PHA 5-Year and U.S. Department of Housing and Urban Annual … · 2015-09-30 · Page 2 of 30 form...

of 30 form HUD-50075 (4/2008)

PHA 5-Year and Annual Plan

U.S. Department of Housing and Urban Development Office of Public and Indian Housing

OMB No. 2577-0226 Expires 4/30/2011

1.0

PHA Information

PHA Name: Virgin Islands Housing Authority PHA Code: VQ001 PHA Type: Small High Performing Standard HCV (Section 8) PHA Fiscal Year Beginning: (MM/YYYY): 01/2016

2.0

Inventory (based on ACC units at time of FY beginning in 1.0 above) Number of PH units: 3287 Number of HCV units: 1733 & 17 VASH

3.0

Submission Type

5-Year and Annual Plan Annual Plan Only 5-Year Plan Only

4.0

PHA Consortia PHA Consortia: (Check box if submitting a joint Plan and complete table below.)

Participating PHAs PHA Code

Program(s) Included in the Consortia

Programs Not in the Consortia

No. of Units in Each Program PH HCV

PHA 1: PHA 2: PHA 3:

5.0

5-Year Plan. Complete items 5.1 and 5.2 only at 5-Year Plan update.

5.1

Mission: The Virgin Islands Housing Authority’s mission is to encourage the development and professional management of a variety of affordable housing opportunities, facilities and supportive services to sustain vibrant and progressive communities, provide economic development and self-sufficiency options for residents, assuring equal access to quality housing and safer communities through partnerships. In order to achieve this mission, VIHA will:

Recognize residents as its ultimate customer;

Improve VIHA management and delivery efforts through effective and efficient management of VIHA staff

Seek problem-solving partnerships with residents, community, and government leadership;

Apply VIHA resources to the effective and efficient management and operation of the Public Housing Programs.

5.2

Goals and Objectives: VIHA Strategic Goal 1: Enhance Governance and Agency Effectiveness with Quality Control and Management Reporting. Sub-goals:

A. Complete goals in VIHA & Territorial/HUD Transition Plan.

B. Implement functional effectiveness with time management and performance-based evaluation system.

C. Negotiate performance-based system of accountability in collective bargaining agreement.

D. Develop comprehensive and phased training program for VIHA Board and its employees.

E. Update Personnel Policy to implement progressive human resource management and performance incentive plan.

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VIHA Strategic Goal 2: Accelerate Comprehensive Redevelopment Plan by expediting priority projects and maximizing funding. Sub-goals:

A. Expedite development of six (6) new redevelopment and construction projects: As a result of a recent procurement, we are presently in negotiations with a developer whom we intend to contract to

serve as a Development Partner for Louis E. Brown Villas III. It is anticipated that once an agreement is met, we could conceivably begin as early as December 2015. In addition, VIHA is proceeding with a Redevelopment/Repositioning Master Plan which will propose solutions for VIHA’s current properties and provide concepts for future development initiatives. Partnering with other entities such as local government agencies and non-profit groups is vitally important to making this a success. The future projects include: (1) the VIHA/ V. I. Port Authority Lindbergh Bay Development (2) Nicasio Nico Apartments, (3) Ludvig Harrigan Court, (4) Walter I. M. Hodge Pavilion, (5) Williams Delight Villas, and (6) Estate Donoe.

B. Partner with the Government of the Virgin Islands (GVI) and the Virgin Islands Housing Finance Authority (VIHFA) to

apply for HUD’s Choice Neighborhood Planning Grants for 2016:

With the pending demolition of the Ralph deChabert Housing Community, the Choice Neighborhood Planning Grant may offer the mechanism in which a collaborative and comprehensive neighborhood revitalization effort can be undertaken to begin the process of redeveloping this strategically located site. As we continue to find ways to improve the condition of the Virgin Islands, especially on the island of St. Croix, the Choice Neighborhood Grants which focuses on three core goals; Housing, People and Neighborhoods, may just be one of those vehicles that leads to an improved economy.

C. Develop a scalable “Signature” designed single family duplex with ‘Cutting-Edge” Green Technology:

The proposed development between the Virgin Islands Port Authority (VIPA) and VIHA seeks to identify a

development partner who will work collaboratively with both agencies to create a unique housing community that will boast sustainability; with alternative sources of energy, energy conservation thru the use of energy-star appliances and water reuse just to name a few.

Pursue Energy-Star and Water-Sense multifamily label standards for residential buildings.

Continue to pursue integration of renewable energy into new building designs and existing structures.

D. Integrate VI Stakeholder’s Interest in Design through inclusive Master Planning for new affordable housing: VIHA will continue to involve all the relevant stakeholders in its Master Redevelopment/Repositioning efforts,

especially with regards to the new affordable housing developments.

E. Maximize resident & local jobs in construction and product production (cabinets): VIHA has engaged the skills of cabinet-making as it has been obtained through VIHA’s YouthBuild Program. The

implementation of the cabinet shop has allowed VIHA to maximize its use and coordination with the Section 3 program to construct cabinets for its Modernization vacant unit rehabilitation projects. This provides a cost savings to VIHA. It is our goal to advance this initiative to allow for the production of cabinets within any new development projects; and expanding to the possible creation of VIHA’s own construction company.

VIHA Strategic Goal 3: Implement Comprehensive Energy Sustainability Plan benchmarked to comparable large PHAs Sub-goals:

A. Expedite Cistern upgrades, waterline replacement at 5 sites.

B. Expedite EPA Safe Drinking Water Capital Improvement Grant Applications to upgrade water infrastructure:

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Established VIHA as a small water provider under the V.I. Drinking Water Capital Improvements Grant (VIDWCIG),

as administered by the Department of Planning & Natural Resources (DPNR) and funded by EPA’s Safe Drinking Water Act.

Submit applications for funding for the Oswald Harris Court, Estate Tutu HiRise Apartments and the Estate Bovoni Apartments. To date, the Oswald Harris Court site is funded and contracted with use of the FY2011 Grant, Estate Tutu is scheduled to be funded in the 2013 EPA Grant and Estate Bovoni in the FY2014 Grant.

C. Transform current ESCO and expand infrastructure upgrade and install water meters in all units:

Retire the current ESCO contract.

Execute a new EPC contract for the installation of energy conservation measures in the Central Offices and in the communities that were not included in the scope of the most recent EPC contract.

Include the existing EPC sites in a new EPC contract and evaluate the feasibility of achieving greater energy savings. Explore the possibility of including the EPC sites as a part of a RAD program.

D. Facilitate Disaster Preparedness & Recovery by installing backup generators in each complex:

Upgrade and certify all existing generators in senior sites and central offices.

E. Implement energy sustainability strategies and incentivize residents and employees:

Implement an energy management plan for the Central Offices and the properties.

Conduct energy awareness training for staff and residents.

Install Water`Sense toilets, showerheads, and lavatory faucets in all tenant units.

Develop benchmarking capacity through use of Energy-Star Portfolio Manager.

Revisit the approach to the Utility Allowance calculation.

VIHA Strategic Goal 4. Implement Asset Management best practices to achieve High-Performer Designation on PHAS Sub-goals:

A. Implement strategies to increase occupancy to benchmark standard of 93 - 97%.

B. Implement strategies to reduce Accounts Receivables to benchmark standard of 1.5% of rents.

C. Increase REAC overall inspection score on PASS to High-Performer standard. D. Improve quality of life through sustained curb appeal strategies including enhanced landscape features at all developments. E. Increase safety in public housing by implementing crime reduction strategies including community policing and CCTVs

(Closed-Circuit Television) at all developments: Collaborate w/ Miami Dade Housing Authority to discuss CCTV best practices based on the most recent CCTV

implementation at the Miami Dade HA Liberty Square property.

Engage VIPD and residents to discuss crime hot spots within each of VIHA’s developments in order to highlight critical CCTV coverage areas for conceptual CCTV design.

Produce conceptual design/ layout for a CCTV Control Center (CCC), which will be utilized by VIHA and the VIPD, for 24/7 monitoring of illegal/ suspicious activities at all VIHA communities.

Partner with VIPD, VIPA, DOJ and other public/ private entities, to establish a set of guidelines and procedures, as it

relates to intra and inter agency CCTV monitoring. Increase community policing at high crime sites.

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VIHA Strategic Goal 5. Increase resident leadership and effect advocacy through resident councils and enhanced volunteerism Sub-goals:

A. Implement data-driven comprehensive resident services plan designed for progressive outcome by age groups: Through community collaborative networks and local and federal grant funding, VIHA will implement programs such

as after school enrichment, summer camps, GED preparation, Family Self-Sufficiency (FSS), Resident Opportunity and Self-Sufficiency (ROSS) and community service placements based on the Community Service and Self-Sufficiency Requirement. Each of these programs will target different age groups and will be designed with measurable outcomes.

B. Foster stakeholder & resident leadership support of resident community service requirement in lease:

VIHA will educate resident council members on lease provisions with emphasis on the Community Service and Self-Sufficiency Requirement. VIHA will seek to expand community service placement opportunities with government agencies, non-profits and the business sector and through the members of the FSS/ROSS Program Coordinating Committee.

C. Promote responsible money management habits towards positively impacting rent collection results: VIHA will continue to collaborate with key stakeholders including the Department of Labor, VI Housing Finance

Authority, the Consumer Credit Counseling Service of Puerto Rico and local banking institutions to offer financial literacy workshops, forums and resource materials to develop and enhance resident knowledge of responsible money management habits.

D. Forge stakeholder & resident leadership to implement Resident Councils at every Public Housing Community: VIHA will continue to work closely with property managers, duly-elected resident leaders and other interested

community stakeholders to conduct resident meetings to orient, educate, and encourage residents about the importance and benefits of resident council membership. As interested residents are identified, VIHA will provide assistance, support and coordination to schedule and conduct resident council elections in accordance with HUD guidelines.

E. Implement public relations and education programs to transform residents accountability and volunteerism:

VIHA will design and publish materials on the VIHA website and in the broader community including brochures, newsletters, advertisements and flyers to showcase resident programs and successful outcomes. VIHA will additionally seek to participate in community fairs and events and, as appropriate, conduct public relations campaigns which focus on current agency priorities and initiatives.

6.0

6.0 (a) PHA Plan Update 1. Eligibility, Selection and Admissions Policies, including De-concentration and Wait List Procedures: VIHA will be reviewing and updating local preferences to clearly define the definition and the administration of placement on the waiting list.

Marketing efforts will be continued for VIHA Communities.

Creation of site-based waiting list for hard to lease communities such as D. Hamilton Jackson Terrace and John F. Kennedy to increase occupancy.

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Deconcentration Info:

AMP Number Development Name

# of Occupied Units

Avg. Income As of 05/30/2015

Avg Br Calc Adjust‐ment Factor

Development Average Income Divided by BR Factor

PHA Wide 85% ‐ 115% Percent‐age relative to EIR

Acceptable Justification

St. Thomas

VQ001000011 Oswald E. Harris Court 284 $ 17,313.58 1.13 $ 5,386.96 87%

VQ001000012 Estate Tutu Apartments 296 $ 19,247.03 1.12 $ 7,224.86 97%

VQ001000012 Anna's Retreat Heights 1 $ 40,282.00 1.00 $ 40,282.00 227%

Single unit planned for disposition

VQ001000013 Estate Bovoni Apartments 336 $ 14,794.06 1.11 $ 13,303.37 75%

Lack of reliable public transportation and location close to the landfill, makes this a high turndown complex leading to a higher concentration of poverty than in other complexes.

VQ001000014 Paul M. Pearson Garden 120 $ 16,742.21 1.03 $ 16,274.32 92%

VQ001000014 H. H. Bergs Homes 47 $20,993.68 1.02 $20,663.94 116% Bergs Additions is located on the same site and run as one project in terms of leasing. VQ001000014

Addition to Bergs Homes 21 $14,615.05 1.18 $12,410.68 70%

VQ001000014 Lucinda A. Millin Home 76 $ 10,772.21 0.72 $ 14,885.24 84%

100% Elderly Project.

VQ001000015 Michael J. Kirwan Terrace 120 $ 20,959.33 1.20 $ 17,515.98 99%

VQ001000015 The Knolls at Contant 85 $ 27,675.88 1.16 $ 23,955.70 135%

Due to the many long term residents withincreasing income this development has low turnover.

St. Croix

VQ001000021 D. Hamilton Jackson Terrace 100 $ 7,893.96 1.03 $ 7,641.78 78%

D. Hamilton Jackson is in a desirable area however, concentration of crime and the overall economic condition contributes to the concentration of poverty.

VQ001000021 Alphonso "Piggy" Gerard Complex 25 $ 11,724.76 1.13 $ 10,375.89 106%

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VQ001000022 Joseph E. James Terrace 34 $ 9,233.35 1.25 $7,386.68 76%


VQ001000023 Aureo Diaz Heights 88 $ 7,660.03 1.10 $ 6,973.75 71%

High criminal activity makes this a high turndown complex leading to a higher concentration of poverty than in other complexes.

VQ001000023 Mount Pleasant 40 $ 7,784.68 0.92 $ 8,484.66 87%

VQ001000023 Candido R. Guadalupe Terrace 76 $ 8,656.41 1.13 $ 7,640.97 78%

High criminal activity makes this a high turndown complex leading to a higher concentra‐tion of poverty than in other complexes.

VQ001000024 Ludvig E. Harrigan Court 30 $ 8,826.63 1.18 $ 7,457.02 76%

Harrigan is more than 50% occupied and is experiencing majorrehab needs to include asbestos removal. The district economic conditions and crime contributes to the concentra‐tion of poverty.

VQ001000024 Marley Homes 26 $ 9,029.50 1.15 $ 7,825.57 80% Marley Homes and Marley Addition arelocated on the same site and run as one project in terms of leasing. VQ001000024

Addition to Marley Homes 58 $ 7,224.95 1.14 $ 6,363.66 65%

VQ001000024 Walter I. M. Hodge Pavilion 124 $ 10,229.33 1.08 $ 9,483.64 97%

VQ001000025 Williams' Delight 130 $ 13,922.38 1.16 $ 12,041.98 123%

Williams Delight is a 5h homeownership community. Residents are long term but the district economic conditions and crime contributes to the concentra‐tion of poverty.

VQ001000025 Whim Gardens for the Elderly 83 $ 8,158.25 0.85 $ 9,597.94 98%


VQ001000026 Louis E Brown Redevelopment I 75 $ 11,775.61 0.85 $ 13,853.66 119%

Mixed Income Project.

VQ001000027 Louis E Brown Redevelopment II 10 $ 8,104.00 0.85 $ 9,534.12 98%

VQ001000025 Whim Gardens for the Elderly 83 $ 8,158.25 0.85 $ 9,597.94 98%


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2. Financial Resources: Planned Sources and Uses

Sources Planned $ Planned Uses

1. Federal Grants (FY 2015 grants)

a) Public Housing Operating Fund (FY 2015 Projected)

$20,289,725 Public Housing Operations

b) Public Housing Capital Fund (FY 2015 Projected)

$5,004,444 Public Housing Modernization and Development

c) HOPE VI Revitalization $0

d) HOPE VI Demolition $0

e) Annual Contributions for Section 8 Tenant-Based Assistance (HAP) (FY 2015 Projected)

$14,294,277 Housing Choice Voucher HAP and Admin Operations

e) Annual Contributions for Section 8 Tenant-Based Assistance (ADMIN) (FY 2015 Projected)

$1,222,283

f) Resident Opportunity and Self-Sufficiency Grants

$0 Resident Services Program Support

g) Community Development Block Grant $0

Other Federal Grants (list below)

Single Room Occupancy (SRO) Vouchers $50,911 Housing Choice Voucher -Rehabilitation Program HAP and Admin Operations

Shelter Care (SC) Vouchers $38,664 Housing Choice Voucher – Shelter Care HAP And Admin Operations

Veterans Affairs Supportive Housing (VASH) $94,558 Housing Choice Voucher - Veterans Assistance Program

2. Prior Year Federal Grants (unobligated funds only) (list below)

US Dept. of Labor Youth Build $1,002,811 Affordable Housing/ Supportive Services

3. Capital Fund Grants (list below)

CFP 2014E $4,279,414 Emergency Capital Fund Grant

CFP 2015 $5,625,512 Public Housing Modernization

CFP 2014 $1,354,771 Public Housing Modernization

CFP 2013 $384,862.00 Public Housing Modernization



4. Replacement Housing Grants (list below)

RHF 2014-2 $38,156 PH Replacement Housing/Vacancy Rehab






RHF 2010-2 $0 Public Housing Replacement Housing

5. Public Housing Dwelling Rental Income $4,007,125 Public Housing Operations

6. Other Income (list below)

Bad Debt Collection $150,000 Public Housing Operations

Interest $50,000 Public Housing Operations

7. Non-federal sources (list below)

Local—Youth Academics $0 Supportive Services

Local—Youth Build $25,490 Supportive Services

8. Non-Federal Sources (other)

Developer Fee $1,908,157 Affordable Housing Development

Total Resources $60,124,598

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Rent Determination:

VIHA will determine reasonable child care cost based on locality. VIHA will seek HUD approval to engage in an aggressive plan to reduce problems with unreported income and unauthorized persons in the communities. This “pay to stay” plan will provide for a period wherein residents can report undeclared income and unauthorized residents without fear of eviction or prosecution for fraud. VIHA will allow these residents to enter into repayment agreements for retroactive rent owed. If the resident does not comply with the payment agreement VIHA will proceed to eviction per the policies in the Admissions and Continued Occupancy Plan (ACOP). VIHA will also coordinate with the Office of the Inspector General to reduce instances of fraud in its programs.

Operations and Management:

Rent Collection\Residents Accounts Receivables (TARs):

VIHA will aggressively reduce Residents Accounts Receivables (TARs) for residents in possession by at least 40% by consistently implementing the Rent Collection Policy. Property Managers will be monitored to assure delinquency reports are submitted timely for all residents owing two (2) months or more by the 15th of the month. Property Managers will be retrained to pursue delinquent rent in court for residents owing two (2) months or more who are not on a current Repayment Agreement. All Repayment Agreements will be monitored monthly by District Managers to assure compliance.

Improve File Management and PIC Upload Audits Findings to 100% error free:

VIHA will review tenant files monthly through the Compliance Office of all annual recertification to assure compliance with rules and regulations and make the necessary adjustments well in advance of any file audits.

VIHA will also monitor consistently on a monthly basis all PIC uploads for any error reports for immediate correction by Property Managers to assure compliance with HUD’s rules and regulations and for the elimination of audit findings. VIHA will increase oversight to correct deficiencies in PIC reporting.

Revision of the Dwelling Lease to Comply with Recent Changes in the ACOP:

VIHA has revised the ACOP to address some significant issues including: (1) Inheritance of units – persons added to a unit just as the original head of household is leaving the unit, thereby allowing these persons to bypass the waiting list; (2) Units being left vacant for the majority of the year while the inhabitants are off-islands; and (3) Unauthorized persons in units that have been left vacant by the approved household. This rule change will address the above issue and ensure that we can continue to provide housing from the waiting list. The Dwelling Lease will be revised to include these changes to the ACOP.

Reinstatement of ceiling rent:

Ceiling rent will cap the income based rent at the flat rent amount when conducting an interim recertification.

Lease Enforcement:

Unreported Income: VIHA will seek HUD’s approval to engage in an aggressive plan to reduce problems with unreported income in the communities. This “pay to stay” plan will provide for a thirty (30) days moratorium whereby residents can report undeclared income without fear of eviction or prosecution for fraud. VIHA will allow these residents to enter into repayment agreements for retroactive rent owed. If the resident does not comply with the repayment agreement, VIHA will proceed with eviction per the policies and procedures in the ACOP. VIHA will also coordinate with the Office of the Inspector General to reduce instances of fraud in its program and will begin prosecution of residents for fraud on the more serious cases. Unauthorized Persons in Communities: VIHA will also engage in an aggressive plan to reduce the problem of unauthorized persons in our communities by having Property Managers closely monitor and enforce the Dwelling Lease for residents who are in violation. These residents will be provided sufficient notice to cure the violation and if the lease violation is not corrected, residents will be processed for eviction. District Managers will work closely with the Leasing Division to ensure over-housed units are transferred more regularly to correct occupancy standards and to avoid giving residents the opportunity to house unauthorized guests and/or subleasing of VIHA’s unit because they have the available bedrooms to do so. Improving in the area of Mandatory Transfers will also

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afford Management the opportunity to transfer over-crowed units or under-housed residents to their appropriate size units according to VIHA’s occupancy standards. This also includes “Split Requests”, where the family composition is so extremely large and contains a family within a family, that we do not have the appropriate size unit to house the family. The family is split to correct occupancy standards. Improvement in these areas will not only improve living conditions for very low and low-income families, but also promote upward mobility to families who desire to achieve self-sufficiency while ensuring that VIHA achieves its mission.

Maintenance:

One of the main goals of the Asset Management Department is to provide its residents with housing that is in good repair. To accomplish this goal it is important the maintenance is adequately planned, staffed and implemented and improve in the following areas: District Managers will monitor Project Managers and Maintenance Foremen to assure vacant units are completed

within the required 20 days to improve VIHA’s occupancy rate to 97%; monitor maintenance response to resident-initiated work orders within 3 days of initiation; and respond to emergency work orders within 24 hours of initiation to improve PHAS scores.

Take property corrective action for buildings and systems through the implementation of a Preventative Maintenance before advance deterioration of our housing stock necessitates major repairs.

Update the Maintenance Charge List to reflect the current prices for materials and services.

Consistently charge residents for damages that are not normal wear and tear in accordance with VIHA’s dwelling lease to deter residents from causing damages to units.

Grievance Procedures: VIHA will revise the Grievance Procedure to include the elements in the ACOP. After an informal hearing is conducted, the applicant will be notified within ten business days of the final decision. Designated Housing for Elderly and Disabled Families: VIHA will apply for designation for occupancy by only elderly families in accordance with 24 CFR 945 (HUD’s application and approval procedures) at several communities. The communities are:

Designation of Public Housing Activity Description 1a. Development name: Oswald Harris Court 1b. Development (project) number: VQ001000011 2. Designation type:

Occupancy by only elderly families

3. Application status (select one) Planned application

4. Date this designation approved, submitted, or planned for submission: (September 30, 2016) 5. If approved, will this designation constitute a (select one)

New Designation Plan

6. Number of units affected: 16

Designation of Public Housing Activity Description 1a. Development name: Lucinda Millin Homes for the Elderly 1b. Development (project) number: VQ001000014 2. Designation type:






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Designation of Public Housing Activity Description 1a. Development name: Wilfredo Pedro Homes for the Elderly (a/k/a Whim Gardens for the Elderly) 1b. Development (project) number: VQ001000025 2. Designation type:






Designation of Public Housing Activity Description 1a. Development name: Joseph E. James Terrace 1b. Development (project) number: VQ001000022 2. Designation type:





6. Number of units affected: 34 Designation of Public Housing Activity Description

1a. Development name: Louis E. Brown Villas Redevelopment – Phase II 1b. Development (project) number: VQ001000027 2. Designation type:



4. Date this designation approved, submitted, or planned for submission: (October 25, 2012) 5. If approved, will this designation constitute a (select one)


6. Number of units affected: 10 Community Service and Self Sufficiency (Resident Services): Family Self Sufficiency (FSS) Program: The FSS program is a voluntary program serving a minimum of 25 public housing families by helping them obtain education, job training, and life skills necessary to move toward economic self-sufficiency. VIHA and the head of household of each participating family execute a five-year FSS Contract of Participation that specifies goals for each participating family member to achieve and the services needed for each participant to accomplish his/her goals. Over the five-year contract period, when participating family members report an increase in earned income and a new rent payment is calculated, a portion of the increase in rent is deposited monthly in an escrow account established for the family. Once the head of household completes the Contract of Participation by achieving all listed goals and each household member is free from welfare assistance for 12 consecutive months, the family will receive the total monies saved in the escrow account. In October 2014, VIHA was awarded its third FSS grant from HUD in the amount of $68,424.00 just short of the maximum grant award of $69,000. The FY 2014 FSS grant combines FSS program funding for both Housing Choice Voucher (HCV) and Public Housing. As such, VIHA has hired a full-time territorial FSS Coordinator who serves both Housing Choice Voucher and public housing FSS participants. Presently, VIHA has 8 HCV families and 21 public housing families enrolled for a total FSS enrollment of 29 families. Resident Opportunity and Self Sufficiency Services: The ROSS Program links public housing residents with supportive services, resident empowerment activities and assistance in becoming economically self-sufficient. Each ROSS Coordinator assesses the needs of participating residents and coordinates available resources in the community to meet those needs. These services are geared toward enabling participating families to increase earned income, progress toward achieving economic independence and progress toward attaining housing self-sufficiency.

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In January 2014, VIHA requested a one-year extension to the ROSS grant which was originally awarded in June 2011 for three years for a total of $720,000. The extension was to ensure complete usage of funds earmarked for personnel due to delays experienced with the hiring process during the early months of the grant. The ROSS extension request was subsequently approved by HUD on February 19, 2014, thus establishing a new ROSS grant expiration date of June 20, 2015. In August 2014, VIHA applied for the Fiscal Year 2014 ROSS grant in the amount $738,000 and unfortunately was not awarded. Within the next five years, VIHA will apply for any new ROSS funding as new NOFA guidelines are published by HUD. FSS and ROSS Coordinators operate a Program Coordinating Committee (PCC) comprised of agencies and organizations in the community who provide critical and quality services necessary for participants to move toward self-sufficiency. The PCC meetings are conducted quarterly to build service capacity and networking opportunities to secure public and private resources to address participants’ needs. Participants from both the FSS and ROSS programs have been linked to supportive services such as job readiness skills training, job search tutorials, enrollment in the University of the Virgin Islands, driving instruction, parenting skills development, computer literacy courses, employment opportunities, money management workshops, disaster preparedness, alternatives to violence workshops and domestic violence awareness workshops. Youth Build Program: The YouthBuild U.S. Virgin Islands Program is a youth leadership and community development program that simultaneously addresses core issues facing low-income communities: housing, education, employment, crime prevention, and leadership development. In YouthBuild programs, low-income young people ages 16-24 work towards their GED or high school diploma, learn job skills, and serve their communities by building affordable housing and transform their own lives and roles in society. In August 2014, VIHA was awarded USDOL YouthBuild grant for the maximum allotment of $1.1 million to serve 70 youth territorially and received notification in August of the total award. The grant award performance period is 2 years and 1 year follow-up for a total of 3 years ending on December 31, 2017. Additionally, in April 2015, VIHA was awarded USDOI Office of Insular Affairs Technical Assistance Program (TAP) Grant in the amount of $242,697.90 for the YouthBuild USVI Apprenticeship Program. The purpose of the grant is to develop a pilot pre-apprenticeship and apprenticeship program as well as migrate the YouthBuild Program into a 501 c (3) entity. Section 3 Program: The Section 3 Program is a HUD-mandated provision which requires that recipients of certain HUD financial assistance, to the greatest extent feasible, provide job training, employment and contracting opportunities for low and very-low income residents and resident owned businesses in connection with projects and activities in their neighborhoods. VIHA continues to monitor all contracts to ensure compliance with the Section 3 mandate. In accordance with VIHA’s Section 3 Policy Statement and Operating Procedures, VIHA will develop and implement the Resident Opportunities, Training and Employment Program (ROTEP) to fully address the needs of our residents. The ROTEP will employ a systematic approach for identifying and linking Section 3 residents to training, educational, entrepreneurial and employment opportunities through key service providers in the Territory. ROTEP implementation will also include tracking of resident participation in these efforts for compliance reporting and the capture of successful programmatic outcomes Virgin Islands Next Generation Network Public Computing Centers (PCCs): The Virgin Islands Next Generation Network (viNGN) has established a total of eight (8) PCCs in public housing communities across districts. The PCCs offer free access to computers for training, educational and employment opportunities and provide, as well, training opportunities for residents to volunteer as site administrators to oversee daily center management activities. VIHA is engaged in numerous efforts in both districts to increase districts the level of PCC usage and the number of volunteer site administrators. PCCs are open in the following communities:

ST. THOMAS ST.CROIX

Oswald Harris Court Contant Knolls Michael J. Kirwan Terrace Lucinda Millin Home Estate Bovoni

Walter I.M. Hodge Pavilion Louis E. Brown Villas Aureo Diaz Heights

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Safety and Crime Prevention: VIHA has signed and executed a “Partners In Crime Prevention” MOU with the VIPD. The MOU includes language which will implement random drive by policing/ physical grounds inspections at all of VIHA’s communities, setting up neighborhood watch programs, as well as continuing a Police Cadet training center presence at the Paul M. Pearson Gardens Community. VIPD has started a new Police Cadet training program at the Williams Delight Villas Community on St. Croix, showing their commitment to implementing programs in and around the territory, which will enhance the livelihood of the residents they serve. VIHA is committed to ensuring the safety of our residents remains a top priority, so regularly scheduled meetings between the VIPD and VIHA, will be continued in order to ensure all included parties are abiding with the goals and objectives documented in the “Partners In Crime Prevention” MOU. Community Involvement Meetings Initiative: VIHA will continue to partner with federal and local law enforcement agencies and non-profit organizations involved in crime prevention activities, to host periodic resident meetings to inform residents of current crime prevention initiatives and seek residents’ comments/concerns on the same. Pet Policy: No updates have been made to this policy. Civil Rights Certification: The Virgin Islands Housing Authority will carry out the public housing program of the agency in conformity with title VI of the Civil Rights Act of 1964, The Fair Housing Act, Section 504 of the Rehabilitation Act of 1973 and Title II of the Americans Disabilities Act of 1990, and will affirmatively further fair housing. Civil Rights form HUD 50077-CR completed and signed. See certification (). VIHA examines its programs and proposed programs to identify and impediments to fair housing choice within its housing programs, addresses those impediments in a reasonable fashion in view of the resources available, works with the local jurisdictions to implement any of the jurisdictions initiatives to affirmatively further fair housing and assures that the annual plan is consistent with any applicable Consolidated Plans for its jurisdiction.

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Fiscal Year Audit Results:

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Asset Management: Long-Term Vacant Unit Rehabilitation: VIHA currently has over 520 obsolete public housing units. As such, VIHA will review the feasibility of downsizing its Public Housing Inventory based on Waiting List demand and the Green Physical Needs Assessment (GPNA) due in the third quarter of 2015. Violence Against Women Act: VIHA will revise the VAWA policy to outline our goals and objectives regarding victims of Domestic Violence to be put into action. VIHA’s objective: To provide victims of reported domestic violence within our communities with a safe and secure environment. VIHA’s goals include:

Posting links to national and local domestic violence organizations on our website.

Posting a link to the local police department’s Domestic Violence Unit website.

Create a “No Trespass” list for perpetrators barring entry to communities of victims of the perpetrator’s DV crime.

Establish with the Virgin Islands Police Department’s Domestic Violence Unit to make unscheduled, structured home visits to the victim’s unit.

Provide and inform residents about VAWA by posting information in our offices.

To participate in on-going dialogues with domestic and non-profit organizations to develop coordinated solutions that respond to the victims.

To consult with DV providers to obtain guidance on appropriate types of identification.

To form a collaborative partnership with a domestic violence service provider(s) by creating a MOU, which will provide residents with a timely, safe and effective means of alleviating domestic abuse through direct services, education, information and referrals.

Provide annual sensitivity training to staff on handling domestic violence reports within households.

6.0 (b) Identify the specific location(s) where the public may obtain copies of the 5 year and draft Annual PHA Plan. The Virgin Islands Housing Authority FY 2016 Annual Plan update and 2015 – 2020 5 Year Plan is available for public viewing beginning July 15, 2015 through September 2, 2015 from 8:00 a.m. to 5:00 p.m., Monday through Friday at the following locations:

St. Thomas -VIHA Central Office St. Croix - VIHA Central Office 4402 Estate Anna’s Retreat #200 No. 5 Estate Bethlehem St Thomas, USVI 00802 St. Croix, USVI 00850 (340) 777-8442 (340) 778-8442 VI Libraries St. Thomas — Enid M. Baa Library St. John — Elaine Sprauve Library St. Croix — Althalie McFarlane Library St. Croix — Florence Williams Library

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7.0

Hope VI, Mixed Finance Modernization or Development, Demolition and/or Disposition, Conversion of Public Housing, Homeownership Programs, and Project-based Vouchers. a) HOPE VI or Mixed Finance Modernization or Development: VIHA continues to develop and implement its mixed-finance development plans and activities for public housing and other affordable housing development. The 2014 Master Redevelopment Plan is currently being updated by CVR & Associates as per their HUD contract. The Redevelopment Master Plan proposes solutions to VIHA’s future development initiatives for all of VIHA’s developments and partnerships for development with other local government agencies and non-profit groups. Development projects planned to be included in the Redevelopment Master Plan include, but is not limited to, Louis E. Brown Villas - Phase III, Redevelopment of Nicasio Nico Apartments, partnering with the V. I. Port Authority for a mixed-finance development of a 70-acre site and review the feasibility for rehabilitation of both the Ludvig Harrigan Court and a portion of Walter I.M. Hodge Pavilion. VIHA will continue to pursue the construction of new developments and rehabilitation/demolition/reconstruction of its existing developments through the use of a combination of Program Income, Disposition Proceeds, RHF, Development and CFP grants, in combination with leveraging of other non-federal funds; including, but not limited to, the Federal Home Loan Bank and Rural Development Funds. VIHA’s non-profit affiliate, The V.I. Housing Revitalization Corp. will continue to partner in the new initiatives for developments as recommended being feasible and in the best interesting of the Authority.

Modernization or Development or Mixed-Finance The Louis E. Brown Villas Redevelopment is a 3-Phase Mixed-Finance Development in which Phase II was completed on December 31, 2013. The construction of 40 units (10 Public Housing and 30 Section 8 (PBV)). VIHA is evaluating its resources and the availability of the LIHTC program to begin the construction of Phase III. With a site-based waiting list of over 400 persons, it is in VIHA’s best interest to begin the appropriate redevelopment strategy to begin construction of Phase III in 2016. The program income received from Phase I was used for Phase II and will continue to be used to assist in the development of the last phase of the project and then any new development projects. Phase I and Phase II is managed by the Developer’s private management company. The 2014 Master Redevelopment Plan will assist VIHA in determining the best approach for demolition, disposition and reconstruction of the Nicasio Nico Apartments, which is currently vacant. The site is proposed to be developed as approximately 60 affordable or market-rate apartments. Also to be included in the plan is Ludvig Harrigan Court and a portion of Walter I.M. Hodge. In order to obtain optimal occupancy, it would operate best utilizing Project Based Vouchers and/or a mixture of public housing units as well. VIHA will continue to evaluate the economic and market conditions on St. Croix before proceeding with this redevelopment strategy. VIHA’s expertise in developing new mixed-finance and affordable housing developments has led to the creation of partnerships with other Local Government Agencies for development of their housing and marketing needs through VIHA’s non-profit affiliate. At Walter IM Hodge Pavilion, VIHA continues to make the site physically and financially viable through the rehabilitation of its vacant units. This rehabilitation work includes the abatement of asbestos in the floor mastic and popcorn ceilings. However, despite these efforts, pending the results of the ongoing Green Physical Needs Assessment (GPNA), the demolition, disposition and reconstruction of almost one half of the entire Pavilion must seriously be considered due to the market conditions of St. Croix. Additional funding from the Emergency Capital Fund Grant has given VIHA the necessary funding to proceed with the Demolition of the vacant Ralph deChabert Place community. VIHA has secured the services of both an A/E firm and a contractor to complete the demolition by January 2016. VIHA has met the 1-year obligation deadline and will meet the 2-year expenditure deadline. b) Disposition or Homeownership: VIHA currently has 2 vacant development sites that have been recommended for Disposition in order to assist with financing other outlined development projects. The Hoffman/Nullyberg Property which totals 35.8 acres was purchased for construction of a Mixed-Finance Development. However, the construction of 176 units on this site could not be achieved. The site has an easement issue that could not be resolved with the owner for proper access to the property. It is recommended that this site be disposed of and the funding realized be utilized for another development initiative. The Government Employee Retirement System (GERS) is interested in purchasing the remainder of the land for its development purposes. Market-value appraisals have to be determined for this property. The former Estate Donoe Apartments site, 20.6 acres of vacant land, has been recommended for Disposition for Homeownership opportunities by VIHA or to the VIHFA. It has also been recommended to develop this property through VIHA’s non-profit entity for homeownership subdivision lot sales and duplex family sales and rentals.

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At Williams Delight, the Master Development Plan has proposed for approximately 100 units to be demolished with redevelopment of the site to include a mix of affordable homeownership and rental homes. VIHA has since received significant response from the residents in opposition to any demolition. VIHA plans to rehab each home found to be structurally sound. As a part of VIHA’s efforts to rehabilitate the units at Williams Delight, a waiver for the use of the RHF 2010-2014 has been approved by HUD. The waiver allows VIHA to utilize portions of the 1st and 2nd increment RHF Grant funds for the rehabilitation of up to 70 vacant units at Williams Delight. To date, 35 units have been rehabilitated. VIHA amended the existing 5(h) Homeownership Plan for the Williams Delight Villas community to include the sale of 36 homes. To date, 12 residents have been pre-qualified by a financial institution for the purchase of a home at Williams Delight. Six (6) homes have been sold and six (6) are in various stages of the process to meet a financial closing. Once the 12 homes are sold, VIHA will revisit the status of additional qualified residents to become homeowners and the future opportunities of expanding the 5(h) homeownership opportunity at Williams Delight; to include the rehabilitation of an additional 35 vacant homes. Development or Disposition: VIHA will continue its efforts to engage in the development of a Senior Housing Complex on the island of St. Thomas. Michaels Development has begun its partnership with VIHA in constructing and financing this much-needed facility. It will be financed with 9% Low-Income Housing Tax Credits, a permanent loan, Disposition Proceeds, the Federal Home Loan Bank of New York-Affordable Housing Program funds, and other sources to include the deferment of VIHA & Michaels developer fees; along with subsidized project-based vouchers. The drawings layout a 80-unit building that is nestled into the hillside of an 8.0 acre site near the location of the island’s hospital and has potential to accommodate the need for senior housing on St. Thomas, which has a large aging population. The St. Thomas Senior Affordable Housing Development (“Sugar Estates”) will be constructed on Parcel No. 62-4 (3.175 acres) and Parcel No. 62-5-1 (0.418 acres). The remainder of Parcel No. 62-5 (5.004 acres) will remain vacant for future development initiatives. The new construction of this development includes 80 apartments. The apartments will be constructed in two elevator buildings. Building A will be five stories with covered parking on the first level, community space, and 32 residential units on the remaining upper levels. Building B will be five stories with 48 residential units. The apartments will consist of 76 one-bedroom units and 4 two-bedroom units. Sugar Estate will offer a number of amenities to the residents of the building, such as on-site parking, laundry facilities on each floor, large community room with kitchenette, a "living room" which will serve as a quiet reading and/or visiting room, computer learning center and on-site offices for management and social service functions. Within the community spaces, social services will be provided that are centered on the needs of the senior residents and will emphasize wellness and resident empowerment through independent living. The project will be constructed in accordance with Section 504 of the Rehabilitation Act of 1973, the Architectural Barriers Act, Title II of the American with Disabilities Act, and the Fair Housing Act to provide accessibility and adaptability. Disposition proceeds were utilized for the predevelopment costs for the new senior housing and will continue to be used for other affordable housing and modernization initiatives. VIHA plans to continue the use of its Disposition Proceeds to meet its capital planning, modernization, administration and development initiatives as approved by HUD.

Demolition/Disposition Activity Description1a. Development name: Williams Delight 1b. Development (project) number: VQ001000025 2. Activity type: Demolition

Disposition 3. Application status (select one)

Approved Submitted, pending approval Planned application

4. Date application approved, submitted, or planned for submission: (September 1, 2016) 5. Number of units affected: 20 Units (demolition) 12 Units (disposition) 6. Coverage of action (select one)

Part of the development Total development

7. Timeline for activity: a. Actual or projected start date of activity: September 2016 b. Projected end date of activity: December 2016

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7.0

Demolition/Disposition Activity Description 1a. Development name: Williams Delight 1b. Development (project) number: VQ001000025

2. Activity type: Demolition Disposition

3. Application status (select one) Approved Submitted, pending approval Planned application

4. Date application approved, submitted, or planned for submission: (December 30, 2016) 5. Number of units affected: 140 Units – 5h Homeownership 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: September 2015 b. Projected end date of activity: December 2015

Demolition/Disposition Activity Description 1a. Development name: Ralph deChabert Place 1b. Development (project) number: VQ001000021 2. Activity type: Demolition



4. Date application approved, submitted, or planned for submission: (July 11, 2013) 5. Number of units affected: 264 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: May 2015 b. Projected end date of activity: February 2016

Demolition/Disposition Activity Description 1a. Development name: Walter IM Hodge Pavilion 1b. Development (project) number: VQ001000024



4. Date application approved, submitted, or planned for submission: (September 30, 2015) 5. Number of units affected: 130 Units 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: December 2015 b. Projected end date of activity: July 2016

Demolition/Disposition Activity Description 1a. Development name: Nicasio Nico Apartments 1b. Development (project) number: VQ001000022



4. Date application approved, submitted, or planned for submission: (July 30, 2015) 5. Number of units affected: 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: December 2016 b. Projected end date of activity: July 2017

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Demolition/Disposition Activity Description1a. Development name: Estate Mon Bijou 1b. Development (project) number: VQ00100009999 2. Activity type: Demolition



4. Date application approved, submitted, or planned for submission: (September 30, 2015) 5. Number of units affected: 3 units/community center 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: March 2016 b. Projected end date of activity: September 30, 2016

Demolition/Disposition Activity Description1a. Development name: Estate Donoe Site – n/a - no building or units listed 1b. Development (project) number: n/a 2. Activity type: Demolition



4. Date application approved, submitted, or planned for submission: (February 15, 2016) 5. Number of units affected: No units affected. 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: October 2016 b. Projected end date of activity: December 2016

Demolition/Disposition Activity Description1a. Development name: Hoffman/Nullyberg – n/a – no buildings or units 1b. Development (project) number: n/a 2. Activity type: Demolition

Disposition


4. Date application approved, submitted, or planned for submission: (December 30, 2015) 5. Number of units affected: No units. Land only. 35.8 Acres 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: March 2016 b. Projected end date of activity: December 2016

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Demolition/Disposition Activity Description1a. Development name: Oswald Harris Court 1b. Development (project) number: VQ00100011 2. Activity type: Demolition



4. Date application approved, submitted, or planned for submission: (December 9, 2013) 5. Number of units affected: Eminent Domain. Building 28 (2 units) and 260.45 sq.ft. Land 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: December 2013 b. Projected end date of activity: December 2014

Demolition/Disposition Activity Description1a. Development name: Ludvig Harrigan Court 1b. Development (project) number: VQ00100024 2. Activity type: Demolition



4. Date application approved, submitted, or planned for submission: (December 30, 2015) 5. Number of units affected: 70 Units 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: January 2016 b. Projected end date of activity: December 2016

Demolition/Disposition Activity Description1a. Development name: Wilhelm “Willie” George 1b. Development (project) number: VQ00100012 2. Activity type: Demolition



4. Date application approved, submitted, or planned for submission: (March 30, 2015) 5. Number of units affected: 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: June 30, 2015 b. Projected end date of activity: June 30, 2016

Demolition/Disposition Activity Description1a. Development name: Anna’s Retreat 1b. Development (project) number: VQ00100012 2. Activity type: Demolition

Disposition


4. Date application approved, submitted, or planned for submission: (October 30, 2015) 5. Number of units affected: Community Center 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: December 30, 2015 b. Projected end date of activity: March 30, 2016

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c) Conversion of Public Housing:

VIHA is evaluating the feasibility of implementing a HUD Required Conversion Plan. HUD’s most recent publication lists: Oswald Harris Court, Hamilton Jackson Terrace, Alphonso Gerard Complex, Ralph deChabert Place, Williams Delight, Wilfredo Pedro Homes, Estate Tutu Hi Rise, Estate Donoe and Estate Bovoni sites as eligible for Conversion. There are certain sites that seem to be included in error in the listing. VIHA plans to provide the justification and a request for corrections to the HUD Field Office and the HUD Special Applications Center (SAC) after the evaluation is completed. VIHA will address any necessary updates and corrections it intends to include as a proposed plan for these sites in either an amendment to the Annual Plan; or in the following year’s Plan, once the list is corrected.

d) Home Ownership Program:

VIHA amended the existing 5(h) Homeownership Plan for the Williams Delight Villas community to include the sale of 36 homes. To date, 12 residents have been pre-qualified by a financial institution for the purchase of a home at Williams Delight. Six (6) homes have been sold and six (6) are in various stages of the process to meet a financial closing. Once the 12 homes are sold, VIHA will revisit the status of additional qualified residents to become homeowners and the future opportunities of expanding the 5(h) homeownership opportunity at Williams Delight.

Demolition/Disposition Activity Description1a. Development name: George Simmons Terrace 1b. Development (project) number: VQ00100013 2. Activity type: Demolition



4. Date application approved, submitted, or planned for submission: (October 30, 2015) 5. Number of units affected: Community Center 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: December 2015 b. Projected end date of activity: March 2016

Demolition/Disposition Activity Description1a. Development name: Pollyberg Gardens 1b. Development (project) number: VQ00100014 2. Activity type: Demolition



4. Date application approved, submitted, or planned for submission: (December 30, 2015) 5. Number of units affected: Community Center 6. Coverage of action (select one)


7. Timeline for activity: a. Actual or projected start date of activity: February 2016 b. Projected end date of activity: March 2016

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e) Project-based Vouchers:

The Virgin Islands Housing Authority Housing Choice Voucher Program administers the following Project Based Units:

42 Units Patriot Manor – St. Thomas 80 Units Croixville Apartments – St. Croix 25 Units Louis E. Brown I – St. Croix 30 Units Louis E. Brown II – St. Croix

VIHA executed an AHAP for 79 Project Based units for the new Sugar Estate Senior Development in the St. Thomas/St. John District. The VIHA intends to increase the number of Project Based units associated with the Housing Choice Voucher Program. The agency will maximize the number of Project Based Vouchers allowed during the next five years to facilitate new development.

Public Housing Homeownership Activity Description (Complete one for each development affected)

1a. Development name: Williams Delight Villas 1b. Development (project) number: VQ001000025 2. Federal Program authority:

HOPE I 5(h) – (Approved on September 8, 1995 & Amended December 20, 2012) Turnkey III

Section 32 of the USHA of 1937 (effective 10/1/99) 3. Application status: (select one)

Approved 5(h) Plan; included in the PHA’s Homeownership Plan/Program Submitted, pending approval Planned application for Section 32

4. Date Homeownership Plan/Program approved, (5H) submitted, or planned (Section 32) for submission: (Approved 5(h) Plan - 08/09/1995) (Approved 5(h) Plan Amendment - 12/20/2012)

5. Number of units affected: 5(h) Plan approval included 300 units. Since the 5(h) approval 14 units have been sold according to the 5(h) Plan. The amendment included 36 units.

6. Coverage of action: (select one) Part of the development Total development

8.0 Capital Improvements. Please complete Parts 8.1 through 8.3, as applicable.

8.1

Capital Fund Program Annual Statement/Performance and Evaluation Report. As part of the PHA 5-Year and Annual Plan, annually complete and submit the Capital Fund Program Annual Statement/Performance and Evaluation Report, form HUD-50075.1, for each current and open CFP grant and CFFP financing.

8.2

Capital Fund Program Five-Year Action Plan. As part of the submission of the Annual Plan, PHAs must complete and submit the Capital Fund Program Five-Year Action Plan, form HUD-50075.2, and subsequent annual updates (on a rolling basis, e.g., drop current year, and add latest year for a five year period). Large capital items must be included in the Five-Year Action Plan.

8.3

Capital Fund Financing Program (CFFP).

Check if the PHA proposes to use any portion of its Capital Fund Program (CFP)/Replacement Housing Factor (RHF) to repay debt incurred to finance capital improvements.

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9.0

Housing Needs: Based on information provided by the applicable Consolidated Plan, information provided by HUD, and other generally available data, make a reasonable effort to identify the housing needs of the low-income, very low-income, and extremely low-income families who reside in the jurisdiction served by the PHA, including elderly families, families with disabilities, and households of various races and ethnic groups, and other families who are on the public housing and Section 8 tenant-based assistance waiting lists. The identification of housing needs must address issues of affordability, supply, quality, accessibility, size of units, and location.

Combined Housing Needs of Families on the Waiting List (as of May 31, 2015)

Waiting List Data—St. Thomas

# of families % of total families

Waiting List Total 547

Extremely Low Income <=30% AMI 387 70.75%

Very Low Income (>30% But <=50% AMI) 114 20.84%

Low Income (>50% But <80% AMI) 45 8.23%

Not Low 1 0.18%

Families With Children 262 47.90%

Elderly Families 79 14.44%

Families With Disabilities 19 3.47%

Race/Ethnicity - White 3 0.44%

Race/Ethnicity - Black/African Native 513 75.22%

Race/Ethnicity - Amer Ind/Alaska Native 1 0.15%

Race/Ethnicity - Asian 0 0.00%

Race/Ethnicity - Nat. Hawaiian/Pacific 0 0.00%

Race/Ethnicity - Other 11 1.61%

Race/Ethnicity - Declined 19 2.79%

Characteristics by Bedroom Size (Public Housing Only)

1 BR 251 45.89%

2 BR 175 31.99%

3 BR 99 18.10%

4 BR 21 3.84%

5 BR 1 0.18%

Waiting List Data—St. Croix






Not Low 1 0.34%









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1 BR 205 68.79%

2 BR 64 21.48%

3 BR 20 6.71%

4 BR 9 3.02%

5 BR 0 0.00%

Waiting List Data—St. Croix LEB I






Not Low 1 0.15%












1 BR 246 36.07%

2 BR 279 40.91%

3 BR 157 23.02%

4 BR 0 0.00%

5 BR 0 0.00%

Waiting List Data—St. Croix LEB II






Not Low 2 3.64%








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1 BR 55 100.00%

2 BR 0 0.00%

3 BR 0 0.00%

4 BR 0 0.00%

5 BR 0 0.00%

Total Public Housing for VIHA

Public Housing Waiting List = 1582

Housing Needs: Based upon the information contained in the Consolidated Plan/s applicable to the PHA a statement of the housing needs in this jurisdiction is shown in the following table. In the “Overall” Needs Column, the estimated number of renter families that have housing needs. The impact is rated by numerical factors on the housing needs for each family type, from 1 to 5, with 1 being “no impact” and 5 being “severe impact.”

Housing Needs of Families in the Jurisdiction

by Family Type

Family Type Overall Affordability Supply Quality Accessibility Size Location

Income <= 30% of AMI 3,127 5 5 5 5 5 5

Income >30% but <=50% of AMI 2,385 4 4 4 4 4 4

Income >50% but <80% of AMI 5,122 3 3 3 3 3 3

Elderly 16,429 3 3 3 3 3 3

Families with Disabilities 12,334 3 3 3 3 3 3

Race/Ethnicity (B) 85,284 2 2 2 2 2 2

Race/Ethnicity (W) 10, 742 1 1 1 1 1 1

Race/Ethnicity (H) 22,274 2 2 2 2 2 2

Race/Ethnicity (Other) 3,127 5 5 5 5 5 5

The Virgin Islands Housing Finance Authority in its 2010-2014 Consolidated Plan for the Virgin Islands identified the following housing needs.

75% of those households with incomes below 80% of the median are paying more than 30% of their household income for rent.

60% of the Virgin Islands Housing stock was built before 1980 possibly leading to more “substandard” housing as the housing stock ages in place.

Per 2000 census data, 13% of Virgin Island households are overcrowded.

Per 2000 census data, more than 15,500 people in the Virgin Islands are disabled. Since residents of the Virgin Islands are not eligible for SSI, this population is highly vulnerable to suffering from inadequate housing.

There is an inadequate supply of elderly low income housing units. The existing low income elderly complexes are consistently full. In addition, there is a lack of appropriate services for the frail elderly with an inadequate number of long-term care beds and very limited nursing home services.

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9.1

Strategy for Addressing Housing Needs: VIHA is continuing with the following goals established in the 2010-2014 Five Year Plan to address housing needs in the Virgin Islands:

Demolition of Dilapidated and Obsolete Public Housing

Modernization of existing apartments

Redevelopment of affordable housing resources

Acquisition of existing properties

Acquire new affordable housing resources

Develop additional elderly housing

Development through public/private partnerships

Interaction with other redevelopment entities

Develop and expand project based affordable housing

Additionally, VIHA will explore the option of using the HUD RAD program to redevelop some of its existing housing. The option will be explored for all existing units except new developments.

10.0

Additional Information: VIHA Strategic Goal 1: Enhance Governance and Agency Organizational Sustainability through Systems, Quality Control and Management Reporting. Goal No. 1 Objectives:

A. Implement functional realignment and training for all staff through collaboration with HUD-sponsored consultant. Status: VIHA has implemented a functional organizational alignment designed to achieve operational efficiency. The Asset Management, Finance, HCVP and IT departments have been realigned based on functions with control oversight. VIHA implemented a Chief Operating Officer position that facilitates better span of control over departments. The implementation of District Managers allows a manageable span of control over the asset management groups. Overall, VIHA has achieved measurable efficiency in all operational areas during the fiscal year.

B. Implement quality assurance processes, desktop guides and performance-based evaluation systems through policy and procedural manual updates and departmental and individual goal setting. Status: VIHA continues to implement quality assurances processes by staffing the in-house operational audit unit. With an initial focus on public housing and voucher files, improvements can be seen in file management.

C. Refine monthly management report on operations for permanent Board of Commissioners through scheduled work sessions and prioritized relevant trend data to policies. Status: VIHA has responded to recommendation from the Board with regards to streamlining the monthly board report. Essential information is being formatted for easier review by the Board with summaries of the monthly operational activities.

D. Refine and implement real time status report logs and dashboard for informed management decisions through integration and prioritization of information tools in operations. Status: VIHA continue to improve upon the data collection and analysis to produce reports to assist in making management decisions. In production is a property management report that will capture the most critical information to highlight deficiencies. VIHA will have a refined report format by the third quarter of 2015.

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E. Implement and prioritize goals in VIHA, USVI Territorial and HUD Transition Plan through input from senior staff and Board of Commissioners and HUD. Status: VIHA has received significant training from PRFO through subject matter experts. Specifically, PRFO staff has provided reviews and feedback on improvements in many areas and VIHA has responded by implementing all reasonable recommendations. The Transition Action Plan is in its second year and many of the tasks have been completed. Although some tasks are complete, they must remain open for the two year duration of the plan.

VIHA Strategic Goal 2: Accelerate VIHA’s Modified Comprehensive Redevelopment Plan by prioritizing projects using Tax Credits, Grants, Vouchers, & Sale of Assets. Goal No. 2 Objectives:

A. Identify funding for redevelopment and new construction projects. Status: A Redevelopment/Repositioning Master Plan is in being developed to address the affordable housing demand in the Territory. The Master Plan document will be completed in the third quarter of 2015. VIHA is working to provide input to the Virgin Islands Housing Finance Authority’s Five Year Consolidated Housing Plan in conjunction with the Government of the Virgin Islands. VIHA is leveraging its program income from prior developments with private equity from the Low Income Housing Tax Credit market to build affordable housing. In addition, VIHA is maximizing its leveraging of its Project-based Vouchers to assist in the feasibility of affordable housing production.

B. Refine VIHA’s Non-Profit Model to expand development opportunities. Status: As part of the HUD-sponsored development consulting services, CVR & Associates will assist in defining the Non-Profit’s role as it relates to co-developing or ownership options in affordable housing.

C. Incorporate Cutting Edge Energy Conservation design principles in all aspects of the buildings.. Status: VIHA has increased in-house capacity with subject matter expertise in energy conservation. All design proposals for new construction and redevelopment of older developments are being reviewed for cost effective energy sustainability elements.

D. Integrate VI Stakeholder’s interest in Design through inclusive Master Planning for new affordable housing. Status: VIHA has included sister agencies in the design phases of its next two affordable housing developments: LEB III and the Lindberg Bay project.

E. Maximize resident & local jobs in construction and product production (cabinets/doors/solar).. Status: VIHA continues to advance the inclusion of YouthBuild workers and Section 3 workers in the affordable housing development and in its modernization projects. VIHA has experienced challenges to have sustained cabinet production included in its new construction program, but do utilize the product in the rehab of vacant units in its older inventory.

VIHA Strategic Goal 3: Invest in Waterline Infrastructure to Reduce Water Utility Cost by $5 million in 3 years. Goal No. 3 Objectives:

A. Expedite Cistern upgrades, waterline replacement at five sites. Status: Of the five sites planned, the John F. Kennedy cistern upgrade was completed in the second quarter of 2015; Oswald Harris Court cistern upgrade was completed in the third quarter 2015. The remaining sites: Estate Tutu, Bovoni and Aureo Diaz Heights will be funded through a combination of CFP and US EPA Safe Drinking Water Act grants.

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B. Expedite EPA Safe Drinking Water Capital Improvement Grant Applications to upgrade water infrastructure: Status: VIHA has preliminary approval as sub-grantee to VI Department of Planning and Natural Resources from the EPA 2013 grant which has Estate Tutu as the target site. Moreover, Estate Bovoni is in the funding pipeline for EPA 2014 grant. Both projects should receive final approval in the second half of 2015.

C. Retire current ESCO; Use available funds for waterline upgrades in units: Status: VIHA is working closely with HUD PRFO to reach a mutual accord with AMERESCO for a no-fault retirement of the ESCO contract.

D. Facilitate disaster preparedness & recovery by installing backup generators in each complex: Status: VIHA will budget for upgrades of current generators at all three senior developments and both central offices in CFP 2016.

E. Build first signature senior building with high energy efficiency capabilities in the Caribbean: Status: VIHA was successful in the design and implementation of net-metering for its LEB II senior building on St. Croix. In addition, VIHA is in the design stages of LEB III family development and will establish a minimum energy performance standard that is affordable within funding constraint.

VIHA Strategic Goal 4. Replicate Financial and Asset Management best practices to achieve budget-driven efficiency and increase positive cash flow in all cost centers. Goal No. 4 Objectives:

A. Implement functional structure & Quality Control practices: Status: VIHA has implemented a functional structure in the Finance department wherein each accountant has delineated duties and responsibilities. Each accountant and clerk has a check and balance in the supervision chain of command. The Finance department has achieved efficiency in the processing and control function.

B. Utilize comprehensive and Asset Management reporting trend data to increase efficiency: Status: VIHA continue to use operational trend data to plan and execute strategies to increase efficiency. In fact, in FY 2014, VIHA improved its physical REAC scores by using deficiency data to improve buildings and common areas.

C. Utilize monthly Income and Balance Sheet reports to maximize cash flow to properties and services: Status: VIHA consistently use both income statements and balance sheet data to monitor and maximize cash flow. Moreover, budget and actual data is used to ensure the weakest AMP is supported to ensure positive cash flow during the fiscal year.

D. Integrate HMS Application to improve Asset Management operational reporting: Status: VIHA continues to review standard HMS report formats to improve reporting capabilities. During the fiscal year, IT analyst developed customized reports to highlight tenant demographics to assist in the design in resident programs by age group. VIHA has improved the production of finance reports to assist asset management in managing budgets and priorities.

E. Implement Quality Control through District Managers In Both Districts.

Status: VIHA hired three District Managers as part of its restructuring of Asset Management and improving the span of control for property management. As a result, improvements can be seen in the REAC scores of the properties during the fiscal year.

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VIHA Strategic Goal 5. Empower residents through community collaborative networks that promote housing stability and foster self-sufficiency. Goal No. 5 Objectives:

A. Apply for grants that expand collaborative opportunities to increase resident access to vital and emerging services.

Status: VIHA applied for the Family Self-Sufficiency grants during the fiscal year, but the application was not successful. However, VIHA will continue to seek additional funding to support resident programs.

B. Foster resident involvement in community leadership opportunities that result in resident contributions toward community solutions.

Status: VIHA has been aggressive in encouraging residents to volunteer to participate in leadership positions as part of resident associations. Thus, two additional resident associations on St. Croix have elected leaders, with others to follow.

C. Promote responsible resident money management habits towards positively impacting rent collection results.

Status: VIHA has been aggressive through its resident services department to foster programs to strengthen fiscal responsibilities. VIHA coordinated financial management workshops to help residents focus on managing debt.

D. Actively partner with agencies and organizations who provide employment, job-training, skill-building and community service opportunities for residents.

Status: VIHA has continued its partnership with the VI Department of Labor to facilitate information regarding jobs. In addition, VIHA has continued its very effective YouthBuild program that partners with developers and contractors to offer jobs for program participants and Section 3 residents.

E. Implement and establish ongoing education programs for residents which emphasize crime prevention, community safety, and responsible tenancy.

Status: VIHA has partnered with federal agencies to conduct workshops on safety and crime prevention in various communities. VIHA has partnered with the VIPD to develop effective community policing programs.

11.0

Required Submission for HUD Field Office Review. In addition to the PHA Plan template (HUD-50075), PHAs must submit the following documents. Items (a) through (g) may be submitted with signature by mail or electronically with scanned signatures, but electronic submission is encouraged. Items (h) through (i) must be attached electronically with the PHA Plan. Note: Faxed copies of these documents will not be accepted by the Field Office. (a) Form HUD-50077, PHA Certifications of Compliance with the PHA Plans and Related Regulations (which includes all certifications relating to

Civil Rights) (b) Form HUD-50070, Certification for a Drug-Free Workplace (PHAs receiving CFP grants only) (c) Form HUD-50071, Certification of Payments to Influence Federal Transactions (PHAs receiving CFP grants only) (d) Form SF-LLL, Disclosure of Lobbying Activities (PHAs receiving CFP grants only) (e) Form SF-LLL-A, Disclosure of Lobbying Activities Continuation Sheet (PHAs receiving CFP grants only) (f) Resident Advisory Board (RAB) comments. Comments received from the RAB must be submitted by the PHA as an attachment to the PHA

Plan. PHAs must also include a narrative describing their analysis of the recommendations and the decisions made on these recommendations.

Question 1: What can be done about residents who receive utility checks but do not pay their monthly bill to the VI Water and Power Authority (WAPA) or where the utility check is insufficient to cover the monthly utility charges? Answer: When a resident becomes aware of a unit in which the power is cut, it should be reported to the community management office immediately. VIHA can seek to discuss individual resident circumstances with WAPA and assist as needed to resolve. Question 2: Can utility checks be made out directly to WAPA instead of paid directly to individual residents? Answer: VIHA will research this issue to see if the change can be done.

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Question 3: Can payment plans be arranged for residents who are delinquent paying their rent? Answer: Yes, VIHA currently executes repayment agreements with residents who are delinquent with their rent. Residents should contact their Property Manager concerning repayment arrangements or can utilize the Grievance Policy if they believe the rent charges to be incorrect. Question 4: Does VIHA have plans to develop any other demolished sites? Answer: VIHA does not have plans at this time to develop demolished sites primarily due to territorial economic conditions. VIHA will seek to build up its housing waiting list and develop a strategic plan to address future housing needs. Question 5: Should residents keep electric water heaters plugged in at all times? Answer: Residents can unplug water heaters if they wish but should test the water heater from time-to-time to ensure it is working. Any water heater found not working will be listed as a finding during REAC inspections. Question 6: Will generators be installed in senior housing units and at other sites in general for power outages? Answer: Yes, VIHA will work to prioritize generator installation at senior housing communities and central offices to maintain office functionality. Question 7: Why do managers send eviction notices to residents who are two months delinquent and can they utilize the grievance process? Answer: In accordance with the VIHA rent collection policy, if a resident is late paying their rent, there is a $25 late fee after the tenth day and a demand letter will be sent. If the resident becomes two months delinquent, a 14-day Notice to Vacate will be issued to the resident for failure to pay rent. If the family requests a grievance hearing within the required timeframe, VIHA may not take action for nonpayment of the late fee until the conclusion of the grievance process. Question 8: Is it necessary for legal action to be filed against residents who are delinquent? Answer: Yes, the next step is to go to court to rectify any outstanding balance. Question 9: Can eviction be reconsidered if a resident submits a grievance letter? Answer: Yes, if a resident submits a grievance in accordance with the VIHA Grievance Policy, the case will be reviewed by a hearing officer who will make a final decision on the case. Question 10: What about residents who have money in escrow? Answer: Rent can be deposited in a bank account monthly until repairs are completed. Residents will need to show and maintain proof of the bank account balance in order to be in compliance with the lease agreement. Question 11: Is a fish considered a pet? Answer: Any resident who wishes to have a pet in their unit is required to abide by the rules and regulations in the pet policy. A one- time security fee must be paid and no large animals are allowed. Yes, a fish is considered a pet. Question 12: Will the basketball court by Ralph DeChabert still be accessible to the children that play basketball on that court during the demolition? Answer: The basketball will not be impacted. The road will be blocked off in and around the area. VIHA will meet with the contactors to make sure that the court remains accessible to everyone in the surrounding area. Question 14: How will the pipes leaking in the unit walls affect the residents when the meters are installed? Answer: A water consumption standard will be created and campaign for residents to become conscious about the use of water. We replace the pipes, put meters in the apartments and measure the consumption of water to be able to find where issues are. Question 15: Are you going to repair the cistern? Answer: Yes, VIHA will be repairing the cisterns to put them back on line. Question 16: Who is responsible for grass cutting in Williams Delight? Answer: VIHA is responsible for cutting the grass in Williams Delight.

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Question 17: Will Ralph deChabert have the same design that was proposed in the past? Answer: We still have the design concept but we will have to meet with the governor to see what his administration will like to see in that location. Whenever a PHA demolishes a property we have to get the governor’s approval. Question 18: The area that WAPA currently occupied as a parking area was supposed to be used as a gym for the community. Will this still be available to the residents? Answer: Currently, WAPA is using that area as a staging area. Once that project is completed VIHA will clear that area and have a discussion with the governor and all parties involved to see what is best for the Ralph DeChabert redevelopment. Question 19: Is there any funding for the Resident Counsel program? Answer: There is a funding source for the resident counsel program. Question 20: Will the residents be involved with your discussion with VIPD? Answer: Yes, both residents and VIPD would be contacted for input. Question 21: Who will be manning the control center for the CCV cameras? Answer: There will be a member of both VIHA and VIPD. Question 22: What is the timeframe for the implementation of the CCV cameras? Answer: We currently do not have a timeframe. We are currently working with the Miami Dade Housing Community on getting the specs on their implementation and then be able to determine how long it will take to implement in VIHA. Question 23: Will there be more than one control center? Answer: Currently, the main data center and Virgin Islands Police Department is on site in St. Thomas, so therefore our central control center will be located in St. Thomas. Question 24: In the CCV plan is there a possibility of an Apps development to send out alerts and still be anonymous? Answer: Through partnership with other agency for a funding source. We will look into that possibility. Question 25: What’s the status of the Williams Delight community lab? Answer: It will be free to the residents and we are looking into new hardware to be donated to Williams Delight as a virtual site. Question 26: Since the demolition in Ralph DeChabert is about to start can something be done about the area in Richmond that is a hot spot for a lot of criminal activity? Answer: We will discuss with the other governmental agencies at our next meeting about this issue. (g) Challenged Elements (h) Form HUD-50075.1, Capital Fund Program Annual Statement/Performance and Evaluation Report (PHAs receiving CFP grants only) (i) Form HUD-50075.2, Capital Fund Program Five-Year Action Plan (PHAs receiving CFP grants only) (g) Challenged Elements (h) Form HUD-50075.1, Capital Fund Program Annual Statement/Performance and Evaluation Report (PHAs receiving CFP grants only) (See attachment 1) (i) Form HUD-50075.2, Capital Fund Program Five-Year Action Plan (PHAs receiving CFP grants only) (See attachment 2)

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