,982

257,040 306,246 170,768 657,344 120,686 11,921 1,559,194 91,856

369,096 329,660 181,200 657,344 124,000 38,088 500,000 2,233,558 (500,000)

379,803 331,375 183,600 657,344 124,000 38,088 1,749,099 -

381,600 333,595 184,800 657,344 124,000 38,088 1,754,372 -

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

NRHA FY2022 Approved Budget

$ $

137

June 2021

BROAD CREEK VILLAGE CENTER

OVERVIEW

FUNDING METHODOLOGY

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

The initiative is funded with contributions from local funds.

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

NRHA FY2022 Approved Budget

138

June 2021

BROAD CREEK VILLAGE CENTER FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Grants

Other Government Grants

Interest Income

53,891

60,000

40,360

53,891

60,000

40,360

Earnings from Other Programs Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services

Maintenance

Program

Other Administration

Other (Interproject Fee for Services)

Employee Benefits

Management Fees (Interproject)

53,891

60,000

40,360

60,000

Specialized Maintenance

Protective Services

Equipment (Non Expendable/Hardware)

Transfers to Other Projects

Interproject Repayments or Advances

Other

Capital Expenditures

53,891 -

60,000 -

40,360 -

60,000 (60,000)

Total Labor

Total Admin & Program Delivery Exp.

Program Expenses: Resident Services Utilities Maintenance

Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

139

60,000 (60,000)

June 2021

60,000 (60,000)

COCC SPECIALIZED MAINTENANCE OVERVIEW

FUNDING METHODOLOGY

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

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

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

NRHA FY2022 Approved Budget

140

June 2021

COCC SPECIALIZED MAINTENANCE FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Tenant Revenue - Other

381,520 -

4,869,136 21,058

5,792,666 80,000

5,325,566 2,410

4,962,892 30,100

4,725,717 33,625

4,784,126 36,163

638,813 5,529,007

596,191 303,112 6,771,969

825,496 6,153,472

5,374,512

5,140,862

5,201,809

2,237,433 -

2,154,166 -

1,984,047 -

1,979,361 -

1,923,210 -

1,911,674 -

2,237,433

2,154,166

1,984,047

1,979,361

1,923,210

1,911,674

310,844 705,970 769,771 4,024,018

613,328 811,444 835,660 4,414,598

300,621 815,419 664,928 3,765,015

438,251 884,612 934,002 4,236,226

444,591 922,180 952,682 4,242,663

450,171 966,688 971,736 4,300,269

75,739 1,625,084 60,747 107,749 -

85,495 1,853,042 102,168 186,666 -

73,843 1,943,558 101,186 139,870 -

91,149 1,761,219 170,061 183,000 -

95,804 1,784,654 170,226 54,550 -

100,698 1,888,184 170,393 130,182 -

5,893,337 (364,330)

130,000 6,771,969 -

130,000 6,153,472 -

50,000 6,491,655 (1,117,143)

30,000 6,377,897 (1,237,035)

30,000 6,619,726 (1,417,917)

HUD PHA Grants Other Fees Other Revenue (External Source) Appropriation from Other Program Reserve

Appropriation of Earnings Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration Resident Services

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

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

NRHA FY2022 Approved Budget

$ $

141

June 2021

COMMUNICATIONS AND GOVERNMENT RELATIONS

OVERVIEW

FUNDING METHODOLOGY

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

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

Key functions include:

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

 Designing, developing and

PROGRAM INITIATIVES

implementing PR and marketing strategies and campaigns using various media platforms.

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



Provide community outreach.



Foster collaborative relationships.



Provide legislative advocacy.



Complete new website development.



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

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

 Maintaining positive relationships with media and government officials.

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

NRHA FY2022 Approved Budget

142

June 2021

COMMUNICATIONS AND GOVERNMENT RELATIONS FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue

Tenant Revenue - Other

HUD PHA Grants

Developer Fees

Interest Income

Proceeds from Notes, Loans and Bonds

Other Fees for Service (External Source)

357,602

431,085

373,968

357,602

431,085

373,968

Earnings from Other Programs Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

212,951

231,617

221,209

236,667

241,400

246,228

Resident Services

Maintenance

Program

212,951

231,617

221,209

236,667

241,400

246,228

Other Administration

53,798

89,398

48,470

104,934

118,000

118,942

Other (Interproject Fee for Services)

23,878

28,862

28,235

Employee Benefits

66,894

81,208

76,054

84,991

88,412

92,030

Total Labor

Management Fees (Interproject) Total Admin & Program Delivery Exp.

357,521

431,085

373,968

426,592

447,812

457,200

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

357,521 81

431,085 -

373,968 -

426,592 (426,592)

447,812 (447,812)

457,200 (457,200)

Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

143

June 2021

CORE BUSINESS SERVICE

OVERVIEW

FUNDING METHODOLOGY

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

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

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

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

NRHA FY2022 Approved Budget

144

June 2021

CORE BUSINESS SERVICE FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Other Fees (Interproject) Interproject Repayments

Other Government Grants Earnings from Other Programs Appropriation of Reserves Total Revenue

75,000

462,548 462,548

646,641 324,627 971,268

387,422 462,422

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

48,303 390,730 90,795 -

54,841 827,427 89,000 -

32,672 335,737 94,013 -

58,548 676,084 90,000 -

62,626 481,169 100,000 -

67,111 429,024 100,000 -

529,828

971,268

462,422

824,632

643,795

596,135

Specialized Maintenance Protective Services

Equipment (Non Expendable/Hardware)

Transfers to Other Projects

971,268 -

462,422 -

824,632 (824,632)

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

Program Expenses: Resident Services Utilities Maintenance

Interproject Repayments or Advances Other Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

529,828 (67,280)

145

643,795 (643,795)

596,135 (596,135)

June 2021

DISPOSITION SUPPORT

OVERVIEW

FUNDING METHODOLOGY

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

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

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

NRHA FY2022 Approved Budget

146

June 2021

DISPOSITION SUPPORT FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Other Fees Other Revenue (External Source) Proceeds from Notes, Loans and Bonds Proceeds from Property Sales Other Fees for Service (External Source)

Other Revenue (External Source) Interest Income Appropriation from Other Program Reserves Appropriation of Earnings from Other Projects Appropriation from (this) Program Reserve

Appropriation of Reserves Total Revenue

17,795 17,795

30,000 30,000

17,795 17,795 -

30,000 30,000 -

30,000 30,000 (30,000)

Program Expenses: Resident Services Utilities Maintenance Specialized Maintenance Protective Services General Expense Equipment (Non Expendable/Hardware) Transfers to Other Projects Interproject Repayments or Advances Other Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

147

30,000 30,000 (30,000)

June 2021

EXECUTIVE DIRECTOR CONTINGENCY FUND

OVERVIEW

FUNDING METHODOLOGY

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

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

PROGRAM INITIATIVES

NRHA FY2022 Approved Budget

148



Support internal and external initiatives.



Support administrative Rental Assistance Demonstration conversion initiatives.

June 2021

EXECUTIVE DIRECTOR CONTINGENCY FUND FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Proposed Budget

FY24 Proposed Budget

Revenue: Interest Income

448,393

428,523

329,848

Appropriations from Other Programs

Appropriation of (this project) Reserves

448,393

428,523

329,848

Other Revenue (External Source) Earnings from Other Programs

Total Revenue

Expenditures Administrative and Program Delivery: Labor: Administration

Resident Services

Maintenance

Program

448,393

428,523

329,848

408,417

410,739

412,394

Other (Interproject Fee for Services)

Employee Benefits

Management Fees

448,393

428,523

329,848

408,417

410,739

412,394

Total Labor

Other Administration

Total Admin & Program Delivery Exp.

Program Expenses: General Expense

Interest Expense

Bond Fees

Client (New Loans)

Principal Payment on Debt

Equipment (Non Expendable/Hardware)

Transfers to Other Projects

Interproject Repayments or Advances

Other

Capital Expenditures

448,393 -

428,523 -

329,848 -

408,417 (408,417)

410,739 (410,739)

412,394 (412,394)

Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

149

June 2021

PROJECT DEVELOPMENT FINANCING

OVERVIEW

FUNDING METHODOLOGY

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

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

income communities.

PROGRAM INITIATIVES  HUD Choice Neighborhoods Initiative.  Reposition activities and projects to enhance cash flow in NRHA’s existing rental portfolio.

NRHA FY2022 Approved Budget

150

June 2021

PROJECT DEVELOPMENT FINANCING FY20 Actual

FY21 Approved Budget

FY21 Projected Actual

FY22 Approved Budget

FY23 Planned Budget

FY24 Planned Budget

Revenue: Net Tenant Rental Revenue Tenant Revenue - Other

HUD PHA Grants Developer Fees

251,247 362,018 157,027

720,018 800,000 -

666,319 800,000 -

100,000 -

770,292

1,520,018

1,466,319

100,000

441,443

374,905

380,452

350,911

357,929

365,088

441,443 5,967

374,905 29,030

380,452 2,906

350,911 9,700

357,929 16,350

365,088 16,550

42,791 122,137

44,690 113,429

43,281 117,088

47,811 111,026

47,904 115,060

47,999 119,311

157,954 770,292

157,964 720,018

122,592 666,319

519,448

537,243

548,948

Planning

Disposition Rehabilitation General Expense

770,292 -

800,000 1,520,018 -

800,000 1,466,319 -

800,000 1,319,448 (1,219,448)

Interest Income Earnings Appropriation from Other Programs Reserves Appropriation of Reserves Total Revenue

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: Relocation Demolition

Interest Expense Interproject Repayments or Advances Other Capital Expenditures Total Program/Operating Expenses Surplus (Deficit) From Operations

NRHA FY2022 Approved Budget

$ $

151

800,000 1,337,243 (1,237,243)

800,000 1,348,948 (1,248,948)

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

152

June 2021

CENTRAL OFFICE

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS

CENTRAL OFFICE COMPONENT UNITS GLOSSARY AND ACRONYMS

NRHA FY2022 Approved Budget

153

June 2021

NRHA FY2022 Approved Budget

154

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

155

June 2021

CENTRAL OFFICE COST CENTER Overview of Funding Methodology and Services Provided

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

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

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

NRHA FY2022 Approved Budget

156

June 2021

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

SERVICES PROVIDED An overview of the services provided by each unit of the Central Office Cost Center is provided on the following pages. Asset Management Department The Asset Management department supports the public housing communities by supplying various services as follows: 

Maintaining the Public and Indian Housing Information Center (PIC) public housing report system as well as the Enterprise Income Verification (EIV) system to ensure the integrity of the data that is reported to HUD.  Maintaining statistical analysis of public housing demographics and community activity data.  Supplying the AMP managers with tools to assist in the management of their communities, e.g. a condensed monthly financial report called a “monthly report card”.  Monitoring and inventory oversight including establishing procedures and processes, training staff, problem solving, annual physical inventory and reconciliation. The Asset Management department also conducts on-going systems training and

NRHA FY2022 Approved Budget

157

June 2021

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

NRHA FY2022 Approved Budget

158

June 2021

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

NRHA FY2022 Approved Budget

159

June 2021

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

NRHA FY2022 Approved Budget

160

June 2021

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

NRHA FY2022 Approved Budget

161

June 2021

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

NRHA FY2022 Approved Budget

162

June 2021

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

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

      

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

FY2021 ACCOMPLISHMENTS     

   

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

NRHA FY2022 Approved Budget

163

June 2021

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

FY2021 ACCOMPLISHMENTS (continued)    

  

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

FY2022 GOALS – 555 EAST MAIN STREET BUILDING MANAGEMENT 

Work with JLL, leasing company, on marketing strategy for the 555 E Main Street building and preparing leasing proposals for perspective tenants.  Tax Credit assessment and application for implementation of Phase II garage deck construction work and future rehabilitation projects.  Moving the owner operations of 555 E. Main to Development Operations.

FY2022 GOALS - CENTRAL FILES     

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

NRHA FY2022 Approved Budget

164

June 2021

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

FY2022 GOALS - CENTRAL FILES (continued) 

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

FY2022 GOALS - PURCHASING     



Promulgation and implementation of an agency-wide Electronic Signature Policy. Continue to improve end-user relationships through negotiations of cost of services to improve transparency through established contracts. Continue to schedule and provide monthly training on identified procurement topics. Increased minority and small business participation in contracting. Implementation of a more paperless procurement environment by moving beyond. only creating purchase orders in Elite to creating contracts and blanket purchase agreements in the Elite Software. Partner with the Finance Department (AP) to achieve a workflow to allow for payment of contract invoices that will allow for direct encumbrance of funds from the contract through the Elite Software system. Update solicitation documents and implement Section 3 final rule preference verbiage into the solicitation process.

FY2022 GOALS - RISK MANAGEMENT & SAFETY 

    

Promote a safe working environment that minimizes potential accidents for staff, residents and the general public by maintaining an active focus on safety and identifying corrective measures to eliminate or control recognized safety hazards. Continue to advise, mitigate and address liability and risk concerns within the agency. Finalize updates and electronically redistribute the NRHA Employee Safety Manual. Train and recertify NRHA employees in CPR / First Aid. Purchase AEDs and train staff on the appropriate and effective use. Implement a more interactive Orientation for new hires to include screen sharing, video conference and interactive demonstrations.

NRHA FY2022 Approved Budget

165

June 2021

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

FY2021 ACCOMPLISHMENTS        

 

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

NRHA FY2022 Approved Budget

166

June 2021

BUDGET and COMPLIANCE

FY2021 ACCOMPLISHMENTS (continued) 

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

FY2022 GOALS        

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

NRHA FY2022 Approved Budget

167

June 2021

COMMUNICATIONS AND GOVERNMENT RELATIONS KEY CHALLENGES    

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

FY2021 ACCOMPLISHMENTS  Crisis communications for COVID-19 messaging for employees and residents.  Created the #OneNRHA campaign to boost corporate moral and camaraderie during the COVID-19 pandemic.  Pivoted the “Families First” newsletter to a “COVID Newsletter” and continued writing, designing and printing of the newsletter serving all NRHA communities.  Moderated and provided technical supported for all Board of Commissioners meetings.  Planned and implemented operational objectives and strategies to align the Communications Department with corporate strategic plans.  Planned and implemented successful special events including the Virtual Annual Employee Meeting.  Provided significant support services for the St. Paul’s area redevelopment initiative, including media relations as well as the creation of a St. Paul’s area website and Facebook page.  Provided significant services in support of NRHA’s Choice Neighborhoods Initiative.  Designed, developed and implemented PR and marketing strategies and campaigns.  Planned and developed news releases, articles, reports, newsletters, ads, website and social media content as well as other materials for external and internal distribution.  Provided support for activities in NRHA’s resident communities including creation of flyers and other promotional materials, photography and provision of marketing materials.  Designed and developed graphics for print and digital media.  Planned, developed and coordinated virtual special events, conferences and appearances.  Advised NRHA executive leadership on communications and PR matters.

NRHA FY2022 Approved Budget

168

June 2021

COMMUNICATIONS AND GOVERNMENT RELATIONS

FY2021 ACCOMPLISHMENTS (continued)  Represented the Authority in response to media information requests.  Created and maintained positive relationships with elected government officials, government representatives, political agencies, business and industry organizations, key influencers, community groups, public housing residents, news media and employees.  Managed social media to showcase agency events, announcements, people and achievements.  Managed and responded to all Freedom of Information Act (FOIA) requests.  Prepared successful award submissions for NRHA’s Trunk or Treat event receiving the NAHRO Award of Merit.  Monitored and reported on legislative actions that affect the Authority’s operations.

FY2022-2024 GOALS  Continue to provide recommendations and guidance to leadership team for COVID19 messaging to residents and employees.  Provide clear and accurate information to the families within the St. Paul’s area to enable them to feel comfortable in making housing choices that best suit their needs.  Improve citizen, neighborhood and landlord perception of the Housing Choice Voucher program through a targeted campaign.  Support major NRHA property management and real estate development initiatives such as the St. Paul’s area redevelopment, Ocean View, Broad Creek and the repositioning of privately-managed properties.  Implementation of NRHA’s website redesign.  Provide regular General Assembly and Congressional delegation updates on NRHA activities as well as advocate for legislation that positively impact NRHA’s operations.  Effectively represent NRHA in the community and with partner organizations.  Plan and implement organization-wide special events.  Provide marketing support to NRHA’s employee recognition program.  Support NRHA resident community activities.

NRHA FY2022 Approved Budget

169

June 2021

FINANCE

KEY CHALLENGES  



 

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

FY2021 ACCOMPLISHMENTS        

Applied for and obtained renewal of a Single Room Occupancy voucher contract before its annual expiration. Completed FY2020 unaudited financial statements by HUD’s deadline. Completed the FY2020 audited financial statements with an unmodified (clean) opinion by HUD’s deadline. Implemented accounting for the RAD/PBV conversion of Diggs Town Phase I. Continued providing oversight for the accounting and reporting of the change in Park Terrace. Implemented additional rent payment options for Project Based Voucher residents. Produced audit reports for all limited partnership owned projects Updated far-reaching revenue and expense models to forecast possible outcomes of the St. Paul’s area development.

NRHA FY2022 Approved Budget

170

June 2021

FINANCE

FY2022-2024 GOALS 

       

   

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

NRHA FY2022 Approved Budget

171

June 2021

HUMAN RESOURCES

KEY CHALLENGES  Returning NRHA to full operations following COVID-19.  Attract and retain talent at all levels of the organization at an affordable cost.  Control staffing management costs, especially temporary and turnover staffing costs.  Expand and improve training content while managing training costs.  Improve performance management systems.  Offer a benefits program that attracts and retains employees, while also controlling benefit costs.  Monitor and comply with changing legal requirements, particularly those related to compensation and health care reform.  Expand the use of technology to improve administrative efficiencies and service delivery.

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

NRHA FY2022 Approved Budget

172

June 2021

HUMAN RESOURCES

FY2022 GOALS  Administer return to full operations initiative following the termination of Virginia COVID-19 mandates.  Implement technological solutions to routine human resource and payroll operations including employee records management.  Assist on an as-needed basis any division or department reorganizations resulting from consultant recommendations or management decisions.  Expand the comprehensive staff training strategy.  Stabilize hiring and employee retention.  Expand employee recognition and engagement.  Continue to serve as an active member in the Norfolk Healthcare Consortium by obtaining and implementing recommendations for managing benefits costs from a benefits consultant.  Act to assure compliance with new federal mandates.

NRHA FY2022 Approved Budget

173

June 2021

INFORMATION TECHNOLOGY

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

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

NRHA FY2022 Approved Budget

174

June 2021

INFORMATION TECHNOLOGY

FY2022 GOALS            

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

FY2023 GOALS          

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

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

175

June 2021

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

Line Item Descriptions

FY2023 Planned

FY2024 Planned

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

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

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

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

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

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

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

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

86,634

19,212

14,175

Excess/(Deficit)

NRHA FY2022 Approved Budget

176

June 2021

FY2022 Central Office Cost Center Detail

Line Item Descriptions Resources Management Fee Other Fees (Interproject) Fees for Service (Internal) Other Revenue (External) Appropriation of Reserves Transfer from Other Proj. Total Resources

AED For Budget & Fin & Adm CompSvc & CFO liance

Admin Services

Exec. Office

Finance Dept

Human Resources

Information Services

Procurement

Total Executive and Administrative Offices

15,225 15,225

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

166,454 90,596 222,904 $ 479,954

22,477 37,381 128,299 188,157

47,339 123,378 335,408 506,125

170,136 72,550 258,875 501,561

224,591 311,933 785,363 1,321,887

125,382 129,497 296,388 551,267 x

87,121 166,700 455,268 709,089

42,242 98,987 252,313 393,542

885,742 1,031,022 2,734,818 4,651,582

Excess/Deficit

$ (479,954)

(172,932) (506,125)

(501,561)

(1,321,887)

(551,267)

(709,089)

(393,542)

(4,636,357)

$ $

NRHA FY2022 Approved Budget

177

June 2021

FY2022 Central Office Cost Center Detail

Line Item Descriptions Resources Management Fee Other Fees (Interproject) Fees for Service (Internal) Other Revenue (External) Appropriation of Reserves Transfer from Other Proj. Total Resources

Public Assistant Housing Executive Property & Director of Asset Housing Mgmt.

Development

Total Development Management COCC

Mgmt. Fees

5,977,223 5,977,223

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

25,029 38,279 137,713 $ 201,021

44,512 132,006 366,304 542,822

31,931 82,763 268,404 383,098

26,074 23,992 51,932 101,998

127,546 277,040 824,353 1,228,939

25,293 25,293

Excess/Deficit

$ (201,021)

(542,822)

(383,098)

(101,998)

(1,228,939)

(25,293)

5,977,223

NRHA FY2022 Approved Budget

Client Services

Housing Programs Total Housing Director & Management Annual Plan COCC

$ $

178

June 2021

FY2022 Central Office Cost Center Detail

Line Item Descriptions Resources Management Fee Other Fees (Interproject) Fees for Service (Internal) Other Revenue (External) Appropriation of Reserves Transfer from Other Proj. Total Resources

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

5,992,448 5,992,448

1,145,270 4,199,142 30,100 1,117,141 6,491,653

763,939 73,090 837,029

426,592 426,592

43,068 43,068

1,909,209 4,199,142 30,100 1,160,209 499,682 7,798,342

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

1,038,581 1,308,062 3,559,171 5,905,814

50,000 1,372,252 884,612 183,000 170,061 91,149 1,979,361 1,761,218 6,491,653

784,416 14,280 1,530 28,896 7,907 837,029

104,934 84,991 236,667 426,592

43,068 43,068

50,000 2,261,602 983,883 183,000 171,591 91,149 2,287,992 1,769,125 7,798,342

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

86,634

Excess/Deficit

5,977,223

NRHA FY2022 Approved Budget

Grand Total

5,977,223 5,977,223

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

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

179

June 2021

FY2023 Central Office Cost Center Detail

Line Item Descriptions Resources City Grant Interest Income Management Fee Other Fees (Interproject) Fees for Service (Internal) Other Revenue (External) Appropriation of Reserves Transfer from Other Projects Total Resources Expenditures Capital & Multiyear Programs Administrative Employee Benefits Equipment General Expense Utilities Labor Maintenance Management Fee Expense Other Protective Services Operating Transfer Total Expenditures Excess/Deficit

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

Admin Services

Exec. Office

Finance Dept

Human Resources

Information Services

Procurement

Total Executive and Administrative Offices

15,453 15,453

169,981 94,630 227,362 491,973

54,018 38,562 130,865 223,445

47,406 141,782 342,117 531,305

173,325 74,848 264,053 512,226

227,037 325,669 801,070 1,353,776

127,115 135,597 302,316 565,028 x

87,819 173,585 464,373 725,777

44,725 103,336 257,359 405,420

931,426 1,088,009 2,789,515 4,808,950

$ (491,973)

(207,992)

(531,305)

(512,226)

(1,353,776)

(565,028)

(725,777)

(405,420)

(4,793,497)

$ $

NRHA FY2022 Approved Budget

180

June 2021

FY2023 Central Office Cost Center Detail

Public Housing Property & Asset Mgmt.

Assistant Executive Director of Housing

Mgmt. Fees

6,095,443 6,095,443

44,919 137,397 373,630 555,946

32,056 85,699 273,772 391,527

26,243 25,158 52,971 104,372

128,532 287,725 840,840 1,257,097

25,637 25,637

(555,946)

(391,527)

(104,372)

(1,257,097)

(25,637)

6,095,443

25,314 39,471 140,467 205,252

Excess/Deficit

(205,252)

NRHA FY2022 Approved Budget

Client Services

Total Development Management COCC

Expenditures Capital & Multiyear Programs Administrative Employee Benefits Equipment General Expense Utilities Labor Maintenance Management Fee Expense Other Protective Services Operating Transfer Total Expenditures

Housing Programs Total Housing Director & Management DevelopAnnual Plan COCC ment

181

June 2021

FY2023 Central Office Cost Center Detail

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

6,095,443 $ 6,095,443

6,110,896 6,110,896

GovernSpecialized NRHA Rent ment Maintenance Project Relations

381,520 4,725,717 33,625 1,237,035 6,377,897

763,939 74,714 838,653

447,812 447,812

Rental Properties 3rd Party Oversight Management Project

Total Other Programs

43,929 43,929

1,145,459 4,725,717 33,625 1,280,964 522,526 7,708,291

6,110,896 1,145,459 4,725,717 33,625 1,280,964 522,526 13,819,187 30,000 1,652,897 2,401,312 54,550 171,787 95,804 5,868,368 1,792,584 952,682 779,991 13,799,975 19,212

1,085,595 1,375,734 3,630,355 6,091,684

30,000 444,591 922,180 54,550 170,226 95,804 1,923,210 1,784,654 952,682 6,377,897

4,711 14,986 1,561 29,474 7,930 779,991 838,653

118,000 88,412 241,400 447,812

43,929 43,929

30,000 567,302 1,025,578 54,550 171,787 95,804 2,238,013 1,792,584 952,682 779,991 7,708,291

Excess/Deficit

$ 6,095,443

19,212

NRHA FY2022 Approved Budget

182

Grand Total

June 2021

FY2024 Central Office Cost Center Detail

AED For Fin & Adm Budget & Svc & CFO Compliance

Admin Services

Exec. Office

Finance Dept

Human Resources

Information Services

Procurement

Total Executive and Administrative Offices

15,685 15,685

Expenditures Capital & Multiyear Administrative Employee Benefits Equipment General Expense Utilities Labor Maintenance Management Fee Expense Other Protective Services Operating Transfer Total Expenditures

172,047 98,912 231,909 $ 502,868

54,060 39,800 133,482 227,342

47,475 147,781 348,959 544,215

176,592 77,255 269,334 523,181

229,151 340,241 817,092 1,386,484

128,869 142,082 308,362 579,313 x

88,536 180,873 473,661 743,070

45,696 107,949 262,506 416,151

942,426 1,134,893 2,845,305 4,922,624

Excess/Deficit

$ (502,868)

(211,657)

(544,215)

(523,181)

(1,386,484)

(579,313)

(743,070)

(416,151)

(4,906,939)

$ $

NRHA FY2022 Approved Budget

183

June 2021

FY2024 Central Office Cost Center Detail

Assistant Executive Director of Housing

Development

Total Development Management COCC

Mgmt. Fees

6,232,256 6,232,256

45,687 143,102 381,103 569,892

32,185 88,789 279,248 400,222

26,243 25,158 54,030 105,431

129,715 297,769 857,658 1,285,142

26,000 26,000

(569,892)

(400,222)

(105,431)

(1,285,142)

(26,000)

6,232,256

25,600 40,720 143,277 209,597

Excess/Deficit

(209,597)

NRHA FY2022 Approved Budget

Client Services

Housing Programs Total Housing Director & Management Annual Plan COCC

Public Housing Property & Asset Mgmt.

184

June 2021

FY2024 Central Office Cost Center Detail

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

6,232,256 $ 6,232,256

6,247,941 6,247,941

381,520 4,784,126 36,163 1,417,917 6,619,726

NRHA Rent Project

763,939 76,197 840,136

Rental Properties 3rd Party Oversight Govern-ment Management Relations Project

457,200 457,200

Total Other Programs

Grand Total

44,808 44,808

1,145,459 4,784,126 36,163 1,462,725 533,397 7,961,870

6,247,941 1,145,459 4,784,126 36,163 1,462,725 533,397 14,209,811 30,000 1,672,054 2,507,116 130,182 171,985 100,698 5,935,736 1,896,138 971,736 779,991 14,195,636 14,175

1,098,141 1,432,662 3,702,963 6,233,766

30,000 450,171 966,688 130,182 170,393 100,698 1,911,674 1,888,184 971,736 6,619,726

4,800 15,736 1,592 30,063 7,954 779,991 840,136

118,942 92,030 246,228 457,200

44,808 44,808

30,000 573,913 1,074,454 130,182 171,985 100,698 2,232,773 1,896,138 971,736 779,991 7,961,870

Excess/Deficit

$ 6,232,256

14,175

NRHA FY2022 Approved Budget

185

June 2021

Automotive Equipment Fund

Line Item Descriptions

Carpentry Shop

Electrical

Electronics

Extermination

Grounds

Housing Ops. Bldg

HVAC

Painting

Specialized Maintenance Admin

Sanitation

Tile

Tool Room

Grand Total

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

823,259 10,100 833,359

934,274 20,000 954,274

333,125 333,125

104,614 104,614

257,300 257,300

640,586 640,586

381,520 381,520

930,683 930,683

319,462 319,462

23,345 23,345

180,040 180,040

319,918 319,918

96,286 96,286

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

37,940

1,415

22,689

29,946

-100,773

-270,129

259

-211,457

34,985

-696,120

83,115

-41,516

-7,497

-1,117,143

$ $

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

823,259 12,100 835,359

755,839 21,525 777,364

333,125 333,125

107,230 107,230

262,406 262,406

634,041 634,041

381,520 381,520

908,028 908,028

307,680 307,680

23,695 23,695

183,636 183,636

288,576 288,576

98,201 98,201

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

157,079

-197,160

16,025

31,245

-104,142

-245,346

12,023

-257,862

16,538

-661,887

85,133

-80,865

-7,816

-1,237,035

$ $

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

823,259 14,100 837,359

770,956 22,063 793,019

333,125 333,125

108,685 108,685

267,614 267,614

634,504 634,504

381,520 381,520

926,331 926,331

313,794 313,794

24,051 24,051

187,304 187,304

294,348 294,348

100,155 100,155

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

-4,595

-204,043

9,150

31,356

-107,720

-213,324

3,477

-267,248

15,759

-676,319

87,160

-83,400

-8,171

-1,417,918

$ $

NRHA FY2022 Approved Budget

186

June 2021

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NRHA FY2022 Approved Budget

187

June 2021

PAGE INTENTIONALLY LEFT BLANK

NRHA FY2022 Approved Budget

188

June 2021

COMPONENT UNITS

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE

COMPONENT UNITS GLOSSARY AND ACRONYMS

NRHA FY2022 Approved Budget

189

June 2021

NRHA FY2022 Approved Budget

190

June 2021

FY2022 COMPONENT UNITS OVERVIEW

SUMMARY FY2022 COMPONENT UNITS Budgets for the component units displayed in this section are not part of NRHA’s Consolidated Annual Operating and Capital Budget; however, the budgets are included in the Approved Budget book due to the significance of their operational and/or financial relationships with the Authority. Currently all component units have a fiscal year that begins January 1. The component units displayed here are: Hampton Road Ventures, LLC and Mission College Apartments, L.P.

Challenges Not Applicable.

MAJOR GOALS

Continue operational and maintenance activities.

NRHA FY2022 Approved Budget

191

June 2021

HAMPTON ROADS VENTURES, LLC OVERVIEW

FUNDING METHODOLOGY

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

The NMTC Program provides tax credit incentives to investors to equity investments in certified Community Development Entities, which invest in low-income communities.

PROGRAM INITIATIVES The goal of the program is to spur revitalization efforts of low-income and impoverished communities.

NRHA FY2022 Approved Budget

192

June 2021

HAMPTON ROADS VENTURES, LLC (HRV) CY 18 Actual

Mission College Revenue: Operating Receipts Subsidy/Grants Admin Subsidy/Grants Program Interest Other Total Revenue Operating Expenses: Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program Total Labor Other Administration Employee Benefits Management Fee Total Admin and Program Delivery Expenses Program Expenses: Resident Services Utilities Maintenance Housing Assistance Payments Protective Services General Expense Interest Expense Other Total Program Expenses Total Operating Expenses Surplus (Deficit) From Operations NonOperating Expenses: Equipment (Non Expendable/Hardware) Capital Improvements Principal Payment on Debt Distribution of Surplus Cash Total NonOperating Expenses Other Financing Sources and Uses: Interproject Transfers IN(OUT) Interproject Repayments (Advances) Client Repayments (New Loans) Proceeds from Investmets Proceeds from Sale of Property Reserves Total Other Financing Sources and Uses TOTAL EXCESS (DEFICIT)

NRHA FY2022 Approved Budget

CY19 Actual

CY20 Actual

CY21 Budget

906,411 5,339 574,164 1,485,914

637,500 9,907 428,145 1,075,552

773,097 11,761 415,989 1,200,847

863,650 15,000 1,605,000 2,483,650

288,567 288,567

288,567

337,661 337,661 337,661

495,268 495,268 495,268

532,000 532,000 532,000

793,155 793,155 1,081,722 404,192

710,132 710,132 1,047,793 27,759

570,372 570,372 1,065,640 135,207

981,000 981,000 1,513,000 970,650

530,000 530,000

400,000 400,000

150,000 150,000

250,000 250,000

2,425 2,425 (123,383)

868,242 868,242 496,001

566,025 566,025 551,232

285,000 285,000 1,005,650

$ $ $ $

$ $

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MISSION COLLEGE APARTMENTS, LP OVERVIEW

FUNDING METHODOLOGY

Mission College Apartments, LP is a tax credit development owned by a limited partnership with NRHA as the general administrative overview. There are 260 units of housing for low-tomoderate income families managed by SL Nusbaum Realty Company.

Tenant Payments for rent.

PROGRAM INITIATIVES General operations and maintenance.

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MISSION COLLEGE APARTMENTS, LP (MCA)

Revenue: Operating Receipts Subsidy/Grants Admin Subsidy/Grants Program Interest Other Total Revenue Operating Expenses: Administrative and Program Delivery: Labor: Administration Resident Services Maintenance Program Total Labor Other Administration Employee Benefits Management Fee Total Admin and Program Delivery Expenses Program Expenses: Resident Services Utilities Maintenance Housing Assistance Payments Protective Services General Expense Interest Expense Other Total Program Expenses Total Operating Expenses Surplus (Deficit) From Operations NonOperating Expenses: Equipment (Non Expendable/Hardware) Capital Improvements Principal Payment on Debt Distribution of Surplus Cash Total NonOperating Expenses Other Financing Sources and Uses: Interproject Transfers IN(OUT) Interproject Repayments (Advances) Client Repayments (New Loans) Proceeds from Notes Proceeds from Sale of Property Reserves Total Other Financing Sources and Uses TOTAL EXCESS (DEFICIT) Depreciation (Not Included in Totals)

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CY18 Actual

CY19 Actual

CY20 Actual

CY21 Budget

2,443,160 9,155 281,917 2,734,232

2,503,956 17,118 306,675 2,827,749

2,576,423 7,896 244,307 2,828,626

2,646,000 10,000 290,000 2,946,000

380,303 380,303 92,191 472,494

390,586 390,586 97,543 488,129

400,423 400,423 97,447 497,870

405,000 405,000 97,600 502,600

260,125 397,106 981,312 469,859 2,108,402 2,580,896 153,336

255,112 452,115 983,213 511,153 2,201,593 2,689,722 138,027

307,861 395,829 985,079 439,075 2,127,844 2,625,714 202,912

330,000 410,000 990,000 450,000 2,180,000 2,682,600 263,400

104,123 104,123

111,431 111,431

117,350 117,350

124,350 124,350

49,213 511,385

26,596 516,886

85,562 530,205

139,050 545,000

$ $

$ $ $ $

$ $

$ $ $

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GLOSSARY AND ACRONYMS

BUDGET SUMMARY HOUSING PROGRAMS DEVELOPMENT PROGRAMS

OTHER PROGRAMS CENTRAL OFFICE COMPONENT UNITS

GLOSSARY AND ACRONYMS

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BUDGET GLOSSARY The Budget Document contains a variety of terms, phrases, and references to programs that are not generally familiar. Some are unique to governmental budgeting or housing agencies; some are unique to NRHA. This glossary made liberal use of glossaries already compiled by other governmental entities and of NRHA’s independent auditors. In all instances, terms are defined as they are used in NRHA’s budget.

Account – A separate financial reporting unit for budgeting, management, or accounting purposes. All budgetary transactions (revenue or expenditure) are recorded in accounts. Several related accounts may be grouped together in a fund.

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

Accounting System – The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity or fund.

Activity – A specific line item capturing the cost of work performed to accomplish a function, project or program for which a governmental unit is responsible.

Accounts Payable (A/P) - is the obligation that a business owes to its creditors for buying goods or services. It is the unpaid invoices, bills, or statements for goods or services rendered by outside contractors, vendors or suppliers.

Administration (also Administrative) – Costs associated with the general management, oversight, coordination, monitoring and evaluation of program. While these costs are not a component of the final work product, they are essential to the accomplishment of program objectives. At NRHA, direct program administration costs are captured in the activity “administration” or “other administration”. Indirect administrative costs are captured in the line called “Allocated Administration Costs”.

Accounts Receivable (A/R) - Money which is owed to a company by a customer for products or services provided on credit. A specific sale is generally only treated as an account receivable after the customer is sent an invoice. Accrual – A method of accounting that recognizes the financial effect of transactions, events and inter-fund activities when they occur, regardless of the timing of related cash flows.

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

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Allocations – The allowable costs of services provided by a governmental unit on a centralized basis to its departments and units; these central service costs are accumulated during the month then distributed (or allocated) to the appropriate programs based on the relative benefit received – as defined by a documented central service cost allocation plan. The services are necessary for the function of the organization as a whole, but cannot be directly assigned to one program. i.e. accounting, computer support, human resources, etc. or are considered more efficient to administer centrally i.e. (liability insurance, office rent, division general office expenses).

Administrative Overhead- Fixed Cost associated with doing business. Examples include rent, telephones, PC software, copiers/printers, PC Maintenance. Annual Contributions Contract (ACC) – Each public housing project is covered by an ACC which is executed between HUD and the PHA and sets forth the specific obligations and responsibilities of each party in the implementation of the Public Housing Program. Appropriation – An authorization made by NRHA Board of Commissioners, which permits NRHA to incur obligations and to make expenditure of resources. An appropriation is a specified sum of money from a specified fund for a specific purpose.

Amendment – A change to an adopted budget which may increase or decrease a fund total and requires Board of Commissioner approval.

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

American Dream Down Payment Initiative (ADDI) – Provides down payment, closing cost and rehabilitation assistance in the amount of $10K or 6% of the home’s purchase price to eligible individuals to help increase the homeownership rate among minority and lower-income households.

Audit – Systematic collection of sufficient, competent evidential matter needed to attest to the fairness of the presentation of the Authority’s or service provider financial statements. The audit tests the Authority’s accounting system to determine whether the internal accounting controls are both available and being used.

Americans with Disabilities (ADA) – Civil rights protection for individuals with disabilities similar to those provided to individuals on the basis of race, color, sex, national origin, age and religion. It guarantees equal opportunity for those with disabilities in public accommodations, employment, transportation, state and local government services and telecommunications.

Authority – Refers to Norfolk Redevelopment and Housing Authority. Available Fund Balance – That portion of a fund balance available within the current period or soon enough thereafter to be used to pay liabilities of the current period.

Administrative Operating Cost - i.e. legal, consultant, sundry admin, office supplies, training, travel, vehicles, employee recognition, printing and reproduction, mileage

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Balance Budget – Total revenues equal total expenses.

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Balance Sheet – That portion of the Authority’s financial statement that discloses the assets, liabilities and reserves. The sheets reflect the balances of specific government funds as of specific date.

Budget (Operating) – A plan of financial operation embodying an estimate of proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them. Proposed budget is drafted first. Once it is approved and adopted by the Board, it becomes the “Approved Budget.”

Basis of Accounting – A term used when revenues, expenditures, expenses, transfers, assets, and liabilities are recognized in the accounts reported in the financial statements. Specifically, it relates to timing of measurements made, regardless of nature to the measurement, on the cash, modified accrual or accrual method.

Budget Amendment– A procedure to revise a budget appropriation either by: a) NRHA Board approval via adoption of a supplemental Resolution for any addition appropriation, or b) Chief Executive Officer approval for any interdivisional or inter-fund adjustments.

Beginning/Ending Balance – Cash resources available in a fund from the prior/current fiscal year after payment of the prior/current fiscal year’s expenditures. This is not necessarily cash on hand.

Budget Calendar – Key date schedule NRHA follows in the preparation, adoption, and implementation of the budget. The calendar begins with the issuance of the budget preparation package; ends with adoption of the budget by resolution of the Board of Commissioners.

Blighted Area – Is an area and or structure of a community which constitutes physical, social or economic liabilities. Redevelopment is in the interest of the people of the community and the city.

Budget Document – A bound version of approved budget authorizations presented as a comprehensive financial program.

Board of Commissioners – (BOC) Locally appointed citizens who serve as the direct supervisor and policy makers of a local public agency for a specified term, usually without financial compensation.

Budgetary Control – The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues.

Bond Fees – Funds received to pay down principal debt of a loan.

CHDO Support & Administration – Expenditures relating to the Community and Housing Development Organization, a nonprofit housing provider.

Broad Creek Village Center - Includes the former site of the Roberts Village public housing community that has been cleared and is awaiting development.

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

years, which identifies independent projects, provides a planning schedule and identifies options for financing the plan. Capital Improvement Program Neighborhood (CIP-N) – A short-range plan, usually four to six years, which identifies neighborhood projects, provides a planning schedule and identifies options for financing the plan.

Capital & Direct Cost- money spent by an organization for long-term improvements as well as money not consumed directly by the grantee. Examples are Capital Expenditures for Public Housing and Direct program Costs such as Planning, A&E, Acquisition, Relocation, Demolition, Site Improvement, and HCV Payments

Central Service Cost Allocation Plan – The documentation identifying, accumulating, and allocating allowable costs of services provided by a governmental unit on a centralized basis to its departments and units. The costs of these services may be allocated or billed to users.

Capital Equipment – Chattels which have a useful life of more than five years and a unit cost of at least $5,000.00. Capital Expenditures – Cost that is incurred in the acquisition or improvement of property asset.

CEO Contingency - Funds activities that support internal and external initiatives that are otherwise ineligible under Federal programs.

Capital Fund Admin. - Management fee provided by HUD for the oversight for physical improvements to all public housing communities as well as some supportive services.

Chart of Accounts – The list of general ledger account numbers that subdivide basic accounting equations, with associated titles and definitions, used by an entity for posting to its general ledger.

Capital Fund Program – Provides funding for physical and management improvements to all Public Housing Authorities.

Choice Neighborhoods Initiative – A competitive grant program that provides flexible resources for local leaders to help transform highpoverty, distressed neighborhoods into mixedincome neighborhoods with the affordable housing, safe streets, and good schools every family needs.

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

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

Capital Improvement Program (CIP) – A plan for capital expenditures to provide long lasting physical improvements to be incurred over a fixed period of several future years.

COCC Specialized Maintenance - A collective group of specialized trades that perform

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

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maintenance services primarily to the public housing communities.

Community Housing Partnership (CHP) - a 501(c)(3) community development corporation that serves the needs of low-wealth and low-income individuals and families in the southeast by creating affordable, green, sustainable housing opportunities and services for them.

Community/Property Operating Cost - i.e. insurance for property and liability, utilities, maintenance Cost of living Adjustment (COLA) –- An increase in salary for employees intended to adjust for inflation.

Comprehensive Grant Program (CGP) – A formula-determined federal grant program which is aimed at funding capital improvements and correction of construction and management deficiencies in the federally-assisted housing communities to ensure their continued availability to low and moderate income families.

Collateralized Mortgage Obligations – A security backed by a pool of pass-through rates structured so that there are several classes of bondholders with varying maturities, called tranches. The principal payments from the underlying pool of pass-through securities are used to retire the bonds on a priority basis as specified in the prospectus.

Contingency – An authorized budgetary set aside for emergencies or unforeseen expenditures during the fiscal year.

Come Home To Norfolk, Now (NOW) – is a program designed to encourage and maximize investment in Norfolk’s neighborhoods and to spread the word about the breadth and quality of the city’s housing

Contributed Capital – An equity account that shows the amount of permanent fund contributed to that fund. Core Business Services - A newly created project to expense certain services (IT, Parking, Employee Assistance Program and Telephone Lines) determined to be an administrative burden to distribute to the program.

Community Development – A special Revenue Fund which accounts for the implementation and administration of the Federal Community Development Block Grant Program and the cost associated with the delivery of financial services for the Community Development loan and grant and rental rehabilitation program.

Cost – An amount as determined on cash, accrual, or other basis acceptable to the Federal awarding or cognizant agency. It does not include transfers (permanent nor temporary) to a general or similar fund.

Community Development Block Grant Program (CDBG) – A federal program which allocates block grants to local governments to be used to meet housing and community development needs. NRHA applies to the City of Norfolk each year to obtain funding to perform particular projects for the city.

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

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

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

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

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

Debt Service Fund – The Debt Service Fund accounts for transactions related to resources obtained and used for the payment of interest and principal on long-term general obligation debt, except for the debt payable by the propriety Fund Types. Resources are principally derived from contributions from HUD.

Drawdown - The withdrawal of funds from an account established for a specific purpose (e.g., drawing funds against a letter of credit, a federal grant, or an escrow account). Eminent Domain – Authority of a government agency to acquire property for public purposes. This is also known as condemnation.

Deficit – The excess of expenditures over revenues (cash basis).

Employee (or Fringe) Benefits - Amounts paid on behalf of employees, not included in the gross salary. Examples are group health or life insurance payments, contributions to employee retirement, Social Security taxes, workers’ compensation payments and unemployment insurance payments.

Demolition – Costs related to the removal of a structure, existing paving, foundations, utilities and related infrastructure. Department – A defined segment of NRHA employees and equipment assigned overall management responsibility for a group of related operations within a functional area.

Encumbrance – The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure.

Department of Housing and Urban Development (HUD) – The Federal agency responsible for administering the bulk of federal funds allocated to housing and economic development programs.

Enterprise Funds – Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises – where the intent of the Authority is that the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis will be recovered primarily through user charges. The measurement focus is upon determination of net income, financial position, and changes in financial position.

Depreciation – 1) Expiration in the service life of a capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. 2.) That portion of the cost of a capital asset which is charged as an expense over the expected usable life of the asset.

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

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

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

Family Self-Sufficiency (FSS) – A HUD program that encourages communities to develop local strategies to help families living in subsidized housing obtains employment that will lead to economic independence and selfsufficiency.

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

Federal Insurance Contributions Act tax (FICA) – Mandates that an employer withhold a set percentage of an employee’s pay each pay period and requires that the employer match the employee’s amount and contribute the money to the Social Security Trust Fund.

Expenditure/Expense – Decreases in net financial resources. Refers to the outflow of funds paid in acquiring an asset, goods, or services which requires current or future use of current assets. External Source – A source outside of NRHA.

Fees for Service & Other Income (External Projects) – are funds earned by COCC functions when services are rendered to non-NRHA entities, i.e. rental of office space, maintenance of small equipment.

Extraordinary Maintenance - Work that is not recurrent, is substantial in scope, and is performed in connection with specific work programs. Whether performed by the owner or regularly employed staff, specific labor force, or under contract, the expenditure involved would otherwise materially distort the level trend of ordinary maintenance expense.

Fiscal Year (FY) – The twelve (12) month period for recording financial transactions. NRHA’s fiscal year begins July 1st and ends June 30th.

Fair Labor Standards Act (FLSA) – Requires most employers in the United States to comply with minimum wage and hour standards. It requires overtime payment for employees working more than 40 hours per work week, employment limitations for children and mandated record keeping by employers.

Fiscal Year-to-Date (FYTD) – A total of all activity from the first day of the fiscal year (July 1) to the date the information was last updated. Fixed Assets – Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment.

Family Investment Center (FIC) – Located in Calvert Square, it provides the public housing communities with a variety of sources and support such as the Family Resource Center,

NRHA FY2022 Approved Budget

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

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

in lieu of taxes and operating improvements) which are necessary for the operation of a project. Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards and guidelines for financial accounting and reporting. These principles govern the form and content of the financial statements of an entity. The GAAP encompasses the conventions; rules and procedures necessary to define accepted accounting practices at a particular time. They include not only broad guidelines of general applications, but also detailed practices and procedures. The GAAP provides a standard by which to measure financial presentations. The primary authoritative body on application of GAAP to state and local government is the Government Accounting Standards Board (GASB).

Fund Balance – The excess of an entity’s or fund’s assets over its liabilities and is therefore also known as surplus funds. A negative fund balance is sometimes known as a deficit. Funding Gap - The amount by which expenditures exceed revenues for a particular program or project. Fungible – a commodity that is freely interchangeable with another in satisfying an obligation. General Fund (GF) – The fund is a contractual agreement between the City and NRHA which provides additional funds for staffing neighborhood initiatives and special projects.

Goal – The milestone the program or organization aims to achieve.

General Expense – An expense not directly connected with any single department.

Government Relations (Formerly Communications and Marketing) - The department oversees development, planning, implementation and integration of all communications and marketing strategies in support of NRHA’s initiatives and coordinates liaison activities for legislative matters.

General Governmental Revenue – The revenue of government other than those derived from and retained in an enterprise fund. General Obligation Bonds – Bonds that finance a variety of public projects such as streets, buildings, and improvements; the repayment of these bonds is usually made from secondary property taxes, and these bonds are backed by the full faith and credit of the issuing governmental body.

Grant – A contribution by the government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed to the grantee. HUD – see Department of Housing and Urban Development

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

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

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

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

Housing Opportunities for Persons With AIDS (HOPWA) - A program dedicated to the housing needs of low-income persons living with HIV/AIDS and their families.

Homeownership Opportunity Program – A housing program administered by NRHA that offers low income housing to qualified individuals under a program of ‘rent with option to buy.

Housing Quality Standards (HQS) – housing standards defined by HUD to establish minimum quality criteria necessary for the health and safety of program participants.

Hope VI – A grant to assist Public Housing Authority’s in improving the living environment for public housing resident of severely distressed public housing projects through the demolition, rehabilitation, reconfiguration, or replacement of obsolete public housing projects.

Improvements – The necessary changes to a parcel(s) of land that is required for this future development. These often include modifications of the roadways, water and sewer mains, and the parcel capacity. Income – A term used in proprietary fund-types accounting to represent, (1) revenues or (2) the excess of revenues over expenses.

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

Indirect Cost – A cost that is not directly related to the production of a specific, good or service, but that is indirectly related to a variety of goods or services.

Housing Choice Voucher Program (HCVP) – A program that assists very low-income families, elderly, and the disabled afford decent , safe and sanitary housing in the private market by: providing “tenant-based” rental assistance vouchers for tenants to move from one unit meeting housing quality standards to another (assistance stays with the tenant); allowing individuals to apply their monthly voucher towards the purchase of a home; and allowing part of the program funding to be used for

NRHA FY2022 Approved Budget

Infrastructure – Public improvements which support development, including street lights, sewers, flood control facilities, water lines, gas lines, telephone lines, etc. Interest Expense – The cost of borrowing funds in the current fiscal year.

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Interest Income - Income generated from investments.

Local Development Fund (LDF) – This fund is used as working capital to support development efforts. Advances are made from this fund when shortfalls occur in the CDBG and CIP funding sources by the City of Norfolk.

Internal Control – A process, affected by the management and other personnel of an entity, designed to provide reasonable assurance regarding the achievement of objectives in the following categories: (i) effectiveness and efficiency of operations and programs (ii) reliability of information and financial reporting, and (iii) compliance with applicable laws and regulations.

Long-Term Debt – Debt with a maturity of more than one year after the date of issuance. Low Income Housing – Encompasses the revenues and expenditures of the Authority’s federally aided housing projects, the Comprehensive Improvement Assistance Program, and the Comprehensive Grant Program.

Internal Service Funds – Internal Service Funds provides a means to account for the financing of goods or services provided by one department to other departments within the Authority on a costreimbursement basis.

Low Income Public Housing (LIPH) – refers to residencies for individuals or families with low annual household income. The purpose of low income housing is to provide places for people to live at a reasonable cost for them to afford.

Inter-project fee for services – A monetary charge billed to one project’s account for a service that has been provided by another project.

Low Income Residents – Families (or single persons) whose income does not exceed 80percent of the median income for the area.

Inter-project Transfers – Monies transferred from one fund to another. These transfers may finance the operations or another fund or to reimburse the fund for certain expenditures.

Low Rent Housing Program – This program is conventional public housing whereby the Federal Governmental provides the funds to acquire or build housing for low-income people. The Authority owns and operates the units.

Investment – The outlay of money, usually for income or profit. Labor - wages paid to workers in a specific job.

Maintenance – The activities that provide routine care and upkeep of NRHA’s housing projects. These expenditures include, labor, materials, supplies, contracts and equipment used in connection with routine maintenance.

Leverage – refers to the use of debt to supplement investment Line-Item Budget – A budget that lists each expenditure category (Administrative salaries, Fringe Benefits, etc.) separately, along with the dollar amount budgeted for each specified category.

NRHA FY2022 Approved Budget

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

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Management Fees (Internal Projects) – Groups amounts tendered to cover services that may not be directly identifiable with the programs benefited i.e. executive office staffing and office administration, bookkeeping, asset management oversight, maintaining computer infrastructure, image management, preparing for audits.

developments adversely affect the quality of living of the tenants.

Management Improvement Cost – Cost to implement programs to increase the Authority’s efficiency, reduce waste, increase the safety and security of the residents, and afford the residents the opportunity to break generation of poverty.

NOW (Come Home to Norfolk Now) - is designed to encourage and maximize investment in Norfolk’s neighborhoods and to spread the word about the breadth and quality of the city’s housing. Specifically, the initiative is about strengthening neighborhoods, broadening the housing market through new housing and rehabilitation, creating new programs and providing financial incentives for home ownership and improvements.

Money Follows the Person (MFP) – Helps people transition from an institution such as a nursing facility, to community living in an apartment, private home or small group setting.

Mandated – A requirement, usually by Federal law. Mission Statement – A mission statement outlines what the organization, department or program is now. It focuses on today; it identifies the customer(s); it identifies the critical processes; and it states the level of performance.

NRHA Homebuyer Assistance – This affordable housing initiative provides assistance to those who may not be able to realize the opportunity of homeownership on their own. NRHA makes the homeownership opportunity available to those who are low and moderate income.

Mixed-Finance – Refers to the combination of public housing funds with other government and private funds to develop low income and public housing authorized to public housing authorities by 24CFR 941.

Neighborhood Stabilization Program (NSP) – Established for the purpose of stabilizing communities that have suffered from foreclosures and abandonment, the NSP provides for the purchase and redevelopment of foreclosed and abandoned homes and residential properties.

Mixed-Income – Refers to a resident mix that includes families with various incomes levels within one development. Mixed incomes developments combine public housing families with other residents in order to decrease the economic and social isolation of these families.

Net Assets – The difference between assets and liabilities.

Modernization (Public Housing) – The process of upgrading public housing developments when the local housing authority and HUD deem that the physical condition, location, and outmoded management policies in specific

NRHA FY2022 Approved Budget

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

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Net Operating Income (NOI) – A company's operating income, after operating expenses are deducted and before income taxes and interest are deducted. If this is a positive value, it is referred to as net operating income, while a negative value is called a net operating loss (NOL).

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

New Loans – An initial financial transaction in which one party (the lender) agrees to give another party (the borrower) a specific amount of money with the expectation of total repayment. The specific terms of the new loan are often spelled out in the form of a promissory note or other contract.

Operating Revenue – Fund revenues that are directly related to the fund’s primary service activities. These revenues consist primarily of user charges for services.

Non-expendable – Property which has a continuing use, is not consumed in use, is of a durable nature with an expanded service life of one or more years, and has an acquisition cost of $500 or more. Non-Operating Expenses – The cost of services that are not directly attributable to a specific program or operation. An example would be debt service obligations.

Operating Subsidy - Subsidy paid by the federal government to a local housing authority to compensate for the limitation on rent of 30% of a tenant's adjusted monthly income; a result of the Housing and Urban Development Act of 1970. The operating subsidy funds-the amount of the deficit between rents and expenses up to the difference between the annual contributions paid the authority by the federal government.

Non-Operating Revenues – The income received that is not directly attributable to providing a service. An example would be interest on cash in banks or investments.

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

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

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

Operational Cost - routine cost of running a business

Other Administration – Expenses for which no specific account is prescribed, such as office supplies, stationary, postage and the like.

Operating Budget – is the portion of the budget which pertains to daily operations. The operation

NRHA FY2022 Approved Budget

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Other Fees for Service (Internal Projects) – are tendered for program identifiable, direct use of COCC provided services i.e. rent base on office square footage, charge for actual time and material spent on maintenance job, pc software licensing fees.

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

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

Position – The aggregate of duties and responsibilities performed by one person. A position may be regular or temporary, occupied or vacant.

Other Financing Uses – A category of appropriations, which include fund operating transfers- out and the amount of refunding bond proceeds deposited with the escrow agent.

Preventive Maintenance - Maintenance action taken on the basis of regular, scheduled methodical inspections to avoid or minimize future costly measures.

Other Income - Income resulting from circumstances that do not occur during the normal course of operation.

Principal Payment on Debt – Payment made toward the principal balance owed on long term debt.

Other Operating Expenses – Fund expenses that are directly related to the fund’s primary service activities.

Privately Managed Earnings - Budget year net revenue from privately managed properties (Merrimack, Oakmont) that can be used to support other NRHA programs.

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

Parcel – A lot or tract of land.

Proceeds from Notes, Loans and Bonds – Amounts received as a result of borrowing funds using a note payable, entering into a loan agreement and/or from the issuance of bonds.

Pay-As-You-Go – A financial policy by which capital outlays are financed from current revenues rather than through borrowing. Per Unit Month (PUM) – Average monthly income and/or expense for each unit of housing operated.

Proceeds from Sale of Property - Amounts received as a result of a sale of fixed assets. Program Budget – Budget that focuses on choices and information in terms of purpose and related activities rather than the organizational units, or object classes of expenditure.

Performance Budget – Budget that focuses on activities rather than line items. Workload and unit cost data are collected in order to assess efficiency of services.

Program Delivery – See Administration, allocations and fringe benefits. Labor and fringe associated with direct program activities.

Performance Funding System – Formula used to calculate the amount of operation subsidies

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

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

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

Public Housing (PH) - Housing assisted under the provisions of the U.S. Housing Act of 1937 or under a state or local program having the same general purposes as the federal program. Distinguished from privately financed housing, regardless of whether federal subsidies or mortgage insurance are features of such housing development

Project Area – Area that is designated in the redevelopment plan for redevelopment and revitalization.

Public Housing Agency (PHA) - Any state, county, municipality, or other governmental entity or public body (or agency or instrumentality thereof) which is authorized to engage in or assist in the development and operation of low-income housing.

Project Based Rental Assistance (PBRA) Project-based contract administered by HUD’s Office of Multi-family Housing that ties rental assistance to specific units in a property. Project Based Voucher (PBV) – part of the Housing Choice Voucher (HCV) program funding can be used for contracts that tie the HCV funding to a specific number of units in a building. The assistance stays with the unit after a tenant moves out.

Public Housing Assessment System (PHAS) – A system which measures the performance of a public housing agency Public Housing Development – Represents funding under the Family Self Sufficiency Program.

Project Units – Dwelling units within a defined project’s area.

Public Housing Management Assessment Program (PHMAP) – Implements section 502 (a) of the National Affordable Housing Act of 1990 (NAHA) and evaluates the performance of public housing agencies (PHAs) in major areas of management operations. PHMAP provides an objective system of measuring PHA performance using standard criteria for all PHAs.

Proprietary Fund Types – The classification used to account for the Authority’s ongoing activities that are similar to those often found in the private sector. All assets, liabilities, equities, revenues, expenses and transfers relating to the government’s business activities are accounted for through proprietary funds. The Generally Accepted Accounting Principles used are generally those applicable to similar business in the private sector and the measurement focus is on determination of net income, financial position and changes in financial position.

NRHA FY2022 Approved Budget

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

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PRIDE – NRHA’s recently established purchase/renovation program whose goal is to acquire houses in good condition which is offered to developers for comprehensive renovation and resale.

Rehabilitation Reserve Account– Section 203(k) program is HUD’s primary program for the rehabilitation and repair of single family properties. Housing agencies have designed programs, specifically for use with Section 203(k) and some lenders have also used the expertise of local housing agencies and nonprofit organizations to help manage the rehabilitation processing.

Rental Assistance Demonstration (RAD) - Is a HUD program that allows the conversion of properties from conventional public housing support under Section 9, with traditional capital fund subsidies and operating fund subsidies, to Project based Section 8 program with a Housing Assistance Payment (HAP) contract. PHAs considering RAD can choose to convert public housing units to one of two types of long-term, project-based Section 8 rental assistance contracts: Project-Based Vouchers (PBV) or Project-Based Rental Assistance (PBRA).

Relocation – The effort to assist and facilitate rehousing of families, individuals, businesses or organizations displaced due to redevelopment activities. Relocation Assistance – Relocation payments provide assistance to families, individuals, businesses and non-profit organizations displaced as a result of redevelopment activities.

Real Estate Assessment Center (REAC) – is the agency responsible for providing accurate, credible and reliable assessments of HUD’s real estate portfolio.

Reserve – An account used to indicate that a portion of a Fund’s balance is restricted for a specific purpose.

Redevelopment – Planning, development, replanning, redesign, clearance, reconstruction, or rehabilitation of all or part of a project area.

Reserves or appropriations –Cash balances on hand accumulated from prior years operations, consisting of recaptured capital costs through depreciation or the provision of COCC working..

Redevelopment Agency – The governing body created to designate redevelopment project areas, supervise and coordinate for a project area and implement the development program.

Resident Services - Expenditures for services provided for resident families that contribute to achieving the social objectives of the low-income housing program including community agency referrals on family welfare, health, job training, placement and counseling.

Redevelopment Plan – Plan for revitalization and redevelopment of land within the project area in order to eliminate blight and the conditions which caused it.

Residual Receipts – The amount by which operating receipts exceeds allowable operating reserves.

Rehabilitation – Modification an existing structure through improvements that correct any code violations involving health and safety issues.

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

of 10 percent exceeds the monthly cost of housing.

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

Section 3 – The purpose of Section 3 of the Housing and Urban Development Act of 1968, as amended by Section 915 of the Housing and Community Development Act of 1992 is to “ensure that employment and other economic opportunities generated by certain HUD financial assistance shall, to the greatest extent feasible, and consistent with existing Federal, State, and local laws and regulations, be directed toward low and very low income persons, particularly those who are recipient of government assistance for housing, and to business concerns with provides economic opportunities to low and very lowincome persons.”

Retained Earnings – An equity account reflecting the accumulated earnings of an Enterprise or Internal Service Fund Revenue – Funds the government receives as income. It includes such items as receipts from other government, grants, shared revenues and interest income. Revenue Bonds – Bonds usually sold by governments for constructing projects that will produce revenue pledged to pay the principal and interest of the bond.

Section 3 Resident – A public housing resident or an individual who resides in the metropolitan area or non-metropolitan country in which the section covered assistance is expended.

Revised Budget – The Adopted Budget as amended by the Board of Commissioners to show compatibility as a result of shifts in programmatic or functional responsibilities. It is also a procedure utilized to revise established budgets to meet inter-departmental or inter-fund adjustments.

Section 8 Exiting Certificates – A type of assistance provided in the Section 8 Program. Section 8 Housing Vouchers – A type of assistance provided to low-income persons/families.

Risk Management – Organized attempt to protect, in the most economical method, a government’s assets against accidental loss..

Section 8 (HCV) Program – A federal housing program which subsidizes the rent of eligible households in the private market. The government makes Housing Assistance Payments to private landlords for the difference between fair market rent and what the family can afford to pay.

Section 202 – Section 202 mandates demolition of certain “distressed” developments that cannot be revitalized for less than the cost of vouchers. Under Section 202, demolition is required when the monthly per unit cost to renovate and maintain any contiguous property with more than 300 units and with a vacancy rate in excess

NRHA FY2022 Approved Budget

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

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

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

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

Strategic Direction Setting Team – A committee formed from four departments within the Executive Office reviewing the Strategic Plan and identifying key projects to set direction for NRHA.

Soft Cost - Non “brick and mortar” cost incurred in the development of a project, including third party expenses such as design and legal fees, taxes, insurance, construction loan debt service, developer overhead and profit, etc.

Subsidy/Grants Admin - Funding from Federal, State and Local governments received in the current fiscal year to cover operating cost. Subsidy/Grants Program - Funding from Federal, State and Local governments usually for a specific purpose and time period that are limited to defined projects or activities.

Sources of Revenue – Revenues are classified according to their source, or point of origin. Special City Projects – Accounts for revenues received from the City of Norfolk and the expenditures incurred for specific capital improvement projects. These projects are identified by the City of Norfolk.

Surplus – Unspent funds at the end of the year. Survey & Planning – The process of ascertaining the area dimensions and location of a piece of land and the long term development of a piece of land, such as land use, housing, and conservation.

Special Revenue Funds – Special Revenue Funds account for resources earmarked for specific purposes by law or contractual provisions. Expenditures include those for lowincome housing, administration and capital outlay; in addition, various grants are accounted for in this fund type in accordance with the respective grant provisions.

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

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

Tenant-Bases Rental Assistance (TBRA) –Is a rental subsidy that helps individual households afford housing costs such as rent, utility costs, security deposits, and/or utility deposits.

Statement of Changes in Financial Position – The basic financial statement which presents information on the amount of the sources and

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

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

eligible, low-income individuals with a savings match of two dollars to every one dollar saved. The savings can be used to purchase a home, start a business, or finance post-secondary education.

Tranche – One of several related securities offered at the same time. Tranches from the same offering usually have different risk, reward, and/or maturity characteristics.

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

Turn Unit – Refers to the turnover of a unit from one resident to another and the effort involved in making a unit ready for a new resident after the previous resident moves out.

Virginia Retirement System (VRS) – administers a defined benefit plan, a group life insurance plan, a deferred compensation plan and a cash match plan for Virginia's public sector employees, as well as an optional retirement plan for selected employees and the Virginia Sickness and Disability Program for state employees.

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

Vision Statement - Outlines what an organization, department or program wants to be. It focuses on tomorrow; it is inspirational; it provides clear decision-making criteria; and it is timeless.

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

Working Capital – The excess of current assets over current liabilities, and is used to indicate the relative liquidity of an enterprise or internal service fund.

Urban Renewal – Accounts for the revenues and expenditures related to projects developed under the Urban renewal Program within certain targeted redevelopment and conservation areas located in the City of Norfolk.

Year-to-Date (YTD) – A total of all activity from the first day of the calendar year to the date the information was last updated.

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

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ACRONYMS

CHRO CIP CIP-I

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

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

Annual Adjustment Factor Annual Contributions Contracts Americans with Disabilities Act American Dream Down-Payment Initiative Assistance to Firefighter’s Grant Area Median Income Asset Management Project Accounts Payable Accounts Receivable American Recovery & Reinvestment Act Acquire, Renovate, Sell

D DIG DHS

B BOC

Board of Commissioners

ED EIV EOV ET

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

Corrective Action Plan Community Development Community Development Block Grant Chief Development Officer Chief Executive Officer Public Housing Capital Fund Program Chief Financial Officer Capital Fund Program Code of Federal Regulations Comprehensive Grant Program Community Housing Development Organization Chief Housing Officer Community Housing Program

NRHA FY2022 Approved Budget

Development Incentive Grant Department of Homeland Security

Executive Director Enterprise Income Verification East Ocean View Executive Team

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

217

Federal Emergency Management Agency Family Investment Center Federal Insurance Contribution Act Fair Labor Standards Act Fair Market Rent Fire Prevention and Safety Grant Family Self-Sufficiency Fiscal Year Fiscal Year-to-Date

June 2021

MCA MFP MWBE

G GAAP

Generally Accepted Accounting Principles Government Accounting Standards Board General Fund

GASB GF

H HAP HCV HCVP HOME HOPWA HQS HR HRT HRV HQS HUD HVAC

Housing Assistance Payments Housing Choice Voucher Housing Choice Voucher Program Home Investment Partnership Program Housing Opportunities for Persons With AIDS Housing Quality Standards Human Resources Hampton Roads Transit Hampton Roads Ventures Housing Quality Standards U.S. Department of Housing and Urban Development Heating, Ventilation & Air Conditioning

Institute for Real Estate Management Information Technology

J JARC

Job Access and Reverse Commute Program

L LDF LIHTC LIPH

O ODU

Old Dominion University

PIC

Local Development Fund Low Income Housing Tax Credit Low Income Public Housing

PILOT PRIDE PUM

M MBE

NAHRO National Association of Housing and Redevelopment Officials NCCCC Norfolk Community College Corporation NEO New Employee Orientation NOI Net Operating Income NOW Come Home to Norfolk, Now NRHA Norfolk Redevelopment and Housing Authority NSP Neighborhood Stabilization Program

PBRA PBV PFS PH PHA PHFSS PHAS PILOT PHMAP

I IREM IT

Mission College Apartments Money Follows the Person Minority and Women Business Enterprise Multi-Year

Project Based Rental Assistance Project Based Voucher Performance Funding System Public Housing Public Housing Agency Public Housing Family Self Sufficiency Public Housing Assessment System Payment In Lieu of Taxes Public Housing Management Assessment Program Public & Indian Housing Information Center Payment in Lieu of Taxes Purchase Renovation Per Unit Month

Refers to Minority Business Enterprise

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R RAD REAC RERA RFP ROI ROSS

T Rental Assistance Demonstration Real Estate Assessment Center Rehabilitation Reserve Account Request for Purchase Residential Options, Inc. Resident Opportunities and Self Sufficiency

TBRA TDHE TIF TOAP TOT

V VHDA

SADBU Small and Disadvantaged Business Utilization SEMAP Section Eight (8) Management Assessment Program SPARC Sponsoring Partnerships and Revitalizing Communities SRAP State Rental Assistance Program SRO Single Room Occupancy

NRHA FY2022 Approved Budget

Tenant-Based Rental Assistance Tribally-Designated Housing Entity Tax Increment Financing Temporary Operation of Acquired Property Total

VMS VRS

Virginia Housing Development Authority Voucher Management System Virginia Retirement System

Y YTD

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Year- To-Date

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