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FY 2016 MTW Annual Plan - Affordable Housing ... FY 2016 MTW Annual Plan 4 Background on Moving to Work Moving to Work (MTW) is a demonstration program established in 1996 by Congress

Jun 23, 2020

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  • Atlanta Housing Authority

    FY 2016 MTW Annual Plan

    For Fiscal Year Beginning July 1, 2015

    Board Approved March 25, 2015

    Amended February 24, 2016

  • AHA’s Mission

    0BBoard of Commissioners Daniel J. Halpern, Chair Justine Boyd, Vice Chair James Allen, Jr. Christopher Edwards, M.D. Loretta Young Walker Margarette Paulyne Morgan White 1BManagement Team Joy W. Fitzgerald Interim President and Chief Executive Officer Shean L. Atkins Vice President External & Governmental Affairs Reneé Bentley Senior Vice President Customer Services Group Mark T. Campbell, D.Sc. Chief Information Officer Angela Chadwick & Karen Fuerst Vice Presidents and Interim Co-General Counsel Mark Kemp Senior Vice President Administration Edward (Mike) Proctor, Ph.D. Senior Vice President Policy & Strategy Myrianne Robillard Senior Vice President Financial Operations Tracey Scott Vice President of Innovation

    2BVision Healthy Mixed-Income Communities; Healthy Self-Sufficient Families 3BMission Provide quality affordable housing in amenity-rich, mixed-income communities for the betterment of the community 4BGoals AHA’s business model has positioned it to achieve three goals:

     Quality Living Environments – Provide quality affordable housing in healthy mixed-income communities with access to excellent quality-of-life amenities.

     Self-Sufficiency – (a) Facilitate opportunities for families and individuals to build economic capacity and stability that will reduce their dependency on subsidy and help them, ultimately, to become financially independent; (b) facilitate and support initiatives and strategies to support great educational outcomes for children; and (c) facilitate and support initiatives that enable the elderly and persons with disabilities to live independently with enhanced opportunities for aging well.

     Economic Viability – Maximize AHA’s financial soundness and viability to ensure sustainability.

    5BGuiding Principles In approaching its work, regardless of the funding source, strategy, or programmatic initiative, AHA applies the following guiding principles:

    1. End the practice of concentrating low-income families in distressed and isolated neighborhoods.

    2. Create healthy mixed-use, mixed-income (children-centered) communities using a holistic and comprehensive approach to assure long-term market competitiveness and sustainability of the community and to support excellent outcomes for families (especially children), with emphasis on excellent, high-performing neighborhood schools and high quality-of-life amenities, including first-class retail and green space.

    3. Create mixed-income communities with the goal of creating market-rate communities with a seamlessly integrated affordable residential component.

    4. Develop communities through public/private partnerships using public and private sources of funding and private sector know-how and real estate market principles.

    5. Support AHA-assisted families with strategies and programs that help them achieve their life goals, focusing on financial self- sufficiency and educational advancement of the children with expectations and standards for personal responsibility benchmarked for success.

  • Atlanta Housing Authority

    FY 2016 MTW Annual Plan For Fiscal Year Beginning July 1, 2015

    Table of Contents

    Message from the Board of Commissioners

    Message from the Interim President & CEO

    Background on Moving to Work (MTW)……………………………..………………………………. 4

    I. Executive Summary ......................................................................................................... 6

    II. FY 2016 Enterprise Priorities…………………………………………...........................7

    III. MTW Policy Innovations……………………………………………………………………33

  • FY 2016 MTW Annual Plan

    2

    IV. Appendices

    Appendix A MTW Annual Plan Cross-Reference Guides

     AHA Legacy Attachment B Requirements  HUD Form 50900 Attachment B

    Appendix B

    FY 2016 MTW Plan Resolution & Certifications  Secretary’s Certificate  Resolutions & Exhibits  Certification Regarding Substantive Information Reporting

    Requirements  Certifications of Compliance with Regulations  Certification of Payments to Influence Federal Transactions  Certification for a Drug Free Workplace  Public Review and Plan Changes

    Appendix C Ongoing Activities  AHA Benchmarks  MTW Implementation Protocols  Local Asset Management Program

    Appendix D

    Housing Opportunities  Households Served Projections  Household Characteristics  Waiting List Characteristics  Units to be Added or Removed  Leasing and Waiting List Information  AHA-Owned, Managed, and Sponsored Communities and

    Properties Appendix E

    Management Information for Owned/Managed Units at AHA- Owned Communities and Assisted Units at Mixed-Income Communities

    Appendix F

    Financial Analysis  Annual Budget – FY 2015  Capital Planning – FY 2016  Combined Statements of Revenue, Expense, & Changes in Net

    Assets – FY 2014

    Appendix G

    AHA Amended and Restated Statement of Corporate Policies

    Appendix H HUD Information Reporting Requirement (HUD Form 50900 – Attachment B)

  • FY 2016 MTW Annual Plan

    3

    Message from the Board of Commissioners

    Daniel J. Halpern Chairman

    Board of Commissioners

    The Atlanta Housing Authority’s (AHA) designation by the U.S. Department of Housing and Urban Development (HUD) as a Moving to Work (MTW) public housing authority is an honorable distinction that we take seriously. As one of nearly 40 MTW agencies in the country, AHA has been entrusted not with additional funding but with the flexibility and responsibility to use its allotted resources innovatively and efficiently. For FY 2016, AHA plans to continue its practice of administrative cost savings to allow more funding to go toward programs and services that lead to participant independence and self-sufficiency, as well as increasing the number of households served. Many of AHA’s FY 2016 plans are made possible because of its MTW flexibility. In addition to the designation allowing the agency to promote public-private partnerships that drive better outcomes from limited dollars, the agreement has helped AHA to implement programming that has removed many of the barriers historically associated with obstructing the upward trajectory of those living in subsidized housing. By equipping our participants with skills that meet the demands of our city’s booming economy, AHA is helping to restore their dignity; and that accomplishment is as important as almost anything else we do. AHA is constantly seeking ways to better help its constituents, and it continues to be my honor, along with a dedicated board of commissioners, to provide leadership to the tremendous team of professionals who give the Atlanta Housing Authority its capacity to serve and uplift the people of the City of Atlanta.

    Message from the Interim President & CEO

    Joy W. Fitzgerald

    Interim President & CEO

    Moving into FY 2016, the Atlanta Housing Authority’s (AHA) goal continues to center around providing rental assistance to more low-income families and helping its participants develop the skills they need to become self-sufficient. AHA is not the only public housing agency with this type of focus. What distinguishes us, however, is our commitment of critical funding to initiatives that best support expanded, affordable housing opportunities in quality living environments, as well as to furthering AHA’s case management model for human development services that support participants’ economic independence and their ability to thrive. Additionally, AHA has submitted a compelling application for one of HUD’s 2015 Choice Neighborhoods Implementation Grants, which, if awarded, will allow us to carry out our plans to revitalize several communities in the west Atlanta neighborhood where the former University Homes once stood, deploy a sound educational strategy with our school district and other collaborators, and provide meaningful job training and placement in high-demand fields. This is an exciting prospect for the upcoming year, and I am hopeful that we will see the agency’s plans come to fruition. AHA does important work, and I am certain that our innovative ways will lead to even more open doors to life-changing opportunities for those who need it most.

  • FY 2016 MTW Annual Plan

    4

    Background on Moving to Work

    Moving to Work (MTW) is a demonstration program established in 1996 by Congress and administered by the U.S. Department of Housing and Urban Development (HUD), giving certain “high performing” public housing agencies the flexibility to design and test various approaches for (a) facilitating and providing quality affordable housing opportunities in their localities; (b) facilitating opportunities for family success and self- sufficiency; and (c) achieving greater efficiency and effectiveness. AHA received its MTW designation in 2001 and executed its MTW Agreement with HUD o