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Aa The Housing Authority of the City of Atlanta, ... Aa The Housing Authority of the City of Atlanta,

May 25, 2020

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  • Aa

    The Housing Authority of the City of Atlanta, Georgia

    Comprehensive Budget

    For the Fiscal Year

    Beginning July 1, 2014 and Ending June 30, 2015

    Approved by AHA’s Board of Commissioners at the June 4, 2014 Special Board Meeting

  • FY 2015 Budget The Housing Authority of the City of Atlanta, Georgia

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    TABLE OF CONTENTS

    Mission and Vision Statements ....................................................................................................................................................... 2

    AHA’s Board of Commissioners .................................................................................................................................................... 3

    AHA’s Organization ....................................................................................................................................................................... 4

    Budget Overview ............................................................................................................................................................................. 5

    Sources and Uses of Funds (Flowchart) .......................................................................................................................................... 9

    Budget Presentation ....................................................................................................................................................................... 10

    Sources of Funds Assumptions ..................................................................................................................................................... 10

    Uses of Funds Assumptions .......................................................................................................................................................... 16

    Reclassifications within the FY 2015 Budget ............................................................................................................................... 21

    Actual to Budget Reporting ........................................................................................................................................................... 21

    FY 2015 Budget Schedules

    Sources and Uses of Funds

    A Sources & Uses of Funds by Major Activities and Programs

    B Housing Assistance and Operating Subsidy Payments

    B-1 Tenant-Based and Homeownership Vouchers

    B-2 Project-Based Housing Assistance (PBRA)

    B-3 Mixed-Income Communities Operating Subsidy for AHA-Assisted Units

    C Operating Divisions Expense

    D Corporate Administration Expense (Including Non-ERP Solutions in FY 2014)

    E Human Development, Supportive Housing Services and Community Relations

    F Operating Expense for AHA-Owned Residential Communities and Other AHA Properties

    G Modernization of AHA-Owned Residential Communities and AHA Headquarters Capital Expenditures

    H Development and Revitalization Expenditures

    I ERP Solution

    I-1 Program Update

    I-2 ERP Projected Spending by Year – Remaining Scope

    J Outsourced Real Estate Services (Draper) (for analytical purposes only)

  • FY 2015 Budget The Housing Authority of the City of Atlanta, Georgia

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    MISSION STATEMENT

    Provide quality affordable housing in amenity-rich, mixed-income communities for the betterment of the community

    VISION STATEMENT

    Healthy Mixed-Income Communities; Healthy Self-Sufficient Families

  • FY 2015 Budget The Housing Authority of the City of Atlanta, Georgia

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  • FY 2015 Budget The Housing Authority of the City of Atlanta, Georgia

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    AHA’s Organization

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    BUDGET OVERVIEW

    AHA’s FY 2015 Moving to Work (MTW) Implementation

    Plan

    The Atlanta Housing Authority’s (AHA) FY 2015 Budget (“FY

    2015 Budget” or “Budget”) has been developed in conjunction

    with and as a part of our FY 2015 MTW Implementation Plan

    (“FY 2015 MTW Plan”).

    The FY 2015 MTW Plan was approved by AHA’s Board of

    Commissioners and was submitted to the U.S. Department of

    Housing and Urban Development (HUD) in April 2014. The

    Budget must be approved by the Board and submitted to HUD

    by June 30, 2014.

    AHA’s FY 2015 Priorities

    The FY 2015 Budget encompasses sources and uses of funds

    that support the four priorities established in the FY 2015 MTW

    Plan which are highlighted below:

    Priority 1: Advance AHA’s Real Estate Initiatives

    FY 2015 FOCUS: Improve the long-term sustainability of

    mixed-income communities while facilitating expanded housing

    opportunities.

    AHA will continue to expand housing opportunities using its

    various real estate initiatives, public/private partnerships and

    resources and MTW flexibility to increase households served. In

    addition to its 16 master-planned mixed-use, mixed-income

    communities, AHA will invest in quality of life improvements at

    its eleven senior high-rises and two family communities. AHA

    will also continue to use its Project Based Rental Assistance

    (PBRA) program for incenting private-sector developers and

    owners to facilitate the development of additional quality

    mixed-income communities, as well as to provide quality

    supportive housing with intensive support services. AHA will

    use its Housing Choice Tenant-Based Voucher program to

    facilitate housing opportunities in economically integrated

    neighborhoods.

    To facilitate this priority, AHA’s FY 2015 Budget supports the

    following initiatives:

    a. Advance the master plans for mixed-use, mixed-income communities.

    b. Advance other real estate development initiatives.

    c. Expand housing opportunities utilizing PBRA assistance and the Housing Choice Tenant-Based Voucher

    program.

    d. Implement the conversion (reformulation) demonstration for Centennial Place.

    e. Expand supportive housing and homelessness initiatives.

    f. Reposition AHA-owned residential communities in partnership with property management and real estate

    development firms.

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    Priority 2: Advance AHA’s Human Development Initiatives

    FY 2015 FOCUS: Increase the number of Housing Choice

    households that are compliant with AHA’s Work/Program

    Requirement through case management services, expanded

    partnerships and contract service providers.

    Because the primary paths to self-sufficiency are work and

    education, AHA has determined a need to adjust its strategies

    and procedures to assist target adults in the Housing Choice

    Voucher Program with achieving compliance with the

    work/program requirement. Beginning in FY 2014 and

    continuing in FY 2015, AHA is implementing a temporary

    deferment process for non-compliant households with the goal

    of compliance within 6 – 12 months.

    These non-compliant households can be subdivided into two

    categories: non-compliant and progressing, a newly introduced

    status. For households in which all target adults are engaged in a

    minimum of 15 hours per week of work, training, and/or school,

    AHA will designate their status as “progressing.” Progressing

    households will be encouraged to continue improvements and

    will not be referred for support services until their next

    recertification.

    For households in which Target Adults (non-elderly, non-

    disabled adults ages 18–61 years old subject to the work/

    program requirements) are not working or meeting any of the

    work/program requirements – i.e. “non-compliant” households –

    AHA will utilize an expanded Human Development Services

    staff (including two additional Family Self-Sufficiency

    Coordinators) to provide case management services to address

    the needs of the whole family in support of Target Adults

    transitioning to the workforce. For many families, their reasons

    for unemployment may be related to other issues, such as access

    to quality affordable child care, low reading levels, or criminal

    backgrounds. Even for many who desire to work, families often

    have long-term, complex barriers (including managing the

    effects of previous trauma or serving as caregiver for another

    household member) to being successful in the mainstream. The

    issues also vary by age group.

    AHA will provide case management and referrals for needed

    services as summarized below:

    As part of a key component of its Human Development

    Initiatives, during FY 2015 AHA’s Human Development staff

    will assess each family’s specific needs, and then refer them to

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    contract service providers that specialize in particular issues.

    AHA will monitor the family’s progress and provide guidance