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Prince William Area (Prince William County, Cities of Manassas & Manassas Park)

FY2014 Consolidated Annual Performance and Evaluation

Report (CAPER)

Prince William County Office of Housing and Community Development

Dr. A. J. Ferlazzo Building 15941 Donald Curtis Drive, Suite 112,

Woodbridge, Virginia 22191 Elijah T. Johnson, Director

Prince William Board of County Supervisors

Corey A. Stewart Michael C. May, Occoquan District Chairman At-Large Vice Chairman

Frank J. Principi Vacant Pete Candland Woodbridge District Brentsville District Gainesville District

John D. Jenkins Martin E. Nohe Maureen S. Caddigan Neabsco District Coles District Potomac District

Melissa S. Peacor County Executive

Manassas City Council

Harry J. “Hal” Parrish II Andrew L. Harrover Mayor Vice Mayor

J. Steven Randolph Marc T. Aveni Council Member Council Member

Mark Wolfe Ian T. Lovejoy Council Member Council Member

Jonathan L. Way William Patrick Pate Council Member City Manager

Manassas Park City Council

Frank Jones, Mayor Bryan E. Polk, Vice Mayor

Preston Banks – Councilmember Keith Miller – Councilmember

Suhas Naddoni – Councilmember Jeanette Rishell – Councilmember

Donald Shuemaker, Jr. - Councilmember William J. Treating - Councilmember

Kimberly L. Alexander, City Manager

Prince William County Housing Board

Susan Rudolph, Chairman, Gainesville Magisterial District Ryan Yates, Vice-Chairman, Occoquan Magisterial District

Sandra Dawson, Secretary, Commission on Aging

Vacant, At Large Representative Vacant, Coles Magisterial District

Karen Smith, Committee for Persons with Disabilities Linda Pemberton, Community Services Board

Douglas Porterfield, Brentsville Magisterial District Colin Davis, Continuum of Care Network

Paul Moessner, Potomac Magisterial District Karen DeVito, Neabsco Magisterial District

Vacant, Resident of HCV Program Hilda Barg, Social Services Board

Dorothy Karhnak, Woodbridge Magisterial District

Consolidated Plan Team

Prince William County Office of Housing and Community Development Elijah T. Johnson – Director

Bill Lake – Community Planning and Development Division Chief (CDBG, HOME & ESG) Susan Lucas – Senior Accountant Kim Lawson – Executive Secretary

Prince William County Department of Social Services Levi T. Frye – Intensive Outreach Counselor

LoToya Blake – Homeless Services Coordinator

Continuum of Care Network Pat Johanson – Chairman

Manassas City Community Development Department Elizabeth Via-Gossman – Director Community Development Department Manassas City

Prince William Area 2014 Consolidated Annual Performance and Evaluation Report Federal Fiscal Year 2013

TABLE OF CONTENTS

Introduction .................................................................................................................................. 1 I. NARRATIVE STATEMENT

A. Assessment of Five-Year Goals and Objectives .................................................... 2 B. Affirmatively Further Fair Housing ........................................................................ 18 C. Affordable Housing ............................................................................................... 25 D. Continuum of Care ............................................................................................... 30 E. Other Actions ........................................................................................................ 51 F. Leveraging Resources .......................................................................................... 57 G. Citizen Participation .............................................................................................. 58 H. Self-Evaluation ..................................................................................................... 60 I. Consolidated Plan Benchmarks ........................................................................... 64 J. Geographic Distribution ........................................................................................ 68

II. CDBG ENTITLEMENT FUNDS

A. Individuals Assisted by Race/Ethnicity and Income ............................................. 91 B. Consolidated Plan Priorities, Goals & Objectives ................................................. 91 C. Changes in Program Objectives ......................................................................... 100 D. Assessment of Grantee Efforts ........................................................................... 101 E. Addressing National Objectives .......................................................................... 101 F. Economic Development ...................................................................................... 101 G. Program Income ................................................................................................. 101 H. Rehabilitation Activities ....................................................................................... 102

III. HOME ENTITLEMENT FUNDS

A. Housing Needs Met ............................................................................................ 105 B. Match Contributions ............................................................................................ 109 C. Contracts and Subcontracts ............................................................................... 109 D. Marketing and Inspection of Rental Housing ...................................................... 109 E. HOME Match Report .......................................................................................... 112 F. Annual HOME Performance Report ................................................................... 114

IV. HOPWA FUNDS

Narrative ............................................................................................................. 115 V. ESG FUNDS

Narrative ............................................................................................................. 115 VI. CITIZEN PARTICIPATION REQUIREMENTS

Comment Period ................................................................................................. 119


VII. ATTACHMENTS

PR02 List of Activities by Program Year and Project PR03 CDBG Activities Summary Report PR05 Draw Down Report PR06 Summary of Consolidated Plan Project Report PR10 CDBG Housing Activities PR16 Homeowner Income Benefit PR22 Status of Home Activities PR23 CDBG Summary of Accomplishments PR23 HOME Summary of Accomplishments PR25 Status of CHDO funds by Fiscal Year

PR27 Status of HOME Grant Entitlement PR91-93 ESG Reports


Consolidated Plan, 2011-2015

2014 Consolidated Annual Performance and Evaluation Report

INTRODUCTION

The 2014 Consolidated Annual Performance and Evaluation Report is a summary of the accomplishments resulting from funded activities administered by the Prince William County Office of Housing and Community Development (OHCD) during fiscal year 2014.

This report is submitted in accordance with regulations governing Consolidated

Submissions for Community Planning and Development Programs (24 CFR 91.520) and Consolidated Annual Performance and Evaluation Reporting requirements as directed by the U.S. Department of Housing and Urban Development (HUD). The purpose is to report on OHCD’s use of federal entitlement funding allocated from HUD. The federal entitlement funding sources are the Community Development Block Grant (CDBG) and the HOME Investment Partnerships (HOME), and Emergency Shelter Grant (ESG). In fiscal year 2014, these funding sources amounted to $3,890,926 ($2,763,736 Entitlement Funds and $1,127,190 anticipated Program Income and carry-over) to address Suitable Living Environment, Decent Housing and Economic Development for the Prince William Area. The Prince William Area includes Prince William County, City of Manassas and City of Manassas Park.

Although the federal entitlement funding is awarded automatically according to a

need-based formula, the County still has to formally apply to HUD for the money. The application consists of a plan that describes the strategy of addressing the needs of the community. The OHCD submits one five-year strategic plan for the three federal entitlement funding programs; consequently, the document is referred to as the “Consolidated Plan”. Each year the Consolidated Plan is updated through an Annual Action Plan which describes how that year’s federal entitlement funding will be used to implement the five year strategic plan. The 2014 Annual Action Plan was the fourth annual component of the Consolidated Plan, 2011-2015.

The 2014 Consolidated Annual Performance and Evaluation Report consist

of narrative statements which explain the progress made in carrying out the activities and achieving the objectives and outcomes set out in the 2014 Annual Action Plan. It also describes the methods used to comply with federal regulations. Appendices with tables and report supply additional details about the use of federal entitlement funding for the Prince William Area. All of this information serves to document the significant amount of work contributed by County staff and community partners in an effort to carry out the Prince William Area mission of preserving and enhancing communities and improving the quality of life for individuals and families.

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I. NARRATIVE STATEMENT

A. Assessment of Five Year Goals and Objectives

Fiscal year 2014 marked the fourth year of the Prince William Area’s Consolidated Plan. The Consolidated Plan, 2011-2015 included specific objectives and outcomes regarding Suitable Living Environment, Decent Housing and Economic Development activities to be achieved during the five-year period. A report detailing the progress made during fiscal 2014 in achieving the established goals and objectives can be found in Section I (Consolidated Plan Benchmarks). Total accomplishments are reported only for activities that were completed as of June 30, 2014. The Fiscal Year 2014 Annual Action Plan identified all activities with regards to a federal requirements for Community Planning and Development (CPD) Formula Grant Programs called the Outcome Performance Measurement System. This system is to be used with the Prince William Area Five Year Consolidated Plan 2011-2015 and Annual Action Plans. This system allows HUD to collect information on the outcomes of activities funded with CPD formula grant assistance, and to aggregate that information at the national, state and local level. The Performance Measurement System has three overarching objectives: (1) Creating Suitable Living Environments, (2) Providing Decent Affordable Housing, and (3) Creating Economic Opportunities. There are also three outcomes under each objective: (1) Availability/Accessibility, (2) Affordability, and (3) Sustainability. Thus, the three objectives, each having three possible outcomes, will produce nine possible “outcome/objective statement in HUD’s Integrated Disbursement and Information System (IDIS) by entering data in the form of output indicators. The below chart illustrates the Outcome framework making links between Objectives, Outcomes and the 9 Outcome Statements.

Outcome #1 Availability/Accessibility

Outcome #2 Affordability

Outcome #3 Sustainability

Enhance Suitable Living Environment Through

Improved/New Accessibility


Improved/New Affordability


Improved/New Sustainability

Create Decent Housing with

Improved/New Availability



Create Decent Housing with Improved/New Sustainability

Provide Economic

Opportunity Through Improved/New Accessibility

Provide Economic Opportunity Through




Objective #I Suitable Living

Objective #2 Decent Housing

Objective #3 Economic

Opportunity

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Based upon the intent when funding an objective, Prince William County determines under which of the three objectives to report the outcomes of their projects and activities. Once the objective is chosen, the County chooses which of the three outcome categories that best reflects what they are seeking to achieve (the results) in funding a particular activity. The Objectives, Outcomes and Outcome Statements for the Prince William Area have been developed based upon the adopted Five Year Consolidated Plan Fiscal Year 2011 – 2015.

With an estimated cost of $3.89 million activities to be conducted in fiscal year 2014 (July 1, 2013 to June 30, 2014 inclusive) anticipated serving 3,494 persons and 213 households. The following chart shows the FY14 budget, total number of projects and anticipated number of persons served by each of the activities.

Project Budget Anticipated # of Persons Served

Anticipated #

# of Households Served

1 Comprehensive Housing Counseling (County) $52,080 115

2 Dawson Beach Transitional Housing Prop. Management $166,000 35

3 Dawson Beach Case Management $35,000 35

4 Dawson Beach Renovations $650,000 35

5 County Housing Rehabilitation Program $982,233 8

6 INSIGHT, Inc. Acquisition & Rehabilitation $225,000 1

7 Project Mend-A-House Repair Program $16,800 180

8 NVFS Acquisition & Rehabilitation $139,000 1

9 Capital Caring Patient Care Program $40,000 33

10 Good Shepherd Housing Foundation Renovations $79,200 1

11 General Management, Oversight, Coordination $216,669

12 Program Administration Homeownership $85,000

13 CDBG Administration $110,000

14 Community Housing Development Organization (CHDO) $85,158

15 First-Time Homebuyer Program (FTHP) HOME 577,035 4

16 HOME Administration $56,772

17 Georgetown South Community Playground Equipment $40,000 1,496

18 Comprehensive Housing Counseling (City) $8,055 25

19 Manassas City Home Repair Program $89,348 5

20 Manassas City First-Time Homebuyer (FTHP) HOME $35,529 1

21 Manassas Park Housing Rehabilitation Program $51,148 1

22 Manassas Park First-Time Homebuyer (FTHB) HOME $13,226 1

23 ACTS Shelter/Transitional Housing ESG $22,587 511

24 OHCD Dawson Beach Trans. Housing ESG $8,712 35

25 Dept. of Social Services Winter Shelter ESG $6,453 164

26 DSS Hilda Barg Homeless Prevention Center ESG $9,680 323

27 NVFS Transitional Housing ESG $35,172 687

28 Rapid Re-Housing $39,744 10

27 HMIS $5,000

28 ESG Administration $10,325

TOTAL $3,890,926 3,494 213

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The following chart shows the FY14 budget including amendments vs. actual expenditures and total number of persons and households by each of the activities served.

# Project Budget Actual # P Act P # HH Act HH

1 Comprehensive Housing Counseling (County) $52,080 $52,080 115 401 2 DB Transitional Housing Prop. Management $166,000 $71,139.19 35 21 3 Dawson Beach Case Management $35,000 $35,000 35 21 4 Dawson Beach Renovations $650,000 $291,162.11 35 5 County Housing Rehabilitation Program $982,233 $566,886.09 8 13 6 INSIGHT, Inc. Acquisition & Rehabilitation $225,000 1 7 Project Mend-A-House Repair Program $16,800 $16,800 180 68 8 NFVS Acquisition & Rehabilitation $139,000 $113,631.07 1 1 9 Capital Caring Patient Care Program $40,000 $40,000 33

10 Good Shepherd Housing Foundation Renovations $79,200 1 0 11 General Management & Oversight $216,669 $174,781.51 12 Program Admin. Homeownership $85,000 $34,813.59 13 CDBG Administration $110,000 $118,447.86 14 Community Housing Development Organization

(CHDO) $85,158 $366,769.75 1 6

15 First-Time Homebuyer Program (FTHB) HOME $577,035 $729,168.25 4 13 16 HOME Administration $56,772 $56,722 17 Georgetown South Community Playground Eq. $40,000 $0 1,496

18 Comprehensive Housing Counseling (City) $8,055 $8,055 25 86 19 Manassas City Home Repair Program $89,348 $114,215.77 5 3 20 Manassas City First-Time Homebuyer (FTHB) MC $35,529 -0- -0- 1 0 21 Manassas Park Housing Rehab $51,148 $45,325 1 1 22 Manassas Park FTHB Program HOME $13,226 -0- -0- 1 0 23 ACTS Shelter/Trans Housing ESG $22,587 $22,587 511 112 24 OHCD DB Trans. Housing ESG $8,712 $8,712 35 21 25 Dept. of Social Services Winter Shelter ESG $6,453 $6,371.67 164 225 26 DSS Hilda Barg Homeless Prevention Center ESG $9,680 $9,679.60 323 190 27 NVFS Transitional Housing ESG $35,172 $35,172 687 624 28 Rapid Re-housing ESG $39,744 $46,306.30 10 40 29 HMIS $5,000 608.93 28 ESG Administration $10,325 $10,325

$3,891,471 $2,974,760 3,494 1,701 214 145

Contracted Extended until 11/30/14 Administrative Dollars

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The following is a summary of the Area’s performance relative to the 2013 Annual Action Plan. The narrative has been broken down into each of the priorities set forth in the Consolidated Plan, 2011-2015.

I. SUITABLE LIVING ENVIRONMENT (13 PROJECTS BUDGET OF $1,197,348) 3,372 People to be Assisted

Actual Expended $680,369.87 and Assisted 1,214 Persons, 67 Households

A. Outcome: Availability/Accessibility Outcome Statements:

1. 7,800 persons will have access to improved or newly developed services

through the provision of funds to local shelters and homeless providers for the purpose of providing a suitable living environment.

ACTS Emergency Shelter, Domestic Violence Shelter and Transitional Housing: Funding provided for operation and supportive services for Emergency Shelter, Domestic Violence Shelter and Transitional Housing facilities operated by ACTS. Funding level is based upon emergency shelter activities cannot exceed the greater of: 60% of the County’s fiscal year grant; or the amount of the Federal Fiscal Year 2010 grant funds committed by contract between the date HUD signed the Federal Fiscal Year 2010 grant and January 4, 2012, the effective date of the Interim Rule. Shelter operation allocations are divided by total number of beds for homeless. With each quarterly payment request sponsor provided verification of total expenditures and OHCD reimbursed no more than 50% of eligible expenditures. Sponsor: ACTS, a local non-profit Funding Source: ESG Non-Competitive (Prince William Area) Budget Amount: $22,587 Total Expenditure: $22,587 Anticipated Outcome: 511 People Actual Outcome: 112 People Address: 17866 Main St, Dumfries (Emergency Shelter)

18618 Triangle St., Triangle (Transitional Housing) Domestic Violence Shelter address withheld

OHCD Dawson Beach Transitional Housing: Dawson Beach Transitional Housing Program has 7 housing units scattered over 7 acres. The County owns this site after conveyance by the federal government. Funding level based upon emergency shelter activities cannot exceed the greater of: 60% of the County’s fiscal year grant; or the amount of the Federal Fiscal Year 2010 grant funds committed by contract between the date HUD signed the Federal Fiscal Year 2010 grant and January 4, 2012, the effective date of the Interim Rule. Shelter operation allocations are divided by total number of beds for homeless. With each quarterly payment request OHCD provided verification of total expenditures and reimbursed no more than 50% of those eligible expenditures.

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Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: ESG Non-Competitive (Prince William Area) Budget Amount: $8,712 Total Expenditure: $8,712 Anticipated Outcome: 35 People Actual Outcome: 21 People Address: 14012 Dawson Beach Rd, Woodbridge 22191

(Transitional Housing) PWC Dept. of Social Services Winter Only Shelter: Funding provided for operation and supportive services for Winter Only Shelter operated by Prince William County Department of Social Services. Funding level based upon emergency shelter activities cannot exceed the greater of: 60% of the County’s fiscal year grant; or the amount of the Federal Fiscal Year 2010 grant funds committed by contract between the date HUD signed the Federal Fiscal Year 2010 grant and January 4, 2012, the effective date of the Interim Rule. Shelter operation allocations are divided by total number of beds for homeless. Winter Only Shelter has a total of 35 beds but because they are only operational for 5 months, the bed count is reduced to 14 beds per year. With each quarterly payment request Social Services provided verification of total expenditures and OHCD reimbursed no more than 50% of those eligible expenditures. Sponsor: PWC Dept. of Social Services, a governmental entity Funding Source: ESG Non-Competitive (Prince William Area) Budget Amount: $6,453 Total Expenditure: $6,371.67 Anticipated Outcome: 164 People Actual Outcome: 225 People Address: 14370 Potomac Mills Rd, Woodbridge 22193

(Winter Only Shelter)

Volunteers of America Chesapeake, Inc. Hilda Barg Homeless Prevention Center: Funding provided for operation and supportive services for Emergency Shelter operated by Volunteers of America Chesapeake, Inc. under contract from Prince William County Department of Social Services to operate shelter. Funding level based upon emergency shelter activities cannot exceed the greater of: 60% of the County’s fiscal year grant; or the amount of the Federal Fiscal Year 2010 grant funds committed by contract between the date HUD signed the Federal Fiscal Year 2010 grant and January 4, 2012, the effective date of the Interim Rule. Shelter operation allocations are divided by total number of beds for homeless. Volunteers of America, Chesapeake, Inc. provided a dollar-for-dollar match for the federal funds. With each quarterly payment request Volunteers of America, Chesapeake, Inc. provided verification of total expenditures and OHCD reimbursed no more than 50% of those eligible expenditures. This funding was transferred to Prince William County Dept. of Social Services who now administers the program.

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Sponsor: PWC Dept. of Social Services, a governmental entity Funding Source: ESG Non-Competitive (Prince William Area) Budget Amount: $9,680 Total Expenditure: $9,679.60 Anticipated Outcome: 323 People Actual Outcome: 190 People Address: 14945 Jefferson Davis Hwy., Woodbridge 221911

Northern Virginia Family Service SERVE Shelter & Transitional Housing: Funding provided for operation and supportive services for Transitional Housing and Emergency Shelter operated by Northern Virginia Family Service. Funding level based upon emergency shelter activities cannot exceed the greater of: 60% of the County’s fiscal year grant; or the amount of the Federal Fiscal Year 2010 grant funds committed by contract between the date HUD signed the Federal Fiscal Year 2010 grant and January 4, 2012, the effective date of the Interim Rule. Shelter operation allocations are divided by total number of beds for homeless. With each quarterly payment request Northern Virginia Family Service provided verification of total expenditures and OHCD reimbursed no more than 50% of those eligible expenditures. Sponsor: Northern Virginia Family Service, a local non-profit Funding Source: ESG Non-Competitive (Prince William Area) Budget Amount: $35,172 Total Expenditure: $35,172 Anticipated Output: 687 People Actual Outcome: 624 People Address: 14311 Franklin Street, Woodbridge 22191

12766 Captian’s Cove, Woodbridge 22192 1803 Hylton Ave, Woodbridge 22191 12586 Plymouth Court, Woodbridge 22192 13810 Lindendale Road, Woodbridge 22193 13764 Mahoney Drive, Woodbridge 22193 14428 Falmouth Drive, Woodbridge 22193 3403 Braddock Road, Woodbridge 22193 10056 Dean Dr., Manassas 20110 (Emergency Shelter) 10033 Nokesville Road., Manassas 20110 (Transitional Housing) 10035 Nokesville Road, Manassas 20110 (Transitional Housing) 10039 Nokesville Road, Manassas 20110 (Transitional Housing) 10041 Nokesville Road, Manassas 20110 (Transitional Housing) 8919 Portner Ave., Manassas 20110 (Transitional Housing)

OHCD Dawson Beach Transitional Housing Property Management: Property Management of Dawson Beach Transitional Housing site. Dawson Beach Transitional Housing site has 9 housing units scattered over 7 acres. The County owns this site after conveyance by the federal government. In addition to Property Management, funds used to cover cost associated with property.

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Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Prince William County) Budget Amount: $166,000 (136,000 plus $30,000 anticipated Program

Income from Program Fees) Total Expenditures: $71,139.19 ($15,596.78 drawn after 7-1-14) Anticipated Outcome: 35 People Actual Outcome: 21 People Address: 14012 Dawson Beach Rd, Woodbridge 22191

(Transitional Housing) OHCD Dawson Beach Transitional Housing Case Management: Dawson Beach Transitional Housing provides housing and supportive services for homeless families with children for a period up to two years. Services are aimed at economic betterment, financial planning and budgeting, job skills, mental health issues, etc. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Prince William County) Budget Amount: $35,000 Total Expenditures: $35,000 Anticipated Outcome: 35 People Actual Outcome: 21 People Address: 14012 Dawson Beach Rd, Woodbridge 22191

(Transitional Housing) OHCD Dawson Beach Transitional Housing Renovations: The seven (7) housing units were built in 1957 and require major renovations to maintain the property to an acceptable living standard. Renovations will include removal of oil storage tanks, replacement siding, windows, doors, floor covering, added insulation, drywall, storage sheds, road, parking and landscaping. Project had a late start due to delay in Agreements with HUD and County bidding requirements. Project to be completed by November 2014. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Carry-Over (Prince William County) Budget Amount: $650,000 Total Expenditures: $291,162.11 ($142,031.08 drawn after 7-1-14) Anticipated Outcome: 35 People Actual Outcome: 0 People Address: 14000-14012 Dawson Beach Rd, Woodbridge 22191

(Transitional Housing)

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Northern Virginia Family Service Transitional Housing Acquisition & Rehabilitation: Acquisition and rehabilitation of one single property to add to the number of transitional housing units available to homeless woman with children in Prince William County. Property acquisition and rehabilitation performed to meet housing quality standards. Funding required a dollar to dollar match. Sponsor: Northern Virginia Family Service, a local non-profit Funding Source: CDBG Competitive (Prince William County) Budget Amount: $139,000 Total Expenditure: $113,631.07 ($7,721.75 drawn after 7-1-14) Anticipated Outcome: 1 Household Actual Outcome: 1 Household Address: 3442 Beale Court, Woodbridge 22193 2. Facilitate housing and services to prevent and end chronic

homelessness, transition homeless families and individuals into more stable, long-term housing situations, and support special needs population by use of ESG funds for Rapid Re-housing and Homelessness Prevention to assist 45 people or 15 households over the next 3 years. (NEW)

Emergency Solutions Grants Rapid Re-housing: Pool of Funding provided to Area Homeless Shelters to administer a Rapid-Re-housing Program to assist homeless individuals and households with income at or below 30% of Area Median Income and who either sleeping in an emergency shelter; or sleeping in a place not meant for human habitation, such as cars, parks, abandoned buildings, streets, sidewalks; or staying in a hospital or other institution for up to 180 days but was sleeping in an emergency shelter or other place not meant for human habitation (cars, parks, streets, etc.) immediately prior to entry into the hospital or institution; or graduating from, or timing out of, a transitional housing program; or victims of domestic violence. The funding were used towards short‐term rental assistance not exceed rental costs accrued over a period of three (3) months. Each shelter provided a dollar-for-dollar match for the federal funds. The funding was provided on a first-come first-serve basis. Sponsor: ACTS Emergency Shelter and Northern Virginia Family Service

SERVE Shelter Funding Source: ESG Competitive (Prince William County) Budget Amount: $39,744 Total Expenditure: $46,306.30 ($19,569.62 drawn after 7-1-14) Anticipated Outcome: 10 Households Actual Outcome: 40 Households (ACTS 17 & SERVE [NVFS] 23) Address: 17866 Main St, Dumfries (ACTS Emergency Shelter)

10056 Dean Dr., Manassas 20110 (SERVE Emergency Shelter)

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Emergency Solutions Grant Homeless Management Information System (HMIS) The costs related to data collection and reporting for ESG conducted through the Homeless Management Information Systems (HMIS). Reasonable and appropriate costs associated with operating HMIS for purposes of collecting and reporting data required under ESG and analyzing patterns of use of ESG funds. Eligible costs included purchase of HMIS software and/or user licenses, leasing or purchasing needed computer equipment for providers and the central server, costs associated with data collection, entry and analysis, and staffing associated with the operation of the HMIS, including training.

HMIS activities not eligible included planning and development of HMIS systems, development of new software systems, and replacing local government funding for existing HMIS. Sponsor: PWC Dept. of Social Services, a governmental entity Funding Source: ESG Non-Competitive (Prince William County) Budget Amount: $5,000 Expenditure Amount: $608.93 (Balance to Rapid Re-housing) Address: 14370 Potomac Mills Rd, Woodbridge 22193

3. 8 transitional housing units will be created and/or maintained over the

next five years through acquisition, construction or rehabilitation for the purpose of providing a suitable living environment for the homeless. No project in FY 2014 Annual Action Plan

4. 600 elderly persons, persons with severe mental illness or persons with disabilities will have access to services which may include feeding programs, transportation, medical care, counseling, case management and job training for the purpose of enhancement of a suitable living environment.

Capital Caring Hospice Patient Care Program: Services covers all services for hospice to include mediation, medical supplies and equipment to ensure patient’s comfort as well as grief and loss support for the families. Sponsor: Capital Caring (formally Capital Hospice), a local non-profit Funding Source: CDBG Competitive (Prince William County) Budget Amount: $40,000 Total Expenditure: $40,000 Anticipated Outcome: 33 Households Actual Outcome: 26 Households Address: County Wide

5. 4 Park and Recreation projects will be available to low-and moderate-income persons through improvement to parks and recreation facilities for the purpose of creating a suitable living environment.

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Georgetown South Community Council Playground Equipment: Acquisition and installation of accessible playground equipment for 12 recreation areas within the Georgetown South Community located in the City of Manassas. Project delayed due to delay in receiving Agreement with HUD for FY14 funding. Also in order to say money Sponsor will have maintenance staff install equipment and have it inspected by City Officials to save money and add more playground equipment. Agreement extended till November 2014 and will be reported with FY15 CAPER. Sponsor: Georgetown South Community Council, a local non-profit Funding Source: CDBG Competitive (Manassas City) Budget Amount: $40,000 Total Expenditure: $-0 Anticipated Outcome: 1,496 People Actual Outcome: 0 People Address: 9444 Taney Road, Manassas 20110 6. 4 projects will be available to remove architectural barriers for the

purpose of creating a suitable living environment. No project in FY 2014 Annual Action Plan

7. 600 youth/children will have access to services for the purpose of creating

a suitable living environment. No project in FY 2014 Annual Action Plan

8. 100 people will have access to transportation services for the purpose of

creating a suitable living environment. No project in FY 2014 Annual Action Plan

B. Outcome: Sustainability Outcome Statement:

1. 3 communities/neighborhoods will have sustained decent housing through flood management for the purpose of creating a suitable living environment. No project in FY 2014 Annual Action Plan

II. DECENT HOUSING (10 PROJECTS BUDGET OF $2,214,812)

140 People & 203 Housing Units to be Assisted Expended $1,899,299.86 and Assisted 487 People, 106 Households/Units

A. Outcome: Availability/Accessibility Outcome Statement:

1. 135 persons each year have access to homeownership education and credit repair programs for the purpose of obtaining decent housing.

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Comprehensive Housing Counseling (County): Funding provided to Cooperative Extension Service to provide to low- and moderate-income (LMI) Prince William County residents credit counseling, pre- and post-purchase homeownership counseling to assist first-time homebuyers, information regarding protections established under the Fair Housing Act. Payments will be made based upon completion of Financial Assessment Clinic and Homeownership Workshops. Sponsor: Cooperative Extension, a governmental entity Funding Source: CDBG Non-Competitive (Prince William County) Budget Amount: $52,080 Total Expenditure: $52,080 ($13,020 drawn after 7-1-14) Anticipated Outcome: 115 People Actual Outcome: 401 People Address: 8033 Ashton Ave., #105, Manassas 20109

(Administrative Office)

Comprehensive Housing Counseling (City): Funding provided to Cooperative Extension Service to provide low- and moderate-income (LMI) Manassas City residents’ credit counseling, pre- and post-purchase homeownership counseling to assist first-time homebuyers, information regarding protections established under the Fair Housing Act. Payments will be made based upon completion of Financial Assessment Clinic and Homeownership Workshops. Sponsor: Cooperative Extension, a governmental entity Funding Source: CDBG Non-Competitive (Manassas City) Budget Amount: $8,055 Total Expenditure: $8,055 ($1,983.50 drawn after 7-1-14) Anticipated Outcome: 25 People Actual Outcome: 86 People Address: 8033 Ashton Ave., #105, Manassas 20109

(Administrative Office) 2. 60 people with mental and developmental disabilities over the next five

years will have access to services for the purpose of decent housing. No project in FY 2014 Annual Action Plan

3. 40 housing units will have access to home repair services for the purpose

of creating decent housing.

Manassas City Emergency Repair Program: The program is designed to provide emergency repair services and exterior improvements to LMI residents of Manassas City. Preference of services given to elderly, handicapped, disabled or extremely-low income homeowners. Program administered by Prince William County Office of Housing and Community Development (OHCD) staff.

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Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Manassas City) Budget Amount: $89,348 Total Expenditure: $114,215.77 Anticipated Outcome: 5 Housing Units Actual Outcome: 3 Housing Unit Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191


Project Mend-A-House Home Repair Program: Funding provided to PMAH to increase their home repair and home rehabilitation program that assist low and moderate income owner occupied properties. Sponsor: Project Mend-A-House, a local nonprofit Funding Source: CDBG Competitive (Prince William County) Budget Amount: $16,800 Total Expenditure: $16,800 Anticipated Outcome: 180 Households Actual Outcome: 68 Households Address: 7987 Ashton Ave, Suite 231, Manassas 20109 4. 18 housing units per year will be provided access to housing rehabilitation

loans for the purpose of decent housing.

County Administered Housing Rehabilitation Program: The County administers, on an annual basis, a neighborhood housing rehabilitation program, the purpose of which is to improve low- and moderate-income owner occupied housing. The main objective is to reduce the number of substandard housing units in the County. Assistance is in the form of a loan for the rehabilitation of the property. Preference is given to extremely-low income (below 30% of area median income), elderly and disabled households. Funds can also be used towards First-Time Homebuyers whose properties are in need of repairs as well as for water and/or sewer availability fees. Project includes funding for administrative cost associated with the administration of the rehabilitation program. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Prince William County) Budget Amount: $982,233 ($525,711 Rehab plus $247,190

Anticipated Program Income and $209,332 Administration)

Total Expenditure: $566,886.09 ($123,572.31 drawn after 7-1-14) Anticipated Outcome: 8 Housing Units Actual Outcome: 13 Housing Units Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191

(Administrative)

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Manassas Park Housing Rehabilitation Program: The County administers, on an annual basis for Manassas Park, a neighborhood housing rehabilitation program, the purpose of which is to improve low- and moderate-income owner occupied housing. The main objective is to reduce the number of substandard housing units in Manassas Park. Assistance is in the form of a loan for the rehabilitation of the property. Preference is given to extremely-low income (below 30% of area median income), elderly and disabled households. Funds will also be used for water and/or sewer availability fees. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Manassas Park) Budget Amount: $51,148 Total Expenditure: $45,325 Anticipated Outcome: 1 Housing Unit Actual Outcome: 1 Housing Unit Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191


B. Outcome: Affordability Outcome Statements:

1. 7 households per year have affordable housing through a down-payment and closing cost assistance program for the purpose of creating decent affordable housing.

Prince William Area First-Time Homebuyer Program (FTHB): Down-payment and eligible closing cost assistance provided to low- and moderate-income first-time homebuyers in Prince William County, Manassas City or Manassas Park. Applicants must live or work in Prince William County or the cities of Manassas and Manassas Park. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: HOME Non-Competitive (Prince William County) Budget Amount: $625,790 ($377,035 HOME County, $35,529 Manassas City,

$13,226 Manassas Park plus $200,000 anticipated PI) Total Expenditure: $729,168.25 Anticipated Outcome: 7 Households Actual Outcome: 13 Households Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191 2. 5 affordable housing units will be created by either CHDO’s, non-profit or for-

profit organizations for the purpose creating decent affordable housing for LMI households.

Community Housing Development Organization (CHDO) Set-A-Side: The HOME program mandates 15% of the annual allocation be set-a-side for housing development activities undertaken by non-profit housing development organizations. 15% of the HOME allocation is $85,976. RFP issued for the use of current, prior and future CHDO funding. Good Shepherd Housing Foundation, Inc. was selected and contract entered for the renovation of 2 properties.

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Sponsor: Good Shepherd Housing Foundation, Inc., a local non-profit Funding Source: HOME Competitive funding (Prince William Area) Budget Amount: $85,158 Total Expenditure: $366,769.75 (included prior year CHDO and budget

transfer from FTHB) Anticipated Outcome: 2 Housing Units Actual Outcome: 2 Housing Units Address: 2336 W. Longview Dr. Woodbridge 22191 2224 Grundy Rd, Woodbridge 22191

Good Shepherd Housing Foundation Shepherd House III Rehab: Rehabilitation of property to include roof, siding, windows, doors etc. Property provides permanent supportive housing services to 5 mentally ill individuals since 1998. Project Sponsor given an extension to complete work due to financing. Project to be completed by 11-30-14 and will be reported in FY15 CAPER. Sponsor: Good Shepherd Housing Foundation, Inc., a local non-profit Funding Source: CDBG Competitive (Prince William County) Budget Amount: $79,200 Total Expenditure: $0 Anticipated Outcome: 5 People, 1 Housing Unit Actual Outcome: 0 Address: 2338 Longview Drive, Woodbridge 22191

3. 4 new affordable permanent supportive housing units for persons with special needs will be constructed or acquired for the purpose of providing decent housing.

INSIGHT, Inc. Acquisition: The project provided funding to acquire 3 condominiums in Prince William County to be used as part of INSIGHT’s Supported Living Program. One component of the program is to provide a stable living environment that offers structure and continuity. The program is designed for persons with mild to moderate intellectual/developmental disabilities who are employed in the community and need support in areas of medical case management and supervision, budgeting, shopping, social and other activities of daily living. Sponsor had difficulties in finding properties to meet special needs of residents. Extension granted until 11-30-14. Will be reported in FY15 CAPER. Sponsor: INSIGHT, Inc., a local non-profit Funding Source: CDBG Competitive funding (Prince William County) Budget Amount: $225,000 Total Expenditure: $0 Anticipated Outcome: 1 Housing Unit Actual Outcome: 0 Housing Unit Address: County Wide

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III. ECONOMIC OPPORTUNITY (0 PROJECT BUDGET OF $0)

40 Persons to be Assisted = 0 Persons Assisted A. Outcome: Availability/Accessibility Outcome Statements:

1. 400 persons will be provided access to advocacy/counseling services for the purpose of creating economic opportunities. No project in FY 2014 Annual Action Plan

IV. ADMINISTRATIVE PROJECTS (5 PROJECTS BUDGET OF $478,766) Expended $395,089.96

The following projects were funded from administration funds allocated by federal funding sources. For Community Development Block Grant (CDBG) this amount cannot exceed 20% of the allocation; for the HOME Investment Partnership Program (HOME) the limit is 10%; and for the Emergency Solutions Grant (ESG) the amount is also 10% of the allocation. The administrative funds are allocated to Prince William County Office of Housing and Community Development who has oversight and management of all the above initiatives.

General Management, Oversight Coordination and Program Administration: Oversight of housing and community development program initiatives. Long range/strategic planning and fiscal management. Develop and recommend implementation of policies, procedures, and regulations that support the development of preservation of affordable housing. Management of federally mandated housing and community development regulations, i.e. fair housing and environmental reviews. Responsible for the preparation of Grantee Performance Report (CAPER), Prince William Area Consolidated Housing and Community Development Plan and Annual Action Plan. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Administrative Funding Budget Amount: $216,669 Total Expenditure $174,781.51

CDBG Administration: Develop, revise, implement and evaluate the day-to-day operation of CDBG entitlement program. Activities include program design, grant administration, subrecipient compliance monitoring, program outreach, public relations, training and technical assistance to potential and current project sponsors to include Prince William County, Manassas City and Manassas Park. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Administrative Funding Budget Amount: $110,000 Total Expenditure: $118,447.86

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Program Administration (Homeownership): Due to the limited administrative federal funding from the HOME Investment Partnership funds (10% of funding level) Community Development Block Grant administrative dollars will be used for the administrative expenses associated with administering homeownership programs through the Office of Housing and Community Development. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Administrative Funding Budget Amount: $85,000 Total Expenditure: $34,813.59 HOME Administration: Develop, revise, implement and evaluate operation of the HOME program. Activities include grant administration, citizen participation, program outreach and technical assistance. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: HOME Administrative Funding Budget Amount: $56,722 Total Expenditure: $56,722 ($2,417.33 drawn after 7-1-14)

ESG Administration: Develop, revise, implement and evaluate the day-to-day operation of Emergency Solutions Grant (ESG) entitlement program. Activities include program design; grant administration, Subrecipient compliance monitoring, program outreach, public relations and training. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: ESG Administrative Funding Budget Amount: $10,325 Total Expenditure: $10,325

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B. Affirmatively Further Fair Housing

In 1996, the U.S. Development of Housing and Urban Development ("HUD")

required all Community Development Block Grant ("CDBG") recipients to develop a 5-Year Fair Housing Plan which included an “Analysis of Impediments” (hereinafter referred to as the “AI") to fair housing choice. The AI not only identified impediments but also specified action to remedy the impediments.

In May 2005, the Prince William County Board of Supervisors adopted the AI as an integral component of the 5-Year Prince William Area (Prince William County and the cities of Manassas and Manassas Park) Plan for FY2006-2010. A new AI was included in the FY2011-2015 Plan with some of the same goals and a few additional targets. The 5-Year Prince William Area (Prince William County and the cities of Manassas and Manassas Park) Plan for FY2011-2015 along with the AI was approved by the Supervisors on May 4, 2010.

Impediments to Fair Housing and Remedial Activities Several impediments were identified as barriers to fair housing. These include

Real Estate; Banking, Finance, Insurance and other Industry; Socio-Economic Impediments and Neighborhood Conditions Related Impediments. See Attachments at end of CAPE for race and ethnicity for each of the activities funded.

REAL ESTATE Supply of Affordable Housing: Prince William County continues to work with local developers and non-profit organizations to expand the stock of affordable housing. Great emphasis has be placed on capacity building and technical assistance initiatives aimed at expanding non-profit, faith based organizations and private developers’ production activities in the County and expanding resources for housing. The following activities by local non-profit organizations funded with CDBG increased affordable housing units through acquisition and renovations in existing neighborhoods.

Northern Virginia Family Service Transitional Housing Acquisition & Rehabilitation: Acquisition and rehabilitation of one single property to add to the number of transitional housing units available to homeless woman with children in Prince William County. Property acquisition and rehabilitation performed to meet housing quality standards. Sponsor: Northern Virginia Family Service, a local non-profit Funding Source: CDBG Competitive (Prince William County) Budget Amount: $139,000 Total Expenditure: $113,631.07 ($7,721.75 drawn after 7-1-14) Anticipated Outcome: 3 People/1 Household Actual Outcome: 3 People/1 Household Address: 3442 Beale Court, Woodbridge 22193

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Community Housing Development Organization (CHDO) Set-A-Side: The HOME program mandates 15% of the annual allocation be set-a-side for housing development activities undertaken by non-profit housing development organizations. 15% of the HOME allocation is $85,976. RFP issued for the use of current, prior and future CHDO funding. Good Shepherd Housing Foundation, Inc. was selected and contract entered for the renovation of 2 properties. Sponsor: Good Shepherd Housing Foundation, Inc., a local non-profit Funding Source: HOME Competitive funding (Prince William Area) Budget Amount: $85,158 Total Expenditure: $366,769.75 (included prior year CHDO and budget

transfer from FTHB) Anticipated Outcome: 2 Housing Units Actual Outcome: 2 Housing Units Address: 2336 W. Longview Dr. Woodbridge 22191 2224 Grundy Rd, Woodbridge 22191

BANKING, FINANCE, INSURANCE AND OTHER INDUSTRY Impacts of the Sub-Prime Mortgage Lending Crisis and Increased Foreclosures: Develop programs that reduce the mortgage default rate and foreclosure rates among low and moderate income home buyers and existing home owners. Such initiatives include: The following activities assisted to reduce mortgage defaults and foreclosures and provide counseling by HUD certified Housing Counseling Agency. The First-Time Homebuyer (FTHB) Program procedures for eligibility underwriting has provisions that prohibit sub-prime lending and requires strict loan to debt ratios to avoid households from overextending their obligations and provides referrals to agencies that can assistance with re-negotiation for more favorable terms for borrowers with sub-prime loans. The following activities were funded in FY14 with CDBG funds:

Comprehensive Housing Counseling (County): Funding provided to Cooperative Extension Service to provide to low- and moderate-income (LMI) Prince William County residents credit counseling, pre- and post-purchase homeownership counseling to assist first-time homebuyers, information regarding protections established under the Fair Housing Act. Payments will be made based upon completion of Financial Assessment Clinic and Homeownership Workshops. Sponsor: Cooperative Extension, a governmental entity Funding Source: CDBG Non-Competitive (Prince William County) Budget Amount: $52,080 Total Expenditure: $52,080 ($13,020 drawn after 7-1-14) Anticipated Outcome: 115 People Actual Outcome: 401 People Address: 8033 Ashton Ave., #105, Manassas 20109 (Administrative Office)

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Comprehensive Housing Counseling (City): Funding provided to Cooperative Extension Service to provide low- and moderate-income (LMI) Manassas City residents’ credit counseling, pre- and post-purchase homeownership counseling to assist first-time homebuyers, information regarding protections established under the Fair Housing Act. Payments will be made based upon completion of Financial Assessment Clinic and Homeownership Workshops. Sponsor: Cooperative Extension, a governmental entity Funding Source: CDBG Non-Competitive (Manassas City) Budget Amount: $8,055 Total Expenditure: $8,055 ($1,983.50 drawn after 7-1-14) Anticipated Outcome: 25 People Actual Outcome: 86 People Address: 8033 Ashton Ave., #105, Manassas 20109 (Administrative Office

Low Number of Loan Applicants From Minorities: Prince William County has continued its homebuyer outreach and education efforts in order to increase the number of minorities who apply for mortgage loans. The County has encouraged financial institutions and mortgage companies to expand their homebuyer support services to more people as a means of improving the origination rates among minorities. The First-Time Homebuyer (FTHB) Program historically has had the majority of beneficiaries being minorities with incomes below 60% of area median income. Therefore the FTHB Program continues to increase loan applications for minorities. See Attachment PR16 Homeownership Income Benefit. The following activity was funded with HOME funds:


$13,226 Manassas Park plus $200,000 anticipated PI) Total Expenditure: $729,168.25 Anticipated Outcome: 7 Households Actual Outcome: 13 Households Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191

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Financial literacy remains a high priority for the County as indicated in the AI. Financial literacy is an important factor in the successful management of personal finances, which sets the stage for all of life’s important purchases such as house, car, etc. A well ordered personal budget prepares households to qualify with the best credit terms, eliminates the major obstacles in the home buying process, and enables households to build equity through homeownership. An early start in managing personal finances can prepare an individual for those major purchases. Prince William County continues to work with lenders and Prince William County, Manassas and Manassas Park school districts to expand financial literacy and life skills programs as part of the high school curriculum. Predatory lending and other Industry Practices: The County encourages lending institutions to provide greater outreach to the low income and minority communities to lessen the use of predatory lenders. Emphasis is on offering products and services that help establish or reestablish checking, saving, and credit accounts for residents that commonly utilize check cashing services. The First-Time Homebuyer (FTHB) Program procedures concerning underwriting has provisions that prohibit sub-prime lending and requires strict loan to debt ratios to avoid households from overextending their obligations. All participating lenders with the FTHB Program must be approved by the Virginia Housing Development Authority (VHDA) and listed on their website as an approved lender.


$13,226 Manassas Park plus $200,000 anticipated PI) Total Expenditure: $729,168.25 Anticipated Outcome: 7 Households Actual Outcome: 13 Households Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191

SOCIO-ECONOMIC IMPEDIMENTS Poverty and Low-Income Among Minority Populations: The County Economic Development Office and local Chamber of Commerce continues to work on expanding job opportunities through the recruitment of corporations, the provision of incentives for local corporations seeking expansion opportunities, assistance with the preparation of small business loan applications, and other activities whose aim is to reduce unemployment and expand the base of higher income jobs. A particular emphasis is to recruit jobs

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that best mirror the job skills and education levels of those populations most in need of jobs. For Prince William County, this means jobs that support person with high school education, GED’s and in some instances, community college or technical training. These persons are evident in the workforce demographics and in need of jobs paying minimum wage to moderate hourly wages. The County continues to support agencies that provide workforce development programs and continuing education courses to increase the educational level and job skills of residents. The goal is to increase the GED, high school graduation, technical training, and college matriculation rates among residents.

NEIGHBORHOOD CONDITIONS RELATED IMPEDIMENTS Limited Resources to Assist Lower Income, Elderly and Indigent Homeowners Maintain their Homes and Stability in Neighborhoods: The County continues to expand its Centralized Program of Self-Help Initiatives based on volunteers providing housing assistance to designated elderly and indigent property owners and assist them in complying with municipal housing codes. This includes expanding recruiting effort to gain greater involvement from volunteers, community organizations, religious organizations/institutions and businesses as a means of supplementing available financial resources for housing repair and neighborhood cleanups. The program is based on a case management system where the select needs of designated area property owners are matched with volunteer resource teams capable of responding to property with active code violations and other exterior repairs for select properties. Priority is given to those owners immediately affected by an active code compliance case, a targeted block or area project, and those with life threatening or uninhabitable conditions.

Eligibility for assistance requires verification of income or status as elderly or disabled. Levels of assistance are based on the specific needs to be addressed and the ability of the property owners and their family to assist in the effort. The Program Coordinator conducts a home visit of each program participant, evaluates the appropriateness for volunteers to perform the work, and determines and advises the homeowner of their responsibilities in support of the effort. The Program Coordinator, upon securing a match between volunteers and property owner, will coordinate project dates, materials, supplies, and project support for the day of the project.

The County administers several Neighborhood Housing Rehabilitation Programs for Prince William County, Manassas City and Manassas Park homeowners. The program gives priority to extremely low and low income, disabled and elderly households. The assistance is provided in the form of a deferred loan so households are not faced additional monthly financial obligations on work performed on their property. The average cost of rehabilitation is $52,711. In addition to the Counties efforts to assist extremely low and low income, disabled and elderly households a local non-profit named Project Mend-A-House offers rehabilitation assistance to homeowners. Their services are free and are performed by area volunteers. The County and Project Mend-A-House work

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together in identifying and sometimes offering joint rehabilitation assistance to homeowners. The following are activities funded in FY14. Race and ethnicity data can be found within Attachments.

Manassas City Emergency Repair Program: The program is designed to provide emergency repair services and exterior improvements to LMI residents of Manassas City. Preference given to elderly, handicapped, disabled or extremely-low income homeowners. Program administered by Prince William County Office of Housing and Community Development (OHCD) staff. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Manassas City) Budget Amount: $89,348 Total Expenditure: $114,215.77 Anticipated Outcome: 5 Housing Units Actual Outcome: 3 Housing Unit Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191 (Administrative Office)

Project Mend-A-House Home Repair Program: Funding provided to PMAH to increase their home repair and home rehabilitation program that assist low and moderate income owner occupied properties. Sponsor: Project Mend-A-House, a local nonprofit Funding Source: CDBG Competitive (Prince William County) Budget Amount: $16,800 Total Expenditure: $16,800 Anticipated Outcome: 180 Households Actual Outcome: 13 Households Address: 7987 Ashton Ave, Suite 231, Manassas 20109 County Administered Housing Rehabilitation Program: The County administers, on an annual basis, a neighborhood housing rehabilitation program, the purpose of which is to improve low- and moderate-income owner occupied housing. The main objective is to reduce the number of substandard housing units in the County. Assistance is in the form of a loan for the rehabilitation of the property. Preference is given to extremely-low income (below 30% of area median income), elderly and disabled households. Funds can also be used towards First-Time Homebuyers whose properties are in need of repairs as well as for water and/or sewer availability fees. Project includes funding for administrative cost associated with the administration of the rehabilitation program. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Prince William County) Budget Amount: $982,233 ($525,711 Rehab plus $247,190

Anticipated Program Income for Rehab and $209,332 Administration)

Total Expenditure: $566,886.09 ($123,572.31 drawn after 7-1-14)

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Anticipated Outcome: 8 Housing Units Actual Outcome: 13 Housing Units Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191 (Administrative)

Manassas Park Housing Rehabilitation Program: The County administers, on an annual basis for Manassas Park, a neighborhood housing rehabilitation program, the purpose of which is to improve low- and moderate-income owner occupied housing. The main objective is to reduce the number of substandard housing units in Manassas Park. Assistance is in the form of a loan for the rehabilitation of the property. Preference is given to extremely-low income (below 30% of area median income), elderly and disabled households. Funds will also be used for water and/or sewer availability fees. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Manassas Park) Budget Amount: $51,148 Total Expenditure: $45,325 Anticipated Outcome: 1 Housing Unit Actual Outcome: 1 Housing Unit Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191 (Administrative)

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C. Affordable Housing The Consolidated Plan Performance Measurement System Objective Decent

Housing identifies two (2) Outcomes with seven (7) measurements. The measurements under the Outcomes indicate how Prince William County expects to maintain and increase affordable housing opportunities. The progress made in implementing each of the Outcomes and measurements are described below.

Outcome: Availability/Accessibility #1. 135 persons each year have access to homeownership education and credit

repair programs for the purpose of obtaining decent housing. Two CDBG non-competitive projects were funded a total of $60,135 to meet this measurement for Prince William County ($52,080) and Manassas City ($8,055) residents. The total expended through 6/30/14 was $45,131.50 with $15,003.50 reimbursed after 7-1-14. The target was to benefit 140 persons. The actual total number of beneficiaries was 487. The year-to-date percentage is 216% towards the 5-Year Goal.

• Total extremely low-income served: 345 Persons • Total low-income served: 61 Persons • Total moderate-income served: 10 Persons • Total above 80% served 71 Persons

487 Persons

Race/Ethnicity and Female Head of Household Served White 156 Black/African American 233 Asian 23 Asian & White 2 American Indian/Alaska Native 7 Native Hawaiian/Other Pacific Islander 7 American Indian/Alaska Native/White Black/African American & White 6 American Indian/Alaska Native & Black/African American

1

Other Multi-Racial 52 Total 487 Total Hispanic 86 Total Female Head of Households 111

#2. 60 people with mental and developmental disabilities over the next five years

will have access to services for the purpose of decent housing. No projects were funded during this reporting period. The target for measurement is 60 people as a 5-Year Goal. Current year-to-date percentage is 3.3%.

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#3. 40 households have access to home repair services for the purpose of

providing decent housing. One CDBG non-competitive Manassas City project funded in the amount of $89,348 and one CDBG competitive Prince William County project funded $16,800. The total expended through 6/30/14 $131,015.77. The total households assisted 71. Year to date is 340 households or 850% of the 5-Year Goal.

• Total extremely low-income served: 43 Households • Total low-income served: 22 Households • Total moderate-income served: 6 Households

71 Households

Race/Ethnicity and Female Head of Household Served White 41 Black/African American 21 Asian 2 Asian & White American Indian/Alaska Native Native Hawaiian/Other Pacific Islander American Indian/Alaska Native/White Black/African American & White American Indian/Alaska Native & Black/African American


#4. 18 Households per year provided access to rehabilitation loans for the

purpose of decent housing. The Neighborhood Housing Rehabilitation Program budgeted $982,233 of CDBG, and the Manassas Park Housing Rehabilitation Program budgeted $51,148 of CDBG to reach this goal. The total expended was $612,211.09. The target for this measure is to benefit 18 households per year. The total household rehabilitation completed was 14 with the 5-Year Goal at 123.33%.

• Total extremely low-income served : 3 Households • Total low-income served: 9 Households • Total moderate-income served: 2 Households

14 Households

Race/Ethnicity and Female Head of Household Served White 8 Black/African American 6 Asian

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Asian & White American Indian/Alaska Native Native Hawaiian/Other Pacific Islander American Indian/Alaska Native/White Black/African American & White American Indian/Alaska Native & Black/African American

Other Multi-Racial Total 14 Total Hispanic 4 Total Female Head of Households 9

Outcome: Affordability #1. 7 households each year have affordable housing through a downpayment

and closing cost assistance program for the purpose of creating decent affordable housing.

The First-Time Homebuyer Program for the Prince William Area budgeted $625,790 of Home Investment Partnership (HOME) funds. That HOME allocation was comprised of $377,035 County, $35,529 Manassas City, $13,226 Manassas Park and $200,000 anticipated Program Income to serve 7 households. The total expended during the reporting period for the First-Time Homebuyer Program was $729,168.25. The First-Time Homebuyer Program assisted 13 household. The Consolidated Plan target was to assist 7 households. The 5-Year Goal is at 94.29%.


13 Households

Race/Ethnicity and Female Head of Household Served White 2 Black/African American 9 Asian 2 Asian & White American Indian/Alaska Native Native Hawaiian/Other Pacific Islander American Indian/Alaska Native/White Black/African American & White American Indian/Alaska Native & Black/African American


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#2. 5 affordable housing units will be created by CHOD’s or other non-profit organizations for the purpose of creating decent affordable housing for LMI households. The HOME program mandates 15% of the annual allocation be set-a-side for housing development activities undertaken by non-profit housing development organizations. Develop and RFP and accepted proposal from Good Shepherd Housing Foundation to rehabilitate two affordable rental properties was performed. The 5-Year Goal is at 60%.


8 Households

Race/Ethnicity and Female Head of Household Served White 5 Black/African American 2 Asian Asian & White 1 American Indian/Alaska Native Native Hawaiian/Other Pacific Islander American Indian/Alaska Native/White Black/African American & White American Indian/Alaska Native & Black/African American


#3. 4 new affordable permanent supportive housing units for persons with

special needs will be constructed or acquired for the purpose of providing decent housing.

Funding provided to INSIGHT, Inc. a local non-profit to purchase housing to be used for persons with developmental disabilities. INSIGHT was not able to purchase a single family property during the reporting period and their Subrecipient Agreement was extended until November 2014. In total 224 persons and 114 households were served with Community

Development Block Grant and HOME funds to address Decent Housing Objective. The following tables contains the complete listing of individual project with the number of households or people served along with a combination person/households by race, ethnicity and female head of households.

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Outcome: Availability/Accessibility Extremely

Low Low Moderate

Above 80% AMI

Total Served

Comprehensive Housing Counseling (County) 278 54 10 59 401 Comprehensive Housing Counseling (City) 67 7 0 12 86

Total Persons Served 345 61 10 71 487

Manassas City Emergency Repair Program 1 2 3 Project Mend-A-House Home Repair Program 42 20 6 68 County Administered Housing Rehabilitation 3 8 2 13 Manassas Park Housing Rehabilitation 1 1

Subtotal Households Served 46 31 8 85

Outcome: Affordability Extremely

Low Low Moderate

Above 80% AMI

Total Served

First Time Homebuyer Program (FTHB) 5 5 3 13 CHDO Affordable Units 8 8

Subtotal Households Served 13 5 3 0 21

TOTAL HOUSEHOLDS SERVED 59 36 11 106

Persons Served Household Served

For a more detailed spreadsheet of the activities undertaken for Housing see Narrative Statement A.

White 156 Black/African American 233 Asian 23 Asian & White 2 American Indian/Alaska Native 7 Native Hawaiian/Other Pacific Islander 7 American Indian/Alaska Native/White Black/African American & White 6 American Indian/Alaska Native & Black/African American

1


White 56 Black/African American 38 Asian 4 Asian & White 1 American Indian/Alaska Native Native Hawaiian/Other Pacific Islander American Indian/Alaska Native/White Black/African American & White American Indian/Alaska Native & Black/African American


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Continuum of Care

The lead entity for the Greater Prince William Area Continuum of Care (CoC) planning process is the Prince William Continuum of Care Network, from Homeless Prevention to Solutions (formerly known as the Prince William Area Homeless Services Network Council). The CoC Network continues to consist of a broad cross section of providers, in addition to public/private entities, churches and citizens.

The members gather on a monthly basis for the purpose of developing a full-service continuum of care system geared to identify and reduce homelessness in the community. These meetings provide education regarding current service and gaps identification as well as strategizing and planning toward development of needed services and housing. There is also a continued honing of their service delivery system to those in need of housing and services. Communication of meeting dates, hot issues and topics are handled through e-mail, fax, mail and telephone calls geared to engage organizations and citizens in an ongoing learning and development process. Consistent efforts are made to meet in locations and at times convenient to the majority of participants.

The Continuum of Care planning process for the Prince William Area operates throughout the year. The CoC Network has aggressively worked to develop relationships with public, private, business, church, veteran, consumer and citizen entities from the Prince William Area.

The CoC Network is the sole entity designed for the purpose of identifying the scope and depth of area homelessness. The goal is to reduce homelessness by developing a seamless system of service delivery to enable homeless individuals and families to move from homelessness to self-sufficiency and permanent housing.

Functions of the CoC are managed through multiple Community Action Teams (CAT), designed to address components of the process with emphasis being given to prevention and solutions. Each year at the Annual Meeting the CoC identifies the key issues that must be addressed, and develop CAT teams to work on the issues identified. CAT teams include Homeless Management Information System (HMIS), Ten Year Plan, Discharge Planning, CoC Application, Point In Time and Centralized Intake. The Continuum of Care includes representatives from the Prince William County (PWC) Department of Social Services, the PWC Office of Housing and Community Development (OHCD), the PWC Community Services (CS) and the Manassas City DSS. Local non-profit partners include Action in Community Through Service (ACTS), Benedictine Aid and Relief for Neighbors (BARN, Inc; Transition housing), Good Shepherd Housing Foundation, Inc. (GSHF), Northern Virginia Family Service (NVFS), Volunteers of America Chesapeake (VOAC), Benedictine Counseling Services, Catholics for Housing (CFH), Catholic Charities, Streetlight Community Outreach, D.C. Veteran’s Administration and community service organizations such as Saint Francis Outreach , Cooperative Council of Ministries (CCOM) Operation and Project Mend A House.

The CoC meets regularly throughout the year to review and refine the Area’s Continuum of Care Strategy. The CoC meets prior to the release of the SuperNOFA to discuss possible projects to be submitted.

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The CoC is in the process of determining its needs and how to best use the HUD resources to meet the growing and changing needs of homelessness in the Greater Prince William Area. We are in the process of creating an evaluation tool to measure effectiveness and quality of services to help keep member agencies focused on best practices. The CoC launched it’s coordinated intake process on March 24, 2014. An assessment and ranking process was developed in our HMIS software. Using the “No Wrong Door” approach those at risk or currently homeless person/family can call any provider of homeless services in the Greater Prince William Area. All Agencies use the same assessment tool and prioritization process. Dependent upon the specific need of the caller staff will refer the client to Prevention and Diversion services, Rapid Re-Housing or referral to emergency shelter. As the burden of monitoring projects, ranking projects and the move to combined applications for the area the CoC has made the decision to become a 501c3 organization. The reasoning behind this move is the CoC is currently run and made up of volunteers who all have full time jobs providing services to the homeless in our community. To meet the needs and challenges moving forward we will need a staff committed to working with all of the providers in the Greater Prince William Area to raise awareness, support, and cooperation/integration of services, as well as monitoring providers and submitting reports to various grantors on behalf of the providers in the community. The CoC voted to become a 501c3 organization and has submitted the required paperwork to a pro-bono attorney to file with the IRS and the State. The CoC also revisited our Ten Year Plan to End and Prevent Homelessness. We are in the process of taking the concepts in the plan and making it a real plan with action steps to guide us and the 501c3 organization moving forward. The Executive Committee includes the elected Chair, Vice-Chair, Secretary, Treasurer and the past Chairs of the Network. They meet monthly to put together the agenda for the next CoC Network meeting, discuss issues that have arisen since the previous meeting and to discuss budget issues as needed.

Actions Taken

• The PWA CoC HMIS Steering Committee continues to work with the System

Administrator to improve the overall utilization of PWAHMIS. PWC programs are participating in AHAR reporting which gives a more accurate picture of the homeless and their utilization of services.

• During this reporting period the CoC launched a Coordinated Intake process using our Homeless Management Information System software. The process was designed so clients may call any of the CoC providers. Providers use a common intake form and standardized process for assessment, prevention services, resource referrals, or dependent upon imminent need, their situation will be ranked for emergency shelter placement on a single waiting list from which shelter and transitional housing providers will bring those in most urgent need into shelter. Such an approach is only possible through agencies agreeing to use common software which can provide real time information and follow standard procedures for intake, data entry and service to the clients.

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• Using the Prince William Area Homeless Management Information persons were

counted in the Prince William Area as meeting the Federal definition of homeless. In addition to capturing an unduplicated count, the surveys provide demographics, economic status, and service needs of the Area’s homeless population. This information is used as the basis for the Gaps and Priorities Analysis of the Prince William Area’s Continuum of Care Strategy.

• Point in Time surveys provide valuable insight as to the service needs of the area’s homeless population, and assist the CoC CAT to identify appropriate goals and actions to address the needs.

• In an effort to address the issues of homelessness from a regional perspective, the annual Point in Time surveys are annually conducted in conjunction with the other Northern Virginia and Metropolitan Washington D.C. localities through the collaboration of the Metropolitan Washington Council of Governments (COG).

Actions to Prevent Homelessness

• Northern Virginia Family Service (NVFS) continues to coordinate the homelessness prevention and diversion services to clients in the greater Prince William area. During 2014, Price William County’s CoC, launched its Coordinated Intake System within the county. All calls are received at one point of entry, assessed, and filtered to the appropriate program. For many who say they are seeking shelter, after they are assessed, NVFS has found that they are in situations where homelessness could be prevented and their situation stabilized. This approach to service delivery has greatly expanded the ways to work with clients and has given the staff new tools to make lasting impact on vulnerable families. The goal of these services is to prevent homelessness, support and maintain stable housing, and improve financial stability.

• NVFS was awarded a grant by the Virginia Department of Housing and

Community Development to administer the Prevention Program since July 1, 2012. The prevention program continues to serve the greater Prince William area, to include Prince William County and the cities of Manassas and Manassas Park. While the program goal was to serve 25 households in year one, by the end of the fiscal year, NVFS served 60 households. The program distributed over $216,000 in direct assistance to for rent, rent arrears other approved expenses to help families avoid homelessness. This assistance impacted households that were at the final stages of eviction. The corner stone of the Homelessness Prevention Program is community case management; clients were able to stabilize their situations, remain housed, develop a budget/housing plan, and plan for long term success by working with their case manager to develop a safety net of ongoing resources. Program Outcomes for FY14 include:

o 100% of clients were assessed and developed a housing plan o 100% clients received case management o 100% avoided homelessness o 100% remained housed for 30 days o 100% remained housed for 60 days o 100% remained housed for 90 days

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• NVFS emergency assistance programs, which include food and financial

assistance to residents of the greater Prince William area, are able to bridge gaps in payments to utility companies and supplement food to ensure household can focus on rent and mortgage payments, thus stabilizing their situations. Within the Food Assistance Program, there are a number of special programs that are conducted throughout the year that provides additional support to the neediest families.

Program Outcomes:

Food:

Type of Food Households

Regular food 9605 USDA 8543

Holiday dinners Christmas) 303 Operation Turkey (Thanksgiving) 873

Financial Assistance:

Type of Assistance Households Amount

Utilities 667 $113,967.46 Rent (includes 1st month’s rest,

security deposit, rapid re-housing, transition in place, prevention and veterans)

225 $309,437.53

School Supplies 497

• 100% avoid shut off notices. • 100% avoid homelessness

• NVFS’ Health Access programs provided the following services throughout the

Prince William Area:

• free prescription medications • accessed to medical and/or dental care for acute, non-emergency

conditions • individuals received information and referral services

Affordable Rental Program:

• NVFS’ Affordable Rental Program is designed to work with clients whose households’ incomes under either 80% or 50% of below Area Median Income. Rents are calculated based on units, size of family, and income. The Affordable Rental program works with families to stabilize their housing by offering rental units that are affordable.

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Program Outcomes: 95% of tenants maintained stable housing. 100% of tenants meet with housing specialist upon lease signing. 100% of tenants have access to the housing specialist when resources are

needed. 100% of tenants were eligible for recertification. 58% of tenants increase their income at recertification.

Housing Location Services:

• NVFS’ Housing Location Services are a key component to the prevention and rapid re-housing programs located on the SERVE campus. NVFS has the only full time, dedicated Housing Locator in PWC who works with shelter and community residents in locating affordable rental properties. Clients are asked to fill out a brief needs assessment and the housing locator works with a wide base of landlords to try to match the needs. The program has been very successful on assisting clients on affordable, rental options in the community where they work and live. Program Outcomes: A total of 290 landlord relationships have been developed and maintained. The Housing Locator has worked with 230 clients in the community and

referred them to various community partners for housing. For FY 14, NVFS housed 155 clients with funding For FY 14, NVFS assisted with housing place for 440 without funding

(shelter and community) For FY 14, NVFS provided $102,865 in rapid rehousing funds for clients to

obtain and maintain stable housing. The Housing Location program has gained national recognition for the work

that is done with share housing, which is a benefit for clients and community members.

Shelter

• NVFS provided 26,810 night of shelter last year which is an increase from last year. The Shelter program served 631 individuals, of which 45% were children. With this increase, more families are able to address the issues which result in their homelessness and are the barriers to housing. To address homelessness and their barriers, NVFS has a wide variety of tools for clients to utilize to move from being homeless to being housed. These tools include: Case management Housing Location services Direct Financial Assistance Goal Planning Employment services Life skills courses • Child Services Coordination

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• Since 2012, NVFS has developed and implemented a Rapid Rehousing Model. To

ensure the success of the program, NVFS changed its staff structure to ensure that a more focused, housing first approach its worked on with each client. The shelter program was able to reduce the time frame for clients staying in shelter from 6 months to an average of 45 days. In July, the Shelter and Rapid Rehousing was awarded the Rapid Rehousing Certificate, a national certificate and standard. NVFS is one of 5 agencies in the Commonwealth to have achieved this accomplishment.

• NVFS clients work with a case manager and develop a Housing Stabilization Plan and explore issues that have kept them from maintaining stable housing. Clients work with the housing locator to determine what properties are available to them. The housing locator has developed an extensive landlord list and works to educate them on housing the homeless. Funds are available for security deposit, rent arrears, and rental subsidy. Program outcomes: 100% of clients were assessed and developed a stabilization plan. 97% of clients did attend the required number of case management

sessions 89% of clients attended the required number of life skills classes. 88% of singles exit shelter in within 30 days. 71% of families exit shelter within 60 days. 44% of families exit shelter within 30 days. 100% of households services did not return to homelessness 96% of clients made progress in their housing stabilization plan. 84% of clients improved their economic stability.

• In addition to shelter NVFS coordinates the greater Prince William area Child Services Coordination Program which has had a positive impact on the lives of children residing in shelters and transitional housing programs. The key objectives are to ensure a seamless enrollment of children into their schools, to include transportation and connection to other essential support services that will enhance their outcomes, despite the potential negative consequences of homelessness. The following are cumulative outcome as reported by program partners, including ACTS, VOA, NVFS, BARN, GSHF and St, Margaret’s Emergency Shelter and Transitional Housing Programs for fiscal year 2014.

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Target Outcome

100% of children will be enrolled in school within three business days of entry into the program

87% children were enrolled in school within three business days of entry into the program

100% of children will be assessed for additional services

99% of children were assessed for additional services

100% of children will receive appropriate referrals for physical and mental health needs

100% of children received appropriate referrals for physical and mental health needs

100% of children will have access to enrichment activities and resource, in the program or community, which facilitate skill building and encourage family time

100% of children had access to enrichment activities and resource, in the program or community, which facilitate skill building and encourage family time

• Prince William County and the Cities of Manassas and Manassas Park Departments of Social Services administered seasonal fuel assistance programs to meet the heating needs of low-income households.

• Prince William County provided staff and operating costs for Homeless Coordination Services located in the Department of Social Services.

• ACTS provided three programs for sheltered and unsheltered individuals in need of Trauma Services focusing on the crisis areas of suicide, domestic violence and sexual assault. Interventions in these areas of interpersonal violence assist individuals and their families in overcoming barriers to short and long term stability and sustainability:

• ACTS Helpline is a 24 hour anonymous and confidential crisis hotline advising individuals of various resources including those to prevent and end homelessness. Last year the Helpline received 42,841 calls and provided the following services; 3,671 calls came from individuals reporting they were suicidal, 3,683 calls were provided resource and referral services, provided crisis intervention for 15,179 calls, made 12,917 reassurance calls to seniors and home bound individuals. Helpline provides support groups for individuals and families impacted by the trauma of suicide and partners with law enforcement when responding to the needs of families in the midst of a completed suicide.

• ACTS Turning Points Domestic Violence Intervention and Prevention Program provided assistance to over 4,603 including individual counseling, support groups for primary victims, family members and children, behavioral intervention classes for perpetrators, court advocacy and accompaniment, safe houses as refuge for

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individuals and families from their abuser, and healthy relationship education for youth and adults.

• ACTS SAVAS provided sexual assault crisis services to 452individuals including crisis intervention counseling support groups for adults and minors, a 24 hour hotline, and crisis hospital accompaniment, court accompaniment and advocacy and counseling and relocation assistance for human trafficking victims.

• ACTS Emergency Assistance Program provides emergency food and financial

support for families and persons who struggle with food insecurity and financial security for their households. Partnering with over 30 groups from the faith community, they provide assistance for families with emergency needs. ACTS assisted 33,408 individuals with 605,974 pounds of food assistance. ACTS provided $263,168 to 1,762 households to prevent utility disconnects and provide prescriptions for the uninsured. Emergency food assistance is also provided to disabled and homebound individuals. These emergency responses to basic needs allow individuals to focus on other needs including housing, medical, childcare and transportation costs, thus establishing or maintaining stability in their situation and diversion from potential homelessness. The provision of

• ACTS Thrift Store provided disadvantaged families with $40,000 of Thrift Store

vouchers used to purchase basic necessities of clothing, household furnishings and supplies.

• ACTS enrolled 40 low-income adults in their Employment Program, Certified Nurse’s Assistant Training, providing access to a career in the health field and increase their earning potential. The integration of comprehensive wrap around services to assist in overcoming situational and environmental obstacles include assistance with long term sustainability planning, tutoring and job placement. . Increased employment is one of the goals of the Ten Year Plan to End Homelessness.

• ACTS, in partnership with local health care providers, administered a Wellness Program for individuals and families experiencing homelessness. In FY 14 the program provided health related educational opportunities, funding for medical appointments and related transportation for individuals experiencing homelessness.

• ACTS provided 19,493 nights of shelter last year, serving 440 individuals, 352 of whom were children. With the support of Program Staff, each household establishes their Individual Service Plan, centered around their self identified strengths as well as barriers to housing stability. Each household is provided with resources and tools designed to equip them achieve their individual level of self sufficiency and success in housing stability including but not limited to: case management, housing location assistance, life skills opportunities, coaching and mentoring, employment skills, financial assistance, financial education and child services coordination services. As a Housing First Program, households work closely with program staff focusing on identifying and obtaining sustainable housing options. as well as. Households continue to work with program staff once re-housed, focusing on their self identified goals and opportunities including employment, transportation, childcare, healthcare and education. This holistic

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approach, with a focus on obtaining housing, ensures limited exposure to homelessness and an increased success in obtaining and maintain individual levels of self sufficiency and sustainability. Utilizing this model, 200 individuals, 109 of whom were children, in 59 households were Rapidly Re-housed last year.

• Prince William County Cooperative Extension Office receives CDBG funds to provide financial and budget counseling for Prince William Area residents.

• Through the Prince William County Cooperative Extension Office Mortgage Default Counseling Program provides households with assistance for mortgage default so they do not lose their home to foreclosure. .

• To address financial education and counseling to avoid foreclosure and avoid

homelessness the Extension Office provides the following: Delivered Smart Money Management Workshops providing basic money

management and financial literacy education. Delivered Home Ownership Seminars covering all aspects of Home

Ownership including mortgage financing with 282 people participating in the seminar

Delivered personal finance related workshops at non profit organizations such as SERVE and ACTS to address the needs of families in transitional housing or who are in danger of not meeting the basic living expenses.

Participate in Homeownership events, counseling families in mortgage default or potentially facing default.

Participate in the Prince William County Home Buying Information Fair and manage the free credit report service. Pull Credit reports and met with people to interpret their credit report.

Take part in the City of Manassas Employee Housing Information Session along with other housing and non-profit groups. Extension staff provided information on foreclosure prevention options.

• Project Mend-A-House's volunteers assisted 257 senior, disabled, veteran and low-

income clients with a variety of essential safety home repair and modification projects. Many of these projects increased client accessibility and mobility. Sixty-three [63] % of the beneficiaries earned less than 30% of the area median income, eighteen point twenty nine [18.29]% earned less than 50 percent of the area median income and seven [7] percent earned between 50 and 80% of the area median income.

• CCDA served 61 unduplicated clients (consisting of 39 children, 22 adults in 19 families) with housing and support services including case management, on-site counseling, children’s programming and life skills classes. Additionally CCDA paid for licensed daycare for all 19 families in need.

• 79% of CCDA households demonstrated improvement in the areas of debt reduction, savings, credit repair, career advancement and rental history.

• BARN has continued its transitional housing program and has been working to reduce the length of stay. By reducing the length of stay BARN has been able to serve more families each year. Last year BARN’s Transitional Housing Program

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assisted 27 families (28 adults and 50 children) a 10% increase from last year. BARN also assisted 51 households in its rapid rehousing program.

• BARN continues to see families increase their income while involved in the programs. The transitional housing clients saw an increase in monthly income on average of $637 while rapid rehousing clients say a more modest increase of only an average of $26 per month.

• 100% of the school age children were provided tutoring/educational enrichment

activities at BARN with the help of our Educational Liaison and volunteer tutors. • 98% of the families who left BARN’s Transitional Housing Program moved into

permanent housing.

Actions to Address Emergency Shelter Needs, including Sub-populations

• Area providers participated in the "Single Point in Time" count of all homeless known to emergency shelters, transitional housing, and the winter-only shelter, as well as the unsheltered homeless, and those turned away from shelters and transitional programs.

• DSS, hospital, Community Services personnel are linking the chronically homeless to other mainstream resources which may be available to assist with individual special needs.

• The Drop-In Center continues to operate providing food, clothing, and referral services. An on-site PATH therapist is available twice a week to serve the needs of the homeless with serious mental illness. The Drop-In Center also offers educational programming such as GED to clients. This year they have had two graduates, with both going on to take classes at NOVA and three others preparing for the test.

• ACTS, Inc. through their Thrift Store provided vouchers to the chronically homeless to purchase necessary items such as blankets, clothing, socks. Food, emergency prescriptions and personal hygiene items were provided by the Food Pantry and Emergency Assistance Program.

• ACTS, Inc. provided 19,493 nights of emergency shelter at its homeless shelter and domestic violence safe house. The services are provided on site, as part of the Client Centered and Strength Based Case Management include access employment coaching, financial education, access to CS Therapists, parenting coaching, mentoring, GED tutoring and tutoring for minors.

• ACTS successfully employed the Rapid Re-Housing Model, fully complying with state and federal guidelines. In FY 13 ACTS provided $186,000 to 53 households, assisting with security deposit, first month and subsequent rent as necessary. Case Managers, having established positive and constructive working

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relationships with local landlords, work with program recipients to locate and secure appropriate housing needs. A Community Based Client Centered and Strength Based Case Management was provided to all households, ensuring that all individuals had access to employment coaching, financial education, access to CS Therapists, parenting coaching, mentoring, GED tutoring and tutoring for minors as well as the full scope of services offered under the ACTS umbrella. This client centric approach follows the philosophy of addressing the comprehensive needs of the family unit by acknowledging housing as a need that reaches beyond a physical space.

• The Dept of Social Services continued to operate the winter shelter, providing overnight shelter for single homeless individuals, 18 years and older. The shelter operates from November 1st through March 31st from 6:30 p.m. to 7 a.m., seven days a week. Meals, beds and showers are provided in a warm and safe environment. Additional services provided include mental health services through the Community Services (CS). CS Path therapists are on site to meet with individuals as needed four days a week. Meals are donated by the cooperative Council of Ministries (CCoM) and other volunteers.

• PATH Program (Projects to Assist in Transition from Homelessness) is administered through CS. The program provides outreach, primarily using the local philosophy of “meeting them where they are”, counseling, assessment, and links to local and mainstream services, particularly mental health.

• A.A., N.A. and C.A. meetings are offered twice a week at the Homeless Prevention Center with transportation provided by church volunteers for the chronically homeless from the Winter Only Shelter and Drop in Center.

• The Prince William County and City of Manassas Departments of Social Services

distribute prescription discount cards to all area homeless providers and facilities. Currently, the prescription discount card can be obtained at any Prince William Board of County Supervisor's office, at the Sudley North Government Center and the Dr. A.J. Ferlazzo office of Department of Social Services, at all of the Prince William County libraries, Giant Pharmacies in Prince William County, the James J. McCoart Administration Building information desk, all County Health Department offices, the free clinic, Medical Van, Office of Criminal Justice Services in the Dr. A.J. Ferlazzo Building, County Human Resources, Homeless Shelters, the Winter Shelter, and Drop-in Center, Area Agency on Aging at Sudley North, and at the Manassas and Woodbridge Senior Centers, Manassas Community Services Board, SN Tax Office, county non-profits including ACTS, NVFS, BARN, Good Shepherd Housing Foundation, Volunteers of America Homeless Prevention Center, Office on Youth and School Age Care, Potomac Hospital, Toda's Market and at the Office of Housing and Community Development, Altmed, Emergicare, Primero Mercado, Rite Aid 24 Hour Pharmacy on Centreville Road in Manassas, CVS 24 hour Pharmacies on Centerville Road and Sudley Road in Manassas, Prince William Hospital Main ER, Quick ER and ER Jr. as well as the City of Manassas Department of Social Services West Street Building

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• StreetLight Community Outreach Ministries hosts a complimentary weekly

outreach dinner for the chronically homeless, homeless and at-risk homeless. Approximately 130-160 people are served each week. In addition to a nutritious meal, homeless receive services from PWC Path workers who attend in an effort to connect homeless with community services. Also, StreetLight distributes crisis needs such as tents, sleeping bags, propane and clothing during this outreach as well as during quarterly campsite outreach visits.

• StreetLight provides temporary shelter for up to 2 homeless persons per month who are being discharged from the hospital because they no longer meet impatient criteria, but who are still too ill to live on the streets. Supported services include licensed in-home nursing care, referral and application support for mainstream services, care coordination for doctor visits and medical tests, intensive case management, a Job Readiness Program, recovery referral, life skills training and volunteer mentorship support.

• The Prince William Area operated many programs that focus on sub-populations of

homeless persons. Some examples are Disabled American Veterans, Georgetown South Neighborhood Task Force (Minorities), Mom’s Program (single mothers), Community Services and Good Shepherd Housing Foundation (mentally ill, dually diagnosed,). Turning Points (domestic violence), Volunteers of America, Chesapeake (homeless men with substance abuse), Gainesville Women’s Youth Home (pregnant youth), American Legion Post 10 (veterans), and Re-integration Services and SAW (ex-offenders).

• Staff at each shelter conducted intake and assessment, with clinical advisory staff to identify other issues.

• Shelters provided and distributed free bus tokens, cab rides and volunteer drivers to promote accessibility to service and area resources.

Actions to Address Transitional Housing Needs

• NVFS’ transitional housing program continued to provide an intensive, one-year transitional housing program to more than 7 families living in NVFS-owned homes. All program participants receive up to two years of intensive case management, coupled with individual and group-based life skills training and education. During FY14, clients achieved the following outcomes:

100% of clients were assessed and developed a stabilization plan 100% of clients maintained stable housing. 100% of clients made progress in their housing stabilization plan as

demonstrated by a minimum of 1 goal being achieved. 66% of clients improved their economic stability by achieving at least one

of the following: o increases income through employment o increases income through public benefits o saves money weekly o improving credit score

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o monthly into savings o knows/understands credit score o improves credit score

• All of the Area’s Transitional Housing Programs provided intensive case

management services for transitional housing participants and their children. • ACTS Transitional Housing continued to provide their intensive and Client

Centered and Strength Based Case Management program to 25 individuals. All clients have access to employment coaching, financial education, access to CS Therapists, parenting coaching, mentoring, GED tutoring and tutoring for minors. During FY 14 program participants achieved the following outcomes: Three families have successfully moved into permanent housing; two of

them doing so with assistance from Rapid Re-housing Funds. 100% of program participants are engaged in a housing plan and have

been educated on housing resources. 100% of clients are actively engaged in the pursuit of increased income

through means of furthered education, GED obtainment and job placement skill classes.

• BARN has continued its mission as a transitional housing program. Over the last

six years we have found that families who stay at BARN over a year tend to lose momentum due in large part to the stress of group living. Six years ago our average length of stay was 16 months, two years ago our average length of stay was 10 months, and last year (thanks to rapid rehousing money provided by the state) the average length of stay was six months. Our goal is to help families get into housing as quickly as possible and help them sustain it.

• BARN has continued its transitional housing program and has been working to

reduce the length of stay. By reducing the length of stay BARN has been able to serve more families each year. Last year BARN’s Transitional Housing Program assisted 27 families (28 adults and 50 children) a 10% increase from last year. BARN also assisted 51 households in its rapid rehousing program.

• BARN continues to see families increase their income while involved in the programs. The transitional housing clients saw an increase in monthly income on average of $637 while rapid rehousing clients say a more modest increase of only an average of $26 per month.

• 100% of the school age children were provided tutoring/educational enrichment

activities at BARN with the help of our Educational Liaison and volunteer tutors.

• 98% of the families who left BARN’s Transitional Housing Program moved into permanent housing.

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• StreetLight Community Outreach Ministries provided transitional group housing to three men. Coupled with the housing is intensive case management and supportive services such as a Job Readiness Program, Recovery Program, life skills training and volunteer mentorship support. Also, as with all clients in StreetLight’s supportive housing programs, these individuals have access to the full continuum of support offered by StreetLight’s outreach programs including food, home supplies assistance, prescriptions, and access to medical care.

• 100% maintained safe, permanent housing • 100% obtained jobs • 70% maintained steady employment • 100% experienced increased physical well-being • 100% maintained sobriety

• Good Shepherd Housing Foundations Transitional Housing Partnership Program

funded through the Supportive Housing Program funds and Good Shepherd funds provided two year transitional housing opportunities for seven families in scattered site leased apartments which can be leased by the family as permanent rental housing upon completion of the transitional housing program. Case management is provided through Foundation staff.

• Good Shepherd’s Housing Partnership Program provides three to five year

housing and case management services to five families with case management provided by Foundation staff. This program allows people to complete extended education and /or employment programs.

• St. Margaret of Cortona, a program of Catholic Charities (CCDA) provides

transitional housing to homeless families exiting shelters for up to 24 months. However, the average length of stay is much lower – around 18 months. It is part of the organization’s strategic plan to lessen the mean length of stay and move families to permanent housing more quickly. We had the following highlights from the past year:

Actions to Help Homeless Persons Transition to Permanent Housing

• NVFS’ programs on the SERVE campus are an integrated network of prevention and rapid re-housing services designed to help reduce barriers in attaining affordable housing for individuals and families. These services address the serious issues of homeless and precariously housed persons with a focus on prevention, housing stabilization and rapid re-housing through immediate assessment and intervention. By providing a full complement of wrap-around services and supports that are accessible on the SERVE campus, elsewhere within the organization, or through community partners, NVFS has the ability to provide a fully integrated system of care that prioritizes needs, identifies barriers, and works rapidly towards permanent housing solutions.

• NVFS’ homeless services team is highly specialized, and assesses each client in

the shelter and housing services programs on an ongoing basis. Each review assesses the services needed by each individual and family that will help ensure that they are positioned to not only obtain but also maintain permanent housing. As a complement to the programming provided through NVFS’ homeless services

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programming, SERVE staff work in partnership with the local community to link persons with access to primary care, oral health care, employment, training or educational activities, child care, transportation programs and other resources uniquely required by each household served. A key piece of the initial client assessment is to identify the mainstream resources already being accessed by individuals while also assisting clients in accessing those services for which they may be eligible but are not currently receiving, such as Social Security Disability Insurance, Medicaid, Food Stamps, etc.

• Within NVFS, families and individuals are provided access to a broad spectrum of

programs that provide emergency assistance, workforce development training, a full continuum of safe and stable housing options, health and mental health services and early childhood programming. In addition to these programs, NVFS employs over 300 individuals, which results in a highly capable workforce of subject matter experts in issues ranging from domestic violence, to substance abuse, mental health and immigration, in addition to the myriad issues SERVE clients face every day. These intra-agency support and consultation opportunities provide rich resources to clients.

• A critical component within NVFS’ rapid re-housing efforts is the housing locator

position. The primary function of this position is to identify creative, affordable rental opportunities while brokering significant relationships with landlords in the community on behalf of those served by the agency. This position works with shelter and community clients. NVFS is uniquely positioned as the only non-profit provider in the greater Prince William area to have a Housing Locator on staff who works in an integrated manner within SERVE’s homeless/prevention services system of care.

• NVFS’ community case manager (CCM) position works in the shelter and rapid re-

housing program. The purpose of the CCM is to provide case management to those who have moved into permanent housing, with the goal of maintaining a safe, stable environment. Assistance with employment, community resources, financial literacy, and life skills are offered to clients as they make the transition from homeless to being a renter. This position is critical during a client’s adjustment into the community and continues with the goals on the Housing Stabilization Plan. The support and resources that are offered to clients during their first three months of housing can set the course for them to success and maintain a permanent home.

• BARN continues to be focused on moving families into permanent housing as quickly as possible and allowing families to develop the skills they need to stay housed. While families are at BARN they work on budgeting skills, paying down debts, improving job skills, getting connected to main stream benefits, and improving parenting skills. While we help the parents we also help the children with education as education is a big focus of BARN. Two nights per week BARN provides tutoring to all children pre-k through 12th grade. It is our hope that the children will do well in school, develop a life-long love of learning and avoid becoming homeless in the future (100% of BARN’s school age children benefitted from this program).

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• Good Shepherd Housing Foundation through a combination of SHP and Good Shepherd funds provided for the Shepherd Leasing Program and were successful in lease 9 units to provide permanent supportive housing for 8 homeless chronically mentally ill individuals and 1 family. The program uses the Housing First Model with Community Services providing mental health services for the residents.

• Good Shepherd Housing Foundation’s Shepherd House I, II and III Programs

provided permanent housing for fifteen (15) formerly homeless individuals with chronic mental illness along with intensive mental health services provided by Community Services. Two of the three Shepherd Homes have been completely renovated with Home Investment Partnership (HOME) Community Housing Development Organization (CHDO) funds. The third property is awaiting approval of HOME CHDO funding. Good Shepherd Housing Foundation provides half of the permanent beds for those seriously mentally ill in Prince William County. Their partnership with Prince William County Community Services assures comprehensive case management and critical mental health services to those most in need.

• Good Shepherd Housing Foundation’s nine (9) unit Affordable Rentals program

provides an opportunity for 8 families leaving emergency shelters and transitional housing programs to obtain affordable permanent rental housing. The additional rental townhouse serves as a permanent home to two men with serious mental illness.

• Transitional Housing residents are encouraged to participate in the Prince William

County’s Cooperative Extension Budgeting and Financial Counseling program and seminars.

• StreetLight Community Outreach Ministries provided two permanent supported group homes of the same sex to house five men and three women. Coupled with this supported housing is intensive case management and supportive services such as a Job Readiness Program, Recovery Referral, life skills training and volunteer mentorship support. Also, as with all clients in StreetLight’s supportive housing programs, these individuals have access to the full continuum of support offered by StreetLight’s outreach programs including food, home supplies assistance, prescriptions, and access to medical care.

• 100% of clients maintained safe, permanent housing • 95% obtained jobs/disability benefits • 75% of clients, not on disability, maintained steady employment • 100% experienced increased physical well-being • 75% achieved and maintained sobriety

• StreetLight provides permanent supported housing to four homeless adults who

are medically fragile. Supported services include licensed in-home nursing care, referral and application support for mainstream services, care coordination for

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doctor visits and medical tests, intensive case management, a Job Readiness Program, recovery referral, life skills training and volunteer mentorship support. Also, as with all clients in StreetLight’s supportive housing programs, these individuals have access to the full continuum of support offered by StreetLight’s outreach programs including food, home supplies assistance, prescriptions, and access to medical care.

• 100% of clients maintained safe, permanent housing • 100% of clients received in-home nursing care

• 100% of clients experienced increased physical well-being • 100% of clients received medication management instruction • 80% experienced improved health literacy

Decision on Emergency Solution Grant Funding Under the Interim Rule, the total amount of the County’s fiscal year grant that may be used for street outreach and emergency shelter activities cannot exceed the greater of:

1) 60% of the County’s fiscal year grant; or 2) the amount of the Federal Fiscal Year 2010 grant funds committed by contract

between the date HUD signed the Federal Fiscal Year 2010 grant and January 4, 2012, the effective date of the Interim Rule. All Agreements were signed during this period.

HUD strongly encouraged each jurisdiction to focus as much of its new ESG funding as possible on rapidly re-housing individuals and families living on the streets or in emergency shelters. While both rapid re-housing and homelessness prevention are eligible activities, only rapid re-housing assistance targets those individuals and families living on the streets or in shelters. Effective rapid re-housing programs help people transition out of the homeless assistance system as quickly as possible, decreasing the number of persons who are homeless within the community. For both fiscal years the funding for Rapid Re-housing will be administered by the five nonprofit agencies to include ACTS Emergency Shelter, Volunteers of America Chesapeake, Inc. Hilda Barg Homeless Prevention Center, Department of Social Services Winter-Only Shelter, Transitional Housing BARN, Inc. and Northern Virginia Family Service SERVE Shelter. Following the close out of Fiscal Year 2013 the Continuum of Care examined the allocating of funds and decided that a pool of funding as was done in FY13 serves the community best. The Continuum of Care decided upon this distribution based upon their memberships recommendations taking into consideration the needs of the community. Homelessness Management Information System (HMIS) Through effective administration of the Prince William Area Homeless Management Information System (HMIS) the CoC will comply with requirements set forth in the HEARTH ACT and the Homeless Emergency Assistance and Rapid Transition to Housing: Continuum of Care Program; Interim Final Rule. HMIS processes have been

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implemented to ensure PWA’s participation using HMIS generated data for HUD’s Annual Homeless Assessment Report (AHAR) to Congress, required Point in Time Counts, and Annual Performance Reports for HUD SHP, ESG and State funded programs. HMIS Governance Charter In February 2013, the CoC adopted the HMIS Governance Charter to ensure that the Prince William Area Homeless Management Information System (HMIS) is administered in compliance with the requirements set forth in 24 CFR Part 578 Homeless Emergency Assistance and Rapid Transition to Housing: Continuum of Care Program; Interim Final Rule published July 31, 2012. In July 2014, the PWA CoC, in consultation with the HMIS Lead Agency completed the annual update of the Governance Charter, including all HMIS policies and procedures needed to comply with the Final Rule and with HMIS requirements as prescribed by HUD. The Governance Charter established the following roles for the CoC and HMIS Lead Agency: Role of the CoC

1. Designate a single Homeless Management Information System (HMIS) for the geographic area

2. Designate an eligible applicant to manage the CoC’s HMIS, which will be known as the HMIS Lead Agency

3. Review, revise, and approve policies, procedures, privacy plan, security plan, and data quality plan for the HMIS

4. Incorporate into the CoC's Governance Charter the policies and procedures needed to implement these plans and comply with other HMIS-related requirements

5. Ensure consistent participation of all Covered Homeless Organizations (CHOs) required to enter client level data into HMIS

6. Ensure the HMIS is administered in compliance with requirements prescribed by HUD

7. Appoint members to a CoC HMIS Steering Committee to act as an advisory committee to the CoC’s HMIS project in the following areas: -Developing/revising guidelines, policies, procedures -Defining criteria, standards and parameters for the release of aggregate data -Identification of funding sources and establishing agency HMIS fees to support the HMIS implementation -Data quality assurance accountability -Develop/revise privacy protection provisions and security plans

Role of the HMIS Lead Agency

1. Execute necessary contracts with the designated Homeless Management Information System (HMIS) software provider

2. Oversee the administration of the HMIS Implementation for the PWA 3. Act as fiduciary agent for HMIS grant funds awarded through competitive CoC

Program applications 4. Develop written policies and procedures for the PWA HMIS Implementation and all

Covered Homeless Organizations (CHOs) in conjunction with the HMIS Steering Committee

5. Execute a HMIS participation agreement with each CHO

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6. Serve as the applicant to HUD for any HMIS grants that will cover the Continuum of Care geographic area

7. Monitor compliance by all CHOs of the CoC 8. Retain copies of all contracts and agreements executed as part of the

administration and management of the HMIS or as required to comply with HUD requirements

Confidentiality All Prince William Area Homeless Provides utilize HMIS as a means to continually improve the quality of homeless and housing services with the goal of eliminating homelessness in the Prince William Area and to vigilantly maintain client confidentiality. It is the responsibility of the user to ensure that the client data is only used to the ends which it was collected, ends that have been made explicit to clients and are consistent with the mission of the Continuum of Care Network to assist families and individuals in the Prince William Area to resolve their housing crisis. Proper user training and clear understanding of client confidentiality is vital to achieve these goals. Relevant points to client confidentiality include:

• A client consent form must be signed by each client whose data is to be entered into HMIS database;

• Client consent may be revoked by that client at any time through a written notice; • No client may be denied services for failure to provided consent for HMIS data

collection; • Clients have right to inspect, copy and request changes to their HMIS records; • Excluding information found in client profile, HMIS users may not share client data

with any connecting agency that is not specified in their agency’s HMIS Agreement without obtaining written permission from the client;

• HIMIS users will maintain HMIS data in such a way as to protect against revealing the identity of clients to unauthorized agencies, individuals or entities;

• HMIS users found to be in violation of the points of client confidentiality in their User Agreement may be denied access to the HMIS database

Agency Responsibilities All HMIS agencies must appoint a lead HMIS Agency Administrator whose responsibility will include:

• Active Participation in HMIS Steering Committee; • Train new or replacement staff on the use of HMIS database • Ensure that Agency client entries, exits and changes have been completed by the

end of the month • Monitor agency data timeliness and data accuracy through use of the ServicePoint

ART Viewer license to run and troubleshoot ServicePoint reports on a monthly basis;

• Submit Program Census Report (#0315) to the Department of Social Services (DSS) by the 10th of the month;

• Submit a Data Completeness Report (#0252) for each agency program to the HMIS Administrator by the 11th of the following month to demonstrate timely data entry and compliance with 100% completion of HUD’s Universal Data Elements requirement

• Promptly notify the System Administrator to deactivate user licenses within one day of the HMIS licensee’s departure from the agency or elimination of responsibility for HMIS data entry.

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• Count for the last Wednesday of each month must correspond in both the DSS Monthly Report and HMIS generated Program Census Report (#0315)

• Each HMIS user must sign a confidentiality user agreement form • All clients must sign a Release of Information specifically for HMIS.

HMIS Standard Operating Procedures for Data Quality & Timeliness Assurance Data quality and timeliness procedures were initially adopted in 2011 and in February 2013 incorporated into the Prince William Area HMIS Governance Charter, HMIS Policies and Procedures and enforced with participating agencies through execution of Agency Agreements and User Agreements. Each agency has a designated Agency Administrator who is responsible for monitoring and coordinating HMIS data quality for the agency's programs. The Agency Administrator is responsible for running data quality reports throughout the month and providing technical assistance to the agency users to correct any data quality deficiencies. The Agency Administrator generates a combined agency program Data Completeness Report (#0252) which is submitted PWA System Administrator by the 11th of the following month. The System Administrator reviews all agency submissions and provides technical assistance to Agency Administrators and end users with the goal of maintaining timely data entry and compliance with 100% completion of HUD’s Universal Data Elements requirement. Beginning 10-1 each year throughout the AHAR year the System Administrator runs a CoC wide combined agency Data Quality Report and reports to the CoC at each monthly CoC meeting. The System Administrator posts the monthly Combined Agency Data Quality Report on the CoC’s wikispace for viewing. This process has proved to be very effecting in achieving and maintaining a high level of data quality throughout the AHAR year. In December 2013, the CoC adopted a data entry timeliness standard to ensure that valid program entry and exit dates are recorded in HMIS. Persons responsible for data entry must enter into HMIS all program client entries, exits, changes and services by 2 p.m. the following business day of the date of entry, exit, change and service. Agencies will monitor end user compliance to the adopted data entry timeliness standard. Agency Administrators are responsible for monitoring user compliance with data entry timeliness standards by using the HMIS Expedience of Entry, Service and Referral (#0361) and reporting user and agency timeliness outcomes to the Agency Executive Director or their designee. The 0361 report calculates timeliness based on calendar day, not business day. For purposes of measuring timeliness using the 0361 report the timeliness threshold will be 1.5 days or less. Users who are not in compliance with the timeliness standards will be referred to their direct supervisor for counseling and appropriate action to ensure future compliance. The CoC will monitor all HMIS Agency Compliance through use of the 0361 Expedience of Entry, Service and Referral in a combined Agency report which will be run by the HMIS System Administrator and reported to the CoC at the monthly CoC Meeting. The CoC will hold the Agencies accountable for compliance with the 1.5 days or less timeliness standard as it monitors and evaluates the individual Agency program Outcomes for annual reporting or application for funding. In connection with Prevention and Rapid Rehousing Programs the System Administrator in conjunction with the Agency Administrator has been monitoring data quality and completeness using a modified version of ServicePoint’s 0650 Statistical Report. The

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report tracks prevention and rehousing services, funding provided to clients assisted with ESG and the State of Virginia’s HSG programs. HMIS Participation by Prevention and Rapid Rehousing Programs During the FY14 reporting period new Prevention and Rapid Rehousing Programs began through the County’s ESG entitlement and funding from the State of Virginia. Five PWA agencies received these funds to prevent homelessness and assist homeless families transition to permanent housing. Agencies combined resources to fund costs associated with HMIS System Administration and data entry for these new programs. HMIS users in funded agencies received training on the Prevention and Rapid Rehousing HMIS workflow. All funded agencies complied with HUD and State requirements regarding HMIS participation for client level data entry and reporting purposes.

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E. Other Actions According to the Consolidated Plan (FY2011-2015) affordable housing

development in Prince William County has been hindered in recent years due to the high cost of labor and land. The limited number of multifamily or rental housing and high rents leave lower income and young families with very few housing options.

The Planning Department administers voluntary proffer conditions in the cases of

rezoning. The Policy Guide for Monetary Contributions calls for 100 percent contributions with certain exceptions, such as economic development projects and age restricted housing. Developers, who pay the proffers, pass the cost on to home buyers, which can account for some of the increases in home costs. But sometimes, developers avoid paying the proffers by building on land that doesn't require a zoning change, which makes the land even more expensive.

The NIMBY attitude of citizens towards affordable housing was stated to be another barrier in the development of affordable housing in some neighborhoods.

1) Removing Barriers to Affordable Housing: The Board of County Supervisors directed the Planning Office to aggressively seek voluntary proffers for affordable workforce housing from developers. • County staff has drafted a Model Affordable Workforce Housing

Proffer statement.

• The Office of Housing and Community Development continues to administer the Homeownership Assistance Program which provides loans to First-Time Homebuyers for downpayment and closing cost assistance. For FY14 a total of 13 first-time homebuyers were assisted with downpayment and closed using federal HOME funds. This brings the goal to 33 households served or 94% of the 5-Year goal.

• In FY14, First-Time Homebuyer funds were used to leverage $955,295 in VHDA Community Homeownership Revitalization Program (CHRP) funds which provided lower interest rate first loans for first-time homebuyers.

• FY14 the Office of Housing and Community Development’s HOME

CHDO set aside, Good Shepherd Housing Foundation received a total of $366,769.75 which was use for rehabilitation of two single family property used for affordable housing for households with incomes less than HUD’s 30% Area Median Income.

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• Although the Board is not pursuing a mandatory MPDU, it directed

staff to aggressively pursue voluntary workforce housing units, or cash contribution for housing to the Housing Development Trust Fund.

• Office of Housing and Community Development staff is requesting developers to proffer 5% of the number of units developed as either affordable for sale or rental units. In lieu of development of affordable units, the cash contribution has been increased from $250 to $1,000 per unit approved in the rezoning request of the developer.

2) Expand Homeownership Education:

Expand homebuyer education and credit repair classes to increase the stream of qualified homebuyers entering the housing market.

The output measure is to educate 675 potential persons over a 5 year period or 140 annually. Community Development Block Grant Funding of $52,080 (County) and $8,055 (City) were provided to Cooperative Extension Service to provide to low-and moderate-income (LMI) Prince William County and Manassas City residents credit counseling, pre-and post-purchase homeownership counseling to assist first-time homebuyers, information regarding protections established under the Fair Housing Act and legal rights under the Virginia Residential Landlord and Tenant Act. 487 persons were provided this service for FY14 which represents 216% towards the five year goal (FY2011-2015).

3) Reducing Lead-Based Paint Hazards: As stated in the Consolidated

Plan, lead-based paint is not a major health hazard. Prince William County does not operate a separate Lead-Based Paint Program. According to the 2000 U.S. Census, about eight percent of the housing stock in Prince William County was built prior to 1960, compared to about 11 percent in Manassas, and nearly 32 percent in Manassas Park. Because the age of housing stock and scarce sources of prevalent health hazards due to lead poisoning in the county, programs for lead based abatement do not have a high priority. The County evaluates all rehabilitation projects for lead-based paint prior to construction and takes all appropriate measures to remove identified hazards.

During the FY14 program year, Prince William County has continued to demonstrate its commitment to the eradication of lead-base paint hazards. The County’s Office of Housing and Community Development (OHCD) utilizes the federal guidelines for all housing rehabilitation, homebuyer programs, special needs housing, and tenant based rental assistance programs. The cost related to the required lead-based paint regulations, such as paint testing, risk assessment, hazard reduction or abatement and clearance are provided in the form of a grant. OHCD also focuses on information distribution and educational opportunities. For FY13 the County entered into a new contract with a licensed Environmental Agency to perform testing. The cost for testing from this agency is $600 for testing and $600 for clearance testing. This is considerably cheaper than the previous vendor and thereby reducing the overall cost of reducing lead based paint hazards.

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4) Anti-Poverty Strategy: As stated in the Consolidated Plan, Prince William

County maximizes available Federal, State and local funding to provide an array of anti-poverty interventions. Most of these programs are administered by the County and City Department of Social Services. However, some programs are administered by other county agencies or by non-profits organizations. The Department of Social Services provides the following anti-poverty initiatives, services and programs:

• Information Services • Employment Services • Benefit Programs • Child Care Services • Partnerships

5) Institutional Structure and Relationships: As stated in Consolidated Plan, the Prince William Area continues to benefit from the cooperation and collaboration of all of its agencies and institutions, be they public or private.

The County Social Services programs are guided by an administrative board composed of Area citizens. Housing and Community Development programs and services are overseen and guided by the Prince William County Housing Board.

Other groups and coalitions such as the Continuum of Care Network, the Senior Housing Providers Group and the County's and Cities Disabilities Services Committee also lend support and coordination to Area programs and services. The Clean Community Council provides classes throughout the year for members of local homeowners association to inform them about County government. The Office of Housing and Community Development play a role in this educational opportunity by informing the citizens about the various programs and services available to citizens, specifically relating to housing and community development. The Community Leadership Institute in the County's Office of Executive Management continues to educate and engage pro-active citizens in the various functions and programs serving a wide variety of Area persons and households. Thus, through this reporting period, "gaps" were not apparent in the institutional structure related to housing and community development activities in the Prince William Area.

6) Coordination of Public and Private Efforts:

Prince William County meets regularly with non-profit service providers, faith-based organizations, educational institutions, other government entities, and various agencies and organizations to ensure that the needs of the community are addressed. The County serves as a conduit to enable non-profits and faith-based organization to stay abreast of training and

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conferences being offered that will enhance the delivery of their services. The County continues to strengthen existing relationships and build new relationships with private and public organizations, social service agencies, neighborhood associations, and the faith-based community, and attend meetings of other organizations promoting community development. Prince William County’s Office of Housing and Community Development (OHCD) provides technical support to various agencies for submitting applications in response to HUD’s Supportive Housing Grant Program. The OHCD also coordinates with County’s Human Services Management Team in improving programs for lower income households. Also, various agencies assist OHCD in the operation of the Rental Assistance Family Self-Sufficiency Program. Community Housing Development Organizations (CHDO) utilizes HOME funds for the development of affordable housing projects. The OHCD operates its housing programs under Formal Agreements and Memoranda of Understanding with various agencies at the county and state levels. The OHCD cooperates with various agencies including County’s Department of Social Services, Cooperative Extension Service, Police Department, and Planning Department. At the state level the OHCD cooperated with Virginia Department of Housing and Community Development, and the Virginia Housing Development Authority through Formal Agreements. Prince William County and the Cities of Manassas and Manassas Park have their cooperative agreements under HUD’s Entitlement Urban County Status. The OHCD works diligently with Human Services Management Team, Planning Office, and CHDO’s improving the programs and services aimed at very low-income and low-income persons in the Prince William County Area.

OHCD continues to improve coordination efforts between the County and other agencies committed to the improvement of housing and community development in Prince William County. The Prince William County Housing Board (HAB) [previously Prince William County Housing Advisory Board] bring together participants from all sectors of the housing industry, including non-profit and for-profit builders, financial institutions, community activists, appraisers, a insurance representatives, to discuss relevant topics and provide an opportunity for participants to network with the industry. Through the County’s HOME funded First-Time Homebuyer Program strong public-private partnerships have been established over the years. Two settlement companies, Quinto & Wilks, P.C. and Trust Title Company, have demonstrated their commitment to affordable housing by providing reduced fees for settlement of Prince William County loan settlements.

7) Public Housing Resident Initiatives: The Prince William Area (Prince

William County, Manassas City and Manassas Park) do not own or maintain any public housing. Instead the focus as stated in the Consolidated Plan is to promote, foster and create opportunities for low to moderate-income residents to purchase homes that are affordable and thus minimize the need for this type of housing.

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The Office of Housing and Community Development (OHCD) does receive and administer funds for rental assistance housing as a Public Housing Agency (PHA). As of June 30, 2014, 1,660 households are being provided rental assistance through the Housing Choice Voucher Program and more than 8,000 on the Waiting List.

The following is a listing of additional "Other Actions" undertaken annually in support and furtherance of the Consolidated Plan. The following is an update of progress made relative to these actions, during the reporting period:

• Cooperative Agreements: The OHCD maintained and operated its programs and services under Formal Agreements and Memoranda of Understanding with various other agencies including the County's Department of Social Services, Community Board (formally CSB), Cooperative Extension Service, Police Department, Area Agency on Aging and the Planning Office. At the state level, the OHCD has cooperated with the Virginia Department of Housing and Community Development and the Virginia Housing Development Authority through Formal Agreements. Prince William County and the Cities of Manassas and Manassas Park continue their Cooperative Agreement under HUD's Entitlement Urban County status.

• Data Collection and Analysis: The OHCD continues to build and expand

its capacity to collect and analyze data concerning housing and community development activities. During this reporting period, the OHCD generated several analyses concerning affordable housing and community needs for the Prince William Area's.

• Human Services Coordination: During the reporting period, the OHCD worked closely with the County government's Human Services Management Team in improving programs and services aimed at extremely-low-income persons and households in the Area. Conversely, several Area agencies, pubic and private, assisted the OHCD in its continued operation of the Rental Assistance Family Self-Sufficiency (FSS) program, such that several Housing Choice Voucher households were able to graduate from the program successfully including through homeownership.

• CHDO Certifications: The OHCD has one (1) non-profits that have been

certified as Community Housing Development Organizations (CHDO). The non-profit organization is Good Shepherd Housing Foundation, Inc. This organizations have taken advantage of the CHDO set-a-side HOME funds to develop affordable housing projects to meet the needs of low-income and persons suffering from chronic mental problems. The problem is that more CHDO’s are needed to utilize the CHDO set-a-side.

• Monitoring Procedures and Standards: The OHCD has established

monitoring procedures for its subrecipients in order to ensure compliance with all CDBG and HOME requirements and objectives. The procedures include written contracts with subrecipients before funds are distributed and workshops to ensure that they understand all federal requirements. In addition, quarterly and close-out reports are required of all subrecipients. The Community Planning and Development Division Chief carries out

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programmatic monitoring on a routine basis. Project and activity checklist are utilized to ensure that all requirements are met in a systematic manner. Site visits verify that applicable required records and eligibility requirements are being met. If discrepancies are found, the subrecipient is informed and given 30- days to correct the problem or provide a timeline for correction. Work with OHCD Accountant to ensure that all draw downs are made after all ledgers and records have been reconciled and approved. The County Purchasing Department assists with purchases and the general bidding process to ensure compliance with all applicable State and Federal regulations. The financial operations and expenditures of OHCD and the County are audited on an annual basis by an independent accounting firm.

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F. Leveraging Resources

The utilization of fiscal year 2014 funds was guided by the needs identified in the

Consolidated Plan, the priorities determined therein and the specific guidelines associated with each program and funding source. Housing and non-housing activities were conducted and funded to maximize their impact on the identified priority needs. Whenever possible and/or required, OHCD administered public funds such that they leveraged and/or created additional funding or in-kind support for activities included herein for 2014. The matching requirements for the HOME Program were met through reduced settlement fees charged by settlement agents for closing Homeownership Assistance Program loans, waived fees, donated professional services, and below market interest rate loans made available through Mortgage Revenue Bond financing and value of case management services provided in connection with CHDO permanent rental housing projects with self-sufficiency components. Match for FY14 was $15,044.54. The total Regular Match carryover was $7,420,295.63 with a Match Liability (25% of HOME funds expended) of $273,367.67 which leaves an Excess Match Carry Over to next Federal Fiscal Year of $7,161,972.50.

The following charts indicate federal, state and local funds anticipated and utilized to match Consolidated Housing and Community Development Priority Needs.

Direct and indirect Federal funds available for local use included the following:

Program Budget Expenditure • Housing Choice Vouchers: Administrative fees

earned from HUD for administering 1,800-plus Housing Choice Vouchers

$6,851,410 $6,678,796

• Rental Payments: Payments to landlords and Housing Choice Voucher Participants eligible for Utility Payments

$24,465,803 $22,533,194

• HOPWA: Housing Opportunities for Persons With Aids (HOPWA) Program Allocation through the Northern Virginia Regional Commission

$361,339 $316,445

TOTAL $31,678,552 $29,528,435

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The Rental Assistance (Housing Choice Voucher Program) program had 1,660

households under lease as of June 30, 2014, including households participating under HOPWA (Housing Opportunities for Persons with AIDS). The HOPWA allocation Prince William County receives through the Northern Virginia Regional Commission. Total number of households on the County Waiting List as of June 30, 2014 was more than 8,000 due to opening of the Waiting List for the month of December 2010.

County Funding for Community Partners

As part of the FY 12 budget process, the County implemented a Community Partner Donation Policy. A community partner is defined as:

■ a nonprofit 501(c)(3) partner that provides specific services and has been in existence for at least three years, unless an ad hoc group is formed to address a specific issue and will disband at the end of the project; ■ has an identifiable Executive Director; and ■ has an identifiable Board of Directors. On an annual basis all community partners receiving donations and/or requesting

new donations will be required to meet the policy guidelines. As part of the new policy each partner is required to develop an annual memorandum of understanding with their host agency. This memorandum states the County’s service level expectations for the approved donation amount. Each year the partners are reevaluated and funding determinations are made by their host County agency, subject to budget adoption. The community partners are required to submit, on an annual basis, a current copy of their IRS Form 990* and the most current reviewed, compiled or audited financial statements. The Department of Finance is responsible for reviewing all required financial certifications.

For FY14 $10,924,497 was provided to local non-profits through County general

funds or as a pass through from State or Federal funding.

G. Citizen Participation To insure general citizen participation in the Prince William Area 2014 Consolidated Annual Performance and Evaluation Report process, the Office of Housing and Community Development followed its adopted Consolidated Plan (2011-2015) Citizen Participation Plan. Information on public meetings was developed and mailed out to neighborhood associations, social services agencies, local non-profits, churches, civic service clubs, commissions, County/City staff, Board of County Supervisors, City Councils and interested citizens. Notices of the meetings were published in local newspaper on September 3, 2014.

The purpose of the public meetings is to provide citizens with an update on the implementation of the current CDBG, HOME and ESG activities, input into FY2016 Annual Action Plan and offer the Report for public review. .

The following page presents the advertisement mailed and published.

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Prince William Area Consolidated Plan Performance Report for

FY2014 &

Citizen Input Annual Action Plan FY2016

Public Information Meetings

September 22, 2014 September 25, 2014 5:00 PM 8:30 AM

Manassas City Hall 2nd Floor Conference Room

Dr. A. J. Ferlazzo Building Locust Shade Conference Room

9027 Center Street 15941 Donald Curtis Drive Manassas, VA Woodbridge, VA

Public Information Meetings will be held to receive comments on the Prince William Area 2014 Consolidated Annual Performance and Evaluation Report and to solicit input from citizens on the development of the Annual Action Plan FY2016. Copies of the Report will be made available for review on or about September 10, 2014 at Prince William County Library branches (Central, Potomac, Chinn and Bull Run), Manassas City Dept. of Family Services, Manassas Park Office of Planning, Sudley North Government Center (Dept. of Social Services), McCoart Complex (Information Desk) and Dr. A. J. Ferlazzo Building (Office of Housing and Community Development). Also document can be accessed through the internet at www.pwcgov.org/housing Non-English speaking residents and citizens with speech, sight, or hearing impairments who wish to review the documents or comment at the public meetings should contact the Prince William County Office of Housing & Community Development five days in advance at 703-792-7530 or TDD 703-792-6444. Each request will be considered individually according to the type of assistance required, the availability of resources, and the financial ability of the County to provide accommodation. Written comments on the Report or input into Annual Action Plan FY2016 may be submitted for the record until 5:00 p.m. September 25, 2014. Written comments should be addressed to: Bill Lake, Community Planning & Development Division Chief, Office of Housing and Community Development, Dr. A. J. Ferlazzo Building, 15941 Donald Curtis Drive, Suite 112, Woodbridge, VA 22191-4291 or you can e-mail your comments to [email protected].

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http://www.pwcgov.org/housing

mailto:[email protected]


H. Self-Evaluation The questions to be considered, in evaluating the County's overall performance

in implementing the Area’s Consolidated Plan, and in particular, its performance during FY2014 includes:

Are the activities and strategies making an impact on identified needs?

Reply: Yes. The needs, goals and priorities identified through/in the Consolidated Plan are used to weigh the use of scarce resources to conduct programs, activities and services. The outcomes and results are tracked over years to show progress being made in the various categories and in servicing the priority needs. During FY2014, the Consolidated Plan was used to help shape project selection through the Community Development Block Grant Competitive Application selection. Only those activities, which impacted the adopted measurable objectives, were considered for funded. Local, public and private agencies constantly refer to the adopted Consolidated Plan, especially in the development and implementation of new programs and services to insure that programs do meet an identified objective.

What indicators would best describe the results?

Reply: Over the years, the County has developed a comprehensive set of performance measures for each and every program and activity in County government. Several of OHCD's measurements include activities and services that are linked directly to the Consolidated Plan. Good examples include the number of LMI households assisted to become homeowners and the number of LMI households assisted with rehabilitation services. Less tangible results would have to include the frequency and level of interaction and cooperation, which occurs between the public and private agencies working in the housing and community development arena.

What barriers may have a negative impact on fulfilling the strategies and the overall vision?

Reply: The number one barrier for not fully accomplishing all that is needed is the lack of adequate funds. With annual funding for CDBG and HOME being reduced each year the needs will continue to go unmet. A second barrier is the real estate market conditions. The County’s real estate market over the past 7 years has gone through both the biggest boom and the largest bust it has ever experienced. Since 2000, annual residential appreciation has averaged sequentially, 7.6%, 17.5%, 17.4%, 18.3%, 22.9%, 27.2%, -3.8%, and -15%. Though at levels not as severe, foreclosures are at record levels in nearly every surrounding jurisdiction. The reasons for that involved a number of

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factors, no one a singular culprit, but taken together they create an environment particularly vulnerable to the economic conditions that fostered the housing boom and the subsequent bust. First and foremost, the fuel for the housing boom/bubble was quite simply liquidity. Money flow drives the markets and this was no exception. Mortgage financing was cheap, plentiful, and easily obtained. But liquidity was a factor common to all markets and not a differentiator with regard to foreclosure severity in the county. A few of the differentiation factors that contributed to foreclosures: • The pool of low-income and first-time buyers and existing stock of lower

priced homes. The County’s influx of construction jobs combined with existing lower wage retail employment resulted in a large pool of lower income and first-time buyers, who were also attracted to the County’s comparatively lower cost housing stock. Low income and first-time homebuyers typically do not have the financial substance to weather any kind of financial challenge. Additionally, many of these buyers were misled with regards to financing they were receiving and the risk to which they were exposed.

• With the influx of new workers, the opportunity to live near the work site was

not only desirable, but in Prince William County, it was possible. Home prices in Fairfax and counties to the north were not only higher, but those locations were farther away from the employment destinations. Prince William not only had lower home prices generally, but it had an existing stock of older homes that served as affordable options, with the right financing, to new workers, many of whom were in lower income brackets.

• Adjustable Rate Sub-prime Loans. The perfect answer for borrowers who

could not meet traditional underwriting standards was the adjustable rate sub-prime loan. These loans often included no income verification requirement, usually carried a teaser-rate that made the early two years of the loan reasonably affordable, and nearly always had a negative amortization feature or a large interest rate adjustment that kicked in two or three years from inception. The sub-prime part referred to the borrower, who likely had poor credit, and inconsistent job history and in so many instances had never owned a home before.

Prince William County’s rate of foreclosures presents additional risks to the fiscal health of the county and the vibrancy and appeal of the community as a whole. The housing market has made another change with housing pricing increases, higher mortgage rates and fewer affordable properties for sale. The following charts show characteristics of properties under $199,000 and $200,000 to $400,000 as of August 13, 2014. Status Active All Listings under $199,000 (98) List Price Bedrooms Baths Year Build Minimum $99,900 0 0 1930 Maximum $199,000 4 4 2006 Average $172,395 3 2 1976

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Status Active – Standard Listings under $199,000 (73) List Price Bedrooms Baths Year Build Minimum $99,900 0 0 1930 Maximum $199,000 4 4 1996 Average $172,395 2 2 1975 Status Active – Potential Short Sales under $199,000 (11) List Price Bedrooms Baths Year Build Minimum $130,000 2 1 1940 Maximum $185,000 4 4 2006 Average $160,709 2 2 1984 Status Active – Foreclosure under $199,000 (2) List Price Bedrooms Baths Year Build Minimum $189,000 3 2 1972 Maximum $189,000 3 3 1993 Average $189,000 3 3 1983 Status Active – REO Bank Owned under $199,000 (12) List Price Bedrooms Baths Year Build Minimum $164,900 2 1 1941 Maximum $199,000 3 3 1995 Average $181,932 3 2 1975 Status Active All Listings from $200,000 to $400,000 (1,000) List Price Bedrooms Baths Year Build Minimum $200,000 1 1 1901 Maximum $400,000 7 5 2015 Average $302,808 3 3 1990 Status Active – Standard Listings from $200,000 to $400,000 (911) List Price Bedrooms Baths Year Build Minimum $200,000 1 1 1901 Maximum $400,000 5 5 2015 Average $304,669 3 3 1990 Status Active – Potential Short Sale from $200,000 to $400,000 (55) List Price Bedrooms Baths Year Build Minimum $215,000 2 2 1957 Maximum $400,000 5 4 2012 Average $293,202 4 3 1989

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Status Active – Foreclosure from $200,000 to $400,000 (6) List Price Bedrooms Baths Year Build Minimum $237,900 3 2 1971 Maximum $294,900 4 4 2000 Average $262,417 3 4 1987 Status Active – REO Bank Owned from $200,000 to $400,000 (28) List Price Bedrooms Baths Year Build Minimum $214,000 2 2 1964 Maximum $399,900 4 4 2011 Average $269,810 3 3 1988

What is the status of grant programs?

Reply: As an Entitlement Urban County, we get our "fair share" of CDBG, HOME and ESG annually. These programs are doing quite well and are being utilized by the County government and the community to reach significant accomplishments. One federal program, which has affected the Area needs is the increased funding for the new Emergency Solutions Grant (ESG) program. For FY14 Prince William County assisted 40 homeless household living in shelters. The assistance provided included rent, rent arrearage and security deposits. ESG funds were also used toward shelter operations in the amount of $82,522.27. The shelters served 1,172 persons or an average of $70.41 per person. In order to meet the many needs of homeless and at-risk households the Area the County and local non-profits rely heavily on state grants, use of General Funds and private support.

Are any activities or types of activities falling behind schedule? Reply: Somewhat. Most all services and activities are conducted within their planned time frame of one to two years. All CDBG, HOME and ESG funded activities are managed and completed well within established schedules except for the set-a-side of CHDO funds. Each year the set-a-side funding for CHDO activities has the potential to be recaptured due to the limited number of CHDO’s and their desire to take on new projects with limited funds. Funds were obligated in FY14 to a local non-profit CHDO to rehabilitate 2 affordable housing units serving persons at 30% of AMI. Total funds expended $366,769.75.

Are disbursements timely?

Reply: Yes. OHCD is able to pay its vendors and reimburse its subrecipients well within the established parameters. Although the County's policies require 30 day payments for products and services rendered, OHCD is able to process request for payments, usually within ten (10) business days of request. When OHCD assistance takes the form of downpayments and/or closing cost for a first-

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time homebuyer, the payment to the settlement agent is always in time for closing. OHCD has worked with the County Finance Office to have payments to vendors and landlords as a direct deposit. This change has made the disbursements even quicker.

Do actual expenditures differ substantially from letter of credit disbursements? Reply: No. Using the County’s Performance Financial Accounting System, which tracks both budget and expenditures, OHCD is able to request reimbursements from HUD” Integrated Disbursement and Information System (IDIS) quarterly to match actual expenditure of funds. Delays sometime occur in the area of administrative cost due to accrual of administrative cost.

Are major goals on target? Reply: Yes. OHCD has ongoing goals and targets for meeting the priority needs of the households it serves. Progress is being made on the major goal areas: preservation of existing affordable housing, increase homeownership opportunities and meeting the needs of the homeless and those at-risk of becoming homeless. Annual allocation of CDBG, HOME and ESG has been supplemented by funding from competitive federal and state grants. Efforts to house special need population such as elderly, disabled, mentally ill, etc., is bearing fruit and indeed more is being done each year.

What adjustments or improvements to strategies and activities might meet our needs more effectively? Reply: None. This is the fourth year of the 5-Year goals but currently no apparent goals or strategies appear to need adjusted. The funded activities for FY14 had to meet a measurable objective instead of simply being a high or medium priority. Those activities which are not being addressed primarily is due to the lack of applications from local non-profits to make application for funding for those activities they lobbied to have included in the 5-Year Performance Measurement Goals and Objectives.

I. Consolidated Plan Benchmark

In order to establish specific targets on the road to achieving the Area objectives a spreadsheet was developed that is used each year with the submission of the Prince William Area Consolidated Annual Performance and Evaluation Report. The following pages contain all the objectives, outcomes and measures along with the percentage of meeting the five year objective goals.

Analysis of 5-Year Goals and Objectives The 2011-2015 Consolidated Housing and Community Development Plan incorporated the HUD Performance Measurement System. The Performance Measurement System has three overarching objectives: (1) Creating Suitable Living Environments, (2) Providing Decent Affordable Housing, and (3) Creating Economic Opportunities. There are also three outcomes under each objective: (1) Availability/Accessibility, (2) Affordability, and (3) Sustainability. Thus, the three objectives, each having three

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possible outcomes, will produce nine possible “outcome/objective statement in HUD’s Integrated Disbursement and Information System (IDIS) by entering data in the form of output indicators. The below chart illustrates the Outcome framework making links between Objectives, Outcomes and the 9 Outcome Statements.

Based upon the intent when funding an objective, Prince William County determines under which of the three objectives to report the outcomes of projects and activities. Once the objective is chosen, the County chooses which of the three outcome categories that best reflects what they are seeking to achieve (the results) in funding a particular activity. The following is a discussion of efforts to reach the established identified objectives. Objective I. Suitable Living Environment Outcome: Availability/Accessibility

1. 7,800 persons will have access to improved or newly developed services through the provision of funds to local shelters and homeless providers of providing a suitable living environment.

In FY14 the number of persons having access to improved or new services through funds provided to homeless providers was 1,255. This number corresponds to 69.85% of the Five-Year Target.

2. Facilitate housing and services to prevent and end chronic homelessness,

transition homeless families and individuals into more stable, long term housing situations, and support special needs population by use of ESG funds for Rapid Re-housing and Homelessness Prevention to assist 45 people or 15 households over the next three years (NEW FY13)

In FY14 Rapid Re-housing funds served 40 households with rent, rent arrearage and security deposits. This number corresponds to 164.44% of the Five-Year Target.

Outcome #1 Availability/Accessibility

Outcome #2 Affordability

Outcome #3 Sustainability


Improved/New Accessibility



Enhance Suitable Living Environment

Through Improved/New Sustainability

Create Decent Housing

with Improved/New Availability

Create Decent Housing with Improved/New

Affordability



Provide Economic

Opportunity Through Improved/New Accessibility



Provide Economic Opportunity

Through Improved/New Sustainability

Objective #I Suitable Living Environment

Objective #2 Decent Housing

Objective #3 Economic

Opportunity

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3. 8 transitional housing units will be created and/or maintained over the next five years through acquisition, construction or rehabilitation for the purpose of providing a suitable living environment.

No activities funded in FY14. This current number of transitional housing corresponds to 37.5% of the Five-Year Target.

4. 600 elderly persons, persons with severe mental illness or persons with disabilities will have access to services which may include feeding programs, transportation, medical care, counseling, case management and job training for the purpose of enhancement of a suitable living environment. FY14 funds served 26 households. Currently at 4.33% of the Five-Year Target.

5. 4 Park and Recreation projects will be available to low-and moderate-

income persons through improvement to parks and recreation facilities for the purpose of creating a suitable living environment. FY14 funded project not completed. Currently at 25% of the Five-Year Target.

6. 4 projects will be available to remove architectural barriers for the purpose

of creating a suitable living environment. No activities funded in FY14. Currently at 0% of the Five-Year Target.


a suitable living environment.

No activity funded in FY14. Currently at 141.83% of the Five Year Target.

8. 100 people will have access to transportation services for the purpose of creating a suitable living environment. No activities funding in FY14. Currently at 0% of the Five-Year Target.

Outcome: Sustainability

1. 3 communities/neighborhoods will have sustained decent housing through flood management for the purpose of creating a suitable living environment.

No activities funded in FY14. Currently at 0% of the Five-Year Target.

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Objective II. Decent Housing Outcome: Availability/Accessibility

1. 135 households each year have access to homeownership education and credit repair programs for the purpose of obtaining decent housing. In FY14 the number of people provided access to homeownership education and credit repair programs was 487. This number corresponds to 216% of the Five-Year Target.

2. 60 people with mental and developmental disabilities over the next five

years will have access to services for the purpose of decent housing. No activities funding in FY14. Currently at 3.33% of the Five-Year Target.

3. 40 households have access to home repair services for the purpose of providing decent housing.

In FY14 the number of households provided home repair services was 71. This number corresponds to 850% of the Five-Year Target.

4. 18 households per year provided access to owner occupied housing

rehabilitation loans for the purpose of decent housing.

In FY14 the number of households provided rehabilitation loans was 14. This number corresponds to 123.33% of the Five-Year Target.

Outcome: Affordability

1. 7 households per year have affordable housing through a downpayment and closing cost assistance program for the purpose of creating decent affordable housing.

In FY14 the number of households provided downpayment and closing cost assistance was 13. This number corresponds to 94.29% of the Five-Year Target.

2. 5 affordable housing units will be created by CHDO’s or other nonprofit

organizations for the purpose of creating decent affordable housing for LMI households.

FY14 entered into contract with CHDO to rehabilitate two (2) properties used for housing of persons with disabilities. Currently at 60% of the Five-Year Target.

3. 4 new affordable permanent supportive housing units for persons with

special needs will be constructed or acquired for the purpose of providing decent housing.

One (1) Subrecipient provided funding but could not locate property so Agreement extended 4 months due to delay of HUD funding in FY14. Currently at 25% of the Five-Year Target.

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Objective III. Economic Opportunity Outcome: Availability/Accessibility

1. 400 persons will be provided access to advocacy/counseling services for the purpose of creating economic opportunities.

No activities funded in FY14. Currently at 92.5% of the Five-Year Target.

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Prince William Area 2014 Consolidated Annual Performance Report and Evaluation Federal Fiscal Year 2013

J. Geographic Distribution

The specific activities undertaken for each of the targeted needs and priorities served those persons and households who were eligible under each of the funding sources. Basic eligibility predominately consists of household income (adjusted for size of family) and order of placement on waiting list, if one is in effect. .

The following maps give the location of specific projects. The majority of project

activities took place on the eastern end of Prince William County, which is the area with the highest concentration of population. All Manassas City and Manassas Park activities are located within their respective political jurisdictions.

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9011

9015.01

9013.02

9015.02

9014.06

9010.01

9014.05

9012.17

9012.18

9008

9012.19

9001

9013.01

9104

9009.02

9007

9012.20

9005

9103

9003

9014.049019

9010.07

9012.14

9102

9010.06

9004.03

9002

9004.06

9012.13

9012.10

9101

9010.05

9014.03

9016.02

9202

9006

9012.23

9004.05

9012.03

9009.01

9012.12

92019017.01

9012.08

9012.09

9010.08

9004.04

9012.21

9202

9016.01

9012.11

9017.02

9012.22

9009.03

Manassas Park

Manassas

Dale City

Gainesville

Nokesville

Woodbridge

Lake Ridge

Linton Hall

Montclair

Quantico Station

Triangle

Bull Run

YorkshireSudley

Dumfries

West Gate

Haymarket

Occoquan

Prince William County

ASSOCIATES, LLC.

J-QUAD&

0 2 4 6 81Miles

±

Median Household Income, 2000Map 14:

LegendManassas City

Manassas Park City

City Limits

Median Household IncomeLess than 30% MHI

30.01-50% MHI

50.01-80% MHI

80.01-100% MHI

100% MHI or more

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9011

9015.01

9013.02

9015.02

9014.06

9010.01

9014.05

9012.17

9012.18

9008

9012.19

9001

9013.01

9104

9009.02

9007

9012.20

9005

9103

9003

9014.049019

9010.07

9012.14

9102

9010.06

9004.03

9002

9004.06

9012.13

9012.10

9101

9010.05

9014.03

9016.02

9202

9006

9012.23

9004.05

9012.03

9009.01

9012.12

92019017.01

9012.08

9012.09

9010.08

9004.04

9012.21

9202

9016.01

9012.11

9017.02

9012.22

9009.03

Manassas Park

Manassas

Dale City

Gainesville

Nokesville

Woodbridge

Lake Ridge

Linton Hall

Montclair

Quantico Station

Triangle

Bull Run

YorkshireSudley

Dumfries

West Gate

Haymarket

Occoquan

LegendManassas City

Manassas Park City

City Limits

Percent African-American 20000% - 10%

10.01% - 20%

20.01% - 30%

30.01% - 42.68%


ASSOCIATES, LLC.

J-QUAD&

0 2 4 6 81Miles

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Percent of African-American, 2000Map 1:

71


9011

9015.01

9013.02

9015.02

9014.06

9010.01

9014.05

9012.17

9012.18

9008

9012.19

9001

9013.01

9104

9009.02

9007

9012.20

9005

9103

9003

9014.049019

9010.07

9012.14

9102

9010.06

9004.03

9002

9004.06

9012.13

9012.10

9101

9010.05

9014.03

9016.02

9202

9006

9012.23

9004.05

9012.03

9009.01

9012.12

92019017.01

9012.08

9012.09

9010.08

9004.04

9012.21

9202

9016.01

9012.11

9017.02

9012.22

9009.03

Manassas Park

Manassas

Dale City

Gainesville

Nokesville

Woodbridge

Lake Ridge

Linton Hall

Montclair

Quantico Station

Triangle

Bull Run

YorkshireSudley

Dumfries

West Gate

Haymarket

Occoquan

LegendManassas City

Manassas Park City

City Limits

Percent Hispanic 20001.09% - 2%

2.01% - 5%

5.01% - 10%

10.01% - 25.82%


ASSOCIATES, LLC.

J-QUAD&

0 2 4 6 81Miles

±

Percent of Hispanic, 2000Map 2:

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ACTS - Emergency Shelter (ESG)

The information contained on this page is not to be construed or used as a legal description. Map information is believed to be accurate but accuracy is not guaranteed. Any errors or omissions should be reported to the Prince William County Geographic Information Systems Division of the Office of Information Technology. In no event will Prince William County be liable for any damages, including loss of data, lost profits, business interruption, loss of business information or other pecuniary loss that might arise from the use of this map or the information it contains.

GPIN: 8189-70-5597 Parcel Address: 17866 MAIN ST

Owner: ACTION IN COMMUNITY THRU SERVICE 224 MAIN STDUMFRIES, VA 22026

Acreage: 0.3057 DB: 2335 DP: 1562 Census Tract: 901001

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ACTS - Transitional Housing (ESG)


GPIN: 8188-64-2256 Parcel Address: 18618 TRIANGLE ST

Owner: ACTION IN COMMUNITY THROUGH SER PO BOX 74DUMFRIES, VA 220260074


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PWC Dept. of Social Services - Winter Only Shelter (ESG)


GPIN: 8291-74-0443 Parcel Address: 14730 POTOMAC MILLS RD

Owner: PWC 1 COUNTY COMPLEX CT WOODBRIDGE, VA 221929201


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Volunteers of America Chesapeake, Inc. - Hilda Barg Homeless Prevention Center (ESG)


GPIN: 8391-23-7660 Parcel Address: 14945 JEFFERSON DAVIS HY

Owner: PWC BOARD OF COUNTY SUPERVISORS 1 COUNTY COMPLEX CT.WOODBRIDGE, VA 221929201


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Northern Virginia Family Service -Transitional Housing (ESG)


GPIN: 8391-29-1102 Parcel Address: 14311 FRANKLIN ST

Owner: NORTHERN VIRGINIA FAMILY SERVICE 10455 WHITE GRANITE DR #100OAKTON, VA 221242764


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GPIN: 8393-61-9655 Parcel Address: 12766 CAPTAINS COVE

Owner: NORTHERN VIRGINIA FAMILY SERVICE 10455 WHITE GRANITE DR #100 OAKTON, VA 221242764


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GPIN: 8392-47-6914 Parcel Address: 1803 HYLTON AV

Owner: NORTHERN VIRGINIA FAMILY SERVICE 10455 WHITE GRANITE DR #100OAKTON, VA 221242764


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GPIN: 8393-23-1941 Parcel Address: 12586 PLYMOUTH CT



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GPIN: 8092-83-1704 Parcel Address: 13810 LINDENDALE RD



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GPIN: 8092-63-4212 Parcel Address: 13764 MAHONEY DR

Owner: NORTHERN VIRGINIA FAMILY SERVICES 10455 WHITE GRANITE DR STE 100 OAKTON, VA 221242764

Acreage: 0.1956 Instrument No: 200205020057136 Census Tract: 901213

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GPIN: 8291-18-0128 Parcel Address: 14428 FALMOUTH DR

Owner: NORTHERN VIRGINIA FAMILY SERVICE 10455 WHITE GRANITE DR STE 100 OAKTON, VA 22124


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GPIN: 8291-18-6672 Parcel Address: 3403 BRADDOCK DR

Owner: NORTHERN VIRGINIA FAMILY SERVICE 10455 WHITE GRANITE DR STE 100OAKTON, VA 22124


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OHCD – County, City & Park Administered Housing Rehab/Repair (CDBG & HOME)


GPIN: 8290-76-8095 Parcel Address: 15941 DONALD CURTIS DR

Owner: PWC BOARD OF COUNTY SUPERVISORS 1 COUNTY COMPLEX CT WOODBRIDGE, VA 221929201

Acreage: 17.0907 Census Tract: 900406

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OHCD – Administration (CDBG, HOME & ESG)





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Cooperative Extension – Comprehensive Housing Counseling (CDBG County & City)


GPIN: 7697-21-4553 Parcel Address: 7869 ASHTON AV

Owner: BUILDING D - SUDLEY NORTH LLC 11200 ROCKVILLE PIKE STE 502 ROCKVILLE, MD 208527105


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OHCD – First-Time Homebuyer Program (HOME)





88


OHCD – Dawson Beach Transitional Housing (ESG) Dawson Beach Property Management/Family Counseling (CDBG)


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II. CDBG Entitlement Funds

A. Individuals Assisted by Race/Ethnicity and Income The subrecipients and governmental entities funded by the Community

Development Block Grant (CDBG) entitlement funding provided a broad range of services and served a varied population. According to quarterly and closeout reports, 529 persons and 95 households were served. Of the 529 persons served 30.25% (160) were White, 49.72% (263) Black African American, 4.35% (23) Asian, .38% (2) Asian/White, 1.32% (7) American Indian, 1.72% (9) Hawaiian Pacific Islander, 2.37% (12) Black/White, .19% (1) American Indian Black and 9.83% (52) Other. The total number of persons served which indicated their ethnicity as Hispanic was 86 or 16.26%. For those 95 households served 48.42% (46) were White, 26.32% (25) Black African American, 2.11% (2) Asian, 5.26% (5) Asian/White, 1.05% (1) Hawaiian Pacific Islander, and 16.84% (16) as Other. 9.47% (9) household indicated their ethnicity as Hispanic.

According to the Census 2000, the population of Prince William County was

280,813 persons as of April 1, 2000. The Census indicated that 68.9% of the County’s population was White, 18.8% was African American, 3.9% was Asian, 4.3% were of other races, and 3.6% were of two or more races. Approximately 9.7% of the population was of Hispanic Origin.

Title I of the Housing and Community Development Act of 1974 requires that any

activity funded under the Community Development Block Grant program must meet one of three national objectives. The objectives are 1) Provide benefit to low-and-moderate income, 2) Aid in the prevention or elimination of slums and blight, or 3) Address an urgent community need. The majority of all beneficiaries of the Community Development Block Grant funds were low-to-moderate income. Of the benefit to low-and-moderate income the funded activities were limited clientele or housing. The limited clientele activities included clientele who are generally presumed to be low-and-moderate income such as elderly, handicapped, disabled, homeless, or activities that require information on family size and income, or have income eligibility requirements. For housing activities the activity will add or improve permanent residential structures that will be occupied by low-and-moderate income persons upon completion. Of the 529 persons served 387 (73.16%) were extremely-low income meaning their incomes area between 0-30% of area median income, 61 (11.53%) were low-income meaning incomes between 31-50% of area median income. 10 (1.89%) were moderate-income meaning incomes between 51-80% of area median income and 71 (13.43%) were above 80%. Of the 95 households served, 68 (71.58%) were extremely-low, 21 (22.11%) were low-income and 6 (6.32%) were moderate-income.

B. Consolidated Plan Priorities, Goals & Objectives

The Fiscal Year 2013 Annual Action Plan identified all activities with regards to a federal requirement for Community Planning and Development (CPD) Formula Grant Programs called the Outcome Performance Measurement System. This system is to be used with the Prince William Area Five Year Consolidated Plan 2011-2015 and Annual Action Plans. This system allows HUD to collect information on the outcomes

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of activities funded with CPD formula grant assistance, and to aggregate that information at the national, state and local level.

The Performance Measurement System has three overarching objectives: (1) Creating Suitable Living Environments, (2) Providing Decent Affordable Housing, and (3) Creating Economic Opportunities. There are also three outcomes under each objective: (1) Availability/Accessibility, (2) Affordability, and (3) Sustainability. Thus, the three objectives, each having three possible outcomes, will produce nine possible “outcome/objective statement in HUD’s Integrated Disbursement and Information System (IDIS) by entering data in the form of output indicators. The below chart illustrates the Outcome framework making links between Objectives, Outcomes and the 9 Outcome Statements.

Based upon the intent when funding an objective, Prince William County

determines under which of the three objectives to report the outcomes of their projects and activities. Once the objective is chosen, the County chooses which of the three outcome categories that best reflects what they are seeking to achieve (the results) in funding a particular activity. The Objectives, Outcomes and Outcome Statements for the Prince William Area have been developed based upon the adopted Five Year Consolidated Plan Fiscal Year 2011-2015.

The majority of the projects planned for fiscal year 2014 were undertaken with

funding from CDBG. A total of $2,985,533 was available in the FY14 allocation to support these activities which included anticipated program income and carryover. This distribution is the result of CDBG’s flexibility and the fact that it is Prince William County’s largest entitlement source of funding. During the year, $1,682,337.19 ($1,354,294.23 projects plus $328,042.96 administration) in CDBG funding was expended on housing and community development activities.

Objective Outcome Expended

Suitable Living Environment Availability/Accessibility $550,932.37 Sustainability $0 Decent Housing Availability/Accessibility $803,361.86 Affordability $0 Economic Opportunity Availability/Accessibility $0

The federal funding provided to Prince William County was distributed based

upon the following population driven formula. Prince William County maintains a Standard Data Set to provide County staff with one consistent and accurate source of data for use in their work. The source for most of the data in the Standard Data Set is the U.S. Census Bureau, the Virginia Employment Commission, or an appropriate Prince William County Government agency. The Standard Data Set for Prince William County and the two cities of Manassas and Manassas Park were used to determine a percentage of the Prince William Area population for each jurisdiction. After the subtraction of allowable administrative and required set-a-sides, the funds were allocated for each jurisdiction based upon these percentages.

The following shows each of the CDBG funded activities by objective, outcome

and measurable outcome addressed, anticipated budget, actual expenditures, project persons served vs actual persons served along with project match dollars.

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I. SUITABLE LIVING ENVIRONMENT (6 PROJECTS BUDGET OF $1,070,000) 1,601 People to be Assisted and 34 Household/Units

Actual Expended $550,932.37 and Assisted 42 Persons, 27 Households/Units


1. 7,800 persons will have access to improved or newly developed services

through the provision of funds to local shelters and homeless providers for the purpose of providing a suitable living environment.

OHCD Dawson Beach Transitional Housing Property Management: Property Management of Dawson Beach Transitional Housing site. Dawson Beach Transitional Housing site has 9 housing units scattered over 7 acres. The County owns this site after conveyance by the federal government. In addition to Property Management, funds used to cover cost associated with property. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Prince William County) Budget Amount: $166,000 (136,000 plus $30,000 anticipated Program

Income from Program Fees) Total Expenditures: $71,139.19 ($15,596.78 drawn after 7-1-14) Anticipated Outcome: 35 People Actual Outcome: 21 People Address: 14012 Dawson Beach Rd, Woodbridge 22191

(Transitional Housing) OHCD Dawson Beach Transitional Housing Case Management: Dawson Beach Transitional Housing provides housing and supportive services for homeless families with children for a period up to two years. Services are aimed at economic betterment, financial planning and budgeting, job skills, mental health issues, etc. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Prince William County) Budget Amount: $35,000 Total Expenditures: $35,000 Anticipated Outcome: 35 People Actual Outcome: 21 People Address: 14012 Dawson Beach Rd, Woodbridge 22191

(Transitional Housing)

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OHCD Dawson Beach Transitional Housing Renovations: The seven (7) housing units were built in 1957 and require major renovations to maintain the property to an acceptable living standard. Renovations will include removal of oil storage tanks, replacement siding, windows, doors, floor covering, added insulation, drywall, storage sheds, road, parking and landscaping. Project had a late start due to delay in Agreements with HUD and County bidding requirements. Project to be completed by November 2014. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Carry-Over (Prince William County) Budget Amount: $650,000 Total Expenditures: $291,162.11 ($142,031.08 drawn after 7-1-14) Anticipated Outcome: 35 People Actual Outcome: 0 People Address: 14000-14012 Dawson Beach Rd, Woodbridge 22191

(Transitional Housing) Northern Virginia Family Service Transitional Housing Acquisition & Rehabilitation: Acquisition and rehabilitation of one single property to add to the number of transitional housing units available to homeless woman with children in Prince William County. Property acquisition and rehabilitation performed to meet housing quality standards. Funding required a dollar to dollar match. Sponsor: Northern Virginia Family Service, a local non-profit Funding Source: CDBG Competitive (Prince William County) Budget Amount: $139,000 Total Expenditure: $113,631.07 ($7,721.75 drawn after 7-1-14) Anticipated Outcome: 1 Household Actual Outcome: 1 Household Address: 3442 Beale Court, Woodbridge 22193 2. Facilitate housing and services to prevent and end chronic

homelessness, transition homeless families and individuals into more stable, long-term housing situations, and support special needs population by use of ESG funds for Rapid Re-housing and Homelessness Prevention to assist 45 people or 15 households over the next 3 years. (NEW) No CDBG projects in FY 2014 Annual Action Plan

3. 8 transitional housing units will be created and/or maintained over the

next five years through acquisition, construction or rehabilitation for the purpose of providing a suitable living environment for the homeless. No CDBG projects in FY 2014 Annual Action Plan

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4. 600 elderly persons, persons with severe mental illness or persons with

disabilities will have access to services which may include feeding programs, transportation, medical care, counseling, case management and job training for the purpose of enhancement of a suitable living environment.

Capital Caring Hospice Patient Care Program: Services covers all services for hospice to include mediation, medical supplies and equipment to ensure patient’s comfort as well as grief and loss support for the families. Sponsor: Capital Caring (formally Capital Hospice), a local non-profit Funding Source: CDBG Competitive (Prince William County) Budget Amount: $40,000 Total Expenditure: $40,000 Anticipated Outcome: 33 Households Actual Outcome: 26 Households Address: County Wide

5. 4 Park and Recreation projects will be available to low-and moderate-income persons through improvement to parks and recreation facilities for the purpose of creating a suitable living environment.

Georgetown South Community Council Playground Equipment: Acquisition and installation of accessible playground equipment for 12 recreation areas within the Georgetown South Community located in the City of Manassas. Project delayed due to delay in receiving Agreement with HUD for FY14 funding. Also in order to say money Sponsor will have maintenance staff install equipment and have it inspected by City Officials to save money and add more playground equipment. Agreement extended till November 2014 and will be reported with FY15 CAPER. Sponsor: Georgetown South Community Council, a local non-profit Funding Source: CDBG Competitive (Manassas City) Budget Amount: $40,000 Total Expenditure: $-0 Anticipated Outcome: 1,496 People Actual Outcome: 0 People Address: 9444 Taney Road, Manassas 20110 6. 4 projects will be available to remove architectural barriers for the

purpose of creating a suitable living environment. No CDBG projects in FY 2014 Annual Action Plan


a suitable living environment. No CDBG projects in FY 2014 Annual Action Plan

8. 100 people will have access to transportation services for the purpose of

creating a suitable living environment. No CDBG projects in FY 2014 Annual Action Plan

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B. Outcome: Sustainability Outcome Statement:

1. 3 communities/neighborhoods will have sustained decent housing through flood management for the purpose of creating a suitable living environment. No CDBG project in FY 2014 Annual Action Plan

II. DECENT HOUSING (8 PROJECTS BUDGET OF $1,503,864)

140 People & 197 Housing Units to be Assisted Expended $803,361.86 and Assisted 487 People, 85 Housing Units

A. Outcome: Availability/Accessibility Outcome Statement:

1. 135 persons each year have access to homeownership education and credit repair programs for the purpose of obtaining decent housing.

Comprehensive Housing Counseling (County): Funding provided to Cooperative Extension Service to provide to low- and moderate-income (LMI) Prince William County residents credit counseling, pre- and post-purchase homeownership counseling to assist first-time homebuyers, information regarding protections established under the Fair Housing Act. Payments will be made based upon completion of Financial Assessment Clinic and Homeownership Workshops. Sponsor: Cooperative Extension, a governmental entity Funding Source: CDBG Non-Competitive (Prince William County) Budget Amount: $52,080 Total Expenditure: $52,080 ($13,020 drawn after 7-1-14) Anticipated Outcome: 115 People Actual Outcome: 401 People Address: 8033 Ashton Ave., #105, Manassas 20109


Comprehensive Housing Counseling (City): Funding provided to Cooperative Extension Service to provide low- and moderate-income (LMI) Manassas City residents’ credit counseling, pre- and post-purchase homeownership counseling to assist first-time homebuyers, information regarding protections established under the Fair Housing Act. Payments will be made based upon completion of Financial Assessment Clinic and Homeownership Workshops. Sponsor: Cooperative Extension, a governmental entity Funding Source: CDBG Non-Competitive (Manassas City) Budget Amount: $8,055 Total Expenditure: $8,055 ($1,983.50 drawn after 7-1-14) Anticipated Outcome: 25 People Actual Outcome: 86 People

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Address: 8033 Ashton Ave., #105, Manassas 20109 (Administrative Office)

2. 60 people with mental and developmental disabilities over the next five

years will have access to services for the purpose of decent housing. No CDBG projects in FY 2014 Annual Action Plan

3. 40 housing units will have access to home repair services for the purpose

of creating decent housing.

Manassas City Emergency Repair Program: The program is designed to provide emergency repair services and exterior improvements to LMI residents of Manassas City. Preference of services given to elderly, handicapped, disabled or extremely-low income homeowners. Program administered by Prince William County Office of Housing and Community Development (OHCD) staff. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Manassas City) Budget Amount: $89,348 Total Expenditure: $114,215.77 Anticipated Outcome: 5 Housing Units Actual Outcome: 3 Housing Unit Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191


Project Mend-A-House Home Repair Program: Funding provided to PMAH to increase their home repair and home rehabilitation program that assist low and moderate income owner occupied properties. Sponsor: Project Mend-A-House, a local nonprofit Funding Source: CDBG Competitive (Prince William County) Budget Amount: $16,800 Total Expenditure: $16,800 Anticipated Outcome: 180 Households Actual Outcome: 68 Households Address: 7987 Ashton Ave, Suite 231, Manassas 20109 4. 18 housing units per year will be provided access to housing rehabilitation

loans for the purpose of decent housing.

County Administered Housing Rehabilitation Program: The County administers, on an annual basis, a neighborhood housing rehabilitation program, the purpose of which is to improve low- and moderate-income owner occupied housing. The main objective is to reduce the number of substandard housing units in the County. Assistance is in the form of a loan for the rehabilitation of the property. Preference is given to extremely-low income (below 30% of area median income), elderly and disabled households. Funds can also be used towards First-Time Homebuyers whose properties are in need of repairs as well as for water and/or sewer availability

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fees. Project includes funding for administrative cost associated with the administration of the rehabilitation program. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Prince William County) Budget Amount: $982,233 ($525,711 Rehab plus $247,190

Anticipated Program Income and $209,332 Administration)

Total Expenditure: $566,886.09 ($123,572.31 drawn after 7-1-14) Anticipated Outcome: 8 Housing Units Actual Outcome: 13 Housing Units Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191

(Administrative)

Manassas Park Housing Rehabilitation Program: The County administers, on an annual basis for Manassas Park, a neighborhood housing rehabilitation program, the purpose of which is to improve low- and moderate-income owner occupied housing. The main objective is to reduce the number of substandard housing units in Manassas Park. Assistance is in the form of a loan for the rehabilitation of the property. Preference is given to extremely-low income (below 30% of area median income), elderly and disabled households. Funds will also be used for water and/or sewer availability fees. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Non-Competitive (Manassas Park) Budget Amount: $51,148 Total Expenditure: $45,325 Anticipated Outcome: 1 Housing Unit Actual Outcome: 1 Housing Unit Address: 15941 Donald Curtis Drive, #112, Woodbridge 22191


B. Outcome: Affordability Outcome Statements:

1. 7 households per year have affordable housing through a down-payment and closing cost assistance program for the purpose of creating decent affordable housing. No CDBG projects in FY 2014 Annual Action Plan

2. 5 affordable housing units will be created by either CHDO’s, non-profit or for-

profit organizations for the purpose creating decent affordable housing for LMI households.

Good Shepherd Housing Foundation Shepherd House III Rehab: Rehabilitation of property to include roof, siding, windows, doors etc. Property provides permanent supportive housing services to 5 mentally ill individuals since 1998. Project Sponsor given an extension to complete work due to financing. Project to be completed by 11-30-14 and will be reported in FY15 CAPER.

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Sponsor: Good Shepherd Housing Foundation, Inc., a local non-profit Funding Source: CDBG Competitive (Prince William County) Budget Amount: $79,200 Total Expenditure: $0 Anticipated Outcome: 5 People, 1 Housing Unit Actual Outcome: 0 Address: 2338 Longview Drive, Woodbridge 22191

3. 4 new affordable permanent supportive housing units for persons with special needs will be constructed or acquired for the purpose of providing decent housing.

INSIGHT, Inc. Acquisition: The project provided funding to acquire 3 condominiums in Prince William County to be used as part of INSIGHT’s Supported Living Program. One component of the program is to provide a stable living environment that offers structure and continuity. The program is designed for persons with mild to moderate intellectual/developmental disabilities who are employed in the community and need support in areas of medical case management and supervision, budgeting, shopping, social and other activities of daily living. Sponsor had difficulties in finding properties to meet special needs of residents. Extension granted until 11-30-14. Will be reported in FY15 CAPER. Sponsor: INSIGHT, Inc., a local non-profit Funding Source: CDBG Competitive funding (Prince William County) Budget Amount: $225,000 Total Expenditure: $0 Anticipated Outcome: 1 Housing Unit Actual Outcome: 0 Housing Unit Address: County Wide

III. ECONOMIC OPPORTUNITY (0 PROJECT BUDGET OF $0) 40 Persons to be Assisted = 0 Persons Assisted


1. 400 persons will be provided access to advocacy/counseling services for the purpose of creating economic opportunities. No CDBG projects in FY 2014 Annual Action Plan

IV. ADMINISTRATIVE PROJECTS (3 PROJECTS BUDGET OF $411,669) Expended $328,042.96

The following projects were funded from administration funds allocated by federal funding sources. For Community Development Block Grant (CDBG) this amount cannot exceed 20% of the allocation; for the HOME Investment Partnership Program (HOME) the limit is 10%; and for the Emergency Solutions Grant (ESG)

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the amount is also 10% of the allocation. The administrative funds are allocated to Prince William County Office of Housing and Community Development who has oversight and management of all the above initiatives.

General Management, Oversight Coordination and Program Administration: Oversight of housing and community development program initiatives. Long range/strategic planning and fiscal management. Develop and recommend implementation of policies, procedures, and regulations that support the development of preservation of affordable housing. Management of federally mandated housing and community development regulations, i.e. fair housing and environmental reviews. Responsible for the preparation of Grantee Performance Report (CAPER), Prince William Area Consolidated Housing and Community Development Plan and Annual Action Plan. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Administrative Funding Budget Amount: $216,669 Total Expenditure $174,781.51

CDBG Administration: Develop, revise, implement and evaluate the day-to-day operation of CDBG entitlement program. Activities include program design, grant administration, subrecipient compliance monitoring, program outreach, public relations, training and technical assistance to potential and current project sponsors to include Prince William County, Manassas City and Manassas Park. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Administrative Funding Budget Amount: $110,000 Total Expenditure: $118,447.86 Program Administration (Homeownership): Due to the limited administrative federal funding from the HOME Investment Partnership funds (10% of funding level) Community Development Block Grant administrative dollars will be used for the administrative expenses associated with administering homeownership programs through the Office of Housing and Community Development. Sponsor: Office of Housing and Community Development, a governmental entity Funding Source: CDBG Administrative Funding Budget Amount: $85,000 Total Expenditure: $34,813.59

C. Changes In Program Objectives

There were no changes in the program objectives.

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D. Assessment of Grantee Efforts

Due to the delay in receiving contracts from HUD, projects were delayed from

implementation by three months. When the contracts arrived in September the Office of Housing and Community Development was able to enter into agreements with project sponsors. The agreements were all backdated with an effective date of July 1, 2013 because the Agreements with HUD indicated the effective as July 1, 2013. During the course of the year OHCD conducted monitoring and provided technical assistance to all Subrecipients to assist then in following all the applicable CDBG regulations.

All resources identified in the Consolidated Plan were pursued. See Narrative

Statement, Section F. “Leveraging Resources” for a listing of all funds obligated and or expended. No requested certifications of consistency for HUD programs were received.

E. Addressing National Objectives

Title I of the Housing and Community Development Act of 1974 requires that any activity funded under the Community Development Block Grant program must meet at least one of three national objectives: 1) provide benefit to low-and moderate-income persons, 2) aid in the prevention or elimination of slums and blight, or 3) address an urgent community need.

All projects funded were provided to low- and moderate-income persons either by

limited clientele activities, area benefit or housing activities. To verify income eligibility for those projects that did not provide services to presumed limited clientele, income verification or declarations were utilized.

F. Economic Development

No economic development activities were undertaken during fiscal year 2014. Economic development is not a priority in the 5-Year Consolidated Plan.

G. Program Income No activities were undertaken during the program year that generated program

income to revolving funds; program income from float funded activities; income from the sale of real property; prior period adjustments; loans outstanding or written off; parcels of CDBG acquired property available for sale; or lump sum drawdown payments.

The "Program Income" or funds generated from the use of federal funds included

Community Sponsored loan repayment, Housing Rehabilitation loan repayments due to sale of property and program fees for Dawson Beach Property Management. The total of CDBG program income for FY14 was $243,555.60.

The decrease of $33,634.44 below the projected amount of program income for

the Housing Rehabilitation loans was due to the real estate market in FY14. The drop in real estate home values of homes cause many homeowners not to sell their properties or refinance as in previous years. The decrease was a substantial decrease over what was anticipated.

101


H. Rehabilitation Activities The Housing Rehabilitation programs administered by the Office of Housing and

Community Development provide rehabilitation loans to owner occupied units located within Prince William County and the city of Manassas Park. Improvements are made to bring properties into compliance with HUD's Housing Quality Standards (HQS). In addition to HQS, improvements to increase the efficient use of energy in structures through such means as installation of storm doors, siding, wall and attic insulation and conversion, modification or replacement of heating/cooling equipment are made. Repairs are also directed towards deferred maintenance, replacement of principal fixtures, installation of security devices, including smoke detectors. Properties are selected from the Rehab Waiting Lists which is rank ordered, based upon the number of deficiencies of each property, income levels, if the household is elderly, handicapped, or disabled and then by date and time.

The funding for this activity was only CDBG. No public or private funds were

used for this activity. Total dollars expended was $743,226.86. This total was expended for the following activities:

County Administered Housing Rehabilitation Program $ 566,886.09 For the County Administered Neighborhood Housing Rehabilitation Programs, a total of thirteen (13) homes were completed. The Program provides owners in Prince William County with a financial tool to

improve the safety, integrity, accessibility, and curbside appeal of their property. An additional goal of the program is to help improve the surrounding neighborhood by upgrading existing housing stock. The program provided zero-interest, deferred loans to owner occupied properties.

The second rehabilitation program administered by the Office of Housing and

Community Development is for repairs of owner occupied properties in Manassas City. The program is designed to improve the safety, integrity, accessibility, and curbside appeal of property. An additional goal of the program is to help improve the surrounding neighborhood by upgrading existing housing stock. The program provided zero-interest, deferred loans to owner occupied properties.

Three (3) household was served in FY14.

The total expended for the Manassas City Repair Program $114,215.77

The third rehabilitation program administered by the Office of Housing and Community Development is owner occupied properties in Manassas Park. The program is designed to provide for safety, integrity, accessibility, and curbside appeal of property. An additional goal of the program is to help improve the surrounding neighborhood by upgrading existing housing stock. The program provided zero-interest, deferred loans to owner occupied properties.

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One (1) household was served in FY14.

The total expended for Manassas Park Rehab Program $45,325

The fourth rehabilitation activity was Project Mend-A-House which provides for repairs of owner occupied and elderly property owners of Prince William County.

Sixty Eight (68) households were served in FY14.

The total expended for Project Mend-A-House Program $16,800

The Rehabilitation Activities Report, following this section indicates the total rehabilitation dollars expended and the number of units completed as well as those obligated.

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REHABILITATION ACTIVITIES U. S. Department of Housing and Urban Development Grantee Performance Report Office of Community Planning & Development Community Development Block Grant

Name of Grantee Grant

Number Reporting Period Prince William County B13UC51005 7/1/13 to 6/30/14 All grantees must submit this form, whether or not Single-unit Activities Multi-Unit Activities they have CDBG funded rehabilitation programs. (1 unit) (2+ units) 1. Check box only if grantee has no CDBG rehabilitation activities: 2. Staffing: number of Staff-Years (FTE staff years to tenths) 2 . 3. Current Program Expenditures: Activity delivery cost from CDBG funds: a. Staff Cost: Amount expended in 2 above $ 209,332 b. Other direct cost (not included in 4) $ - 4. Current Program Year Expenditures: For all projects (a + b + c) $ 533,894.86 a. CDBG funds expended $ 533,894.86 b. Other public (Federal, State, Local) funds expended c. Private funds expended $ - 5. Project/Unit Rehabilitation /Committed a. Number of projects committed (multi-unit only) Projects b. Number of units committed 4 0 Units Units 6. Obligations: Amount obligated for projects/units committed in 5a and 5b a. CDBG funds obligated $ 130,218.45 $ 0 b. Other public (Federal, State, Local) funds obligated c. Private funds obligated 7. Project/Units Rehabilitation /Completed a. Number of projects completed (multi-unit only) b. Number of units completed 85 Units Units 8. Cumulative Expenditures $ 743,226.86 a. CDBG funds expended $ 743,226.86 b. Other public (Federal, State, Local) funds expended 0 c. Private funds expended $ -

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Prince William Area 2014 Consolidated Annual Performance and Evaluation Report Federal Fiscal Year 2013 III. HOME ENTITLEMENT FUNDS

Each Participating Jurisdiction is to submit a narrative which analyzes the extent to which HOME funds were distributed among different categories of housing needs identified in the approved Consolidated Housing and Community Development Plan. Therefore the information regarding uses of HOME covers the period from July 1, 2013 through June 30, 2014 (Federal Fiscal Year FFY 2013, Prince William County's FY 2014 Fiscal Year).

A. Analysis of the Distribution of HOME funds Among Categories of Housing Needs Identified in the Approved Consolidated Plan

The following charts analyze the distribution of HOME funds in relation to the needs identified in the Consolidated Housing and Community Development Plan for FY 2011 through FY 2015, Action Plan for County Fiscal Year 2014, (Federal Fiscal Year 2013).

Assumptions: Federal FFY13 HOME fund award of $567,720, with an additional

$200,000 projected as program income for a total of $773,170. HOME funds are available for a two year period for commitment and five years for

expenditure. Projects which were planned for one fiscal year may not be completed during that year but may be during the following year. PLANNED USE OF RESOURCES County Fiscal Year 2014 Federal Fiscal Year 2013

DESCRIPTION

PLANNED HOME

INVESTMENT

FUNDS COMMITTED as

of 6-30-14

FUNDS DISBURSED as of

6-30-14 First Time Homebuyer Program (FTHB)

Prince William County Project Program Income

$377,035 $200,000

$605,795.99 $123,372.26

$605,795.99 $123,372.26

City of Manassas Project $35,529 $0 $0 City of Manassas Park Project $13,226 $0 $0 CHDO Set Aside * Project $85,158 $366,769.75 $366,769.75 CHDO Operating Operating $0 $0 Administration HOME Admin. $56,772 $56,772 $54,304.672

TOTAL $767,720 $1,152,710 $1,150,242.67

105

Prince William Area 2014 Consolidated Annual Performance and Evaluation Report Federal Fiscal Year 2013 Program Income Distribution

PROGRAM INCOME PLANNED BALANCE PROGRAM TOTAL TOTAL County Fiscal Year 2014 PROGRAM FORWARD INCOME PI PI Federal Fiscal Year 2013 INCOME FY 14 FROM FY 14 RECEIVED

FY 14 AVAILABLE

FY 14 DISBURSED

FY 14 Repayment of FTHB Loans – Project $200,000 $0.00 $123,372.26 $123,372.26 $123,372.26 Repayment of FTHB Loans – Admin $0.00 $0.00 $0.00 $0.00 $0.00 Repayment of Manassas Housing Trust Fund Loans – Project

$0.00

$0.00

$0.00

$.00

$0.00

Repayment of Manassas Housing Trust Fund Loans – Admin

$0.00

$0.00

$0.00

$0.00

$0.00

Repayment of Manassas Park Housing Rehabilitation Loans – Project

$0.00

$0.00

$0.00

$0.00

$0.00

Repayment of Manassas Park Housing Rehabilitation Loans Admin

$0.00

$0.00

$0.00

$0.00

$0.00

TOTAL $200,000 $0.00 $123,372.26 $123,372.26 $123,372.26 Balance Forward for FY 15 Prince William County Project Prince William County Admin Manassas Trust Fund Project Manassas Trust Fund Admin

$0.00 $0.00 $0.00 $0.00

Total Program Income Forward FY 15 $0.00

106

Prince William Area 2014 Consolidated Annual Performance and Evaluation Report Federal Fiscal Year 2013 Area Median Income, homeless families and persons, non homeless with special needs

assisted:

Priority Need Category Proposed Actual Units Renters 0-30% of MFI 31-50% of MFI 51-60% of MFI 61-80% of MFI

Total 0 0 Owners 0-30% of MFI 0 0 31-50% of MFI 0 5 51-60% of MFI 0 5 61-80% of MFI 7 3

Total 6 13 Homeless* Individuals Families

Total 0 0 Non Homeless Special Needs

0 0

Total Housing Units Total 215 Housing 0 0

Racial/Ethnic Data of Persons Assisted

# Households Ethnic Data Hispanic 2 Non-Hispanic 11

Total Ethnic 2 Racial Data White 2 Black 9 Black &White 0 Asian 2 Asian & White 0 American Indian & Alaskan 0 American Indian Alaskan & White

0

American Indian Alaskan Black & White

0

Hawaiian Pacific Islander 0 Other 0

Total Racial 13

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Prince William Area 2014 Consolidated Annual Performance and Evaluation Report Federal Fiscal Year 2013 NARRATIVE STATEMENTS

The Proposed Use of HOME Funds outlined the following areas of housing activity which serve the housing needs identified in the Prince William Area’s Consolidated Housing and Community Development Five Year Strategy for Fiscal Years 2011-2015. All references to Performance Measurement Objectives and Outcomes in this year’s performance report have been revised to conform with HUD’s directive to meet the standards of the Government Performance and Results Act (GPRA) of 1993 which holds all Federal agencies accountable for establishing goals, objectives and measuring achievements. In response, HUD has developed an Outcome Performance Measurement System for Community Planning and Development Formula Grant Programs to collect performance data from localities in a consistent manner that will result in the ability to report program accomplishment on a national level.

*Homeownership Assistance (Prince William County)

Activities carried out with funds targeted for Homeownership Assistance serves to meet Objective II. Decent Housing with the Outcome Affordability: 7 households per year have affordable housing through a down payment and closing cost assistance program for the purpose of creating decent affordable housing.

During this reporting period, Prince William County's First-Time Homebuyer Program

(FTHB) assisted 13 low-income first time homebuyer household with down payment and closing cost assistance using the County’s Program. This effort also involved developing and maintaining partnerships with local lending institutions, Federal Housing Administration (FHA), Fannie Mae and Virginia Housing Development Authority to provide first-trust financing opportunities to participants. Using HOME funds, a total of $729,168.25 was disbursed for the Program. Participants are free to purchase homes anywhere in Prince William County or the City of Manassas or Manassas Park.

*Community Housing Development Organization (CHDO) Set Aside . The Office of Housing and Community Development issued a Request for Proposals

(RFP) to all local CHDO’s along with a request for recertification. Good Shepherd Housing Foundation (GSHF) was the only respondent to the RFP and recertification. GSHF requested funds towards the rehabilitation of a affordable housing unit. During negotiations GSHF indicated that another property not in their proposal could also utilize funding. Environmental Reviews were conducted to determine if the proposed activity would have a significant impact on the environment. The Environment Review indicated there were no environmental review conditions. Therefore, Contract Agreements with GSHF were entered into and funding obligated for both activities. The total obligation for both activities was a combination of FY13 & FY14 CHDO Set-A-Side as well as other HOME funds. Total reimbursement payments for all renovations were made to Good Shepherd Housing Foundation and totaled $366,796.75.

*CHDO Operating No CHDO Operating funds were disbursed during this reporting period.

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Prince William Area 2014 Consolidated Annual Performance and Evaluation Report Federal Fiscal Year 2013 B. Report on Match Contributions See separate HOME Match Report on HUD form 4107 following this section.

C. Report on Contracts and Subcontracts with Minority Business Enterprises (MBE’s) and Women’s Business Enterprises (WBE) See Part II of HUD Form 4107 attached following this section. D. Results of On Site Inspections of Rental Housing Assisted Under HOME and Assessment of Affirmative Marketing Actions and Outreach to Minority and Women Owned Businesses

Results of On Site Inspections of Rental Housing

During this reporting period the County changed the procedures for inspections. Now anytime a tenant vacates a unit before a new tenant can occupy the unit a housing inspection must be performed. Two (2) property inspections were conducted in connection with Good Shepherd Housing Foundation’s properties using CHDO set aside funds. Brentwood and Forestgrove both were inspected March 2014. If Housing Quality Inspections denoted deficiencies owner was given 30 days to correct. All properties meet the Housing Quality Standards (HQS).

Affirmative Marketing

CHDO projects and property owners applying for HOME funds for assisted housing

containing five or more housing units are advised of Affirmative Marketing requirements. As a condition of funding, a description of the project's affirmative marketing procedures must be submitted to and approved by the OHCD.

The CHDO acquisition projects funded previously have complied with all affirmative

marketing requirements. Persons occupying the properties are persons with mental disabilities, and very low, low and moderate income residents.

Minority Outreach Analysis of Participation by Minorities and Women. During this reporting period, the major activity involved assistance to first-time

homebuyers. The lending institutions involved were not minority or women owned businesses. Two settlement companies frequently used by borrowers using HOME funds are Women Owned Businesses.

109


Outreach for Minority and Women-Owned Businesses Office of Housing and Community Development HOME Program staff are active

participants in a variety of community outreach events sponsored by the Prince William Association of Realtors, the Prince William Chamber of Commerce others associated with the Real Estate Industry which are well attended by local area businesses. Information is provided about the Homeownership Assistance Programs to gain support from local businesses and solicit participation of minority and women-owned businesses. During the year staff was invited to speak to Realtors and loan officers at their office meetings to provide information about the Homeownership Programs. This is an effective way to reach minority and women Realtors and loan officers, and gain their participation in the Homeownership Programs.

Prince William County has made several efforts to market the First-Time Homebuyer

program to the Hispanic population. Jose Piaz, VHDA’s Community Outreach is currently doing outreach and workshops with Georgetown South Community located in the City of Manassas to assist those households with opening checking accounts and informing them of services they can take advantage of including the First-Time Homebuyer (FTHB) Program. In addition, the Office of Housing and Community Development is an affiliate member of the Prince William Area Board of Realtors Northern Virginia Mortgage Association. Since the FY11 CAPER the number of Hispanics who were found eligible for the FTHB Program has increased due primarily through our working relation with the National Association of Hispanic Professional Realtors and our Housing Fairs. In addition to these efforts all mortgage agencies working with the program, which are VHDA approved, have bilingual staff.

Outreach to Increase Minority and Women Homeownership

The Office of Housing and Community Development partnered with the Virginia Cooperative Extension Office to provide credit counseling and education regarding homeownership. The objective of the partnership is to educate potential Prince William Area homebuyers with necessary information on the home buying process. The free home buying education workshops are conducted in a non-threatening environment to increase homeownership among minority, women and others who may not otherwise consider homeownership an option. For FY14 a total of 487 persons participated. 345 [70.84%] were Extremely Low-Income (30% of AMI), 61 [12.53%] were Low-Income (50% of AMI) and 10 [(2.05%) were Moderate-Income (80% of AMI) and 71 [14.58%] were over 80% if Area Median Income. Of the 487 persons served 86 [17.66%] identified themselves as Hispanic and 111 [22.79%] as female head of households.

110

Prince William Area 2014 Consolidated Annual Performance and Evaluation Report Federal Fiscal Year 2013 The following chart represents the demographic information for those persons attending the workshops offered by the Virginia Cooperative Extension Office.

Race and Ethnicity Attendees American Indian or Alaska Native and White 7 Asian 23 American Indian or Alaska Native and Black 1 Asian and White 2 Black African American 233 Black African American and White 6 Native Hawaiian or Other Pacific Islander 7 Hispanic 86 White 156 Other Multi-Racial 52 Total 487 Female Head of Households 111

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form HUD-40107 (11/92)page 1 of 2

Annual Performance ReportHOME Program

U.S. Department of Housingand Urban DevelopmentOffice of Community Planningand Development

OMB Approval No. 2506-0171(exp. 8/31/2009)

Public reporting burden for this collection of information is estimated to average 2.5 hours per response, including the time for reviewing instructions, searchingexisting data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. This agency may not conductor sponsor, and a person is not required to respond to, a collection of information unless that collection displays a valid OMB control number.

The HOME statute imposes a significant number of data collection and reporting requirements. This includes information on assisted properties, on theowners or tenants of the properties, and on other programmatic areas. The information will be used: 1) to assist HOME participants in managing theirprograms; 2) to track performance of participants in meeting fund commitment and expenditure deadlines; 3) to permit HUD to determine whether eachparticipant meets the HOME statutory income targeting and affordability requirements; and 4) to permit HUD to determine compliance with other statutoryand regulatory program requirements. This data collection is authorized under Title II of the Cranston-Gonzalez National Affordable Housing Act or relatedauthorities. Access to Federal grant funds is contingent on the reporting of certain project-specific data elements. Records of information collected willbe maintained by the recipients of the assistance. Information on activities and expenditures of grant funds is public information and is generally availablefor disclosure. Recipients are responsible for ensuring confidentiality when public disclosure is not required.

This form is intended to collect numeric data to be aggregated nationally as a complement to data collected through the Cash and Management Information(C/MI) System. Participants should enter the reporting period in the first block. The reporting period is October 1 to September 30. Instructions are includedfor each section if further explanation is needed.

Submit this form on or before December 31.

Send one copy to the appropriate HUD Field Office and one copy to:

HOME Program, Rm 7176, 451 7th Street, S.W., Washington D.C. 20410

This report is for period (mm/dd/yyyy) Date Submitted (mm/dd/yyyy)

Starting Ending

Part I Participant Identification1. Participant Number 2. Participant Name

3. Name of Person completing this report 4. Phone Number (Include Area Code)

5. Address 6. City 7. State 8. Zip Code

Part II Program IncomeEnter the following program income amounts for the reporting period: in block 1, enter the balance on hand at the beginning; in block 2, enter the amountgenerated; in block 3, enter the amount expended; and in block 4, enter the amount for Tenant-Based rental Assistance.1. Balance on hand at Beginning 2. Amount received during 3. Total amount expended 4. Amount expended for Tenant- 5. Balance on hand at end of

of Reporting Period Reporting Period during Reporting Period Based Rental Assistance Reporting Period (1 + 2 - 3) = 5

Part III Minority Business Enterprises (MBE) and Women Business Enterprises (WBE)In the table below, indicate the number and dollar value of contracts for HOME projects completed during the reporting period.

Minority Business Enterprises (MBE)a. Total b. Alaskan Native or c. Asian or d. Black e. Hispanic f. White

American Indian Pacific Islander Non-Hispanic Non-Hispanic

A. Contracts1. Number

2. Dollar Amount

B. Sub-Contracts

1. Number

2. Dollar Amount

a. Total b. Women Business c. MaleEnterprises (WBE)

C. Contracts

1. Number

2. Dollar Amount

D. Sub-Contracts

1. Number

2. Dollar Amounts

form HUD-40107 (11/92)page 2 of 2

Minority Property Ownersa. Total b. Alaskan Native or c. Asian or d. Black e. Hispanic f. White


1. Number

2. Dollar Amount

Minority Business Enterprises (MBE)Households Displaced a. Total b. Alaskan Native or c. Asian or d. Black e. Hispanic f. White


5. Households Displaced - Number

6. Households Displaced - Cost

Part IV Minority Owners of Rental PropertyIn the table below, indicate the number of HOME assisted rental property owners and the total dollar amount of HOME funds in these rental properties assistedduring the reporting period.

Part V Relocation and Real Property AcquisitionIndicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition. The dataprovided should reflect only displacements and acquisitions occurring during the reporting period.

a. Number b. Cost

1. Parcels Acquired

2. Businesses Displaced

3. Nonprofit Organizations Displaced

4. Households Temporarily Relocated, not Displaced

form HUD-40107-A (12/94)page 1 of 4 pages

Part II Fiscal Year Summary

1. Excess match from prior Federal fiscal year $

2. Match contributed during current Federal fiscal year (see Part III.9.) $

3. Total match available for current Federal fiscal year (line 1 + line 2) $

4. Match liability for current Federal fiscal year $

5. Excess match carried over to next Federal fiscal year (line 3 minus line 4) $

HOME Match Report U.S. Department of Housing and Urban DevelopmentOffice of Community Planning and Development

Part III Match Contribution for the Federal Fiscal Year

Part I Participant Identification1. Participant No. (assigned by HUD) 2. Name of the Participating Jurisdiction 3. Name of Contact (person completing this report)

5. Street Address of the Participating Jurisdiction 4. Contact's Phone Number (include area code)

6. City 7. State 8. Zip Code

Match Contributions forFederal Fiscal Year (yyyy)

OMB Approval No. 2506-0171(exp. 12/31/2012)

7. Site Preparation,1. Project No. 2. Date of 3. Cash 4. Foregone Taxes, 5. Appraised 6. Required Construction Materials, 8. Bond 9. Total

or Other ID Contribution (non-Federal sources) Fees, Charges Land / Real Property Infrastructure Donated labor Financing Match(mm/dd/yyyy)


IV. HOPWA Funds

Prince William County does not directly receive federal Housing Opportunities for Persons with Aids (HOPWA) funds.

HOPWA funds that are awarded to Prince William County are a small portion of the general

HOPWA allocation made to the Washington, D.C. metropolitan area, which are distributed through the Northern Virginia Regional Commission (NVRC). Thus, under a formula program agreement with the NVRC, Prince William County expended $316,445. Under lease as of June 30, 2014 are 21 households.

V. ESG Funds

Prince William County received federal Emergency Solutions Grant (ESG) funds for fiscal year 2014. This federal grant is supplemented by local General Fund revenues, State funds, donations and other eligible federal funds to cover the cost of operating several emergency shelters, transitional shelters, providing case management and related support services to Area homeless, under the Continuum of Care Program.

For this reporting period (FY2014), the Office of Housing and Community Development

received a total allocation of $137,673. These funds were allocated to Area homeless providers. The funding was divided between Shelter Operations (based upon the number of beds provided), Rapid Re-housing of persons in shelters, Homeless Management Information System (HMIS) and Administration.

The Shelter Operations funding covers maintenance costs, supportive services and staff

cost not to exceed 10% of the award. Rapid Re-housing assistance provides homeless families and individuals with incomes at or below 30% of area median income with rental assistance, arrearage, security deposits, etc. HMIS cost are reasonable and appropriate cost associated with operating HMIS for purposes of collecting and reporting data required for ESG. Administrative cost covers the day-to-day operation of the ESG entitlement program.

The following reflects the funding distribution to non-profit and governmental agencies

based upon the number of available yearly beds for homeless Shelter Operations. All funds were utilized and paid by Prince William County during the reporting period but some reimbursements did not take place in IDIS until after the 7-1-14 reporting period. A total of 1,172 homeless persons were provided assistance through Shelter Operations due to ESG funding. An additional 40 households were assisted with $ $46,306.30 in Rapid Re-housing funds. Some Rapid Re-housing expenditures were not drawn in IDIS until after 7-1-14. All ESG funding has a dollar for dollar match.

115


Non-Profit/Governmental Agency

Operations Budget Amount

Expended and

Reimbursed

Expended Reimbursed After 6/30/13

TOTAL $82,604 $59,447.45 $23,074.82

Non-Profit/Governmental Agency Rapid Re-housing

Budget Amount

Expended and

Reimbursed


ACTS, VOA and NVFS includes FY13 carry over $39,744

$19,569.62

$26,736.68

Homeless Management Information System (HMIS)

Budget Amount

Expended and

Reimbursed


HMIS $5,000

$608.93

Emergency Solutions Grant Administration Budget

Amount Expended

and Reimbursed


ESG Administration $10,325

$10,325

116


The following chart shows ESG Grants and Match dollars to support their ESG eligible activity.

Funding Source

ACTS OHCD DSS VOA NVFS TOTAL

ESG Operation

$24,725 $10,767 $7,976 $11,964 $35,892 $91,324

Rapid Re-Housing

$56,873.91 $1,801 $14,257.48 $72,932.39

HMIS $10,404 $10,404 Admin. $21,279 $21,279 Total ESG $81,598.91 $42,450 $7,976 $13,765 $50,149.48 $195,939.39 Other Federal

$112,585 $70,000 $182,585

Local Government

$192,606 $64,426 $357,576 $196,464 $811,072

Private $84,000 $30,779 $350,000 $464,779 State $416,526 $416,526 Other $58,000 $41,987 $64,353 $164,340 Total Match $334,606 $112,585 $64,426 $430,342 $1,097,343 $2,039,302 Homeless Discharge Coordination For the past several years, the Continuum of Care Network (CoCN) has been developing and monitoring discharge planning with the Department of Social Services Foster Care Division, Hospitals, Mental Health Facilities, and the Corrections Departments to establish formal protocols so that persons are not released from these programs and facilities without appropriate housing arrangements. The following narrative outlines the progress in discharge planning in the Prince William Area: Foster Care The Foster Care Program in Prince William is under the umbrella of the Department of Social Services. There are formal understandings of what the program is expected to do around discharge. Foster Care has added two components to the original foster care program. The first is the added capability of extending foster care to twenty one year olds. This allows those individuals who wish to stay three added years to become self-sufficient. The second component deals with a child who chooses to stay. He/she may enroll in the Independent Living Program which concentrates on life skills and also provides an apartment for teens to live in. Whether the child leaves at eighteen years of age or twenty one years, a social worker who has been working with the child has been developing a discharge plan at least a year in advance. 117


Health Care Discharge planning from hospitals is a goal of the Prevention Committee of the 10 Year Plan to End Homelessness. The Adult Protective Services (APS) groups within the Department of Social Services are also petitioning hospitals not to discharge to shelters. However, more initial discussions are needed. State government also needs to put pressure on hospitals not to release homeless people, barely able to care for themselves into the care of shelters. Mental Health Formal Protocols for discharge planning have been established, implemented, and referenced in code of Virginia or the Continuity of Care Procedures in the Community Services Performance Contract. The state institutes have discharge planning with prisoners three months prior to the actual discharge. Discharge planning is one of the prevention goals in the 10 Year Plan to End Homelessness which is under development. Although ESG homeless prevention funds may be used to assist very-low income individuals and families at risk of becoming homeless after being released from publicly funded institutions such as health care facilities, foster care or other youth facilities, or corrections institutions or programs, the ESG allocation and other resources for the Prince William Area homeless providers is so minimal that ESG funding is used to support shelter and transitional housing operational costs. In 2009, Congress passed the Hearth Act which re-directs the use of homeless programs funded under the McKinney-Vento Act towards programs that prevent homelessness and demonstrate effectiveness in rapidly moving homeless persons towards stability to maintain permanent housing. HUD is still developing regulations that will govern implementation of Hearth. The Act should not be construed that emergency shelters and transitional housing are no longer viable or needed programs. However, as implied in the re-naming of the Emergency Shelter Grant to Emergency Solutions Grant, these programs are not the solution to end homelessness. Instead they are a component of the solution and should be used to enhance clients’ stability and access to programs and services that will help them achieve maximum independence. Federal regulations stipulate that the maximum length of stay at emergency and transitional shelters is 30 days and 24 months, respectively. The requirement for ESG recipients to use HMIS will allow municipalities, continuums and Congress to demonstrate the effectiveness of program delivery by documenting client’s length of stay, access to mainstream resources, and client’s housing status upon exit. Such information will be valuable in developing best practices, understanding gaps in system delivery and allocating resources to programs based upon results.

118


VI. Citizen Participation Requirements

To obtain citizen comments on the DRAFT Prince William Area 2014 Consolidated

Annual Performance and Evaluation Report, and to solicit input into the FY2016 Annual Action Plan, copies of the report were published and made available for public review at least fifteen (15) days prior to submission to the U. S. Department of Housing and Urban Development (HUD) by September 30, 2014. The availability of the report, deadline for comments and date/time of public information meetings was published in the newspaper on September 3, 2014. The Public Information Meetings scheduled on September 22nd in Manassas City and September 25th in Woodbridge.

The DRAFT Annual Performance Report for Fiscal Year 2014 was made available for public

review at the following sites and no comments were obtained:

• Office of Housing & Community Development Dr. A.J. Ferlazzo Building 15941 Donald Curtis Drive, Suite 112 Woodbridge, Virginia

• McCoart Complex 1 County Complex Court Prince William, Virginia

• Sudley North Government Center Department of Social Services 7987 Ashton Ave., Suite 200 Manassas, Virginia

• City of Manassas Dept. of Family Services 8955 Center Street Manassas, Virginia

• Manassas Park Office of Planning 1 Park Center Court Manassas Park, Virginia

• Bull Run Regional Library 8051 Ashton Ave.

Manassas, Virginia • Central Branch Library

8601 Mathis Ave. Manassas, Virginia

• Chinn Park Regional Library 13065 Chinn Park Drive Woodbridge, Virginia

• Potomac Branch Library 2201 Optiz Boulevard Woodbridge, Virginia

119

Page:PR03 - PRINCE WILLIAM COUNTY 1 of 24

05-Aug-2014U.S. Department of Housing and Urban Development9:571

Date: Time: Page:

Office of Community Planning and DevelopmentIntegrated Disbursement and Information System

CDBG Activity Summary Report (GPR) for Program Year 2013PRINCE WILLIAM COUNTY


648 - BENLOMAND COMMUNITY CENTER ACCESSIBILITYIDIS Activity:

Project: 0009 - BEN LOMAND COMMUNITY CENTER HANDICAP ACCESSIBILITYPGM Year: 2003

Description:

Public Facilities and Improvement(General) (03)

Matrix Code:

Objective:Outcome:

Canceled 1/7/2014 9:24:48 AM10501 Copeland Dr MANASSASManassas, VA 20109-2972 National Objective: LMC

Status:Location:

Prince William County has returned funds to the line of credit, however the returned funds wererecaptured by the Treasury. RETROFIT FOR HANDICAPPED ACCESSIBILITY TO THE BEN LOMANDCOMMUNITY CENTER BYINSTALLATION OF ELEVATOR. CENTER ISLOCATED IN WESTERN PRINCE WILLIAM COUNTY.

FinancingFunded Amount:

Drawn In Program Year:Drawn Thru Program Year:

Proposed Accomplishments

11/04/2003Initial Funding Date:

0.000.000.00

Number assisted:

Actual AccomplishmentsPerson

Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

0

0

White:Black/African American:

Total:

Asian:American Indian/Alaskan Native:Native Hawaiian/Other Pacific Islander:American Indian/Alaskan Native & White:Asian White:Black/African American & White:American Indian/Alaskan Native & Black/African American:Other multi-racial:Asian/Pacific Islander:Hispanic:

OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0

RenterTotal Hispanic

00

0

00

0 00 00 00 00 00 00 00 00 00 0

0

TotalTotal Hispanic Total

0000000000

000000000000

000000000000

0 0 0

Female-headed Households: 0 0 0

Income Category:

Low ModModerate

Extremely Low

Non Low ModerateTotalPercent Low/Mod

Owner00000

Renter00000

Total00000

Person00000

Annual Accomplishments


Years Accomplishment Narrative # Benefitting2003

2004

THE PARK AUTHORITY REQUESTED AN EXTENSION TO COMPLETE PROJECT UNTIL 12/04. IN AN EFFORT TO REIN IN THEVOLUME OF PROJECTS THE PARK AUTHORHAD UNDER CONSTRUCTION AT ONE TIME, THE ELEVATOR WAS DEFERRED UNTILSPRING 2004. WHEN PLANNING STARTED REALIZED ORIGINAL TIME LINE WAS NOT ADEQUATE.FUNDING PROVIDED FOR PROJECT WAS NOT ENOUGHT FOR PROJECT TO PROCEED. THE ORIGINAL TYPE OF ELEVATOR WASDETERMINE NOT TO BE ACCEPTABLE BY COUNTY SO SCOPE OF ELEVATOR HAD TO CHANGE. NEW BID WAS HIGHER ANDPARK AUTHORITY HAD TO LOCATE ADDITIONAL FUNDS FOR MATCH. NO FUNDING FOR PROJECT TO BE COMPLETED WITHINTIME FRAME FOR CDBG. PROJECT WILL BE COMPLETED WITHIN PARK AUTHORITIES CIP IN 2007.

715 - HABITAT FOR HUMANITY LAND ACQUISITIONIDIS Activity:

Project: 0006 - HABITAT FOR HUMANITY LAND ACQUISITIONPGM Year: 2004

Description:

Acquisition of Real Property (01)Matrix Code:AffordabilityProvide decent affordable housingObjective:

Outcome:Canceled 8/26/2013 12:00:16 PMPO Box 3111 Manassas, VA 20108-0920

National Objective: LMH

Status:Location:

FUNDING PROVIDED FOR THE ACQUISITION OF THREE LAND-LOTPROPERTIES IN EASTERNPRINCE WILLIAM COUNTY TO BE USED FORTHE CONSTRUCTION OF HOUSING FOR LMI PWCRESIDENTS.



Proposed AccomplishmentsHousing Units : 3


0.000.000.00

Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

0

0


Total:


OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


0000000000

000000000000

000000000000

0 0 0


Income Category:Owner Renter Total Person


Low ModModerate

Extremely Low


00000

00000

00000

00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting11112004

2005

PROJECT SPONSOR REQUESTED EXTENSION IN ORDER TO COMBINE FUNDING WITH NEXT YEARS ALLOCATION DUE TO THEHIGH COST OF LAND. CONTRACT HAS BEENPLACED TO PURCHASE THREE LOTS. CLOSING IS EXPECTED BY 12/05 WITHCONSTRUCTION TO TAKE PLACE AFTER 1/06.THREE LOTS PURCHASED AWAITING REZONING SO THAT MORE HOMES MAY BE BUILTON LOTS.

758 - HABITAT FOR HUMANITY LAND ACQUISITIONIDIS Activity:

Project: 0007 - HABITAT FOR HUMANITY LAND ACQUISITIONPGM Year: 2005

Description:


Outcome:Canceled 8/26/2013 11:59:42 AMPO Box 3111 Manassas, VA 20108-0920


Status:Location:

FUNDING FOR THE ACQUISTION OF REAL PROPERTY TO CONSTRUCTHOUSING FOR LOW ANDMODERATE INCOME RESIDENTS OF PRINCE WILLIAM COUNTY.Financing

Funded Amount:




0.000.000.00

Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0White:Black/African American:Asian:American Indian/Alaskan Native:Native Hawaiian/Other Pacific Islander:American Indian/Alaskan Native & White:Asian White:Black/African American & White:American Indian/Alaskan Native & Black/African American:Other multi-racial:Asian/Pacific Islander:

OwnerTotal Hispanic

0 00 0

0 00 00 00 00 00 00 00 00 0


00

00

0 00 00 00 00 00 00 00 00 0


0000000000

00000000000

00000000000


0 00Total:

Hispanic:

0 0

0 0

0

0 0

0

0 0

0 0 0


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter00000

Total00000

Person00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2005 THE PROJECT PROVIDED FUNDING FOR THE ACQUISITION OF PROPERTY TO BE USED FOR THE PURCHASE OF LAND TO BE

USED TO BUILD AFFORDABLE HOUSING FOR LMI HOUSEHOLDS. PROPERTY WAS PURCHASED CURRENTLY WORKING WITHPWC PLANNING FOR COMPREHENSIVE PLAN AMENDMENT AND REZONING. REZONING SHOULD BE COMPLETED IN FY08 WITHCONSTRUCTION TO BE COMPLETED SHORTLY AFTERWARDS.

862 - HABITAT FOR HUMANITY WATER/SEWER CONNECTIDIS Activity:

Project: 0007 - HABITAT FOR HUMANITY WATER & SEWER CONNECTIONPGM Year: 2007

Description:

Water/Sewer Improvements (03J)Matrix Code:Availability/accessibilityCreate suitable living environmentsObjective:

Outcome:Canceled 8/26/2013 12:04:41 PMPO Box 3111 Manassas, VA 20108-0920


Status:Location:

FUNDING PROVIDED FOR WATER AND SEWER CONNECTION AND THE COSTFOR ANY COSTASSOCIATED WITH DEVELOPING AFFORDABLE HOUSING.Financing

Funded Amount:




0.000.000.00

Number assisted:


Hispanic

0

0

0

0

0

0White:Black/African American:Asian:American Indian/Alaskan Native:Native Hawaiian/Other Pacific Islander:American Indian/Alaskan Native & White:

OwnerTotal Hispanic

0 00 0

0 00 00 00 0


00

00

0 00 00 00 0


00000

000000

000000


0

0

0

0

0

0

0

0Total:

Asian White:Black/African American & White:American Indian/Alaskan Native & Black/African American:Other multi-racial:Asian/Pacific Islander:Hispanic:

0 0

0 00 00 00 00 00 0

0

0 00 00 00 00 00 0

0

00000

000000

000000

0 0 0


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter00000

Total00000

Person00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2007 FUNDING PROVIDED FOR WATER AND SEWER CONNECTIONS AND COST ASSOCIATED WITH REZONING OF 3 ONE ACRE LOTS TO

DEVELOP AFFORDABLE HOUSING. PROJECT HAS BEEN DELAYED DUE TO REZONING. REZONING REQUEST DENIED BYPLANNING COMMISSION AND BOCS HAS DEFERRED ACTION FOR HABITAT FOR HUMANITY TO WORK WITH SURROUNDINGNEIGHBORS TO SEE IF PROBLEMS WITH THE DEVELOPMENT CAN BE WORKED OUT.

1031 - Neighborhood Housing RehabilitationIDIS Activity:

Project: 0003 - Housing RehabilitationPGM Year: 2012

Description:

Rehab; Single-Unit Residential (14A)Matrix Code:AffordabilityProvide decent affordable housingObjective:

Outcome:Completed 7/30/2014 12:00:00 AM15941 Donald Curtis Dr Ste 112 Woodbridge, VA 22191-4256 National Objective: LMH

Status:Location:

Neighborhood Housing Rehabilitation Program to correct health and safety items for owner occupiedproperty owners.Financing

Funded Amount:




539,307.94539,307.9482,737.50

Number assisted:


Hispanic

00White:

Black/African American:

OwnerTotal Hispanic

4 37 0


00

00


00

47

30


0

0

0

0

0

0

0

0

0

0

0

0Total:


11 3

0 00 00 00 00 00 00 00 00 00 0

0

0 00 00 00 00 00 00 00 00 00 0

0

000000000

0000000000

0000000000

11 3 0


Income Category:

Low ModModerate

Extremely Low


Owner4340

11100.0%

Renter00000

Total4340

11100.0%

Person00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2012 Served 11 Prince William County owner-occupied households with rehabilitation assistance to correct safety and health issues in there

properties as well as preventative maintenance and security. 72 other households were sent applications for assistance but 46 failed to returnnecessary documentations to determine eligibility.

1036 - Streetlight Community Outreach AcquisitionIDIS Activity:

Project: 0004 - Non-Profit Housing AcquistionPGM Year: 2012

Description:


Outcome:Canceled 7/24/2013 12:00:00 AM1550 Prince William Pkwy Woodbridge, VA 22191-2043


Status:Location:

Funding provided through competitive process to aquire single family property to be used as transitionalhousing for single adults who are homeless. Non Profit was not able to find property to purchase withfunding provided so project was cancelled.





0.000.000.00


Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

0

0


Total:


OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


0000000000

000000000000

000000000000

0 0 0


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter00000

Total00000

Person00000

Annual AccomplishmentsNo data returned for this view. This might be because the applied filter excludes all data.

1054 - Housing Counseling Prince William CountyIDIS Activity:

Project: 0001 - Housing CounselingPGM Year: 2013

Public Services (General) (05)Matrix Code:Availability/accessibilityProvide decent affordable housingObjective:

Outcome:Completed 7/30/2014 12:00:00 AM8033 Ashton Ave Ste 105 Manassas, VA 20109-2895

National Objective: LMC

Status:Location:


Description:Funding provided to Cooperative Extension to provide housing counseling services to LMI residents ofPrince William County. Services to include budget counseling, credit counseling, pre- and post-purchase counseling,homeownership counseling, and information on protects established under the Fair Housing Act.



Proposed AccomplishmentsPeople (General) : 115


52,080.0039,060.0039,060.00

Number assisted:


Hispanic

0

1

0

0

0

0

0

0

0

0

0

6

5

12


Total:


OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


3337

1030110

100

000000000000

000000000000

0 0 86


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter00000

Total00000

Person67

70

1286

86.0%

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Cooperative Extension provided to Prince William County residents Smart Money Management Workshops, Homeownership Seminars and

financial assessments.

1055 - Housing Counseling Manassas CityIDIS Activity:

Project: 0001 - Housing CounselingPGM Year: 2013


Description:

Public Services (General) (05)Matrix Code:Availability/accessibilityProvide decent affordable housingObjective:



Status:Location:

Cooperative Extension to provide financial assessment clinics and homeownership workshops forManassas City residents.Financing

Funded Amount:




8,055.006,071.506,071.50

Number assisted:


Hispanic

0

1

0

0

0

0

0

0

0

0

0

6

5

12


Total:


OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


3337

1030110

100

000000000000

000000000000

0 0 86


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter00000

Total00000

Person67

70

1286

86.0%

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Cooperative Extension Office provided Smart Money Management workshops, Homeownership Seminars, and provided financial assessment

for Manassas City residents.


1056 - Dawson Beach Property ManagementIDIS Activity:

Project: 0002 - Dawson Beach Property ManagementPGM Year: 2013

Description:

Operating Costs of Homeless/AIDSPatients Programs (03T)

Matrix Code:Availability/accessibilityCreate suitable living environmentsObjective:

Outcome:Completed 7/30/2014 12:00:00 AM14000 Dawson Beach Rd Woodbridge, VA 22191-1419


Status:Location:

Property Management cost associated with the Dawson Beach Transitional Housing site of 7 townhouseunits used for transitional housing of homeless families for a period not to exceed two (2) years.Financing

Funded Amount:




71,139.1955,542.4155,542.41

Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

0

0


Total:


OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


215

001003000

000000000000

000000000000

0 0 21


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter00000

Total00000

Person21

000

21100.0%


Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Property Management services for Dawson Beach Transitional Housing to serve homeless families for a period of 2 years.

1057 - Dawson Beach Case Management ServicesIDIS Activity:

Project: 0003 - Dawson Beach Case Management ServicesPGM Year: 2013

Description:

Operating Costs of Homeless/AIDSPatients Programs (03T)


Outcome:Completed 7/30/2014 12:00:00 AM14000 Dawson Beach Rd Woodbridge, VA 22191-1419


Status:Location:

Supportive services provided to Dawson Beach Transitonal Housing homeless families for a period of two(2) years. These services are aimed at economic betterment, financial planning and budgeting, job skills, mentalhealth issues, etc.





35,000.0029,166.6929,166.69

Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

0

0


Total:


OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


215

001003000

000000000000

000000000000

0 0 21


Income Category:

Low ModModerate

Extremely Low

Non Low Moderate

Owner0000

Renter0000

Total0000

Person21

000


TotalPercent Low/Mod

0 0 0 21100.0%

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Supportive services provided for homeless families living in transitional housing. Servies include financial planning and budgeting, job skills,

mental health services, etc.

1058 - Dawson Beach RenovationsIDIS Activity:

Project: 0004 - Dawson Beach Transitional Housing RenovationsPGM Year: 2013

Description:

Rehab; Other Publicly-OwnedResidential Buildings (14D)


Outcome:Open14000 Dawson Beach Rd Woodbridge, VA 22191-1419


Status:Location:

Renovations to seven (7) townhouse units build in 1957 that were conveyed to Prince William County byHHS. The property requires major renovations to maintain the property to an acceptable living standard.





650,000.00163,910.37163,910.37

Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

0

0


Total:


OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


0000000000

000000000000

000000000000

0 0 0


Income Category:Owner Renter Total Person


Low ModModerate

Extremely Low


00000

00000

00000

00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Due to a delay in starting renovations project will not be completed until 11-1-14.

1059 - Housing Rehab ProgramIDIS Activity:

Project: 0005 - Housing RehabiliationPGM Year: 2013

Description:

Rehab; Single-Unit Residential (14A)Matrix Code:Availability/accessibilityProvide decent affordable housingObjective:

Outcome:Open15941 Donald Curtis Dr Ste 112 Woodbridge, VA 22191-4256 National Objective: LMH

Status:Location:

Renovations of Prince William County, Manassas City and Manassas Park owner-occupied LMIproperties to provide corrections to health and safety issues, energy conservation and extended us ofproperty.





666,207.00393,522.55393,522.55

Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

0

0


Total:


OwnerTotal Hispanic

10 47 1

17 5

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


00000000000

1070000000000

410000000000

17 5 0



Income Category:

Low ModModerate

Extremely Low


Owner4

1120

17100.0%

Renter00000

Total4

1120

17100.0%

Person00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Rehabilitation of 17 total properties. 14 properties were located in Prince William County and Manassas Park with 3 Extremely-Low Income, 9

Low-Income and 2 Moderate-Income. The race and ethnicity was 8 White with 4 Hispanic and 6 Black. 3 Manassas City households assistedwith 1 Extremly-Low and 2 Low-Income. Thre race was 2 white and 1 Black Hispanic.

1060 - Rehab AdministrationIDIS Activity:

Project: 0005 - Housing RehabiliationPGM Year: 2013

Description:

Rehabilitation Administration (14H)Matrix Code:Availability/accessibilityProvide decent affordable housingObjective:

Outcome:Completed 7/30/2014 12:00:00 AM15941 Donald Curtis Dr Woodbridge, VA 22191-4256


Status:Location:

Administration charges associated with the administration of the Rehabilitation Programs for PrinceWilliam County, Manassas City and Manassas Park.Financing

Funded Amount:




209,332.00199,368.81199,368.81

Number assisted:


Hispanic

0

0

0

0

0

00

0

0

0White:Black/African American:Asian:American Indian/Alaskan Native:Native Hawaiian/Other Pacific Islander:American Indian/Alaskan Native & White:Asian White:Black/African American & White:American Indian/Alaskan Native & Black/African American:Other multi-racial:

OwnerTotal Hispanic

0 00 0

0 00 00 00 00 00 00 00 0


00

00

0 00 00 00 00 00 00 00 0


000000000

0000000000

0000000000


0

0

00Total:

Asian/Pacific Islander:Hispanic:

0 0

0 00 0

0

0 00 0

0

000

00

0 0 0


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter00000

Total00000

Person00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 CDBG funds used as direct cost for the administration of the Housing Rehabiliation Program

1061 - INSIGHT AcquisitionIDIS Activity:

Project: 0006 - Non-Profit AcquisitionPGM Year: 2013

Description:


Outcome:Open13505 Hillendale Dr Woodbridge, VA 22193-4716


Status:Location:

Competitive funding awarded to INSIGHT, Inc.a local non-profit toward the acquisition of property to be used by persons with developmental disabilities.Financing

Funded Amount:




225,000.000.000.00

Number assisted:


Hispanic

0

0

0

0

0

0

0White:Black/African American:Asian:American Indian/Alaskan Native:Native Hawaiian/Other Pacific Islander:American Indian/Alaskan Native & White:Asian White:

OwnerTotal Hispanic

0 00 0

0 00 00 00 00 0


00

00

0 00 00 00 00 0


000000

0000000

0000000


0

0

0

0

0

0

0Total:

Black/African American & White:American Indian/Alaskan Native & Black/African American:Other multi-racial:Asian/Pacific Islander:Hispanic:

0 0

0 00 00 00 00 0

0

0 00 00 00 00 0

0

0000

00000

00000

0 0 0


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter00000

Total00000

Person00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Agreement with Subrecipient extended until November 2014 due to delayed receipt of Agreement with HUD and difficulty in finding a single

family home that is accessible for persons with developmental disabilities.

1062 - NVFS AcquisitionIDIS Activity:

Project: 0006 - Non-Profit AcquisitionPGM Year: 2013

Description:


Outcome:Completed 7/30/2014 12:00:00 AM10455 White Granite Dr Oakton, VA 22124-2764


Status:Location:

Competitive funding awarded to Northern Virginia Family Service to acquire property to be used foraffordable housing of Prince William County residents.Financing

Funded Amount:




113,631.07105,909.32105,909.32

Number assisted:


Hispanic

00

0White:Black/African American:Asian:

OwnerTotal Hispanic

0 00 0

0 0


00

00

0 0


00

000

000


0

0

0

00

0

0

0

0

0

0Total:

American Indian/Alaskan Native:Native Hawaiian/Other Pacific Islander:American Indian/Alaskan Native & White:Asian White:Black/African American & White:American Indian/Alaskan Native & Black/African American:Other multi-racial:Asian/Pacific Islander:Hispanic:

0 0

0 00 00 00 00 00 00 00 00 0

1

0 01 00 00 00 00 00 00 00 0

0

00000000

010000000

000000000

1 0 0


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter01001

100.0%

Total01001

100.0%

Person00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Property acquired with CDBG funding and minor repairs completed by Northern Virginia Family Service. Project had a dollar for dollar match

requirement.

1063 - Project: Mend-A-Housing Repair ProgramIDIS Activity:

Project: 0007 - Mend-A-House Repair ProgramPGM Year: 2013

Description:




Status:Location:

Competitive funding awarded to Project: Mend-A-House a local non-profit toward their housing repairprogram to serve owner-occupied LMI residents of Prince William County.Financing

Funded Amount:




16,800.0016,800.0016,800.00


Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

0

0


Total:


OwnerTotal Hispanic

39 220 0

68 5

2 00 00 00 00 00 00 07 30 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


00000000000

3920

2000000700

200000000300

68 5 0


Income Category:

Low ModModerate

Extremely Low


Owner4220

60

68100.0%

Renter00000

Total4220

60

68100.0%

Person00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Funding provided to cover administrative cost for Project: Mend-A-House, a local non-profit to provide repair services to Prince William County

LMI owner-occupied houses. Target population are elderly, disabled or handicap households.

1064 - Capital Caring Hospice ProgramIDIS Activity:

Project: 0008 - Capital Caring Hospice Caring ProgramPGM Year: 2013

Description:

Health Services (05M)Matrix Code:Availability/accessibilityCreate suitable living environmentsObjective:

Outcome:Completed 7/30/2014 12:00:00 AM2900 Telestar Ct Falls Church, VA 22042-1206


Status:Location:

Competitive funding awarded to Capital Caring for their Hospice Patient Care Program. Services covers all services for hospice to include medication, medical supplies and equipment to ensurepatient's comfort as well as grief and loss support for the families. Services are for LMI Prince William County residents.

FinancingFunded Amount:Drawn Thru Program Year:


40,000.0040,000.00


Drawn In Program Year:


40,000.00

Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

4

4


Total:


OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


75000050090

000000000000

000000000000

0 0 26


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter00000

Total00000

Person26

000

26100.0%

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 The non-profit provided 26 low-income Prince William County residence with hospice services

1065 - GSHF RenovationsIDIS Activity:

Project: 0009 - Good Sheperd Housing Foundation RenovationsPGM Year: 2013


Outcome:Open2338 W Longview Dr Woodbridge, VA 22191-2638


Status:Location:


Description:Competitive funding awarded to Good Shepherd Housing Foundation toward the renovations of singlefamily property used for affordable housing for persons with developmental disabilities.Financing

Funded Amount:




79,200.000.000.00

Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

0

0


Total:


OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


0000000000

000000000000

000000000000

0 0 0


Income Category:

Low ModModerate

Extremely Low


Owner00000

Renter00000

Total00000

Person00000

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Agreement with Subrecipient extended until November 2014 due to delay in receipt of HUD Agreement of three months. In addition subrecipent

had difficulty in securing funds for match.

1066 - CDBG AdministrationIDIS Activity:

Project: 0010 - CDBG AdministrationPGM Year: 2013


Description:

General Program Administration (21A)Matrix Code:

Objective:Outcome:

Completed 7/30/2014 12:00:00 AM ,

National Objective:

Status:Location:

Administrative funding for the operation of the Community Development Block Grant Program.FinancingFunded Amount:




328,042.96247,698.46247,698.46

Number assisted:


Hispanic

0


Total:


OwnerTotal Hispanic

0 0


0 0


000000000000

000000000000

0 0 0

Female-headed Households: 0

Income Category:

Low ModModerate

Extremely Low


Owner

0

Renter

0

Total00000

Person

0

Annual AccomplishmentsNo data returned for this view. This might be because the applied filter excludes all data.


No data returned for this view. This might be because the applied filter excludes all data.

1067 - Georgetown South Playground EquipmentIDIS Activity:

Project: 0011 - Georgetown South Playground EquipmentPGM Year: 2013

Description:

Parks, Recreational Facilities (03F)Matrix Code:Availability/accessibilityCreate suitable living environmentsObjective:

Outcome:Open9444 Taney Rd Manassas, VA 20110-5933


Status:Location:

Competitive funding awarded to Georgetown South Community Council a townhouse complex locatedwithin a LMI area of Manassas City to install handicapped accessible playground equipment.Financing

Funded Amount:


Proposed AccomplishmentsPublic Facilities : 1


40,000.000.000.00

Number assisted:


Hispanic

0

0

0

0

0

0

0

0

0

0

0

0

0

0


Total:


OwnerTotal Hispanic

0 00 0

0 0

0 00 00 00 00 00 00 00 00 00 0


00

0

00

0 00 00 00 00 00 00 00 00 00 0

0


0000000000

000000000000

000000000000

0 0 0


Income Category:

Low ModModerate

Extremely Low

Non Low Moderate

Owner0000

Renter0000

Total0000

Person0000


TotalPercent Low/Mod

0 0 0 0

Annual AccomplishmentsYears Accomplishment Narrative # Benefitting2013 Agreement with Subrecipent extented until Novemember 2014 to complete the installation of handicapped accessible playground equipment.

Project was delayed due to delay in receipt of Agreement with HUD.$3,073,795.16

$1,379,787.61$1,836,358.05

Total Funded Amount:

Total Drawn In Program Year:Total Drawn Thru Program Year:

IDIS U.S. DEPARTMENT OF HOUSING AND URBANDEVELOPMENT

OFFICE OF COMMUNITY PLANNING AND DEVELOPMENT

PR06 - Summary of Consolidated Plan Projects for ReportYear

DATE: 8/5/2014

TIME: 10:29:03 AM

PAGE: 1/2

1/2

PlanYear

IDISProject Project Title and Description Program Metrics Project

EstimateCommited

Amount

Amount DrawnThru Report

Year

AmountAvailable to

Draw

AmountDrawn in

Report Year2013 1

2

3

4

5

6

7

8

9

10

11

12

13

Housing Counseling

Dawson Beach Property Management

Dawson Beach Case Management Services

Dawson Beach Transitional Housing Renovations

Housing Rehabiliation

Non-Profit Acquisition

Mend-A-House Repair Program

Capital Caring Hospice Caring Program

Good Sheperd Housing Foundation Renovations

CDBG Administration

Georgetown South Playground Equipment

HESG 13 Prince William Area

HOME Administration

Housing Counseling Services provided byCooperative Extension to LMI residents of PrinceWilliam County and Manassas City.Property Management of seven (7) TranstionalHousing units conveyed to the County by the HHS.The site provides housing and case managementservices to homeless families.Housing and supportive services provided forhomeless families with children for a period of twoyears. Services are aimed at economic betterment,financial planning and budgeting, job skills, mentalhealth issues, etc.Seven (7) townhomes built in 1957 require majorrenovations to maintain the property to anacceptable living standard. Renovations to includewindows, doors, flooring, roof, siding, appliances,etc.Rehabilitation of LMI owner occupied housinglocated in Prince William County, Manassas Cityand Manassas Park.Competitive funding awarded to non-profits towardsthe acquisition of property to be used by LMIhouseholds.Competitive funding awarded to Project: Mend-A-House a local non-profit to provide repairs to owner-occupied LMI households in Prince William County.Competitive funding awarded to Capital Caring forHospice Care Program for Prince William Countyresidents who are LMI.Competitive funding awarded to Good ShepherdHousing Foundation for renovations of housing ofpersons with developmental disabilities.Administrative cost associated with theadministration of the Community Development BlockGrant Program.Competitive funding awarded to Georgetown SouthCommunity Council a LMI neighborhood located inManassas City for the instalation of handiapaccessible playground equipment.Emergency Solution Grant to include funding forShelter Operation, Rapid Re-housing, DataCollection (HMIS) and Administration.Administration cost associated with administeringthe HOME Program.

CDBG

CDBG

CDBG

CDBG

CDBG

CDBG

CDBG

CDBG

CDBG

CDBG

CDBG

HESG

HOME

$60,135.00 $60,135.00 $45,131.50 $15,003.50 $45,131.50

$136,000.00 $71,139.19 $55,542.41 $15,596.78 $55,542.41

$35,000.00 $35,000.00 $29,166.69 $5,833.31 $29,166.69

$650,000.00 $650,000.00 $163,910.37 $486,089.63 $163,910.37

$875,540.00 $875,539.00 $592,891.36 $282,647.64 $592,891.36

$364,000.00 $338,631.07 $105,909.32 $232,721.75 $105,909.32

$16,800.00 $16,800.00 $16,800.00 $0.00 $16,800.00

$40,000.00 $40,000.00 $40,000.00 $0.00 $40,000.00

$79,200.00 $79,200.00 $0.00 $79,200.00 $0.00

$411,669.00 $328,042.96 $247,698.46 $80,344.50 $247,698.46

$40,000.00 $40,000.00 $0.00 $40,000.00 $0.00

$137,673.00 $137,673.00 $97,118.06 $40,554.94 $97,118.06

$56,772.00 $56,764.30 $54,304.67 $2,459.63 $54,304.67



PR06 - Summary of Consolidated Plan Projects for ReportYear

DATE: 8/5/2014

TIME: 10:29:03 AM

PAGE: 2/2

2/2

PlanYear

IDISProject Project Title and Description Program Metrics Project

EstimateCommited

Amount

Amount DrawnThru Report

Year

AmountAvailable to

Draw

AmountDrawn in

Report Year2013 14 First-Time Homebuyer First-Time Homebuyer Program. Provide

downpayment and closing cost assistance to first-time homebuyers within Prince William County, Cityof Manassas and City of Manassas Park.

HOME $425,790.00 $269,138.00 $141,538.00 $127,600.00 $141,538.00



PR08 - Grantee Summary Activity Report

DATE: 8/5/2014

TIME: 10:02:44 AM

PAGE: 7/10

7/10

Grantee ActivityNumber

IDISActID

Pgm Yr - Project Activity Name Act Stat MatrixCode Metrics

InitialFunding

DateFundedAmount

DrawnAmount

Date ofLast Draw

11-19CD-009811-19CD-0098-111-19CD-0098-211-19CD-0098-311-19CD-019611-19CD-020111-19CD-0201-111-19CD-0201-211-19CD-020211-19CD-0202-111-19CD-0203-111-19CD-0203-211-19CD-029912-20CD-0098 & 020112-20CD-0098-112-20CD-0098-4

12-20CD-019612-20CD-020112-20CD-0201-212-20CD-020212-20CD-0202-112-20CD-020312-20CD-0203-112-20CD-0203-212-20CD-0297

12CD-0098-313-21CD-0029713-21CD-0098-113-21CD-0098-213-21CD-0098-313-21CD-0098-413-21CD-0196

13-21CD-020313-21CD-20113-21CD-201-113-21CD-202-114-22CD-0098-214-22CD-0098-314-22CD-0098-4

977972973974971980978979976968969970982100099910031004998100910081006995101199699710021005100110371032103310341035103010311029104110281027106310621064

2010-9000000000526182010-9000000000526062010-9000000000526082010-9000000000526102010-9000000000526032010-9000000000526272010-9000000000526242010-9000000000526262010-9000000000526152010-9000000000525982010-9000000000525992010-9000000000526002010-9000000000526312011-9000000000971102011-9000000000971082011-9000000000971142011-9000000000971232011-9000000000971072011-9000000000971072011-9000000000971042011-9000000000971152011-9000000000971042011-9000000000971242011-9000000000971052011-9000000000971062011-9000000000971152011-9000000000971152011-9000000000971112012-9000000001267122012-9000000001267102012-9000000001267092012-9000000001267102012-9000000001267112012-9000000001267092012-9000000001267092012-9000000001267072012-9000000001267092012-9000000001267062012-9000000001267062013-9000000001578732013-9000000001578722013-900000000157874

CDBG AdministrationCASA of Greater Prince WilliamChurch Army USA Recovery Case ManagerTown of Dumfries Land Acquisition for PlaygroundCounty Administerd Housing Rehabilitation ProgramManassas City Home Repair ProgramManassas City Family Self SufficiencyComprehensive Housing Counseling (City)Program Administration Homeownership (HAP)Comprehensive Housing Counseling (County)Dawson Beach Transitional Housing Property ManagementDawson Beach Transitional Housing Family CounselingRental Rehabilitation Loan ProgramNVFS SERVE RenovationsCASA Child AdvocateProject Mend-A-House Home Repair ProgramStreetlight Community Outreach AcquistionCounty Administered Housing Rehab ProgramManassas City Home Repair ProgramComprehensive Housing Counseling CityCDBG Program Administration (Homeownership)Comprehensive Housing Counseling CountyDawson Beach Community Center RenovationsDawson Beach Property ManagementDawson Beach Family CounselingCDBG AdministrationCDBG General Management/OversightCommunity Services Renovations of Rental PropertyCDBG AdministrationINSIGHT Housing AcquisitionProject Mend-A-HouseNorthern Virginia Family Service AcquisitionStreetlight Case ManagementNeighborhood Housing Rehabilitation AdministrationNeighborhood Housing RehabilitationDawson Beach Transitional Housing Property ManagementManassas City Home RepairManassas Housing CounselingCounty Housing CounselingProject: Mend-A-Housing Repair ProgramNVFS AcquisitionCapital Caring Hospice Program

CompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompleted

21A05N05F01

14A14A05H05

21A05

03T05

14B03C05N05A01

14A14A05U21A05U03

03T05H21A21A14D21A01

14A01

05F14H14A03T14A05U05U14A01

05M

11/04/10 $46,027.05 $46,027.05 07/14/201111/04/10 $26,036.00 $26,036.00 06/21/201111/04/10 $40,000.00 $40,000.00 06/21/201111/04/10 $270,000.00 $270,000.00 06/21/201111/04/10 $563,592.16 $563,592.16 04/04/201211/04/10 $10,423.95 $10,423.95 07/28/201111/04/10 $5,457.80 $5,457.80 06/21/201111/04/10 $9,589.00 $9,589.00 06/21/201111/04/10 $60,309.32 $60,309.32 06/28/201111/04/10 $62,000.00 $62,000.00 06/21/201111/04/10 $72,294.13 $72,294.13 06/28/201111/04/10 $37,000.00 $37,000.00 06/21/201111/04/10 $528,982.01 $528,982.01 07/12/201203/08/12 $250,540.83 $250,540.83 06/28/201203/08/12 $22,131.00 $22,131.00 06/28/201203/08/12 $33,600.00 $33,600.00 06/28/201203/08/12 $134,011.65 $134,011.65 06/28/201203/08/12 $456,678.69 $456,678.69 07/12/201203/08/12 $15,817.71 $15,817.71 04/04/201203/08/12 $8,055.00 $8,055.00 07/12/201203/08/12 $23,631.69 $23,631.69 05/03/201203/07/12 $52,080.00 $52,080.00 06/28/201203/08/12 $460,917.22 $460,917.22 08/20/201303/07/12 $69,722.78 $69,722.78 07/12/201203/08/12 $37,000.00 $37,000.00 07/17/201203/08/12 $58,444.77 $58,444.77 07/12/201203/08/12 $126,283.67 $126,283.67 07/12/201203/08/12 $68,040.00 $68,040.00 07/12/201201/07/13 $301,891.43 $301,891.43 08/20/201301/07/13 $225,000.00 $225,000.00 06/28/201301/07/13 $33,600.00 $33,600.00 06/27/201301/07/13 $118,380.50 $118,380.50 08/20/201301/07/13 $20,000.00 $20,000.00 08/20/201301/07/13 $121,481.73 $121,481.73 08/20/201301/07/13 $539,307.94 $539,307.94 09/16/201301/07/13 $136,000.00 $136,000.00 08/20/201301/08/13 $10,781.00 $10,781.00 04/19/201301/07/13 $8,055.00 $8,055.00 06/28/201301/07/13 $52,080.00 $52,080.00 08/20/201302/18/14 $16,800.00 $16,800.00 05/02/201402/18/14 $113,631.07 $113,631.07 07/24/201402/18/14 $40,000.00 $40,000.00 02/27/2014



PR08 - Grantee Summary Activity Report

DATE: 8/5/2014

TIME: 10:02:44 AM

PAGE: 8/10

8/10

Grantee ActivityNumber

IDISActID

Pgm Yr - Project Activity Name Act Stat MatrixCode Metrics

InitialFunding

DateFundedAmount

DrawnAmount

Date ofLast Draw

14-22CD-019614-22CD-0201-114-22CD-020214-22CD-0203-114-22CD-0203-214-22CD-0297 & 020295-03CD2153-296-04CD-102396-04CD-2286-196-04CD1023-196-04CD2286-196-04CD229496-04CD2302-1

96-04CD2302-296-04CD2310-196-04CD2310-1096-04CD2310-1196-04CD2310-1296-04CD2310-296-04CD2310-396-04CD2310-496-04CD2310-596-04CD2310-696-04CD2310-796-04CD2310-896-04CD2328-196-04CD2328-296-04CD2328-496-04CD2328-596-04CD2328-696-04CD2336-196-04CD2336-296-04CD322796-04CD339196-04CD509996-04CD510797-05CD-1049

97-05CD-1049-197-05CD-244397-05CD-2443-1

1060105510541056105710666970148717273741497576777879808182838485868889909192939495969798232233234235236

2013-9000000001578712013-9000000001578672013-9000000001578672013-9000000001578682013-9000000001578692013-9000000001578761994-51034199400021994-51034199400021996-51034199600011994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021994-51034199400021996-51034199600041996-51034199600241996-51034199600261996-51034199600081996-5103419960009

Rehab AdministrationHousing Counseling Manassas CityHousing Counseling Prince William CountyDawson Beach Property ManagementDawson Beach Case Management ServicesCDBG AdministrationUnknownUnknownTEMPORARY WINTER SHELTERUnknownUnknownUnknownUnknownCOUNTY ADMINISTERED REHABILITATIONUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownUnknownGENERAL MANAGEMENT, OVERSIGHT, COORDINATGENERAL MANAGEMENT, OVERSIGHT, COORDINATPRINTING, ADVERTISING, COPYINGREHABILITATION ADMINISTRATION COUNTY PROCOUNTY ADMINISTERED HOUSING REHABILITATI

CompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompletedCompleted

14H0505

03T03T21A03C21A05

21C03C05

14A14A14H05D03D03T05H0101

05B03F05

03F14A0513

14A14A14H14H14A21E05

03C05

05K21A21C14H14A

02/19/14 $209,332.00 $209,332.00 07/25/201402/18/14 $8,055.00 $8,055.00 07/24/201402/18/14 $52,080.00 $52,080.00 07/25/201402/18/14 $71,139.19 $71,139.19 07/25/201402/18/14 $35,000.00 $35,000.00 07/25/201402/18/14 $328,042.96 $328,042.96 07/25/2014

$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00

07/01/95 $753,543.00 $753,543.00 10/01/1997$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00$0.00 $0.00

07/01/97 $14,176.00 $14,176.00 09/29/199807/01/97 $500.00 $500.00 06/02/199807/02/97 $14,516.00 $14,516.00 09/29/199807/02/97 $242,199.89 $242,199.89 09/29/1998

* TBRA Families are all families reported in TBRA activities which have had funds disbursed

U.S. Department of Housing and Urban DevelopmentOffice of Community Planning and Development

Integrated Disbursement and Information SystemHOME Lower Income Benefit - All Fiscal Years

DATE: 08-05-1410:32 TIME:

PAGE: 1

IDIS - PR16

PRINCE WILLIAM COUNTY , VACompleted Activities Only

18 10 1 10 0 0 0

290

300

60.0 33.3 3.3 3.3 96.7 100.0

10 190 213 106 413 519

2 5 4 2 11 13

1.9 36.6 41.0 20.4 79.6 100.0

15.4 38.5 30.8 15.4 84.6 100.0

30 205 218 109 453 5620 0 0 0 0 0

5.3 36.5 38.8 19.4 80.6 100.0

00

0

0

00

0% - 30% 31% - 50% 51% - 60% 61% - 80%Total

0% - 60%Total

0% - 80%ReportedAs Vacant

- - - - - - - - - - - - - - - - - - - - - - - - - Percent of Area Median Income - - - - - - - - - - - - - - - - - - - - - - - - -

Rental ActivitiesUnits CompletedTBRA Families *Lower Income Benefit %

Homebuyer ActivitiesUnits CompletedLower Income Benefit %

Homeowner ActivitiesUnits CompletedLower Income Benefit %

Total By Median IncomeUnits CompletedTBRA Families *Lower Income Benefit %

U.S. Department of Housing and Urban Development

IDIS - PR22


DATE:

TIME: PAGE: 1

10:05

08-05-14

Status of HOME Activities - EntitlementPRINCE WILLIAM COUNTY, VA

Tenure Type Activity Type Grantee IDISActivity Activity Address Activity Status Status

DateTotalUnits

HomeUnits

InitialFunding

DateCommitted

Amount Drawn Amount PCTRental

Rental

Homebuyer

Homebuyer

Homebuyer

Homebuyer

Homebuyer

Homebuyer

Homebuyer

Homebuyer

Homebuyer

Homebuyer

Homebuyer

Homebuyer

Homebuyer

REHABILITATION

REHABILITATION

ACQUISITIONONLYACQUISITIONONLYACQUISITIONONLYACQUISITIONONLYACQUISITIONONLYACQUISITIONONLYACQUISITIONONLYACQUISITIONONLYACQUISITIONONLYACQUISITIONONLYACQUISITIONONLYACQUISITIONONLYACQUISITIONONLY

51034

51034

51034

51034

51034

51034

51034

51034

51034

51034

51034

51034

51034

51034

51034

1039

1047

846

1050

1051

1052

1053

1073

1074

1075

1076

1077

1078

1079

1080

2224 Grundy Rd , Woodbridge VA,221912336 W Longview Dr , Woodbridge VA,2219112966 Benedictine Way , Bristow VA,2013615073 Mill Spring Dr , Dumfries VA,2202513837 Redskin Ct , Woodbridge VA,221934210 Kenton Cir , Dumfries VA, 22025

13159 Quann Ln , Woodbridge VA,2219317904 Milroy Dr , Dumfries VA, 22026

16872 Brandy Moor Loop ,Woodbridge VA, 2219117029 Point Pleasant Ln , DumfriesVA, 220263322 Mountain Laurel Loop , DumfriesVA, 2202614537 Selma Ct , Woodbridge VA,221934414 Hemingway Dr , Woodbridge VA,2219316924 Jed Forest Ln , Woodbridge VA,2219115060 Maple Glen Ct , Dumfries VA,22025

Completed

Completed

Completed

Completed

Completed

Completed

Completed

Completed

Completed

Completed

Completed

Completed

Completed

Completed

Completed

02/18/14 1 1 01/08/13 $151,553.70 $151,553.70 100.00%

02/18/14 1 1 06/05/13 $215,216.05 $215,216.05 100.00%

03/05/14 1 1 10/01/07 $93,752.00 $93,752.00 100.00%

09/09/13 1 1 08/27/13 $54,280.00 $54,280.00 100.00%

09/11/13 1 1 09/09/13 $81,650.00 $81,650.00 100.00%

02/18/14 1 1 01/30/14 $78,388.00 $78,388.00 100.00%

02/18/14 1 1 01/30/14 $67,980.00 $67,980.00 100.00%

04/09/14 1 1 04/07/14 $56,100.00 $56,100.00 100.00%

04/09/14 1 1 04/07/14 $80,550.00 $80,550.00 100.00%

05/02/14 1 1 04/25/14 $70,950.00 $70,950.00 100.00%

06/02/14 1 1 05/29/14 $23,902.25 $23,902.25 100.00%

06/02/14 1 1 05/29/14 $85,073.00 $85,073.00 100.00%

06/25/14 1 1 06/02/14 $56,465.00 $56,465.00 100.00%

07/22/14 1 1 07/17/14 $63,250.00 $63,250.00 100.00%

07/31/14 1 1 07/28/14 $64,350.00 $64,350.00 100.00%


Integrated Disbursement and Information System

DATE:

TIME: PAGE: 1

10:07

08-05-14

CDBG Summary of AccomplishmentsProgram Year: 2013

PRINCE WILLIAM COUNTY

Activity Group Activity Category f MetricsUnderwayCount

UnderwayActivities

DisbursedCompleted

Count

CompletedActivities

DisbursedProgram Year

CountTotal Activities

Disbursed

Acquisition

Housing

Public Facilities and Improvements

Public Services

General Administration andPlanning

Grand Total

Acquisition of Real Property (01)Total AcquisitionRehab; Single-Unit Residential (14A)Rehab; Other Publicly-OwnedResidential Buildings (14D)Rehabilitation Administration (14H)Total HousingPublic Facilities and Improvement(General) (03)Parks, Recreational Facilities (03F)Water/Sewer Improvements (03J)Total Public Facilities andImprovementsOperating Costs of Homeless/AIDSPatients Programs (03T)Public Services (General) (05)Health Services (05M)Total Public ServicesGeneral Program Administration (21A)Total General Administration andPlanning

0

00

0

0

00

0

00

0

1 $0.00 4 $105,909.32 5 $105,909.321 $0.00 4 $105,909.32 5 $105,909.322 $393,522.55 2 $99,537.50 4 $493,060.05

1 $163,910.37 0 $0.00 1 $163,910.37

0 $0.00 1 $199,368.81 1 $199,368.813 $557,432.92 3 $298,906.31 6 $856,339.23

0 $0.00 1 $0.00 1 $0.00

1 $0.00 0 $0.00 1 $0.000 $0.00 1 $0.00 1 $0.00

1 $0.00 2 $0.00 3 $0.00

0 $0.00 2 $84,709.10 2 $84,709.10

0 $0.00 2 $45,131.50 2 $45,131.500 $0.00 1 $40,000.00 1 $40,000.000 $0.00 5 $169,840.60 5 $169,840.600 $0.00 1 $247,698.46 1 $247,698.46

0 $0.00 1 $247,698.46 1 $247,698.46

5 $557,432.92 15 $822,354.69 20 $1,379,787.61

Count of CDBG Activities with Disbursements by Activity Group & Matrix Code



DATE:

TIME: PAGE: 2

10:07

08-05-14



Activity Group Matrix Code Accomplishment Type MetricsOpen Count Completed Count

Program YearTotals

Acquisition

Housing

Public Facilities andImprovements

Public Services

Grand Total

Acquisition of Real Property (01)Total AcquisitionRehab; Single-Unit Residential (14A)Rehab; Other Publicly-Owned Residential Buildings(14D)Rehabilitation Administration (14H)Total HousingParks, Recreational Facilities (03F)Total Public Facilities and ImprovementsOperating Costs of Homeless/AIDS PatientsPrograms (03T)Public Services (General) (05)Health Services (05M)Total Public Services

Housing Units

Housing UnitsHousing Units

Housing Units

Public Facilities

Persons

PersonsPersons

0 1 10 1 1

17 79 96

0 0 0

0 0 017 79 96

0 0 00 0 0

0 42 42

0 172 1720 26 260 240 240

17 320 337

CDBG Sum of Actual Accomplishments by Activity Group and Accomplishment Type



DATE:

TIME: PAGE: 3

10:07

08-05-14



CDBG Beneficiaries by Racial / Ethnic Category

Housing-Non Housing RaceSource Type(for FundingFact Source)

MetricsTotal Persons

Total HispanicPersons Total Households

Total HispanicHouseholds

Housing

Non Housing

Grand Total

WhiteBlack/African AmericanAsianOther multi-racialTotal HousingWhiteBlack/African AmericanAsianNative Hawaiian/Other Pacific IslanderAsian & WhiteBlack/African American & WhiteOther multi-racialTotal Non HousingWhiteBlack/African AmericanAsianNative Hawaiian/Other Pacific IslanderAsian & WhiteBlack/African American & WhiteOther multi-racialTotal Grand Total

UCUCUCUC

UCUCUCUCUCUCUC

UCUCUCUCUCUCUC

0 0 53 90 0 34 10 0 2 00 0 7 30 0 96 13

77 14 0 0109 2 0 0

2 0 0 08 0 1 07 0 0 08 0 0 0

29 12 0 0240 28 1 0

77 14 53 9109 2 34 1

2 0 2 08 0 1 07 0 0 08 0 0 0

29 12 7 3240 28 97 13



DATE:

TIME: PAGE: 4

10:07

08-05-14



Income Levels ST MetricsOwner Occupied Renter Occupied Persons

Housing

Non Housing

Extremely Low (<=30%)Low (>30% and <=50%)Mod (>50% and <=80%)Total Low-ModNon Low-Mod (>80%)Total BeneficiariesExtremely Low (<=30%)Low (>30% and <=50%)Mod (>50% and <=80%)Total Low-ModNon Low-Mod (>80%)Total Beneficiaries

UCUCUCUCUCUCUCUCUCUCUCUC

46 0 031 0 08 0 0

85 0 00 0 0

85 0 00 0 2020 1 140 0 00 1 2160 0 240 1 240

CDBG Beneficiaries by Income Category



DATE:

TIME: PAGE: 1

10:09

08-05-14

HOME Summary of AccomplishmentsProgram Year: 2013

PRINCE WILLIAM COUNTYHome Disbursements and Unit Completions

Activity Type SourceType Metrics Disbursed Amount Units Completed Units Occupied

RentalsFirst Time Homebuyers-Total, Rentals and TBRATotal, Homebuyers andHomeownersGrand Total

UCUCUCUCUC

UC

$366,769.75 2 2$729,168.25 13 13

$0.00 0 0$366,769.75 2 2

$729,168.25 13 13

$1,095,938.00 15 15

Home Unit Completions by Percent of Area Median Income

Activity Type s tMetrics

Units Completed

0% - 30% 31% - 50% 51% - 60% 61% - 80% Total 0% - 60% Total 0% - 80%


UCUCUCUCUC

UC

2 0 0 0 2 20 5 5 3 10 130 0 0 0 0 02 0 0 0 2 2

0 5 5 3 10 13

2 5 5 3 12 15

Home Unit Reported As Vacant

Activity Type S T Metrics Reported as Vacant


UCUCUCUCUC

UC

0000

0

0



DATE:

TIME: PAGE: 2

10:09

08-05-14

HOME Summary of AccomplishmentsProgram Year: 2013


Home Unit Completions by Racial / Ethnic Category

st

Activity Type A

Metrics

Rentals First Time Homebuyers

UnitsCompleted

UnitsCompleted -

HispanicsUnits

Completed

UnitsCompleted -

Hispanics

WhiteBlack/African AmericanAsianTotal

UCUCUC

0 0 2 12 0 9 10 0 2 02 0 13 2

st

Activity Type B

Metrics

Total, Rentals and TBRATotal, Homebuyers and

Homeowners Grand Total

UnitsCompleted

UnitsCompleted -

HispanicsUnits

Completed

UnitsCompleted -

HispanicsUnits

Completed

UnitsCompleted -

Hispanics

WhiteBlack/African AmericanAsian

Total

UC

UC

UC

0 0 2 1 2 12 0 9 1 11 10 0 2 0 2 02 0 13 2 15 2



DATE:

TIME: PAGE: 1

10:10

08-05-14

PR 25 - Status of CHDO Funds by Fiscal Year ReportPRINCE WILLIAM COUNTY, VA

Fiscal Year Fund Type

Funds Not Subgranted To CHDOSBalance to

Reserve

2013 CHDO RESERVE CR $85,146.45

Total For 2013 Funds (CO)Total For 2013 Funds (CR+CC+CL)

$0.00$85,146.45

Fiscal Year CHDO Name Fund TypeAmount

ReservedAmount

Committed

Balanceto

%Committed

%Disbursed

Commit Reserved CommittedAmount

Disbursed

Funds Subgranted To CHDOS

2012 GOOD SHEPHERD HOUSINGFOUNDATIONFund Type Total for 2012

CR

CR

$223,836.54 $223,836.54 -- 100.0% $223,836.54 100.0%

$223,836.54 $223,836.54 $0.00 100.0% $223,836.54 100.0%


$0.00$223,836.54


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CR

CR

$111,877.00 $111,877.00 -- 100.0% $111,877.00 100.0%

$111,877.00 $111,877.00 $0.00 100.0% $111,877.00 100.0%



Reserve

2011 CHDO RESERVE CR $1.00


$0.00$111,878.00



DATE:

TIME: PAGE: 2

10:10

08-05-14




Reserve



$0.00$126,422.70


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CR

CR

$112,940.00 $112,940.00 -- 100.0% $112,940.00 100.0%

$112,940.00 $112,940.00 $0.00 100.0% $112,940.00 100.0%



Reserve



$0.00$127,124.00


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CR

CR

$114,145.00 $114,145.00 -- 100.0% $114,145.00 100.0%

$114,145.00 $114,145.00 $0.00 100.0% $114,145.00 100.0%


$0.00$114,145.00



DATE:

TIME: PAGE: 3

10:10

08-05-14



ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed


2007 CATHOLICS FOR HOUSINGFund Type Total for 2007

CRCR

$112,961.60 $112,961.60 -- 100.0% $112,961.60 100.0%$112,961.60 $112,961.60 $0.00 100.0% $112,961.60 100.0%


$0.00$112,961.60


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CRCR

$111,710.40 $111,710.40 -- 100.0% $111,710.40 100.0%$111,710.40 $111,710.40 $0.00 100.0% $111,710.40 100.0%


$0.00$111,710.40


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CRCR

$121,028.00 $121,028.00 -- 100.0% $121,028.00 100.0%$121,028.00 $121,028.00 $0.00 100.0% $121,028.00 100.0%


$0.00$121,028.00


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CRCR

$127,103.00 $127,103.00 -- 100.0% $127,103.00 100.0%$127,103.00 $127,103.00 $0.00 100.0% $127,103.00 100.0%


$0.00$127,103.00



DATE:

TIME: PAGE: 4

10:10

08-05-14



ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CR

CR

$127,693.00 $127,693.00 -- 100.0% $127,693.00 100.0%

$127,693.00 $127,693.00 $0.00 100.0% $127,693.00 100.0%


$0.00$127,693.00


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CR

CR

$90,750.00 $90,750.00 -- 100.0% $90,750.00 100.0%

$90,750.00 $90,750.00 $0.00 100.0% $90,750.00 100.0%


$0.00$90,750.00


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed


2001 CATHOLICS FOR HOUSINGGOOD SHEPHERD HOUSINGFOUNDATIONFund Type Total for 2001

CRCR

CR

$5,000.00 $5,000.00 -- 100.0% $5,000.00 100.0%

$85,900.00 $85,900.00 -- 100.0% $85,900.00 100.0%

$90,900.00 $90,900.00 $0.00 100.0% $90,900.00 100.0%


$0.00$90,900.00


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CR

CR

$81,450.00 $81,450.00 -- 100.0% $81,450.00 100.0%

$81,450.00 $81,450.00 $0.00 100.0% $81,450.00 100.0%


$0.00$81,450.00



DATE:

TIME: PAGE: 5

10:10

08-05-14



ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CR

CR

$81,600.00 $81,600.00 -- 100.0% $81,600.00 100.0%

$81,600.00 $81,600.00 $0.00 100.0% $81,600.00 100.0%


$0.00$81,600.00


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CRCR

CR

$39,229.00 $39,229.00 -- 100.0% $39,229.00 100.0%

$33,221.00 $33,221.00 -- 100.0% $33,221.00 100.0%

$72,450.00 $72,450.00 $0.00 100.0% $72,450.00 100.0%


$0.00$72,450.00


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CRCR

$73,800.00 $73,800.00 -- 100.0% $73,800.00 100.0%$73,800.00 $73,800.00 $0.00 100.0% $73,800.00 100.0%


$0.00$73,800.00


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed



CRCR

CR

$12,214.00 $12,214.00 -- 100.0% $12,214.00 100.0%

$63,685.95 $63,685.95 -- 100.0% $63,685.95 100.0%

$75,899.95 $75,899.95 $0.00 100.0% $75,899.95 100.0%


$0.00$75,899.95



DATE:

TIME: PAGE: 6

10:10

08-05-14



ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed


1994 ARLINGTON HOUSING CORPGOOD SHEPHERD HOUSINGFOUNDATIONFund Type Total for 1994

CRCR

CR

$14,385.95 $14,385.95 -- 100.0% $14,385.95 100.0%

$57,314.05 $57,314.05 -- 100.0% $57,314.05 100.0%

$71,700.00 $71,700.00 $0.00 100.0% $71,700.00 100.0%


$0.00$71,700.00


ReservedAmount

Committed

Balanceto

%Committed

%Disbursed


Disbursed


1993 VIRGINIANS IN PARTNERSHIPFund Type Total for 1993

CRCR

$46,733.25 $46,733.25 -- 100.0% $46,733.25 100.0%$46,733.25 $46,733.25 $0.00 100.0% $46,733.25 100.0%


$0.00$46,733.25

$1,848,577.74Total For All Years ( Subgranted to CHDOS )

Total For All Years ( Not Subgranted to CHDOS ) $225,754.15

Grand Total $2,074,331.89



IDIS - PR27


DATE:

TIME: PAGE: 1

10:16

08-05-14

Status of HOME Grants

Commitments from Authorized Funds

(A)FiscalYear (B) Total Authorization

(C) Admin/OPReservation

(E) CR/CC Funds-Amount Reserved to

CHDOS

(F) %CHDORsvd

(G) SU Funds-Reservations to Other

Entities

(H) EN Funds-PJCommitted to

Activities(I) Total Authorized

Commitments(K) % of

Auth Cmtd199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$352,000.00 $35,200.00 $52,800.00 15.0% $0.00 $264,000.00 $352,000.00 100.0%$478,000.00 $47,800.00 $71,700.00 15.0% $0.00 $358,500.00 $478,000.00 100.0%$505,999.95 $44,225.00 $75,899.95 14.9% $0.00 $385,875.00 $505,999.95 100.0%$492,000.00 $49,200.00 $73,800.00 15.0% $0.00 $369,000.00 $492,000.00 100.0%$483,000.00 $46,009.00 $72,450.00 15.0% $0.00 $364,541.00 $483,000.00 100.0%$428,400.00 $50,400.00 $0.00 0.0% $0.00 $378,000.00 $428,400.00 100.0%$544,000.00 $54,400.00 $81,600.00 15.0% $0.00 $408,000.00 $544,000.00 100.0%$544,000.00 $54,300.00 $81,450.00 14.9% $0.00 $408,250.00 $544,000.00 100.0%$606,000.00 $60,600.00 $90,900.00 15.0% $0.00 $454,500.00 $606,000.00 100.0%$604,000.00 $76,700.00 $90,750.00 15.0% $0.00 $436,550.00 $604,000.00 100.0%$851,285.00 $85,128.50 $127,693.00 15.0% $0.00 $638,463.50 $851,285.00 100.0%$969,135.00 $84,735.00 $127,103.00 13.1% $0.00 $757,297.00 $969,135.00 100.0%$844,442.90 $80,685.00 $121,028.00 14.3% $0.00 $642,729.90 $844,442.90 100.0%$763,493.00 $74,473.60 $111,710.40 14.6% $0.00 $577,309.00 $763,493.00 100.0%$771,832.00 $75,307.00 $112,961.60 14.6% $0.00 $583,563.40 $771,832.00 100.0%$768,544.00 $76,096.00 $114,145.00 14.8% $0.00 $578,303.00 $768,544.00 100.0%$847,491.00 $84,748.00 $112,940.00 13.3% $0.00 $635,619.00 $833,307.00 98.3%$828,635.00 $84,281.80 $0.00 0.0% $0.00 $617,930.50 $702,212.30 84.7%$745,848.00 $74,584.80 $111,877.00 14.9% $0.00 $559,385.20 $745,847.00 99.9%$578,510.00 $57,851.00 $223,836.54 38.6% $0.00 $296,822.46 $578,510.00 100.0%$567,643.00 $56,764.30 $0.00 0.0% $0.00 $214,959.93 $271,724.23 47.8%

$13,574,258.85 $1,353,489.00 $1,854,644.49 13.6% $0.00 $9,929,598.89 $13,137,732.38 96.7%



IDIS - PR27


DATE:

TIME: PAGE: 2

10:16

08-05-14


Program Income (PI)

FiscalYear Program Income Receipts

Amount Committed toActivities

%Committed Net Disbursed

Disbursed PendingApproval Total Disbursed

%Disbursed

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

3,522.00 $3,522.00 100.0% $3,522.00 $0.00 $3,522.00 100.0%2,576.00 $2,576.00 100.0% $2,576.00 $0.00 $2,576.00 100.0%

31,558.23 $31,558.23 100.0% $31,558.23 $0.00 $31,558.23 100.0%384,469.28 $384,469.28 100.0% $384,469.28 $0.00 $384,469.28 100.0%378,836.00 $378,836.00 100.0% $378,836.00 $0.00 $378,836.00 100.0%462,238.00 $462,238.00 100.0% $462,238.00 $0.00 $462,238.00 100.0%526,061.46 $526,061.46 100.0% $526,061.46 $0.00 $526,061.46 100.0%574,801.00 $574,801.00 100.0% $574,801.00 $0.00 $574,801.00 100.0%477,752.00 $477,752.00 100.0% $477,752.00 $0.00 $477,752.00 100.0%390,451.92 $390,451.92 100.0% $390,451.92 $0.00 $390,451.92 100.0%129,480.00 $129,480.00 100.0% $129,480.00 $0.00 $129,480.00 100.0%

14,830.00 $14,830.00 100.0% $14,830.00 $0.00 $14,830.00 100.0%275,884.00 $275,884.00 100.0% $275,884.00 $0.00 $275,884.00 100.0%517,579.00 $517,579.00 100.0% $517,579.00 $0.00 $517,579.00 100.0%591,149.20 $591,149.20 100.0% $591,149.20 $0.00 $591,149.20 100.0%

25,203.50 $25,203.50 100.0% $25,203.50 $0.00 $25,203.50 100.0%99,056.00 $99,056.00 100.0% $99,056.00 $0.00 $99,056.00 100.0%

434.63 $434.63 100.0% $434.63 $0.00 $434.63 100.0%14,779.17 $14,779.17 100.0% $14,779.17 $0.00 $14,779.17 100.0%98,372.26 $98,372.26 100.0% $98,372.26 $0.00 $98,372.26 100.0%32,000.00 $32,000.00 100.0% $32,000.00 $0.00 $32,000.00 100.0%

5,031,033.65 $5,031,033.65 100.0% $5,031,033.65 $0.00 $5,031,033.65 100.0%



IDIS - PR27


DATE:

TIME: PAGE: 3

10:16

08-05-14


Disbursements

(A)FiscalYear

(B) TotalAuthorization (C) Disbursed (D) Returned (E) Net Disbursed

(F) DisbursedPending Approval (G) Total Disbursed (H) % Disb (I) Grant Balance

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$352,000.00 $352,000.00 $0.00 $352,000.00 $0.00 352,000.00 100.0% $0.00$478,000.00 $478,000.00 $0.00 $478,000.00 $0.00 478,000.00 100.0% $0.00$505,999.95 $505,999.95 $0.00 $505,999.95 $0.00 505,999.95 100.0% $0.00$492,000.00 $492,000.00 $0.00 $492,000.00 $0.00 492,000.00 100.0% $0.00$483,000.00 $483,000.00 $0.00 $483,000.00 $0.00 483,000.00 100.0% $0.00$428,400.00 $428,400.00 $0.00 $428,400.00 $0.00 428,400.00 100.0% $0.00$544,000.00 $544,000.00 $0.00 $544,000.00 $0.00 544,000.00 100.0% $0.00$544,000.00 $544,000.00 $0.00 $544,000.00 $0.00 544,000.00 100.0% $0.00$606,000.00 $606,000.00 $0.00 $606,000.00 $0.00 606,000.00 100.0% $0.00$604,000.00 $604,000.00 $0.00 $604,000.00 $0.00 604,000.00 100.0% $0.00$851,285.00 $851,285.00 $0.00 $851,285.00 $0.00 851,285.00 100.0% $0.00$969,135.00 $969,135.00 $0.00 $969,135.00 $0.00 969,135.00 100.0% $0.00$844,442.90 $844,442.90 $0.00 $844,442.90 $0.00 844,442.90 100.0% $0.00$763,493.00 $763,493.00 $0.00 $763,493.00 $0.00 763,493.00 100.0% $0.00$771,832.00 $771,831.60 $0.00 $771,831.60 $0.00 771,831.60 99.9% $0.40$768,544.00 $768,544.00 $0.00 $768,544.00 $0.00 768,544.00 100.0% $0.00$847,491.00 $833,307.00 $0.00 $833,307.00 $0.00 833,307.00 98.3% $14,184.00$828,635.00 $702,212.30 $0.00 $702,212.30 $0.00 702,212.30 84.7% $126,422.70$745,848.00 $745,847.00 $0.00 $745,847.00 $0.00 745,847.00 99.9% $1.00$578,510.00 $578,510.00 $0.00 $578,510.00 $0.00 578,510.00 100.0% $0.00$567,643.00 $271,724.63 $0.00 $271,724.63 $0.00 271,724.63 47.8% $295,918.37

$13,574,258.85 $13,137,732.38 $0.00 $13,137,732.38 $0.00 13,137,732.38 96.7% $436,526.47



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(A)FiscalYear

(B) Authorized forActivities

(C) AmountCommitted to

Activities(D) %Cmtd (E) Disbursed (F) Returned (G) Net Disbursed

(H) %Net Disb

(I) DisbursedPendingApproval

(J) TotalDisbursed

(K) %Disb

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$316,800.00 $316,800.00 100.0% $316,800.00 $0.00 $316,800.00 100.0% $0.00 $316,800.00 100.0%$430,200.00 $430,200.00 100.0% $430,200.00 $0.00 $430,200.00 100.0% $0.00 $430,200.00 100.0%$461,774.95 $461,774.95 100.0% $461,774.95 $0.00 $461,774.95 100.0% $0.00 $461,774.95 100.0%$442,800.00 $442,800.00 100.0% $442,800.00 $0.00 $442,800.00 100.0% $0.00 $442,800.00 100.0%$436,991.00 $436,991.00 100.0% $436,991.00 $0.00 $436,991.00 100.0% $0.00 $436,991.00 100.0%$378,000.00 $378,000.00 100.0% $378,000.00 $0.00 $378,000.00 100.0% $0.00 $378,000.00 100.0%$489,600.00 $489,600.00 100.0% $489,600.00 $0.00 $489,600.00 100.0% $0.00 $489,600.00 100.0%$489,700.00 $489,700.00 100.0% $489,700.00 $0.00 $489,700.00 100.0% $0.00 $489,700.00 100.0%$545,400.00 $545,400.00 100.0% $545,400.00 $0.00 $545,400.00 100.0% $0.00 $545,400.00 100.0%$527,300.00 $527,300.00 100.0% $527,300.00 $0.00 $527,300.00 100.0% $0.00 $527,300.00 100.0%$766,156.50 $766,156.50 100.0% $766,156.50 $0.00 $766,156.50 100.0% $0.00 $766,156.50 100.0%$884,400.00 $884,400.00 100.0% $884,400.00 $0.00 $884,400.00 100.0% $0.00 $884,400.00 100.0%$763,757.90 $763,757.90 100.0% $763,757.90 $0.00 $763,757.90 100.0% $0.00 $763,757.90 100.0%$689,019.40 $689,019.40 100.0% $689,019.40 $0.00 $689,019.40 100.0% $0.00 $689,019.40 100.0%$696,525.00 $696,525.00 100.0% $696,524.60 $0.00 $696,524.60 99.9% $0.00 $696,524.60 99.9%$692,448.00 $692,448.00 100.0% $692,448.00 $0.00 $692,448.00 100.0% $0.00 $692,448.00 100.0%$762,743.00 $748,559.00 98.1% $748,559.00 $0.00 $748,559.00 98.1% $0.00 $748,559.00 98.1%$744,353.20 $617,930.50 83.0% $617,930.50 $0.00 $617,930.50 83.0% $0.00 $617,930.50 83.0%$671,263.20 $671,262.20 99.9% $671,262.20 $0.00 $671,262.20 99.9% $0.00 $671,262.20 99.9%$520,659.00 $520,659.00 100.0% $520,659.00 $0.00 $520,659.00 100.0% $0.00 $520,659.00 100.0%$510,878.70 $214,959.93 42.0% $214,960.33 $0.00 $214,960.33 42.0% $0.00 $214,960.33 42.0%

$12,220,769.85 $11,784,243.38 96.4% $11,784,243.38 $0.00 $11,784,243.38 96.4% $0.00 $11,784,243.38 96.4%

Home Activities Commitments/Disbursements



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FiscalYear Authorized Amount

Amount Authorizedfrom PI Amount Reserved

% AuthRsvd Balance to Reserve Total Disbursed % Rsvd Disb Available to Disburse

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$35,200.00 $352.20 $35,200.00 99.0% $0.00 $35,200.00 100.0% $0.00$47,800.00 $257.60 $47,800.00 99.4% $0.00 $47,800.00 100.0% $0.00$50,600.00 $3,155.82 $44,225.00 82.2% $0.00 $44,225.00 100.0% $0.00$49,200.00 $38,446.92 $49,200.00 56.1% $0.00 $49,200.00 100.0% $0.00$48,300.00 $37,883.60 $46,009.00 53.3% $0.00 $46,009.00 100.0% $0.00$50,400.00 $46,223.80 $50,400.00 52.1% $0.00 $50,400.00 100.0% $0.00$54,400.00 $52,606.14 $54,400.00 50.8% $0.00 $54,400.00 100.0% $0.00$54,300.00 $57,480.10 $54,300.00 48.5% $0.00 $54,300.00 100.0% $0.00$60,600.00 $47,775.20 $60,600.00 55.9% $0.00 $60,600.00 100.0% $0.00$60,400.00 $39,045.19 $60,400.00 60.7% $0.00 $60,400.00 100.0% $0.00$85,128.50 $12,948.00 $85,128.50 86.7% $0.00 $85,128.50 100.0% $0.00$90,321.40 $1,483.00 $84,735.00 92.2% $0.00 $84,735.00 100.0% $0.00$80,685.40 $27,588.40 $80,685.00 74.5% $0.00 $80,685.00 100.0% $0.00$74,473.60 $51,757.90 $74,473.60 58.9% $0.00 $74,473.60 100.0% $0.00$75,307.50 $59,114.92 $75,307.00 56.0% $0.00 $75,307.00 100.0% $0.00$76,096.60 $2,520.35 $76,096.00 96.7% $0.00 $76,096.00 100.0% $0.00$84,749.10 $9,905.60 $84,748.00 89.5% $0.00 $84,748.00 100.0% $0.00$84,281.80 $43.46 $84,281.80 99.9% $0.00 $84,281.80 100.0% $0.00$74,584.80 $1,477.91 $74,584.80 98.0% $0.00 $74,584.80 100.0% $0.00$57,851.00 $9,837.22 $57,851.00 85.4% $0.00 $57,851.00 100.0% $0.00$56,764.30 $3,200.00 $56,764.30 94.6% $0.00 $56,764.30 100.0% $0.00

$1,351,444.00 $503,103.33 $1,337,189.00 72.1% $0.00 $1,337,189.00 100.0% $0.00

Administrative Funds (AD)



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FiscalYear Authorized Amount Amount Reserved

% AuthRsvd Balance to Reserve Total Disbursed % Rsvd Disb Available to Disburse

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00

$30,200.00 $16,300.00 53.9% $13,900.00 $16,300.00 100.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00

$30,200.00 $16,300.00 53.9% $13,900.00 $16,300.00 100.0% $0.00

CHDO Operating Funds (CO)



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CHDO Funds (CR)

FiscalYear CHDO

RequirementAuthorized

Amount

AmountReserved to

CHDOS% ReqRsvd

UnreservedCHDO Amount

FundsCommitted to

Activities% RsvdCmtd

Balance toCommit Total Disbursed % Disb

Available toDisburse

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$52,800.00 $52,800.00 $46,733.25 100.0% $0.00 $46,733.25 100.0% $0.00 $46,733.25 100.0% $0.00$71,700.00 $71,700.00 $71,700.00 100.0% $0.00 $71,700.00 100.0% $0.00 $71,700.00 100.0% $0.00$75,899.95 $75,899.95 $75,899.95 100.0% $0.00 $75,899.95 100.0% $0.00 $75,899.95 100.0% $0.00$73,800.00 $73,800.00 $73,800.00 100.0% $0.00 $73,800.00 100.0% $0.00 $73,800.00 100.0% $0.00$72,450.00 $72,450.00 $72,450.00 100.0% $0.00 $72,450.00 100.0% $0.00 $72,450.00 100.0% $0.00

$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$81,600.00 $81,600.00 $81,600.00 100.0% $0.00 $81,600.00 100.0% $0.00 $81,600.00 100.0% $0.00$81,450.00 $81,450.00 $81,450.00 100.0% $0.00 $81,450.00 100.0% $0.00 $81,450.00 100.0% $0.00$90,900.00 $90,900.00 $90,900.00 100.0% $0.00 $90,900.00 100.0% $0.00 $90,900.00 100.0% $0.00$90,600.00 $90,750.00 $90,750.00 100.1% $0.00 $90,750.00 100.0% $0.00 $90,750.00 100.0% $0.00

$127,692.75 $127,693.00 $127,693.00 100.0% $0.00 $127,693.00 100.0% $0.00 $127,693.00 100.0% $0.00$127,102.65 $127,103.00 $127,103.00 100.0% $0.00 $127,103.00 100.0% $0.00 $127,103.00 100.0% $0.00$121,028.00 $121,028.00 $121,028.00 100.0% $0.00 $121,028.00 100.0% $0.00 $121,028.00 100.0% $0.00$111,710.40 $111,710.40 $111,710.40 100.0% $0.00 $111,710.40 100.0% $0.00 $111,710.40 100.0% $0.00$112,961.25 $112,961.60 $112,961.60 100.0% $0.00 $112,961.60 100.0% $0.00 $112,961.60 100.0% $0.00$114,144.90 $114,145.00 $114,145.00 100.0% $0.00 $114,145.00 100.0% $0.00 $114,145.00 100.0% $0.00$127,123.65 $127,124.00 $112,940.00 88.8% $14,184.00 $112,940.00 100.0% $0.00 $112,940.00 100.0% $0.00$126,422.70 $126,422.70 $0.00 0.0% $126,422.70 $0.00 0.0% $0.00 $0.00 0.0% $0.00$111,877.20 $111,878.00 $111,877.00 99.9% $1.00 $111,877.00 100.0% $0.00 $111,877.00 100.0% $0.00$86,776.50 $223,836.54 $223,836.54 257.9% $0.00 $223,836.54 100.0% $0.00 $223,836.54 100.0% $0.00$85,146.45 $85,146.45 $0.00 0.0% $85,146.45 $0.00 0.0% $0.00 $0.00 0.0% $0.00

$1,943,186.40 $2,080,398.64 $1,848,577.74 95.4% $225,754.15 $1,848,577.74 100.0% $0.00 $1,848,577.74 100.0% $0.00



IDIS - PR27


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FiscalYear Authorized Amount Amount Reserved Amount Commited

% AuthCmtd Balance to Commit Total Disbursed % Disb Balance to Disburse

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00

CHDO Loans (CL)



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CHDO Capacity (CC)

FiscalYear Authorized Amount Amount Reserved Amount Commited

% AuthCmtd Balance to Commit Total Disbursed % Disb Balance to Disburse

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$10,560.00 $6,066.75 $6,066.75 100.0% $0.00 $6,066.75 100.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00

$10,560.00 $6,066.75 $6,066.75 100.0% $0.00 $6,066.75 100.0% $0.00



IDIS - PR27


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TIME: PAGE: 10

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FiscalYear

Amount Reserved to OtherEntities Amount Commited

% RsvdCmtd Balance to Commit Total Disbursed % Disb Available to Disburse

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00

Reservations to State Recipients and Sub-recipients (SU)



IDIS - PR27


DATE:

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(A)FiscalYear

(B) TotalAuthorization

(C) ProgramIncomeAmount

(D) CommittedAmount

(E) Net Disbursedfor Activities

(F) Net Disbursedfor Admin/OP (G) Net Disbursed

(H) DisbursedPendingApproval (I) Total Disbursed

(J) Available toDisburse

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$352,000.00 $3,522.00 $320,322.00 $320,322.00 $35,200.00 $355,522.00 $0.00 $355,522.00 $0.00$478,000.00 $2,576.00 $432,776.00 $432,776.00 $47,800.00 $480,576.00 $0.00 $480,576.00 $0.00$505,999.95 $31,558.23 $493,333.18 $493,333.18 $44,225.00 $537,558.18 $0.00 $537,558.18 $0.00$492,000.00 $384,469.28 $827,269.28 $827,269.28 $49,200.00 $876,469.28 $0.00 $876,469.28 $0.00$483,000.00 $378,836.00 $815,827.00 $815,827.00 $46,009.00 $861,836.00 $0.00 $861,836.00 $0.00$428,400.00 $462,238.00 $840,238.00 $840,238.00 $50,400.00 $890,638.00 $0.00 $890,638.00 $0.00$544,000.00 $526,061.46 $1,015,661.46 $1,015,661.46 $54,400.00 $1,070,061.46 $0.00 $1,070,061.46 $0.00$544,000.00 $574,801.00 $1,064,501.00 $1,064,501.00 $54,300.00 $1,118,801.00 $0.00 $1,118,801.00 $0.00$606,000.00 $477,752.00 $1,023,152.00 $1,023,152.00 $60,600.00 $1,083,752.00 $0.00 $1,083,752.00 $0.00$604,000.00 $390,451.92 $917,751.92 $917,751.92 $76,700.00 $994,451.92 $0.00 $994,451.92 $0.00$851,285.00 $129,480.00 $895,636.50 $895,636.50 $85,128.50 $980,765.00 $0.00 $980,765.00 $0.00$969,135.00 $14,830.00 $899,230.00 $899,230.00 $84,735.00 $983,965.00 $0.00 $983,965.00 $0.00$844,442.90 $275,884.00 $1,039,641.90 $1,039,641.90 $80,685.00 $1,120,326.90 $0.00 $1,120,326.90 $0.00$763,493.00 $517,579.00 $1,206,598.40 $1,206,598.40 $74,473.60 $1,281,072.00 $0.00 $1,281,072.00 $0.00$771,832.00 $591,149.20 $1,287,674.20 $1,287,673.80 $75,307.00 $1,362,980.80 $0.00 $1,362,980.80 $0.40$768,544.00 $25,203.50 $717,651.50 $717,651.50 $76,096.00 $793,747.50 $0.00 $793,747.50 $0.00$847,491.00 $99,056.00 $847,615.00 $847,615.00 $84,748.00 $932,363.00 $0.00 $932,363.00 $14,184.00$828,635.00 $434.63 $618,365.13 $618,365.13 $84,281.80 $702,646.93 $0.00 $702,646.93 $126,422.70$745,848.00 $14,779.17 $686,041.37 $686,041.37 $74,584.80 $760,626.17 $0.00 $760,626.17 $1.00$578,510.00 $98,372.26 $619,031.26 $619,031.26 $57,851.00 $676,882.26 $0.00 $676,882.26 $0.00$567,643.00 $32,000.00 $246,959.93 $246,960.33 $56,764.30 $303,724.63 $0.00 $303,724.63 $295,918.37

$13,574,258.85 $5,031,033.65 $16,815,277.03 $16,815,277.03 $1,353,489.00 $18,168,766.03 $0.00 $18,168,766.03 $436,526.47

Total Program Funds



IDIS - PR27


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(A)FiscalYear (B) Total Authorization

(C) Program IncomeAmount

(D) %Committed for

Activities(E) % Disb for

Activities(F) % Disb for

Admin/OP(G) % NetDisbursed

(H) % DisbursedPendingApproval

(I) % TotalDisbursed

(J) % Availableto Disburse

199319941995199619971998199920002001200220032004200520062007200820092010201120122013Total

$352,000.00 $3,522.00 91.0% 90.0% 9.9% 100.0% 0.0% 100.0% 0.0%$478,000.00 $2,576.00 90.5% 90.0% 9.9% 100.0% 0.0% 100.0% 0.0%$505,999.95 $31,558.23 97.4% 91.7% 8.2% 99.9% 0.0% 99.9% 0.0%$492,000.00 $384,469.28 168.1% 94.3% 5.6% 100.0% 0.0% 100.0% 0.0%$483,000.00 $378,836.00 168.9% 94.6% 5.3% 100.0% 0.0% 100.0% 0.0%$428,400.00 $462,238.00 196.1% 94.3% 5.6% 100.0% 0.0% 100.0% 0.0%$544,000.00 $526,061.46 186.7% 94.9% 5.0% 100.0% 0.0% 100.0% 0.0%$544,000.00 $574,801.00 195.6% 95.1% 4.8% 100.0% 0.0% 100.0% 0.0%$606,000.00 $477,752.00 168.8% 94.4% 5.5% 100.0% 0.0% 100.0% 0.0%$604,000.00 $390,451.92 151.9% 92.2% 7.7% 100.0% 0.0% 100.0% 0.0%$851,285.00 $129,480.00 105.2% 91.3% 8.6% 100.0% 0.0% 100.0% 0.0%$969,135.00 $14,830.00 92.7% 91.3% 8.6% 100.0% 0.0% 100.0% 0.0%$844,442.90 $275,884.00 123.1% 92.7% 7.2% 100.0% 0.0% 100.0% 0.0%$763,493.00 $517,579.00 158.0% 94.1% 5.8% 100.0% 0.0% 100.0% 0.0%$771,832.00 $591,149.20 166.8% 94.4% 5.5% 99.9% 0.0% 99.9% 0.0%$768,544.00 $25,203.50 93.3% 90.4% 9.5% 100.0% 0.0% 100.0% 0.0%$847,491.00 $99,056.00 100.0% 89.5% 8.9% 98.5% 0.0% 98.5% 1.4%$828,635.00 $434.63 74.6% 74.5% 10.1% 84.7% 0.0% 84.7% 15.2%$745,848.00 $14,779.17 91.9% 90.1% 9.8% 99.9% 0.0% 99.9% 0.0%$578,510.00 $98,372.26 107.0% 91.4% 8.5% 100.0% 0.0% 100.0% 0.0%$567,643.00 $32,000.00 43.5% 41.1% 9.4% 50.6% 0.0% 50.6% 49.3%

$13,574,258.85 $5,031,033.65 123.8% 90.3% 7.2% 97.6% 0.0% 97.6% 2.3%

Total Program Percent

CR-60 - ESG 91.520(g) (ESG Recipient only)

ESG Supplement to the CAPER

For Paperwork Reduction Act

1. Recipient Information

Basic Grant Information

Recipient Name Prince William County, VA Organizational DUNNS Number 003096740 FR/TIN Number 731267228 Identify the Field Office Washington, DC Identify CoC(s) in which the recipient or Subrecipient(s) will provide ESG assistance Prince William County, VA

ESG Contact Name

Prefix Mr. First Name Bill Middle Name Last Name Lake Suffix Title CPD Division Chief

ESG Contact Address Street Address 1 15941 Donald Curtis Drive Street Address 2 Suite 112 City Woodbridge State VA Zip Code 22191 Phone Number 703-492-2300 Extension Fax Number 703-492-0499 Email Address [email protected]

ESG Secondary Contact

Prefix Ms. First Name LoToya Middle Name Last Name Blake Suffix Title Homeless Services Coordinator Phone Number 703-792-1549 Extension Fax Number 703-792-7516 Email Address [email protected]




Integrated Disbursement and Information SystemPR91 - ESG Financial Summary

DATE: TIME: PAGE: 1

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PRINCE WILLIAM COUNTY, VA2013

Grant Number Total GrantAmount

Total FundsCommitted

Total FundsAvailable to

Commit% of Grant Funds

Not CommittedGrant Funds

Drawn% of Grant Funds

Drawn Available to Draw% Remaining to

DrawE13UC510003 $137,673.00 $137,673.00 $0.00 0.00% $114,390.30 83.09% $23,282.70 16.91%

ESG Program Level Summary

Activity Type Total Committedto Activities

% of GrantCommitted Drawn Amount % of Grant Drawn

Street OutreachShelterHomeless PreventionRapid Re-HousingData Collection (HMIS)AdministrationFunds Not CommittedFunds Remaining to DrawTotal

$0.00 0.00% $0.00 0.00%$82,522.27 59.94% $72,422.19 52.60%

$0.00 0.00% $0.00 0.00%$44,216.80 32.12% $31,034.18 22.54%

$608.93 0.44% $608.93 0.44%$10,325.00 7.50% $10,325.00 7.50%

$0.00 0.00% $0.00 0.00%$0.00 0.00% $23,282.70 16.91%

$137,673.00 100.00% $137,673.00 100.00%

ESG Program Components



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Grant NumberDraws to Date

HUD ObligationDate

ExpenditureDeadline

Days Remainingto Meet

Requirement DateExpenditures

RequiredE13UC510003 $114,390.30 11/20/2013 11/20/2015 464 $23,282.70

24-Month Grant Expenditure Deadline

Grant Amount: $137,673.00

All of the recipient’s grant must be expended for eligible activity costs within 24 months after the date HUD signs the grant agreement with the recipient. Expenditure means either an actual cash disbursement for adirect charge for a good or service or an indirect cost or the accrual of a direct charge for a good or service or an indirect cost. This report uses draws in IDIS to measure expenditures. HUD allocated Fiscal Year2011 ESG funds in two allocations. For FY2011, this Obligation Date is the date of the first allocation.This report does not list the Obligation Date, does not calculate the Expenditure Deadline, and does not trackthe Days Remaining for the FY 2011 second allocation.

Amount Committed toShelter

Amount Committed toStreet Outreach

Total Amount Committedto Shelter and Street

Outreach% Committed to Shelter

and Street Outreach

2010 Funds Committed toHomeless Assistance

ActivitiesTotal Drawn for Shelter and

Street Outreach% Drawn for Shelter and

Street Outreach$82,522.27 $0.00 $82,522.27 59.94% $70,456.00 $72,422.19 52.60%

60% Cap on Emergency Shelter and Street OutreachThe cap refers to the total amount of the recipient’s fiscal year grant, allowed for emergency shelter and street outreach activities, is capped at 60 percent. This amount cannot exceed the greater of: (1) 60% of theoverall grant for the year; or, (2) the amount of Fiscal Year 2010 ESG funds committed for homeless assistance activities.



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ESG Draws By Month (at the total grant level):Grant Amount: 137,673.00

Quarter End Date Draws for theQuarter

Draws to Date atthe End of the

Quarter% Drawn for the

Quarter% Drawn to Dateat End of Quarter

12/31/201303/31/201406/30/201409/30/2014

$0.00 $0.00 0.00% 0.00%$55,763.11 $55,763.11 40.50% 40.50%$41,354.95 $97,118.06 30.04% 70.54%$17,272.24 $114,390.30 12.55% 83.09%

ESG Draws By Quarter (at the total grant level):



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ESG Subrecipient Commitments and Draws by Activity Category :Subecipient Activity Type Committed Drawn


ShelterRapid Re-HousingData Collection (HMIS)AdministrationTotalTotal Remaining to be DrawnPercentage Remaining to be Drawn

$82,522.27 $72,422.19$44,216.80 $31,034.18

$608.93 $608.93$10,325.00 $10,325.00

$137,673.00 $114,390.30$23,282.70

16.91%



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ESG Subrecipients by Activity CategoryActivity Type SubecipientShelterRapid Re-HousingData Collection (HMIS)Administration

PRINCE WILLIAM COUNTYPRINCE WILLIAM COUNTYPRINCE WILLIAM COUNTYPRINCE WILLIAM COUNTY


Integrated Disbursement and Information SystemPR92 - ESG Recipient Detail Field Office Report

{Prompted Grantee} = 51034:PRINCE WILLIAM COUNTY

DATE: TIME: PAGE: 1

17:1508-13-14

WASHINGTON DC, 2013ESG Recipient ESG Component Total Committed % Committed Total Drawn % Drawn


Street OutreachShelterHomeless PreventionRapid Re-HousingData Collection (HMIS)AdministrationTotals:

Amount Not CommittedAmount Not DrawnTotal Grant Amount:

$0.00 0.00% $0.00 0.00%$82,522.27 59.94% $72,422.19 52.60%

$0.00 0.00% $0.00 0.00%$44,216.80 32.12% $31,034.18 22.54%

$608.93 0.44% $608.93 0.44%$10,325.00 7.50% $10,325.00 7.50%

$137,673.00 100.00% $114,390.30 83.09%$0.00 0.00%

$23,282.70 16.91%$137,673.00

CR-75 - ESG Expenditures

11. Expenditures

11a. ESG Expenditures for Homelessness PreventionDollar Expenditure In Program Year

FY2014Expenditures for Rental AssistanceExpenditures for Housing Relocation & Stabilization Services - Financial AssistanceExpenditures for Housing Relocation & Stabilizations Services - ServicesExpenditures for Homeless Prevention under Emergency Shelter Grants ProgramSubtotal Homelessness Prevention $

Table 2 - ESG Expenditures for Homelessness Prevention

11b. ESG Expenditures for Rapid Re-housingDollar Expenditure In Program Year

FY2014Expenditures for Rental Assistance $31,034.18Expenditures for Housing Relocation & Stabilization Services - Financial AssistanceExpenditures for Housing Relocation & Stabilizations Services - ServicesExpenditures for Homeless Prevention under Emergency Shelter Grants ProgramSubtotal Homelessness Prevention $31,034.18

Table 3 - ESG Expenditures for Rapid Re-housing

11c. ESG Expenditures for Emergency ShelterDollar Expenditure In Program Year

FY2014Essential ServicesOperations 72,422.19$ RenovationsMajor RehabConversionSubtotal Homelessness Prevention $72,422.19

Table 4 - ESG Expenditures for Emergency Shelter

11d. Other Grant ExpendituresDollar Expenditure In Program Year

FY2013Street OutreachHMIS 609.93$ Administration 10,325.00$ Subtotal Other Grant Expenditures 10,934.93$

Table 5 - Other Grant Expenditures

11e. Total ESG Grant FundsDollar Expenditure In Program Year

FY2014Total ESG Funds Expended 114,391.30$

Table 6 - Total ESG Funds Expended

11f. Match Funds Dollar Amount

FY2013Other Non-ESG HUD Funds 37,806.73$ Other FederalState Government 35,050.00$ Local Government 135,555.16$ Private Funds 44,420.52$ Other: Freddie Mac Foundation 50,000.00$ FeesProgram IncomeTotal Match Amount 302,832.41$

Table 7 - Other Funds Expended on Eligible ESG Activities

11g. Total Dollar Amount

FY2013Total Amount of Funds Expended on ESG Activities 417,223.71$

Table 8 - Total Amount of Funds Expended on ESG Activities

CR-70 - Assistance Provided

8. Shelter Utilization

Number of New Units - RehabbedNumber of New Units - ConversionNumber of Bed - nights available 376Number of Bed - nights provided 370Capacity Utilization 98.40%

ESG CAPER 7-1-13 to 6-30-14 Thursday, August 14, 2014 12:07 PM

prince william area caper 9-25-14...prince william area ... need-based formula, ... system (idis) by...

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