FY 2015 Proposed Budget

Work Session

Thursday, April 3, 4:30 – 7:30

DHS, CPHD & Regionals

2

Agenda Thursday, April 3, 2014

4:30 – 7:30 PM

Related FAAC Report: Click here – DHS Click here - Housing

Department / Topic Book pgs Web pgs Web Link

Department of Human Services General Fund 193 - 196 449 - 568 Click here Section 8 Fund

257 - 259 738 - 743 Click here

Housing / Safety Net 19 - 44 31 - 56 Click here (starts on PDF page 13)

Department of Community Planning, Housing and Development General Fund 209 - 211 655 - 684 Click here Community Development Fund 247 - 256 726 - 737 Click here CPHD Development Fund 283 - 284 792 - 804 Click here

Regionals 225 - 233 696 - 704 Click here

Department of Human Services Proposed FY 2015 Budget Highlights

April 3, 2014

4

DHS Budget at a Glance

Proposed General Fund budget totals $124.8M; 11% of total General Fund

– Budget Highlights: • 1% non-profit increase ($147,088 internal reallocation due to

operational efficiencies) • Housing Grants ($1.0 million ongoing; $500,000 one time) • HPRP ($200,000 ongoing added to the base) • Bonder & Amanda Johnson ($79,253 ongoing added to the

base) • Doorways for Women & Families ($54,200 internal reallocation

due to operational efficiencies)

Total FTEs: 679.54 – Net decrease of 1.0 grant-funded FTE due to funding

loss

FY 2013 Department of

Human Services Strengthening, Protecting, and

Empowering Those in Need

Vulnerable individuals living on the streets have been housed through the County’s 100 Homes Program.

Households were saved from becoming homeless through FY 2013 prevention efforts.

Increase in children in foster care exiting to a permanent home. Permanency rates include positive outcomes like family reunification, adoption, guardianship and placements with relatives.

Housing Vulnerable Community Members

Households

In housing through Housing Grants Program, which helps low-income families, people with disabilities and older adults

Households

In housing through Housing Choice Voucher Program, which brings $18 million in federal money to the community

Households

Have obtained housing through the Permanent Supportive Housing Program, which serves the community’s most vulnerable residents – including those who were homeless or have serious mental health and substance abuse issues; 85% have maintained housing stability since the program began in 2004

Nursing and personal care services helped

older adults.

RNs and personal care aides made

total visits.

Personal care services are a key County strategy to keep people in their homes and

out of long-term care facilities.

Arlington Employment Center placed

people in jobs in FY 2013

Medically vulnerable individuals in County mental health and substance abuse programs were connected to ongoing primary medical care through an innovative new program.

of babies served by the DHS Maternity Clinic had a healthy birth weight, compared to 92.9% of newborns countywide.

restaurants received a total of food safety inspections

39,264 48,377

58,960 55,468 57,488 59,603

010,00020,00030,00040,00050,00060,00070,000

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Num

ber

of V

isits

Visits to DHS Customer Service Center

Major Initiatives

Homeless Services Center - Opening February 2015 – FY 2015 prorated funding $708,488; 1.5 Mental Health Therapist FTE – FY 2016 full year operating cost $1.57 million – Key component of 10 Year Plan to End Homelessness – Bed capacity: 50 year-round, 25 hypothermia, 5 medical respite – Comprehensive services to rapidly move single adults from the streets to

housing Housing-focused case management Mental health and substance abuse treatment Employment counseling and training Housing location and placement Nursing services for clients discharged from the hospital

6

Major Initiatives

7

Community efforts to house homeless individuals have been successful 100 Homes Campaign – 73 most vulnerable housed to date Permanent Supportive Housing – 85 formerly homeless (50% of total) are currently

housed in units Significant decrease in family homelessness is due to change in classification mandated

by HUD. 97 individuals in families living in transitional housing who were considered homeless in prior years are no longer classified as homeless. Without this change, the number of homeless families in 2014 would be 210 instead of 113.

Frigid temperature in 2014 kept some people who are homeless from sleeping outside.

Arlington County Point–in–Time Survey Category 2011 2012 2013 2014 % Change

2013-2014 Singles (adults only) 268 263 268 178 -34%

Families (adults with children) 193 188 211 113 -46%

Total Number of People Counted 461 451 479 291 -39%

Efforts to Reduce Homelessness are Working

Initiatives & Issues

Safety Net Needs

8

Efficiencies

9

Re-Engineered $9 Million Contracted Purchase of Services System for Children’s Services

Conducted over 100 quality review visits of group homes, residential facilities, therapeutic foster care agencies and home-based services

Trained over 125 DHS, courts, and schools staff on new operating procedures

Revised contracting system resulting in $1.5 million in savings in Comprehensive Services Act funding (54% state, 46% local)

96% of contracts renewed on time compared to 50% the previous year

Efficiencies

10

Managed Care Initiative

Goals Key Steps Outcomes • Implement local

response to state contracting behavioral healthcare services to 4 managed care companies

• Revamp business process of DHS behavioral healthcare for children, adults and the elderly

• State goals:

Decrease spending Streamline services

• Reallocated existing FTEs

• Created 7 new authorization, credentialing and customer account specialist staff

• Conducted 98 training sessions for 137 clinicians and reviewed 1,825 charts to meet regulatory requirements

• Maintain $2.3 million revenue stream in Medicaid, Medicare and private insurance reimbursement

• Improved clinical documentation quality to meet new regulatory requirements; achieved 83% compliance after implementation

• Positions DHS to increase revenue generating opportunities over the next five years

Efficiencies

11

Performance Measures

Created program-level performance plans for over 45 DHS programs to help managers become more

outcome-focused and increase accountability

Built more capacity and expertise by training staff throughout the department to become performance

consultants

Efficiencies

12

Management skills training for 140 DHS leaders

Efficiencies

13

Training

Ethics Training Series Boundaries Pressing charges Allocation of resources Working relationships

Attended by 200+ DHS and non-profit

staff

Efficiencies

14

Privatization of Volunteer Arlington

Major Functions • Manage online volunteer matching function for non-profit, public and

business sectors • Promote and celebrate volunteerism • Manage volunteer network for young people (Community Role Models)

Benefits • Expand volunteer programming • Leverage resources of non-profit organizations • Engage the corporate sector • Diversify funding • Develop long-term sustainable framework for volunteerism in community

Issues – History of CSB Budget Requests

15

Year CSB Request Board Action FTE Amount FTE Amount

FY15 4.70 $764,856

FY14 4.00 $660,000 4.00 $660,000

FY13 2.50 $599,762 2.50 $553,771

FY12 7.00 $777,324 5.00 $677,004

FY11 2.50 $487,269 2.50 $455,434

FY10 10.00 $3,308,340 - $122,000

FY09 9.50 $1,397,636 2.00 $243,167

FY08 14.50 $1,955,720 7.30 $649,664

TOTAL 54.70 $9,951,907 23.30 $3,361,040

Issues – CSB FY15 Budget Request

16

Description Amount Requested

Positions Requested

Crisis Intervention Team Coordinator $72,606 1.0 FTE

Substance Abuse ACT Unit Jail Case Manager $87,550 1.0 FTE

Mental Health Therapist in Emergency Services $87,550 1.0 FTE

Mental Health Jail Case Manager $87,550 1.0 FTE

Peer Recovery

• Substance Abuse Recovery Support Staff $70,000 1.0

Contractor

• Mental Health Peer Support Specialist $228,000 4.0

Contractors

Psychiatric Services

• Psychiatric Nurse $65,000 0.5 FTE

• Psychiatrist $41,600 0.2 FTE

Intellectual and Developmental Disabilities Employment Initiative $25,000 N/A

TOTAL $764,856 4.70 FTEs

Issues - Domestic & Sexual Violence Hotline

Issues

• Hotline response to domestic and sexual violence is fragmented: using multiple organizations and phone numbers

• Response to urgent calls is not 24/7 • Lack of capacity to respond timely and thoroughly to urgent

callers

Recommended Actions

• Unify the domestic violence and sexual assault hotline to provide one phone number to all victims that is answered locally 24/7

• Develop and train volunteers to provide victim accompaniment and support after hours

• Issue an RFP to contract for these services • Estimated cost – one-time funding in FY 2015 - $52,000 (8 months) • Utilize DHS Emergency Services to answer after hours on interim

basis

Current Staffing – 1 nurse in each of 3 high schools (not including the Career Center

Request – 1 nurse dedicated to the Career Center

Issues – Career Center Nurse

18

Community Request for a Career Center Public Health Nurse

Daily Career Center Student Population • Academy Program 160 • Arlington Mill Program 349 • Teen Parents/Infants 71 • Langston Program 82 • Rotating Students 846

FY 2016 and Beyond

Consolidation of Behavioral Healthcare & Public Health at DHS Headquarters

– Finalizing lease for approx. 72,000 SF to bring remaining services to Sequoia Plaza with the rest of DHS

– Brings services closer to client homes, provides robust public transportation and allows clients to connect with multiple services at one site

– Schedule • Design work ending by late summer 2014 • Permitting and construction bid request starting in fall 2014 • Construction starting in early 2015 • Staff and program move in summer 2015

19

Housing / Safety Net Proposed FY 2015 Budget Highlights

April 3, 2014

Housing Grants

21

791 864

989 1,076

1,162 1,183 1,196

550

750

950

1150

1350

FY08 Q4 FY09 Q4 FY10 Q4 FY11 Q4 FY12 Q4 FY13 Q4 FY14 Q2

# of

Hou

seho

lds

Housing Grants: Number of Households in Program

FY 2015 Budget - $7.9 million ($7.4 million ongoing; $500,000 one time)

Permanent Supportive Housing FY 2005 – 2012 (FY 2012 data

reflected below) FY 2013 FY 2014

(Projected) FY 2015

(Projected)

Available Units (as of 6/30) 153 178 202 213

Occupied Units (as of 6/30) 128 151 182 200

New Units

Colonial Village – 7 Marbella – 4

Buchanan – 3 Columbia Grove – 8 Howard Manor - 3

Total: 25

Arbor Heights - 6 Arlington Mill – 13 Howard Manor - 5

Marbella – 6 Total: 30

(Local – 24 Prtnrshp – 6)

Buckingham Parcel B – 5

Harvey Shell – 6 Total: 11

Average Monthly Grant $933 $963 $965 $970

Adopted Budget $1,427,956 $1,676,020 $2,064,870 $2,064,870 (Proposed)

Expenditures

$1,220,710 $1,645,265 $1,905,875 $2,064,870

(Over)/Under Budget $207,246 $30,755 $158,995 0

22

85% of clients maintained housing since program inception (68% in PSH; 17% other housing)

50% of clients are formerly homeless 93% landlord satisfaction rate with staff support in resolving tenancy issues

HPRP Homelessness Prevention & Rapid Re-housing

23

88% of households had stable housing after 6 months

The goal is to prevent homelessness and re-house the recently homeless. 191 households served in FY 2013

$200,000 budget provides short-term rental and security deposit assistance. This is part of the 10 Year Plan to End Homelessness.

Best-practice model with 3 components: 1) short-term financial housing assistance; 2) housing facilitation – locator services; and 3) housing focused case management.

FY 2015 Base Budget - $200,000 (new for FY 2015)

Housing Choice Voucher

24

Personnel: $1,354,302 Non-Personnel: $299,968

Rental Subsidy: $15,355,558 Total Budget: $17,009,828

Vouchers: 1,469

Provides housing to low and moderate income renters

through a housing voucher that can be used by the tenant

anywhere in the County or nationwide.

Prioritizes vouchers based on preferences: live or work in Arlington, homelessness,

domestic violence, permanent disability

Promotes family unification by providing rental assistance to

families where the lack of affordable housing is a primary

factor in the separation of children from their families

100% funding through Housing & Urban Development (HUD)

CPHD Housing Division - Introduction

25

– Rents continue to

increase

– Reduction of market affordable units

– Arlington continues to increase the supply of committed affordable rental units

Affordable Housing Investment Fund

AHIF Projected Outcomes for FY 2014*: – County Board allocation of over $54 million for

development projects

– Creation or preservation of 759 CAFs (342 net new)

– Tenant Assistance Fund (TAF) assistance to 49 households

– Leveraging ratio of $1 in County funds for every $3 of outside funds

– Handout details FY14 projects

*pending April and June Board Actions

26

Affordable Housing Investment Fund

Anticipated FY 2015 New Resources for AHIF:

– CM Recommendation for County Board Appropriation of New AHIF = $12.5M

– Projected Loan Repayments = $5M

– Projected Developer Contributions = $4.1M

– Total FY 2015 New Funds for AHIF = $21.6M

Projected CAFs ($85K-$100K/unit) = 200-250

– Handouts detail FY 2015 anticipated budget and pipeline and projections

27

28

Homeownership Program

Moderate Income Purchase Assistance Program (MIPAP): Down

payment assistance for low and moderate income households – Since July 2013, 16 homebuyers have utilized these funds to purchase

their first home

– Leveraged $2.5 million VHDA mortgages (14 of 16 MIPAP homebuyers utilized these funds)

Condominium Initiative – Conducted 5 workshops to help 140 participants become more effective

owners and condo board members (10 of 16 MIPAP homebuyers attended the workshops)

Columbia Pike Tools

29

Columbia Pike Neighborhoods Area Plan Adopted July 2012

– Goal to preserve all 6,200 existing Market Rate Affordable Units (MARKS)

New tools adopted November & December 2013 to help the County reach Plan goals

– Form Based Code • Zoning tool - estimated to create 1,800 CAFS

– Transfer of Development Rights (TDR) • Planning tool to help preserve 1,540 units within Barcroft and Fillmore

– Transit Oriented Affordable Housing Fund (TOAH) • Supports tax credit applicants with projects on Columbia Pike

– Tax Increment Financing (TIF) • TOAH costs to be funded by Columbia Pike TIF • FY 2015 revenue estimated at $119,500

Affordable Housing Study

Housing needs analysis to assess current and future housing need to be completed in FY 2015 w/Consultant

– Analysis of American Community Survey – Survey of 1,700 Arlington residents – Survey of non-resident commuting employees – Focus groups and interviews

Two community forums to provide input into affordable housing policy (Fall 2014)

Work session with the County Board on affordable housing policy to include revised affordable housing goals (December 2014)

Affordable Housing element of Comprehensive Plan (Summer 2015)

30

Department of Community Planning, Housing and Development

Proposed FY 2015 Budget Highlights

April 03, 2014

32

CPHD Budget at a Glance

• Proposed General Fund budget totals $10.75M – A less than 1% decrease from FY 2014 due to:

• Removal of one-time funding for BU-GATA ($50K); ECDC ($50k); SEEC ($18,575)

• Addition of Homeownership Coordinator ($116,116, 1.0 FTE) previously funded with one-time funding and a Principal Planner for planning and development activities ($122,349 1.0 FTE); Transferred Business Systems Analyst ($72,044, 0.50 FTE) to Development Fund

• Total FTEs: 88.00 – a net increase of 0.50 FTE from FY 2014

33

CPHD Budget at a Glance

• Proposed Community Development Fund budget totals an estimated $1.056M – This is a 10% reduction from the final FY 2014 HUD

allocation. – Update: Received notification that FY 2015 allocation is

$1,124,725, which is only a 2% decrease from the final FY 2014 HUD allocation.

– Final program descriptions will be submitted to the County Board at the May 10th Meeting along with the HUD Annual Report

• Total FTEs: 4.50 – no change from FY 2014

34

CPHD Budget at a Glance

• Proposed Development Fund budget totals $14.5M – A 3% increase from FY 2014 due to:

• Transferred Business Systems Analyst ($72,044, 0.50 FTE) from General Fund; Converted Elevator Inspector ($106,910, 1.0 FTE) to contractual services

• Implemented elevator inspection program • Total FTEs: 89.50

– a net decrease of 0.50 FTE from FY 2014

35

CPHD New Position Highlights

• The Homeownership Coordinator that was previously funded with one-time funding has been permanently added to the General Fund base budget. This position is essential to the County’s progress toward the affordable housing goals and targets published in FY 2011.

• The addition of a Principal Planner position has been added to the Planning Division to serve as the Crystal City/Pentagon City/ Potomac Yards Coordinator. This position will focus exclusively on the two metro station areas and serve as a liaison with key community and business groups.

Graphic Department Summary

36

BRASS

FIBER NETWORK

PRISMACE

PUBLIC SAFETY TECHNOLOGY

MOBILE APPS

VIRTUAL SERVICES

NETWORK SECURITY

Run: 79% Grow: 15% Transform: 6%

Change Mngt

SCCM ContractorSecurity AuditsMDM Software

Asset Mngt

Server Admin

Re-engineer Citizen Service

Delivery

Rationalize Infrastructure & Operations

Transform the

Workplace

LEGISLATIVE TRACKINGREAS STABILIZATION

LAND RECORDS

WPCB SHAREPOINT

BUDGET APPLICATION

PARKING ENFORCEMENT

RED LIGHT PHOTO COLLECTIONS

COURT COLLECTIONS

MOBILE FIRE APP

ELECTRONIC W-2

PRISM UPGRADE

VOICE UPGRADE

ARLINGTON PROPERTY SEARCHVOICE UPGRADE

WIRELESS UPGRADE

Help DeskTix

IPads & Tablets Phones Viruses

BlockedPhysicalServers

Virtual Servers

Prod Changes Storage Web Page

VisitsCollab. Sites Projects Apps

2013: 2294 492 1965 >16.5K 187 251 814 50TB 7.7M 300 439 106

2012: 2365 410 1917 >15K 168 225 904 40TB 6.7M 154 339 96

2011: 2976 165 1847 >13.5K 152 202 693 32TB N/A N/A 299 83

DTS Staff

Is technology getting you what you need to serve our citizens?

Major Initiatives

• New Permitting System • Crystal City/Pentagon City • Rosslyn Sector Plan Update • Courthouse Sector Plan • Records Management • Affordable Housing Study • Comprehensive Zoning Ordinance Update

37

FY 2016 and Beyond

• Permitting System Continued Implementation • Customer Service and Processes

38

Regionals/Contributions FY 2015 Proposed Budget

April 3, 2014

40

Overview of Regionals

• Group I – Government or quasi-governmental groups; formula based

based on population or land use

• Group II – Governmental organizations with contributions based on usage

of services

• Group III – General non-profit organizations

• Group IV – Disability non-profit organizations

Arlington County’s Proposed Hotline Response for Domestic and Sexual Violence

Issues

• Arlington County’s hotline response to domestic violence and sexual assault calls are spread across multiple organizations, both within and outside of the County, causing a fragmented response

• Multiple phone numbers are being used by the community to attempt to reach staff

• Response does not cover the entire 24/7 period • Callers are not consistently connected with staff or service providers that can

provide direct assistance or ongoing support • Providers lack sufficient capacity to provide a timely and thorough response to

the needs of urgent callers • Insufficient data available to fully determine dimension of problem

Background

The Department of Human Services’ Violence Intervention Program (VIP) has subcontracted its domestic violence and sexual assault call hotline to the Virginia Sexual and Domestic Violence Action Alliance (Action Alliance) for the past six years at an annual cost of approximately $8,000. The Action Alliance is based in Richmond. They are responsible for providing 24/7 phone coverage and refer urgent callers to the VIP program. However, the Action Alliance has not consistently connected hotline callers with VIP staff, rarely connects callers with local resources for ongoing support, and does not provide sufficient data on the volume and nature of the calls to our locality. According to Action Alliance records, there were no urgent calls identified or transferred to VIP in the first quarter of 2014.

Those experiencing domestic or sexual violence in the community have no single phone number to call when needing help. There are multiple phone numbers known to different parts of the community, including two lines that ring to the Action Alliance, one that rings to VIP, one that rings to Doorways for Women and Families, and one that rings to Crisis Link. There is confusion as to the purpose and expected response from each phone line. These multiple lines must be consolidated into one number that can be communicated to the community for a single, centralized response to domestic violence and sexual assault.

Domestic violence calls are taken and responded to by Doorways on a 24/7 basis; this is not funded by Arlington County. They conduct safety planning and make referrals for victims and offer shelter at their Safe House. However, the County does not have a

comparable 24/7 response for victims of sexual assault. Although some victims call the police, there are others who choose not to get law enforcement involved. Sexual assault victims who call VIP during the day are responded to by VIP counselors however after hours and on weekends there are no counselors or advocates on call to respond. Arlington needs to identify one centralized provider who can answer these calls 24/7 and provide after hours and weekend support through trained volunteers or advocates to provide accompaniment and counseling to these victims. Victims may also need transport or referral to SANE (forensic) medical exams which are only provided at INOVA Fairfax hospital.

Recommended Action Plan

• Unify the domestic violence and sexual assault hotline number so that there is only one phone number that all victims and other parties can call and receive a local response 24 hours a day, 7 days a week

• Contract this service out to a non-profit provider that can develop and staff the hotline, as well as develop and train a cadre of volunteers to provide victim accompaniment and support immediately after a sexual assault

• Issue an RFP for these service and initiate a contract by November 1 • Discontinue contract with Action Alliance within 90 days • Utilize DHS Emergency Services on an interim basis to answer hotline calls after

hours and on weekends.

Estimated cost for FY 2015 contract for services: $52,000

Page 1

Housing Grants 2/6/14

Program at a Glance • Program purpose is to provide rental assistance to low income households so that they can afford to

live in Arlington • Recipients are Arlington residents who meet income requirements and are limited to working families

with minor children, people with disabilities, or residents age 65 or older (raised from age 62 in FY 2014)

• For FY 2014, renters pay approximately 40% of household income toward rent; average monthly subsidy of $576 covers remainder

• 100% locally funded; approximately 80% (995 households) live in committed affordable units

Household Participation – March, 2014 Category Number Percent Working Families 338 27% People with Disabilities 464 37% Age 65+ 442 36% Total 1,244 --

Households Asset Levels Asset Level Working Families People w/ Disabilities Age 65+ Total by Level $0 - $5,000 309 (92%) 433 (93%) 403 (91%) 1,145 (93%) $5,000 - $10,000 25(7%) 13 (3%) 20 (5%) 58 (4%) $10,000 - $20,000 3 (1%) 15(3%) 10(2%) 28(2%) $20,000 - $35,000 (max) 1 (0%) 3(1%) 9 (2%) 13 (1%)

Length of Time Housing Grants Recipients Receive Benefits In program 2 years or less: • 594 (48%) of 1,244 total participating

households In program 5 years or more: • 249 (20%) of 1,244 total participating

households o 21 Working families o 100 People w/ disabilities o 128 People age 65+

Length of Time in Program Number of Households (%) 1 year or less 366 (29%) 1 to 2 years 228 (18%) 2 to 3 years 159 (13%) 3 to 4 years 142 (12%) 4 to 5 years 100 (8%) 5 years or more 249 (20%)

Housing Grants Recipients by Race/Ethnicity

Hispanic 45 % Black 30% White 20% Asian 5%

Average Annual Income by Category Category Annual Income Working Families $26,685 People with Disabilities $13,433 Age 65+ $13,976

Affordable Housing Investment Fund (AHIF) FY 14 Projects

Development Projects

TAF Projects

Project Name

Total Allocation

(pending Board approval

where noted)

Total Estimated

Households Assisted

Pierce Queen 340,000 24

BV3 - Parcel B 97,000 8

William Watters - to be considered

by County Board in June 2014 151,000 8

Total: 588,000 49

Project Name

Total Allocation

(pending Board

approval where

noted)

Total CAFs

Created,

Renovated, or

Preserved

Net New

CAFs Added

to Inventory

Market

Units Total Units

Arna Valley Acquisition

(allocation included federal

funds)

8,302,199 101 0 0 101

The Springs 7,827,700 98 71 6 104

Telesis Acquisition of RPJ

Properties 4,500,000 35 0 0 35

*Ballston Park Acquisition 16,000,000 280 47 233 513

Serrano Acquisition - to be

considered by County Board

in April 2014

16,500,000 224 224 56 280

William Watters Renovation

- to be considered by County

Board in June 2014

1,000,000 21 0 0 21

Total: 54,129,899 759 342 295 1,054

* Total CAFs for Ballston Park includes deepening the affordability on 37 units currently affordable at

60% of AMI to 50% of AMI. These units are already CAFs and therefore not included in the net new count.

Funds not yet appropriated by

the County Board

Local County Base Federal HOME

FY 2013 Carryover

Amounts

(incl recordation

tax & other

adjustments)

Appropriated FY

2014 Loan

Repayments (AHIF

and HOME) Subtotal

*Developer Contributions and

Loan Repayments (estimate) Total

FY 2014 12,013,130 479,192 27,831,115 7,798,123 48,121,560 10,087,086 58,208,646

FY 2014 Allocations

Falls Church HOME Funds (ongoing) (22,522) (22,522)

AHIF housing services (ongoing) (100,000) (100,000)

Buckingham debt service (ongoing) (1,817,402) (1,817,402)

Pierce Queen TAF (one-time) (340,000) (340,000)

HOME funds for MIPAP (net allocation after a portion of funds de-allocated) (39,695) (39,695)

Arna Valley acquisition (one-time, does not include $1M in CDBG funds) (7,302,199) (7,302,199)

The Springs redevelopment (one-time) (7,827,700) (7,827,700)

Acquisition and Preservation of RPJ Portfolio (one-time) (4,500,000) (4,500,000)

Ballston Park acquisition and preservation (one-time) (16,000,000) (16,000,000)

Buckingham Village 3 TAF (one-time) (97,000) (97,000)

Funds available in FY 2014 10,075,042 10,087,086 20,162,128

Potential projects and appropriation requests remaining in FY 2014 pipeline

Serrano Apartments (224 CAF units) (16,500,000)

William Watters rehab and TAF (21 CAF units) (1,100,000)

*Staff recommendation to de-allocate BV3 debt service funds and appropriate HRF balance 1,600,000

Total of anticipated requests remaining in FY 2014 (16,000,000)

Total Anticipated Balance Remaining at the end of FY 2014 4,162,128

Local County Base Federal HOME Subtotal

Developer Contributions and

Loan Repayments (estimate) Total

FY 2015 12,032,508 467,492 12,500,000 9,100,000 21,600,000

FY 2015 Allocations

Falls Church HOME Funds (ongoing) (21,972) (21,972)

AHIF housing services (ongoing) (200,000) (200,000)

Buckingham debt service (ongoing) (1,817,402) (1,817,402)

Funds available in FY 2015 10,460,626 9,100,000 19,560,626

TOTAL AHIF AVAILABLE DURING FY 2015 (ESTIMATE) 23,722,754

Potential projects in FY 2015 pipeline

Columbia Pike Redevelopment (100-200 units) (17,000,000-25,000,000)

Columbia Pike New Construction (100 units) (12,000,000-14,000,000)

Fort Henry refinance and preservation (82 units) (500,000-1,500,000)

Culpepper Refinance of HUD Mortgage (500,000-1,000,000)

Total of anticipated requests in FY 2015 (30,000,000 - 41,500,000)

ROUNDED DIFFERENCE BETWEEN AVAILABLE AHIF AND POTENTIAL FY 2015 REQUESTS (6,300,000 - 17,800,000)

* a staff recommendation in the April Board Report for Serrano Apartments is to appropriate $6,412,951 in loan repayments and developer contributions already received,

as well as appropriate to AHIF the current Housing Reserve Fund balance of $111,552 and de-allocate unused funds for BV3 debt service.

Available with no further County Board action

FY 2014 and FY 2015 Affordable Housing Investment Fund (AHIF) Balances and Project Pipeline

1Arlington County Housing Development Revenue ProjectionsFY09 - FY13 Actuals and FY14 - FY17 Anticipated

updated 4/1/2014

Funding Source

FY 2009 (Actuals -

rounded)

FY 2010 (Actuals -

rounded)

FY 2011 (Actuals -

rounded)

FY 2012 (Actuals -

rounded)

FY 2013 (Actuals -

rounded) FY 2014 (projected) FY 2015 (projected) FY 2016 (projected) FY 2017 (projected)2 AHIF Local 3,000,000$ 3,000,000$ 3,000,000$ 3,000,000$ 4,860,000$ 4,860,000$ 4,860,000$ 4,860,000$ 4,860,000$

Federal HOME 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 467,000$ 467,000$ 467,000$ 467,000$ 467,000$ 2 Recordation Tax 1,200,000$ 800,000$ 1,132,000$ 1,400,000$ 1,361,000$ 1,428,000$ 1,373,000$ 1,373,000$ 1,373,000$ 2 One-time funding for AHIF 1,000,000$ 1,500,000$ 2,792,000$ 5,725,000$ 5,800,000$ 5,800,000$ 5,800,000$ 3 Loan Repayments & Payoffs 1,500,000$ 7,850,000$ 4,300,000$ 7,400,000$ 21,350,000$ 13,000,000$ 5,000,000$ 5,000,000$ 5,000,000$

Developer Contributions 3,700,000$ 2,375,000$ 3,000,000$ 3,000,000$ 750,000$ 4,000,000$ 4,100,000$ 5,100,000$ 4,500,000$

BALANCE 10,400,000$ 15,025,000$ 13,432,000$ 17,300,000$ 31,580,000$ 29,480,000$ 21,600,000$ 22,600,000$ 22,000,000$

1 These projections are staff-developed and are for discussion purposes only. A variety of market factors may increase or decrease these estimates over time.

2 AHIF Local, Recordation Tax, and one-time AHIF funds are annual County Board appropriations dependent upon County Board action and approval.

3 Includes lump-sum payments and payoffs. The FY 2010 amount includes 2 lump-sum payments for Parc Rosslyn (Paradigm) totaling $4.5 million and 2 lump-sum payments for Buckingham Village 1 (Paradigm) totaling

$1.5 million. The FY 2012 amount includes payoffs for Patrick Henry, Harvey Hall, South Ballston Place, Macedonia (AHIF loan), and Parc Rosslyn (AHIF loan). The FY 2013 amount includes payoffs for Arlington Mill,

Quebec Apartments, Key Boulevard, and Virginia Gardens (totaling $13.8 million). The FY 2014 projection includes anticipated payoffs for Arna Valley View and the RPJ portfolio. Staff anticipates payoffs

for Arna Valley and RPJ portfolio will be re-loaned to new development partners for the acquisition and extended affordability of these properties.

$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

Developer Contributions

Loan Repayments & Payoffs

One-time funding for AHIF

Recordation Tax

Federal HOME

AHIF Local